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C O U N C I LP L A N
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THIS DOCUMENT IS ALSO AVAIL ABLE IN WELSH
C O N T E N T S
T H I S I S W R E X H A M C O U N T Y B O R O U G H . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
OUR VISION F OR TH E CO U N T Y BOR OUGH AN D OUR F U T UR E GENER ATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
D E V E L O P I N G O U R C O U N C I L P L A N . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
IMPAC T OF COVI D -19 PANDEMIC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
OUR F INANCE S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
O U R S I X W E L L- B E I N G O B J E C T I V E S A N D I M P R O V E M E N T P R I O R I T I E S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1
DE VELOPING TH E E CONOMY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
ENSUR ING E VER YON E IS S AFE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
ENSUR ING A MODER N AND R E SILI EN T COUNCIL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
IMPR OVING TH E EN VI R ONMEN T . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 2
IMPR OVING SE CONDAR Y ED UCATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
PR OMOTING G OOD H E ALTH AND WELL-BEI NG (WITH A FOCUS ON IMPROVING CHILDREN’S SERVICES) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
M E A S U R I N G H O W W E L L W E A R E D O I N G . . . . . . . . . . . . . . . . . . . . . . . 2 8
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This Council Plan is the means by which Wrexham County Borough Council has published its Well-being Statement and has defined its Well-being Objectives as required by the Well-being of Future Generations (Wales) Act 2015. It is also the means by which the council sets its Improvement Objectives and meets the requirement of the Local Government (Wales) Measure 2009 for the council to put an ‘improvement plan’ in place as son as practicable after the start of the financial year.
WA L E S ’ W E L L- B E I N G G O A L S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 9
WOR K ING TOWAR DS TH E WELL-BEING G OAL S WI TH OUR PU BLIC SER VICE PAR TN ER S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
HOW OUR WELL-BEING OBJE C TI VE S CON TR I BU TE . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
SUSTAINABLE DE VELOPMEN T - OUR PL AN NI NG PR I NCI PLE S . . . . . . . . . 32
R E C O V E R I N G F R O M A G L O B A L PA N D E M I C . . . . . . . . . . . . . . . . . . . . . . 3 5
LOCAL R E COVER Y PL ANN I NG . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
R E GIONAL AND SU B-R E GIONAL R E COVER Y PL AN N I NG . . . . . . . . . . . . . . . . . . . 37
A P P E N D I X 1 – M I L E S T O N E S A N D M E A S U R E S . . . . . . . . . . . . . . . . . . 3 9
DE VELOPING TH E E CONOMY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
ENSUR ING E VER YON E IS S AFE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 3
ENSUR ING A MODER N & R E SILI EN T COUNCI L. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
IMPR OVING TH E EN VI R ONMEN T . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
IMPR OVING SE CONDAR Y ED UCATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
PR OMOTING G OOD H E ALTH & WELL-BEI NG( WI TH A F OCUS ON IMPR OVING CH ILDR EN’ SER VICE S) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
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Our County Borough has 68 schools and over a third of people working here do so in the public sector (for example in local government, schools, hospitals or doctors’ surgeries). Manufacturing is also important, 20% of jobs in our county are in this category and Wrexham Industrial Estate is one of the largest in Europe.
In Wrexham town centre, a range of regeneration work is going on to repurpose the town in response to changing trends in shopping and living, and our arts and markets centre ‘Tŷ Pawb’ continues to develop. However, some of our urban areas are still amongst the most deprived in Wales.
There are around 136,000 people living in Wrexham County Borough. This includes Wrexham town, some areas in the countryside and other smaller communities. In some of these areas the Welsh language and culture is very important to people.
The average age of someone living here is 42 years and over a quarter of us are in the 45 to 64 years age group. There are slightly more men than women overall.
T H I S I S W R E X H A M C O U N T Y B O R O U G H
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We provide many services to you, whether you live here, work here or are just visiting, such as: schools, waste collection, social care, council housing, planning services, roads, museums, country parks and trading standards.
Our vision for the future is that all the people that live here are supported to fulfil their potential, prosper and achieve a high standard of well-being. We will be a strong and inclusive community leader to help make this happen.
The Well-being of Future Generations (Wales) Act 2015 is a law that seeks to improve the social, economic, environmental and cultural well-being of Wales and it sets out seven well-being goals for
Wales. It requires public bodies (such as the council, police, health services, fire and the voluntary sector) to work together as a Public Services Board (PSB) to agree objectives for improving the well-being of the local area. The things we do as a council must also help to achieve these well-being goals for Wales and those set by the Wrexham PSB.
Our Council Plan is where we present our well-being objectives and improvement priorities as required by legislation and explain how our activities and programmes will help us to achieve our vision for Wrexham County Borough and Wales’ Well-being Goals. More information about this can be found within each of our objectives in pages 11-27 and in the section on ‘Wales’ Well-being Goals’ on page 29.
O U R V I S I O N F O R T H E C O U N T Y B O R O U G H A N D O U R F U T U R E G E N E R AT I O N S
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IN 2019 WE AGREED OUR VISION:
IN 10-15 YEARS, THE COUNT Y BOROUGH’S ECONOMY WILL …
• Be thriving and resilient – with a good mix of new and existing businesses, local enterprises, national and international companies;
• Reflect the position of Wrexham town as the major urban area of North Wales;
• Offer a range of employment opportunities, with higher salaries and better job satisfaction;
• Be a good mix of traditional industry with the skills and knowledge economy;
• Value older people through continuing to use their skills and expertise in work places or through volunteering opportunities; and
Be well-connected regionally, nationally and internationally – both in terms of travel and communications.
IN 10-15 YEARS, THE PEOPLE OF THE COUNT Y BOROUGH WILL …
• Live here because they choose to – and are proud of their culture and identity;
• Have high aspirations for education and for life, with the skills, opportunities and tools to achieve them;
• Support children and young people to have the space and opportunity to play
• Have equality of opportunity regardless of their personal circumstances;
• Have the tools to make good life choices that keep them healthy and happy and less reliant on public services;
• Be made up of resilient individuals living in strong and resilient communities where no one feels, or is, isolated or lonely where people take responsibility for themselves and their areas; and
• Feel safe, regardless of their background or life choices.
IN 10-15 YEARS, THE COUNT Y BOROUGH WILL BE A PL ACE WITH…
• Unique and beautiful countryside and heritage that is seen as the gateway to North Wales where people want to be and are proud to say they come from;
• A vibrant, accessible and welcoming town and surrounding areas which offers a range of retail, leisure and accommodation options – where our historic landmarks and new developments enhance each other;
• Good public transport links and infrastructure so people can easily access the services and facilities they want and need to, as well as being able to travel to major cities;
• Good quality housing for all, irrespective of whether it is social housing or privately rented/owned;
• Thriving resilient communities with play, cultural and leisure activities for all ages; and
• Actual and perceived low levels of crime and anti-social behaviour.
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Our vision for the County Borough is as valid today as when we first agreed it, however we must now consider it within the context of an international pandemic, which has affected every aspect of all our lives.
We normally agree and publish our Council Plan in May each year. Although the Plan was in its final stage of production in late spring 2020, the pandemic and subsequent national ‘lockdown’ meant that not only was the approval process delayed, but we also knew that we needed to revisit it and take the opportunity to begin to reflect on the impact of Covid-19 within it.
Work on this Plan began back in 2018, when we reviewed the existing Plan and carried out a lot of research to identify which were the most important things we should focus on improving in the current financial climate. This led us to six in-year priorities, which were included in our Council Plan 2019-22
Public consultation on these six priority areas was carried out during June and July 2019. There were a number of blog posts about the consultation, as well as publicising it through social media. ‘Wrexham.com’ promoted the consultation through a story on their website. There were 244 responses in total, which were analysed and have been taken into account when further developing the objectives included in this new plan.
Workshops with officers and Elected Members were carried out to consider the objectives using the consultation findings and other research. To help us, we have focused on reviewing the objectives through the lens of the Wellbeing of Future Generations Act: in particular the sustainable development principle, which requires us to act in a way which seeks to ensure that the needs of the
present are met without compromising the ability of future generations to meet their own needs. More information on how we have assessed our objectives using these sustainable development principles can be found in ‘Sustainable Development – Our Planning Principles’ at page 32.
Engagement with representative groups of those with protected characteristics (as defined under the Equality Act) also took place to develop our equality objectives. Representatives of 25 groups replied to this consultation and the results were used to shape the objectives. As well as publishing these in our Strategic Equality Plan (as required by legislation) we have fully embedded these objectives into this Council Plan.
All this work helped us to develop the six objectives, that even within the context of Covid-19, we still believe are the right things to focus on and prioritise in this Council Plan which will take us through to 2023, helping us towards achieving our vision for the County Borough and contributing to Wales’ Well-being Goals. These are the services we will be focussing most on improving and which we believe will have the most benefit to you.
D E V E L O P I N G O U R C O U N C I L P L A N
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Responding to this unprecedented emergency has affected all aspects of council policy and practice, including the objectives and priorities contained in the Council Plan and all other partnership and service plans.
There are potentially very severe social and economic risks associated with Covid-19 and the core purpose of managing the emergency has been to minimise and/or mitigate those risks. During this period we have been fulfilling a local and regional role, planning for and responding to impacts on service provision, governance, staff welfare, the economy and the wider community.
Our duties under Civil Contingencies legislation include undertaking Emergency Planning, as well as being responsible for providing and disseminating accurate, consistent and supportive sources of information and advice to stakeholders, partners, businesses and the wider public. We also have direct responsibility for the welfare of approximately 6000 employees (this figure includes schools) and for supporting local residents, particularly the most vulnerable.
The virus has impacted on the provision of council services – both in terms of what we have been able to provide, and how we have been able to provide it. Decisions about our services have been taken in line with national legislation and restrictions, which have meant that we have had to prioritise the provision of critical functions, with some other functions being performed on a more limited basis or not at all for the duration of the emergency.
The potential differential impact of council decisions on the most vulnerable in our communities and on those with protected characteristics under the Equality Act has been uppermost in our minds throughout the crisis and will be going forward.
As we move out of the initial response phase, we are planning for the next phase – recovery. This is complex. The unique circumstances of Covid-19 – the rise in the infection rate and the tightening of restrictions to control the spread of the virus in the autumn - mean that the recovery phase is taking shape whilst we are still responding to the immediate impact of the pandemic. The shape of the recovery plan must take account of this situation, recognising the enormous impact that this emergency has had on everyone and on all aspects of life. The recovery plan must be realistic in terms of the length of time it will take to achieve a ‘new normality’ in terms of personal, social and professional life within our community.
As well as working regionally with our neighbouring local authorities and partners within national and regional recovery frameworks, our Executive Board supported and challenged by the scrutiny function will lead on our local response which will focus on:
• Service continuity;
• Enabling workforce and buildings;
• Governance and finance; and
• Community resilience.
Plans are being developed for each of these areas and in the medium and longer term our plans for delivering our council objectives will need to take account of the impacts of Covid-19, including financial impacts.
We have already undertaken work in relation to community resilience to help us identify local recovery themes, which we will ensure are reflected in the actions we undertake within each of our objectives. More information on this work and how it is progressing can be found in our section on ‘Recovering from a global pandemic’ [page 35.
I M PA C T O F C O V I D - 1 9 PA N D E M I C
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O U R F I N A N C E SThe council’s Medium Term Financial Plan sets out our approach to how we manage our finances as well as the broad issues that will impact on our financial position over the medium term. The council’s Medium Term Financial Plan approved by Council on 26th February 2020 highlighted a potential revenue shortfall of approximately £6m for the period 2021/22 to 2022/23.
It is clear that the financial outlook for the council, in terms of Welsh Government funding and support for both Revenue and Capital expenditure is uncertain in the medium term. The council expects to see increasing demand for social care services and the anticipated changes in Universal Credit will also affect the council’s finances together with more general economic changes following the Covid-19 pandemic.
The WLGA and local authorities in Wales have worked closely with the Welsh Government (WG) during the current situation. To date the council has processed just over £24m of Covid-19 business support grants to 2,088 businesses on behalf of WG. WG has also made additional funding available for social care and to give special financial assistance to local authorities that would otherwise be faced with undue financial burden. The scheme provides for additional expenditure incurred by the local authority as a result of Covid-19.
The qualifying expenditure includes:
• General costs such as supplying food to vulnerable individuals, personal protective and sanitation equipment, additional staffing costs and ICT costs to enable staff to work from home;
• Housing/Homelessness - provision of facilities to enable homeless individuals to self isolate;
• Education - direct payments to families of children eligible for free school meals; and
• Adult social care – new care needs and additional care commissioning costs.
However, the council will have other pressures such as costs that are currently not eligible for Covid-19 hardship funding and loss of income as a consequence of temporary suspension of services. These pressures will impact on services going forward.
The ongoing impact of austerity is likely to continue for the next few years, which means we need to prioritise carefully how we spend our money. We have already made major savings and implemented cuts over many years. The Medium Term Financial Plan will be further updated as we go through the year and more is agreed by Central Government in response to the ongoing pandemic.
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O U R S I X W E L L- B E I N G O B J E C T I V E S A N D I M P R O V E M E N T P R I O R I T I E S
The next section outlines each of our six objectives, why they are important to us, what areas of work we will prioritise to deliver them, and how they will contribute to Wales’ Well-being Goals. It also explains what success will look like and how we will measure our progress.
As we ‘unlock’ our other important services, these will still be delivered but details about those will be included within our internal service plans. We will also be continuing to work on key areas that underpin all of our work across the council – areas such as anti-poverty, equality and the Welsh language.
DEVELOPING THE ECONOMY
ENSURING EVERYONE IS SAFE
ENSURING A MODERN AND RESILIENT COUNCIL
IMPROVING THE ENVIRONMENT
IMPROVING SECONDARY EDUCATION
PROMOTING GOOD HEALTH AND WELL-BEING (WITH A FOCUS ON IMPROVING CHILDREN’S SERVICES)
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D E V E L O P I N G T H E E C O N O M Y
The economy is a major driver for improving the community of Wrexham and closely aligned with Wales’ Well-being Goals.
The Covid-19 pandemic has seen unprecedented impacts on public health and the economy and its effects will be felt for some time. The UK economy and most aspects of public life have been in lockdown since March 2020, which has affected all sectors. Nationally, the lockdown has resulted in higher levels of unemployment, business failure and financial loss.
The council has developed a Wrexham Town Centre Recovery Plan to outline its planned activity over three themes: Safety, Promotion and Regeneration. The Plan will be implemented to support the creation of a set of conditions that will facilitate the re-opening of the Wrexham town centre economy and take the first steps in re-establishing Wrexham’s profile, post-Covid-19 as a strategically significant Welsh town with a unique offer for consumers and visitors.
Whilst it is prudent to review the Developing the Economy objective in light of Covid-19, it is currently thought that its general intent remains valid as a core strategic framework to deliver long-term improvements to Wrexham town centre and the wider County Borough. The Developing the Economy work-stream was developed before the impact of Covid-19 was felt and constitutes an investment strategy for short, medium and long term. Covid-19 will obviously affect immediate activities and plans may need to be adapted should the virus and its impacts persist for some time but the longer term course of action remains the focus of the Developing the Economy Programme Board. We acknowledge that economic impact has been felt across the entire County Borough
and where possible, consideration will be given to those settlements included at Tier 2 within the Local Development Plan.
We are ambitious – we aspire to be recognised as a hub of industry and commerce in North Wales and a world leader in advance manufacturing, energy and digital sectors. We want to attract better paid jobs to the area, but we need to prioritise support for people who will have lost their employment through a multi-agency, rapid response to redundancy. In addition we are seeking to address inequalities in employment, making vital contributions to people and communities’ cohesion, well-being and contributing to a resilient, prosperous, healthy and more equal Wales.
At a regional level, we will work collaboratively as the North Wales Economic Ambition Board to maximise the Growth Deal. We will partner with the Welsh Government to secure investment in Wrexham and with our neighbouring local authorities and partners in the Mersey Dee region to secure an economic stimulus package to support the Mersey Dee region through the impact of Covid-19 and Brexit. We will also continue to work across the region to influence and create the conditions for business growth; locally we will promote local entrepreneurship to create employment and wealth.
Key to this is improving our infrastructure and support systems around our economy – ensuring the road, active travel, rail and digital communication infrastructure meet the needs of our economy.
Wrexham is in a unique position and we want to build upon our success in raising its profile as a destination location. We will masterplan the regeneration of a smaller, more focused town-centre, modernising and diversifying to create a more appropriate mix of retail, residential and
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entertainment, as well as seeing community benefits from our sporting, cultural and leisure facilities and events programmes. This is key to raising our profile as a place to live, visit, work and invest and supporting the Well-being Goal of being a Wales of vibrant culture and a thriving Welsh language
OUR FOCUS FOR 2020-23
WRE XHAM TOWN CENTRE RECOVERY PL AN (INCLUDING A NEW MARKE TING CAMPAIGN FOR 2020)
• Create additional floor space (internal & external) to accommodate social distancing requirements (consider acquisition of land / repurposing and also permissions for existing uses) and allow where possible, businesses to access areas outside their premises for trading;
• Consolidate and relaunch the Property Investment Grant, Townscape Heritage Scheme and loan products to assist businesses post-Covid-19;
• Install road markings and signage in the town centre to mark out one way systems where pedestrian walkways are too narrow to allow for social distancing with two-way pedestrian traffic; and
• Secure and implement Local Sustainable Transport Covid Response Fund 2020-21 projects, following assessment by Welsh Government.
NORTH WALES GROW TH DEAL
• As a member of the North Wales Economic Ambition Board, work with partners to complete detailed business cases for each individual project/programme approved as part of the Growth Deal in order to secure funding; and
• Work with partners to deliver the approved projects/programmes for digital infrastructure build, land and premises, energy improvements and research and development facilities across North Wales.
MASTER PL AN A SMALLER WRE XHAM TOWN CENTRE WITH A MIX OF RE TAIL , RESIDENTIAL AND ENTERTAINMENT
• Target empty and problematic buildings in the Wrexham town centre and other key settlements to improve occupancy and repurpose to meet changing needs of the economy;
• Implement a Wrexham Town Centre Renewal Initiative in support of a new ‘Common Purpose’ around the creation of a high quality core of the town centre, including delivery of the Townscape Heritage Scheme, Targeted Regeneration Investment Programme, Business Improvement District, Transforming Towns and ‘Homes Above Retail Premises’ project; and
• Develop a Green Infrastructure Project to improve the physical environment in the core of Wrexham town centre, complementing the emergence of a Market Quarter.
CAPITALISE ON THE ECONOMIC IMPACT OF FOOTBALL ON THE COUNT Y BOROUGH• Consult and commence delivery of the Wrexham
Gateway Masterplan in partnership with Wrexham Football Club, Wrexham Glyndŵr University and the Welsh Government together with Transport for Wales, to deliver a major mixed use regeneration scheme centred around the Racecourse Ground and the General Station; and
• Work with Welsh Government to take forward the development of a National Football Museum in Wrexham.
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PROMOTE LOCAL ENTREPRENEURSHIP
• Develop an Innovation & Entrepreneurial Loan Fund;
• Deliver the new Digital Access Project and support the new Universal Service Obligation to provide new digital infrastructure in communities that will improve opportunities for entrepreneurial activity; and
• Publish a new Destination Management Plan to promote opportunities for tourism development in Wrexham including the opportunities radiating outward from the Trevor Basin Technical Master Plan as part of the Pontcysyllte Aqueduct & Canal World Heritage Site and complete the relocation of the Visitor Information Centre to Chester Street.
ENSURE THE ROAD AND RAIL INFRASTRUCTURE MEE TS THE NEEDS OF OUR ECONOMY
• Work in partnership with Welsh Government to secure improvements to A483 trunk road;
• Ensure that supporting infrastructure including road, rail, public transport modes and active travel solutions is developed to interface with improved A483, which will improve routes to the town centre, and contribute to decarbonisation;
• Secure improvements in facilities and services through Wrexham’s railway stations – including improving disabled access; and
• Complete the Wrexham Industrial Estate Transport Study in line with the Welsh Transport Approval Guidance (WelTAG) process.
WORK TO PROMOTE EQUALITIES IN ACCORDANCE WITH OUR STRATEGIC EQUALIT Y PL AN
• Engage with those seeking and providing employment in the County Borough to help increase the number of disabled people accessing employment opportunities and raise awareness of the pay gaps for this group.
WHAT SUCCESS LOOKS LIKE
• There will be improved travel mode options for travel into Wrexham (particularly via Mold Road) and the Wrexham Industrial Estate including improved active travel routes, public transport by road and rail;
• We will have achieved growth in employment with an increase in the supply of better paid jobs;
• Wrexham has the capacity and resilience to hold more large capacity events at the Racecourse complex, with the ability to transport significantly higher numbers of people in and out of Wrexham more easily/quickly;
• An increase in recognition for Wrexham as a significant visitor destination in North Wales and the wider Mersey Dee region for our football heritage;
• Noticeably higher numbers of visitors to the County Borough;
• A growth in small businesses in the food production/ new product development and low carbon economy sector;
• Growth in entrepreneurial activity and small businesses operating out of Wrexham town centre;
• A reduction in the number of empty properties in Wrexham town centre and key settlements;
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• Areas of Wrexham Industrial Estate and Western Gateway redeveloped post Local Development Plan finalisation;
• An increase in the number of job outcomes from the Communities for Work Plus programme for individuals with a disability or work limiting health condition;
• Improved awareness from employers about the needs of job seekers who have a disability or work limiting health condition;
• In the longer term a decrease in the unemployment rate of disabled people; and
• An increase in the amount of organisations signing up to the Employers’ Pledge.
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E N S U R I N G E V E R Y O N E I S S A F E
Being and feeling safe in Wrexham County Borough is vital to our residents and visitors and is a key factor which impacts on people’s’ quality of life and their ability to engage in community life.
Whilst we know that the vast majority of people in Wrexham are safe from harm and feel safe, it is one of our most important duties to safeguard those who may be vulnerable, to prevent harm and to create an environment where all people feel safe.
Much of this work will be focused on our Corporate Safeguarding Strategy, which sets out how we will meet our duties to protect vulnerable adults and children from harm. Emphasis will be placed on our responsibility to tackle equality issues and we will promote and celebrate the ethnic diversity of our communities to ensure that they are inclusive and welcoming.
We will also work to ensure that people, particularly the most vulnerable, have access to the right housing, whether that is council, social or private rented sector housing. We will work to ensure that we are able to effectively respond to any new demands and challenges which arise as a result of people’s changing circumstances and new Welsh Government legislation and guidance during Covid-19.
We will continue to work in collaboration with our partners, particularly the Community Safety Partnership, to tackle crime and disorder and to ensure that local community safety issues are addressed, identifying any changes in our communities which require additional attention following Covid-19.
As the world recovers from the Covid-19 pandemic, we will continue to work with partners regionally and nationally to deliver the ‘Test, Trace and Protect’
programme, facilitating the process of contact tracing with local teams of tracers working in Wrexham. This work is vital in ensuring that the virus is kept under control, and to protect everyone as lockdown restrictions are removed.
This priority contributes directly to Wales’ Well-being Goals, in particular a resilient Wales and a Wales of cohesive communities, where creating the conditions which support the ability of people to thrive and fully realise their potential regardless of their background or circumstances will help create a more equal Wales.
OUR FOCUS FOR 2020-23
IMPROVING COMMUNIT Y SAFE T Y
• Working with partners to implement the Community Safety Plan, focusing on reducing harm caused by alcohol, protecting the most vulnerable and making people feel safer;
• Supporting vulnerable people to prevent them from becoming victims, and repeat victims, of crime;
• Developing our safeguarding practice to respond to new national policies and procedures;
• Implementing our Corporate Safeguarding Strategy and action plan to improve awareness about and help victims of exploitation, such as those affected by County Lines, Modern Slavery and domestic abuse;
• Work with partners and communities to promote and celebrate the ethnic diversity of our communities ensuring they are inclusive and welcoming; and
• Identifying new and emerging evidence which may highlight additional areas of concern as a consequence of Covid-19.
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REDUCING HOMELESSNESS
• Delivering our Homelessness and our Rough Sleeper strategies to support people who have lost their accommodation and who are currently not engaging with support services, as part of wider actions to reduce the prevalence of homelessness, including the implementation of the recommendations of the Homelessness Action Group report;
• Supporting the sustainability of tenancies and reducing the risk of eviction by launching a new Financial Inclusion Service, developing ‘pre-tenancy support, and expanding the Local Lettings Agency to increase housing options for those at risk of homelessness; and
• Implementing the new Housing Support Grant which combines grants previously provided under Supporting People, Homelessness Prevention and Rent Smart Wales.
INVESTING IN HOUSING STANDARDS AND SERVICES
• Increasing our housing stock with our new-build schemes in Plas Madoc and Nant Silyn and acquisition of suitable properties;
• Improving the standard of our housing stock by completing the Welsh Housing Quality Standard, implementing the Local Lettable Standard and defining the council’s specification for zero/low carbon housing types for retro-fit and future schemes;
• Improving the efficiency and responsiveness of our Estate Offices, ensuring that we make best use of technology and modern ways of working; and
• Developing the supply and quality of our sheltered housing, and progressing with investment through our Sheltered Housing Refurbishment Programme.
IMPROVING PRIVATE SECTOR HOUSING STANDARDS
• Supporting private landlords to improve the quality and sustainability of accommodation by taking planning and licencing enforcement action against poorly managed, maintained or empty residential properties in the town centre;
• Continue to promote and enforce the Additional HMO Licensing scheme in Wrexham;
• Initiate and deliver a new Property Enforcement Project under the Welsh Government Transforming Towns programme;
• Working in partnership with Rent Smart Wales to ensure that landlords and letting agents comply with their Code of Practice; and
• Subject to appropriate resources, develop and implement new local standards for private rented sector housing that improves quality of life for tenants and adjacent communities.
WHAT SUCCESS LOOKS LIKE
• Fewer people will be harmed by or will be victims of crime;
• People will feel and will be safer;
• A reduction in the number of hate crimes and an increase in victim confidence/satisfaction;
• Adoption and implementation of the Modern Slavery Transparency Statement, have worked with partners to deliver actions from the Home office PREVENT self-assessment and delivered Tier 2 training in Modern Slavery to all appropriate staff;
• Refugees on the resettlement scheme will be able to build new lives and secure a sustainable future in Wrexham County Borough;
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• There will be good community relations and integration between groups;
• Better understanding of where EU national and other BAME (Black Asian and Minority Ethnic) communities are living in order to support and engage with them;
• Brexit related community tensions are identified and actions put in place to minimise these;
• Implementation of ‘Operation Repeat’ to safeguard older people and vulnerable residents from financial abuse and doorstep crime;
• Fewer people rough sleeping and experiencing homelessness and more people supported to sustain their tenancies;
• New build schemes in Nant Silyn and Plas Madoc and more of our housing stock meeting the requirements of the Welsh Housing Quality Standard;
• New Estate Office IT and agile working to deliver a more responsive and efficient service;
• Completion of Stage 2 (Mobilisation) of the Sheltered Housing Refurbishment Programme;
• More private landlords/letting agents complying with Rent Smart Wales Code of Practice; and
• More people living in better quality private rented sector accommodation.
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E N S U R I N G A M O D E R N A N D R E S I L I E N T C O U N C I L
The council faces the issue of doing more with less. To help address this issue, the council needs to become a more modern and resilient council. We will achieve this by delivering the ‘Modern Ways of Working’ programme which will transform our working practices by providing improved working environments, adopting new technology and digital solutions, making our work more sustainable in the long term and challenging the culture issues around the way the council works. This is particularly pertinent in light of the unprecedented challenges presented by the Covid-19 pandemic
In moving forward, we need to ensure we meet our responsibilities around equality. Our Strategic Equality Plan sets out the work we will be undertaking to ensure that our services are accessible - both in meeting the accessibility standards for public sector bodies and ensuring people can access the services they need, in a way that is right for them. It also has a focus on making sure that we involve those who use our services to help us make good decisions about our services, and how we will seek to improve diversity in local democracy so that there are opportunities for under-represented groups to play a full role in supporting and representing their communities
The development and delivery of a new ICT & Digital strategy will set out how we will use the power of digital technology to transform the way the council works and how we engage and support our communities and deliver our services. Work will continue on ensuring our ICT infrastructure is secure, resilient and has the capacity to support the delivery of the council’s critical services and priorities during the Covid-19 pandemic and going forward.
We will deliver on the priorities set out within our organisational development and workforce
strategy to support us in developing a culture where employees and elected members feel involved, valued and empowered and have the right skills to enable them to deliver efficient services. In doing so we will also focus in improving and supporting the diversity of our workforce and addressing any pay gaps we identify.
To ensure the Welsh language continues to thrive within Wrexham, it is vital that the council continues to ensure it is adhering to the Welsh Language Standards.
This objective is cross-cutting and in helping the council deliver improvements across all of its objectives and services will contribute to all seven of Wales’ Well-being Goals – but in particular directly supporting a resilient Wales, which is globally responsible and has a vibrant culture and thriving Welsh language.
OUR FOCUS FOR 2020-23
• Deliver on the aims of our modern ways of working programme, ensuring that these aims support the resilience of council services in our response to the Covid-19 pandemic;
• Review our office accommodation requirements, ensuring that our assets are fit for purpose and provide modern and flexible office accommodation which meets the requirements of a modern organisation;
• Develop a new ICT & Digital strategy which will enable us to modernise the way we work and engage with our customers;
• In light of the Covid-19 emergency, ensure key services are sustainable and our resources are aligned to our priorities and operate in a modern way;
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• Deliver on the organisational development and workforce strategy priorities;
• Lead on, and ensure the development of Welsh language in our organisation;
• Invest in our ICT infrastructure and complete the delivery of the new data centre and disaster recovery sites;
• Improve the accessibility of the council;
• Involve all and ensure that we use information about those who use our services, including those with protected characteristics, to make good decisions;
• Support diversity in local democracy; and
• Improve the diversity of, and address any pay gaps in the council’s workforce.
WHAT SUCCESS LOOKS LIKE
• The council has adopted modern ways of working, with improved working environments, a better use of technology and digital solutions and made our work more sustainable by reducing our carbon footprint;
• The council has a flexible workforce with the ability to work from home, on site or from a designated workspace;
• The council’s democratic arrangements are able to operate with use of digital technologies to facilitate remote attendance;
• The council has reduced its town centre office accommodation assets and transformed remaining assets into modern and flexible working environment;
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• The council has successfully adopted a new ICT & Digital strategy and delivered on the objectives of the strategy;
• The council is fully compliant with the Welsh Language Standards;
• The council has moved out of the crisis phase of managing its budget and refocused it to ensure services are delivered resiliently in a new way given the impact of Covid-19; and
• The council will have the ICT infrastructure and capacity to support innovation and change.
IN REL ATION TO OUR STRATEGIC EQUALIT Y PL AN OBJECTIVES:
• There are services available to support those who are digitally disadvantaged and they are able to access the services they need, in a way that is right for them;
• More of our electronic information is fully accessible;
• There is greater satisfaction for customers in terms of accessing council services;
• Respondents to corporate consultations will be more closely aligned with the demographic and equality profile of the County Borough;
• Services will be supported to have a better understanding of the people who use their services, including those with protected characteristics;
• Services will be able to engage with groups and individuals with protected characteristics to help them provide services which consider equality;
• The quality of our Equality Impact Assessments will continue to improve;
• Our Elected Members will have a better understanding of equality data and how to take account of it when taking decisions about our services;
• There will be an increased number of candidates, with an increased diversity of characteristics, for the local government election in 2022, which will increase the diversity of elected members for the 2022-27 term of office;
• We will have improved information about the characteristics of those who stand as candidates for local government in 2022, as well as those who choose not to, in order to refine our focus for increasing the diversity in democracy in the 2027 election;
• Council employees are better supported in terms of any specific needs they have (relating to protected characteristics) as there is better awareness and understanding of the workforce;
• The council’s workforce better reflects the demographic profile of the county borough and is reflective of the people living here;
• We continue to strive to be an organisation that provides employees with equality of opportunity, recognising and valuing that everyone makes a different but important contribution;
• We maintain a framework of modern workforce policies, procedures and initiatives to ensure fairness, consistency and equality of opportunity for our employees and potential employees;
• We ensure that equality and valuing diversity is at the heart of our policies, working practices and employee development; and
• Any gender based pay gap will be reviewed and better understood. Appropriate work will commence to address this gap and other pay gaps where relevant.
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I M P R O V I N G T H E E N V I R O N M E N T
The Climate Emergency is one of the most important topics of our time and one which we must address quickly. The Welsh Government has declared a Climate Emergency in Wales and has set ambitious plans for the public sector to be carbon neutral by 2030.
Wrexham County Borough Council must play its part in being a globally responsible Wales. We have already worked on a wealth of carbon reduction initiatives over the last decade, which have established our reputation as a leader in delivering carbon saving initiatives. In 2019 we declared a Climate and Ecological Emergency and established a Carbon Project Board – the Board has been tasked with developing a Decarbonisation Plan to target the decarbonisation of council operations and promote the protection and enhancement of our natural environment.
The connections between communities will remain our focus with opportunities that are maximised, balancing looking after our green spaces, habitats and natural environment. In particular we will work with rural communities to ensure post pandemic we maintain strong rural communities. We will continue to work in collaboration with partners other local authorities across the region and Welsh Government to ensure that our environment is well supported.
Our work will directly contribute to a more equal and prosperous Wales and a Wales of cohesive communities – ensuring our town and villages are clean and attractive, with highways that are in good condition and a transport infrastructure that supports connections between communities and developing our economy.
We need to ensure that we manage our waste and we will continue to involve households in working with us to meet our statutory recycling target of 70% by 2025 and will continue to invest in our renewable schemes to reduce our energy demands.
Due to the Covid-19 pandemic there are factors impacting on our intended outcomes. Consequently, there will be a need to review and amend the success criteria, outcomes and milestones proposed for autumn 2020, around climate change. Climate change and decarbonisation outcomes will clearly be affected as a result of the reduction in traffic and public transport operating at reduced capacity during the pandemic. We will work to support new ways of travel across the County and we will progress our ambitious Active Travel initiative that will help us to deliver against Wales’ Wellbeing Goals.
We face the ongoing issue of doing more with less – we will need to improve the resilience and efficiency of our workforce and our services by ensuring we realise the potential offered by modern technology, digital services and the council’s programme of ‘modern ways of working’. This will help us improve our planning for the future, move from reactive to planned investment and ensure that our environmental services are resilient and sustainable in the long term.
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OUR FOCUS FOR 2020-23
• Work with the council’s ‘Modern Ways of Working’ programmes to adopt new technology and digital solutions to improve the responsiveness, efficiency and resilience of our environmental services;
• Our Carbon Project Board will develop a Decarbonisation Plan addressing issues around our buildings, land use, procurement and mobility, waste and transport that meets the requirements of Welsh Government Guidance;
• Work with partners to consider how we tackle global issues such as climate change, pollution, flooding and biodiversity issues to improve our resilience and the long term sustainability of our services;
• Be proactive in reducing and removing litter and fly tipping across the County Borough;
• Maintain and develop our focus on the recycling awareness and education programmes with households and schools across the County Borough to ensure we continue to meet our statutory recycling and waste minimisation targets;
• Review and invest in our waste collection services to ensure we deliver an efficient service to meet current and future demand;
• Develop a revised Highways Safety Inspection Policy and improve our planned maintenance to improve the condition of our roads; and
• Develop and deliver our Active Travel Plan - walking and cycling routes linking communities to key employment and education facilities.
WHAT SUCCESS LOOKS LIKE
• Technology, digital services and modern ways of working are embedded in our services and supporting us to meet our service standards;
• Resilient, efficient and sustainable services, with more planned work, sustainable ways of working, with services that make good use of technology and offer digital services, and are prepared for future challenges;
• A County Borough that is becoming more resilient in planning for the effects of climate change;
• Our Decarbonisation Plan will be being delivered and will ensure the council and County Borough is making a positive contribution to environmental and global well-being;
• A clean County Borough with less litter and fly tipping;
• The condition of our roads will be improving;
• A modern and environmentally responsible fleet which positions us as leaders in low carbon emissions vehicles;
• Waste collection frequencies that promote more efficient and effective waste collection using a modern fleet with in cab technologies; and
• Households engaged with our recycling and waste reduction aims ensuring we are on track to meet our 2025 statutory recycling targets.
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I M P R O V I N G S E C O N D A R Y E D U C AT I O N
Over a number of years, in a majority of secondary schools, pupils’ education outcomes have been below those of their counterparts nationally. In addition over a period of time, inspection judgements in secondary schools in Wrexham do not compare well with those of secondary schools across Wales and there have been too many secondary schools placed in an Estyn “follow up” category including “Significant Improvement” and “Special Measures”.
Local Government Education Services in Wrexham were inspected by Estyn in October 2019 with the outcome that;
“The implications of weak outcomes in secondary schools in Wrexham are significant for young people’s wellbeing and their future education, training and employment. The legacy of ineffective intervention and support over many years has resulted in only limited improvement in many secondary schools. The scale of the challenge to improve outcomes in secondary schools means that Wrexham is an authority that is causing significant concern.”
Over the period 2020-23, the priority will be to improve secondary school outcomes and to address the recommendations of the Estyn inspection. There will also be a focus on closing attainment gaps in education, which is a Strategic Equality Plan objective.
Due to the Covid-19 Pandemic there are factors which are impacting on full implementation of the Post Inspection Action Plan. These are:
1. The suspension of all inspection activity by Estyn until further notice;
2. The Welsh Government’s decision to close all schools for ‘education purposes’ with effect from 20th March 2020. This has significantly
impacted on the work of the Education and Early Intervention department and officers of GwE (the regional school improvement service) to support and challenge schools particularly in respect of recommendations 1 and 2 detailed below;
3. The decision by Welsh Government to cancel the GSCE examinations scheduled for the summer of 2020 and for grades to be awarded through a school submitting expected grades and a national standardisation exercise;
4. The announcement that there will be no performance measures published at a school, local or national level for the academic year 2019-20.
Consequently, whereas many of the actions contained within the Post Inspection Action Plan remain relevant, in the light of the pandemic and issues cited above, the success criteria, outcomes and milestones were reviewed in November 2020.
Educational outcomes have clearly been affected as a result of the closure of schools and the cancellation of examinations / assessments during the pandemic. The safety and mental, emotional and physical wellbeing of all learners, particularly vulnerable learners, and staff continues to be our priority. We will continue to work in collaboration with schools, other local authorities across the region and GwE to ensure that our schools are well supported and our education services are delivered resiliently.
This priority directly supports many of Wales’ Well-being Goals – supporting our learners and creating the right conditions for a skilled and well-educated workforce, able to fulfil their potential no matter what their background or circumstances, and directly supports a more equal, prosperous, resilient and healthier Wales, with a vibrant culture and thriving Welsh language.
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OUR FOCUS FOR 2020-23
Draft and implement a Post Inspection Action Plan which will address the following four recommendations of the Estyn inspection report:
R1 Urgently improve outcomes for learners, particularly at key stage 4
R2 Improve attendance, wellbeing and behaviour of secondary school pupils
R3 Strengthen joint working across service areas relating to all aspects of wellbeing
R4 Improve the quality of self-evaluation and improvement planning across all education services
We will deliver our Strategic Equality Plan objective to close attainment gaps in schools:
• We will support schools to increase the performance of boys in all key stages;
• We will undertake upgrades to schools to ensure accessibility for all; and
• We will support Gypsy, Roma and Traveller pupils to access the curriculum.
WHAT SUCCESS LOOKS LIKE
Through implementation of the Post Inspection Action Plan we would expect that:
• Outcomes in individual secondary schools are significantly improved against modelled expectations as measured by the Capped 9 Indicator (or any modified indicator prescribed by Welsh Government);
• Attendance in individual secondary schools will be improved to compare well against similar schools across Wales; and
• There will be a reduction in permanent and fixed term exclusions.
THROUGH OUR FOCUS ON THE STRATEGIC EQUALIT Y PL AN OBJECTIVE WE WOULD E XPECT THAT:
• There is improved attainment of boys at all key stages therefore reducing the variation between boys and girls;
• An improved and accessible learning environment is contributing to improved outcomes for all learners; and
• There will be increased attendance and lower exclusions of Gypsy, Roma and Traveller pupils.
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P R O M O T I N G G O O D H E A LT H A N D W E L L- B E I N G (WITH A FOCUS ON IMPROVING CHILDREN’S SERVICES)
Good health (both physical and mental health) and well-being is one of the most important things a person can have and impacts on so many other areas of their life. Supporting and enabling individuals, families and communities to be resilient and have good physical and mental health and well-being are therefore vital.
Focusing on prevention and early intervention services helps to ensure people get the right help and support as early as possible, and also lessens the demand on more costly services later on, ensuring these are protected for those who need them.
Prioritising children’s social care services is essential to ensure we maintain our improvement journey, with the vision to provide the right level of care and support, where all children feel, and are, safe, and have the opportunity to reach their potential.
Promoting good health and well-being contributes strongly to three of Wales’ Well-being Goals: a healthier Wales which is a society in which people’s physical and mental well-being is maximised and in which choices and behaviours that benefit future health are understood; a more equal Wales which is a society that enables people to fulfil their potential no matter what their background or circumstances (including their socio economic background and circumstances); a resilient Wales where our workforce and services have the capacity and adaptability to meet people’s needs and a Wales of cohesive communities which are attractive, viable, safe and well-connected.
At this time of national challenge from the Covid-19 outbreak, support for vulnerable adults, families and communities to promote resilience and return to independence is of even more importance. We will work closely with communities, stakeholders and
partners to inform, develop and deliver the Covid-19 recovery plan developed by Wrexham and Flintshire Public Services Boards.
OUR FOCUS FOR 2020-23
• Work closely with communities, stakeholders and partners to inform, develop and deliver the Covid-19 recovery plan developed by Wrexham and Flintshire Public Services Boards;
• Achieve improvements in children’s social care to realise our vision by delivering the Accelerated Improvement Board’s action plan;
• Achieve a reduction in the number of looked after children by focussing on prevention and early help services maximising community resources and our links with the third sector;
• Increase the numbers of in-house foster carers through improved recruitment and retention;
• Remodel the regional adoption service utilising increased investment from the six North Wales Local Authorities and the Welsh Government;
• Work with third sector and other partners to develop community support capacity;
• Improve domiciliary care capacity and re-ablement capacity by increasing in-house capacity and building on collaboration between the council’s in-house service and independent sector providers. In addition, work with independent sector providers to support improved recruitment and retention of employees across the sector;
• Work with health partners to improve collaboration in the community and pathways for hospital discharge to home and independence;
• Identify, review and improve current council activities in relation to good health and well-being prevention and early help services;
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• Work with partners to transform community services to deliver the ambition of ‘A Healthier Wales’ with a greater focus on prevention and seamless access to care and support;
• Develop a well-being hub within the town centre (though this may be affected in its timescale by the impact of Covid-19 restrictions on building projects);
• Management of anticipated increase in demand in referrals as individuals and families come out of lockdown;
• Build on the experience of ‘remote working’ by employees during the Covid-19 outbreak to make agile working a normal working pattern where appropriate; and
• Support schools to implement a whole school approach to mental health and well-being.
WHAT SUCCESS LOOKS LIKE
CHILDREN WILL BE SAFE – THERE WILL BE :
• The right level of care and support provided, where all children feel, and are, safe, and have the opportunity to reach their potential;
• Fewer children that need to be looked after by the council; and
• More in-house foster carers and an improved regional adoption service.
A HEALTHY, SKILLED, MOTIVATED AND ENGAGED WORKFORCE – THERE WILL BE :
• More domiciliary care capacity;
• Greater retention of employees; and
• More flexible working arrangements.
SERVICES SUPPORT GOOD HEALTH AND WELL-BEING FOR ALL – THERE WILL BE :
• Improvements in cross-council prevention and early-intervention services;
• Community services focused on prevention;
• Seamless access to care and support;
• A town-centre well-being hub; and
• Collaboration between statutory partners, third sector partners and communities.
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M E A S U R I N G H O W W E L L W E A R E D O I N G
To check we are on track to achieve our objectives we measure how well we are doing against key milestones and progress indicators that we have set for each of our objectives. We have categorised these as either an area where we will either ‘sustain’ our current performance or ‘improve’ upon it. It should be noted that targets to sustain our current performance can still represent challenging and ambitious targets when considered within the context of available resources.
It’s important that our Plan is responsive and remains current: although the Plan is for the period 2020-23, the council will review it annually and look again at the targets.
Our six Council Plan Priority Boards will check our progress quarterly and report on progress twice a year to the council’s Executive Board. We also publish an annual performance report. We will judge our performance against the following ‘traffic light’ indicators:
A GREEN status means that our progress is on track
A YELLOW status means our progress is slightly off track at the time of reporting but we do not believe this will impair the overall outcome
An AMBER status means our progress is slightly off track at the time of reporting and there is a risk that this may impair the outcome
A RED status means that our progress is off track and there is a risk that the outcome will not be achieved.
As well as this, we also have to report on national performance indicators – these are indicators which the Welsh Government and other regulators think are important and that we should report how well we are performing on them. It also gives us the opportunity to see how well we are doing in comparison with other local authorities in Wales. Some of these are included in our objectives and some cover the other important work of the council. However due to the pandemic, arrangements for the collection of 2019-20 data have been suspended and the most up to date comparative data we would normally include in our reporting will not be available. Arrangements for 2020 onwards remain unclear at the time of writing.
The milestones and measures we will be using to check our progress make sure we successfully delivering improvement are set out in Appendix 1.
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WA L E S ’ W E L L- B E I N G G O A L S
The Well-being of Future Generations Act (Wales) 2015 seeks to improve the social, economic, environmental and cultural well-being of Wales by requiring public bodies to work together to create a sustainable Wales. It is intended to help to create a Wales that we all want to live in, now and in the future.
It sets out seven interdependent Well-being Goals for Wales; together they provide a shared vision for the public bodies listed in the Act to work towards. As such, all public bodies must work towards all of these goals.
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W O R K I N G T O WA R D S T H E W E L L- B E I N G G O A L S W I T H O U R P U B L I C S E R V I C E PA R T N E R S
The Act requires public services to work together through Public Services Boards to improve the well-being of each Local Authority area and contribute to Wales’ Well-being Goals. Wrexham’s Public Services Board (PSB) was established in April 2016 and brings together the County Borough’s public service leadership and decision-makers, to improve the economic, social, environmental and cultural well-being of Wrexham by strengthening joint working across the County Borough’s public services:
www.wrexhampsb.org
In 2018, Wrexham PSB published its five year Well-being Plan (2018-23), which focuses on those areas of public service delivery which require partnership and collaborative working between the County Borough’s public sector organisations. The plan was based on a Well-being Assessment which looked at the social, economic, environmental and cultural well-being of Wrexham, together with community consultation feedback, resulting in fifteen interconnecting wellbeing objectives and a plan which informs the strategic plans of each PSB member.
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H O W O U R W E L L- B E I N G O B J E C T I V E S C O N T R I B U T E
Our six well-being objectives have been developed to reflect evidenced local needs and the views of local people. Within these objectives we have identified areas of focus for 2020-23 which will help us deliver maximum impact across all our wellbeing objectives in an integrated way as well as contributing towards the Wellbeing Goals for Wales.
The table below shows a summary of how each of our well-being objectives contributes to Wales’ Well-being Goals.
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S U S TA I N A B L E D E V E L O P M E N T - O U R P L A N N I N G P R I N C I P L E S
The Well-being of Future Generations Act (Wales) 2015 also introduced the ‘sustainable development principle’ – which requires us to act in a way which seeks to ensure that the needs of the present are met without compromising the ability of future generations to meet their own needs.
We are committed to the sustainable development principle and the ‘five ways of working’ which the Welsh Government introduced to help public bodies shape their decisions to help them meet the sustainable development principle.
This means:
• Looking to the long term so we do not compromise the ability of future generations to meet their needs;
• Taking an integrated approach so we look at how our priorities impact on our other wellbeing goals and objectives and those of other public bodies;
• 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;
• Working with others (including others within the council) in a collaborative way to find shared solutions to the well-being objectives; and
• Understanding the root causes of issues to prevent them from occurring or getting worse.
These ways of working, along with two additional ones we have identified (Welsh language and prioritising the vulnerable) are our planning principles which are central to our decision-making, service planning and delivery. We used these principles to shape our objectives and a summary of how our Plan responds to them is below:
Long term: Our Plan takes a long term view – using the prevention principle to build sustainability and resilience into our services and plans. ‘Developing the Economy’ focuses on the recovery of our town centre and creating the conditions for long term business growth locally and across the region in order to secure prosperity, health and well-being for our residents; ‘Ensuring a Modern and Resilient Council’ focuses on ensuring our council support services are sustainable and resilient; ‘Ensuring Everyone is Safe’ is focused on supporting safe, cohesive and resilient communities, investing in housing standards and services to support people’s health and well-being; ‘Improving the Environment’ is leading our efforts to contribute to the reduction in carbon to protect our environment for our future generations; ‘Improving Secondary Education’ is an investment in our young people to help them secure future benefits; ‘Promoting Good Health & Well-being’ (with a focus on improving Children’s Services) focusses on providing care and support so that all children feel, and are, safe and have the opportunity to reach their potential.
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Integrated: Our objectives cut across all our departments, focusing on what all council services can do to improve the well-being of the people of Wrexham and contribute to the seven national Well-being Goals. We have also integrated our Strategic Equality Objectives into the Plan to ensure that the strategic actions for creating a more equal Wales are embedded in the delivery and planning of our services.
We have six objectives but we know that they are interlinked on many levels: improvements we make in one area will have consequences elsewhere, even if these are not immediately recognisable. For example, we know that improving secondary education impacts on our young people’s health and well-being and in their ability to access quality well paid employment throughout their lives; we know that we need to support local entrepreneurs and businesses, attract well paid jobs to the area and promote Wrexham as a place to live, work, visit, and invest in, in order to provide those employment opportunities; we know that poverty, unemployment and poor housing impacts negatively on people’s health and well-being, which has implications for our local health services; low levels of crime and anti-social behaviour, good transport links and well maintained public spaces mean people can access and enjoy the outdoors which improves health and well-being and supports the local economies in our town and villages. Modernising our own ways of working and ensuring that the services we provide are sustainable and resilient underpins our ability to deliver all of the priorities.
Involvement: In 2018, the council adopted its Involvement Strategy’; the vision of which is that all people have the information they need to influence the planning and delivery of services. They are engaged and consulted with on decisions which affect them, and where possible we work together to design and deliver services (co-production).
We worked with Elected Members on the new objectives in 2019, undertaking public consultation on them in 2019 and again as part of the draft Plan in 2020. We consulted on our strategic equality objectives with representatives and groups representing the protected characteristics in 2020. We have also established links with a variety of stakeholders and communities who are a part of an ongoing and active dialogue about the development of our services and our vision for the future – for example Senedd yr Ifanc (the County Borough’s youth parliament), School Improvement and Inclusion Steering Group, Town Centre Forum, Tenants’ and Residents’ Association, Carers’ Forum, and many more.
In addition, our ‘Ensuring a Modern and Resilient Council’ objective outlines how we will work to improve the diversity of those who are involved in or have an interest in helping us achieve our goals – improving the representation of those who respond to our consultations, improving the opportunities for a more diverse and representative elected body, improving the diversity of our workforce and improving our understanding of the people who use our services.
33
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
Collaboration: In recognition of the close links across our objectives, we work collaboratively within the council. Each objective is led by a Priority Board which connects the range of council services involved in delivering those improvements and helps us identify opportunities to make connections and work more closely.
We also work in collaboration across public, private and voluntary sectors to help us deliver our services and priorities. We work as members of regional and local partnerships such as the North Wales Economic Ambition Board, Mersey Dee Alliance, the Community Safety Partnership, Public Services Board; North Wales Safeguarding Children’s Board, GwE; other public bodies such as Coleg Cambria and Glyndŵr University, Betsi Cadwaladr University Health Board; private and third sector partners such as private and registered social landlords, Association of Voluntary Organisations in Wrexham (AVOW) and many more.
Prevention: Drawing on the evidence, our well-being objectives and steps are designed to tackle both the immediate demand pressures on public services and the root causes of these pressures, most importantly through improving education, tackling poverty and inequality. Our commitment to the global climate change agenda is part of our ‘Improving the Environment’ objective.
Prioritising the vulnerable: Many of our services are delivered in order to protect the most vulnerable within our society and this is the focus of our ‘Ensuring Everyone is Safe’ objective - supporting homeless people, people who may be at risk of losing their tenancies, victims of exploitation, older people who may have increased vulnerability to crime, and supporting communities to be safe and welcoming. Our’ Developing the Economy’ objective will be prioritising support for people who have lost employment as a result of the pandemic and engaging with disabled people to help them access employment.
We have embedded our strategic equality objectives within this Plan to ensure that actions relating to those with protected characteristics who may also be vulnerable are at the forefront of the delivery and planning of our services.
Welsh language: The council’s internal business language is English, but all employees are supported and encouraged to develop their Welsh language skills. Services and information that the council provides are available bilingually in either English or Welsh. Our’ Ensuring a Modern and Resilient Council’ objective reiterates our commitment to the Welsh Language Standards and ensuring we continue to adhere to its requirements.
34
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
R E C O V E R I N G F R O M A G L O B A L PA N D E M I C
Since March 2020, public services have been involved in the emergency response to the Covid-19 pandemic. The crisis is ongoing given the resurgence in infections and rising hospital admissions and the need for preparations to take immediate action to reintroduce control measures should the need arise. Given these unique circumstances, the recovery phase of the emergency is therefore taking shape whilst we are still responding to the immediate impact of the pandemic. The shape of the recovery plan must take account of this situation, recognise the enormous impact that this emergency has had on everyone and on all aspects of life and be realistic in terms of the length of time it will take to achieve a ‘new normality’ in terms of personal, social and professional life within our community.
Recovery planning is taking place at national, regional and local levels. The information below provides an account of how this work is being carried out and this is also represented in the diagram at page 28.
L O C A L R E C O V E R Y P L A N N I N GThe initial recovery phase is expected to last for at least 18 months, with a medium term 3-5 year recovery to the ‘new normal’, and so the implementation of our objectives during the lifetime of this Plan will need to take account of the impacts of Covid-19, including financial impacts.
At the local level, the Council’s recovery planning is overseen by the Executive Board and this in turn is challenged and supported by the scrutiny function. The recovery phases will be guided by local knowledge and published data, and this is being used to inform our ‘situational analysis’ which is a description of the current and possible future issues which we need to deal with, which in turn will help
inform a Recovery Action Plan.
Our recovery planning work has four work streams:
• Service Continuity – This is about providing assurance that service continuity arrangements are developed and reviewed and are fit for purpose ready for any second wave of Covid-19. It will review critical service areas and plan for when other services resume.
• Enabling (workforce and buildings) – This work is about providing the guidance to support the proposals to unlock services and functions. It includes risk assessments, the provision of health and safety and workforce advice. It will ensure that proposals are well planned, legal duties and personal responsibilities are adhered to and that the principles of our modern ways of working are applied.
• Governance and Finance – This work is about ensuring that our decision making is robust and compliant with the Council’s Constitution and Governance Code and Framework. It is also concerned with ensuring all relevant factors are considered throughout the recovery period: that decisions are captured and recorded appropriately; financial implications are considered and recorded; opportunities to adopt different ways of working are not missed; and there is opportunity for robust challenge.
• Community Resilience – This is about the Council’s approach to recovery within the wider community and the recognition that this must address the aspirations of the community as a whole. The starting point for this work has been the development of a local situational analysis report for Wrexham, based on sound data and local knowledge, to inform the development of a community recovery plan at the Wrexham level, feed into the sub-regional plan and help inform the regional action plans for recovery.
35
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
Of the five themes identified in Wrexham’s local situational analysis, two are local and three will need to be addressed sub-regionally (see ‘Regional and Sub-Regional Recovery Planning’ below). These five themes and how they align with the Council Priorities are set out below:
Wrexham’s Community Resilience Recovery Theme Local / Sub-regional Council Priority
Ensuring key support networks for local communities can be sustained.
Local Developing the Economy
Promoting Good Health and Well-being (with a focus on improving Children’s Services)
The long-term sustainability of Wrexham town centre.
Local Developing the Economy
The increased pressures faced by vulnerable children and young people at key transition stages of their life.
Sub-regional Improving Secondary Education
Promoting Good Health and Well-being (with a focus on improving Children’s Services)
The growth in inequality asso-ciated with those people who are most vulnerable having been most impacted by Covid-19.
Sub-regional Developing the Economy
Ensuring Everyone is Safe
Promoting Good Health & Well-being (with a focus on improving Children’s Services)
The drive to sustain a reduction in our carbon footprint.
Sub-regional Improving the Environment
36
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
R E G I O N A L A N D S U B - R E G I O N A L R E C O V E R Y P L A N N I N G
At a regional level the Regional Coordinating Group is focusing on four strategic recovery themes – Health; Health & Social Care; Economy; and Community Resilience.
Of these four themes, the theme of Community Resilience (or Community Recovery) is the most difficult to consider at a regional level. This is because by definition community based issues need to be designed, developed and led at a local community level: this is also one of our four local recovery work streams. However, if the link between community and regional work is made effectively then it will give a greater emphasis to community information, issues and ideas within regional recovery planning overall.
Community resilience is often defined as the ability of communities to ‘bounce back’ from issues they face such as economic or environmental issues. Likewise, the three other strategic recovery themes if considered solely at a regional level will potentially miss community intelligence and ideas that can be used to inform and develop these themes. Therefore the Community Resilience theme work needs to be framed in a way that supports the development of these themes as well.
In recognition of the ‘local emphasis’ the approach to regional community recovery has been to sub-divide North Wales into three sub-regional groupings, and this means a new role for Wrexham and Flintshire’s Public Services Boards: the two PSBs will work in partnership to address the unique cross-border issues that face both communities.
37
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
WR
EXH
AM
LO
CA
L A
ND
REG
ION
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REC
OV
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MO
DEL
– W
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d of
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REG
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AC
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CK
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OTE
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etsi
Cad
wal
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Uni
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ity H
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bitio
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38
AP
PE
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IX 1
– M
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T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
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Regi
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Stra
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y Plan
202
0-20
24
42
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
EN
SU
RIN
G E
VE
RY
ON
E I
S S
AF
E*in
dica
tes t
hat a
mile
stone
or m
easu
re is
take
n fro
m th
e St
rate
gic
Equa
lity P
lan.
OU
TCO
ME
MEA
SURE
/
MIL
ESTO
NE
Base
line
info
rmat
ion
/ C
ompa
rativ
e da
taTa
rget
20
20-2
1Ta
rget
20
21-2
2Ta
rget
20
22-2
3
1Pu
blis
h an
d im
plem
ent t
he C
omm
unity
Sa
fety
Pla
n (2
020-
23) -
wor
king
with
pa
rtne
rs to
redu
ce h
arm
cau
sed
by
alco
hol a
nd o
ther
sub
stan
ces,
pro
tect
th
e m
ost v
ulne
rabl
e an
d m
ake
peop
le
feel
saf
er.
Mile
ston
ePu
blis
h C
omm
unity
Sa
fety
Pla
n
Impl
emen
tatio
n of
pl
anIm
plem
enta
tion
of
plan
2D
eliv
er a
nd e
valu
ate
Ope
ratio
n Re
peat
tra
inin
g (s
uppo
rt fo
r vul
nera
ble
peop
le
to p
reve
nt th
em fr
om b
ecom
ing
vict
ims,
an
d re
peat
vic
tims
of d
oor-
step
crim
e).
Mile
ston
eD
eliv
er O
pera
tion
Repe
at tr
aini
ng
Eval
uate
eff
ectiv
enes
s of
O
pera
tion
Repe
at
To b
e de
term
ined
3D
evel
opin
g ou
r saf
egua
rdin
g pr
actic
e to
resp
ond
to n
ew n
atio
nal p
olic
ies
and
proc
edur
es, a
nd im
plem
ent o
ur
corp
orat
e sa
fegu
ardi
ng a
ctio
n-pl
an
to im
prov
e aw
aren
ess
of v
ictim
s of
ex
ploi
tatio
n (s
uch
as C
ount
y Li
nes
and
Mod
ern
Slav
ery)
.
Mile
ston
eRe
view
and
up
date
of
Cor
pora
te
Safe
guar
ding
pl
an
Impl
emen
tatio
n of
Pl
anIm
plem
enta
tion
of
Plan
4D
eliv
er o
ur R
ough
Sle
eper
Stra
tegy
an
d im
plem
ent t
he re
com
men
datio
ns
of th
e H
ousi
ng A
ctio
n G
roup
(HAG
) re
port
, and
any
sub
sequ
ent g
uida
nce
issu
ed b
y W
G fo
r rou
gh s
leep
ers
due
to
Cov
id-1
9.
Mile
ston
eFo
rmal
ado
ptio
n of
stra
tegy
Impl
emen
tatio
n
of re
com
men
- da
tions
Impl
emen
tatio
n
of re
com
men
- da
tions
43
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
OU
TCO
ME
MEA
SURE
/
MIL
ESTO
NE
Base
line
info
rmat
ion
/ C
ompa
rativ
e da
taTa
rget
20
20-2
1Ta
rget
20
21-2
2Ta
rget
20
22-2
3
5La
unch
new
Fin
anci
al In
clus
ion
Serv
ice
to s
uppo
rt th
e su
stai
nabi
lity
of te
nanc
ies
and
redu
ce th
e ris
k of
ev
ictio
n; d
evel
op ‘p
re-t
enan
cy s
uppo
rt’
thro
ugh
‘Ren
ting
Read
y’ tr
aini
ng;
expa
nd th
e Lo
cal L
ettin
gs A
genc
y to
in
crea
se h
ousi
ng o
ptio
ns fo
r tho
se a
t ris
k of
hom
eles
snes
s
Mile
ston
eD
evel
op a
nd
deliv
er ‘R
entin
g Re
ady’
trai
ning
pa
ckag
e
Incr
ease
pro
pert
y po
rtfo
lio fo
r the
Lo
cal L
ettin
gs
Age
ncy
Laun
ch F
inan
cial
In
clus
ion
Serv
ice
Not
repo
rtin
g
6Im
plem
ent t
he n
ew H
ousi
ng S
uppo
rt
Gra
nt, w
hich
com
bine
s gr
ants
pr
evio
usly
pro
vide
d un
der S
uppo
rtin
g Pe
ople
, Hom
eles
snes
s Pr
even
tion
and
Rent
Sm
art W
ales
.
Mile
ston
eRe
view
and
im
plem
ent n
ew
Com
mis
sion
ing
Fram
ewor
k
Impl
emen
tatio
nIm
plem
enta
tion
7In
crea
sing
our
hou
sing
sto
ck w
ith o
ur
new
bui
ld s
chem
es a
nd a
cqui
sitio
ns,
and
an o
ngoi
ng p
rogr
amm
e of
de
velo
pmen
t.
Mile
ston
eD
evel
op
spec
ifica
tion
for f
utur
e ho
use
build
ing
prog
ram
mes
. C
ontin
ue B
uy-
Back
sch
eme
and
acqu
isiti
on
off p
lan
whe
re
poss
ible
.
Impl
emen
t new
pr
ogra
mm
e of
ho
use
build
ing.
Re
view
Buy
-Bac
k Sc
hem
e in
rela
tion
to d
ecar
boni
satio
n pe
rform
ance
.
Con
tinue
im
plem
enta
tion
8C
oncl
ude
Wel
sh H
ousi
ng Q
ualit
y St
anda
rd (W
HQ
S) p
rogr
amm
e to
im
prov
e th
e st
anda
rd o
f our
hou
sing
st
ock
and
refu
rbis
hing
voi
d pr
oper
ties
to W
rexh
am’s
Letta
ble
Stan
dard
, en
surin
g th
at w
e m
aint
ain
thes
e st
anda
rds.
Mile
ston
eC
oncl
ude
WH
QS
prog
ram
me
Com
plet
eC
ompl
ete
44
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
OU
TCO
ME
MEA
SURE
/
MIL
ESTO
NE
Base
line
info
rmat
ion
/ C
ompa
rativ
e da
taTa
rget
20
20-2
1Ta
rget
20
21-2
2Ta
rget
20
22-2
3
9Im
prov
e th
e eff
icie
ncy
and
resp
onsi
vene
ss o
f our
Est
ate
Offi
ces,
en
surin
g th
at w
e m
ake
best
use
of
tech
nolo
gy a
nd m
oder
n w
ays
of
wor
king
Mile
ston
eFu
ll re
view
of
curr
ent p
rovi
sion
an
d re
quire
d im
prov
emen
ts
iden
tifie
d
Proc
urem
ent o
f di
gita
l sol
utio
n/s
to im
prov
e se
rvic
es
Impr
ovem
ents
co
mpl
ete
10D
evel
op th
e qu
ality
and
sup
ply
of o
ur
shel
tere
d ho
usin
g, a
pply
ing
lear
ning
fro
m th
e Pl
as M
adoc
Rem
odel
ling
prog
ram
me
to o
ther
hou
sing
are
as
and
prog
ress
ing
our s
helte
red
hous
ing
refu
rbis
hmen
t pro
gram
me.
Mile
ston
eC
ompl
ete
initi
al
desi
gn p
hase
for
refu
rbis
hmen
t of
two
sche
mes
.
Impl
emen
t new
pr
ogra
mm
e of
re
furb
ishm
ent a
nd
rem
odel
ling.
Con
tinue
del
iver
y of
pro
gram
me
11C
ompl
ete
the
annu
al P
lann
ed
Dev
elop
men
t Pro
gram
me
(PD
P)
to a
lloca
te W
G F
undi
ng to
sup
port
de
liver
y of
affo
rdab
le h
ousi
ng a
nd
com
plet
e an
nual
mon
itorin
g of
aff
orda
ble
hous
ing
cont
ribut
ions
se
cure
d th
roug
h Se
ctio
n 10
6 ag
reem
ents
.
Mile
ston
eSu
bmit
&
mon
itor 2
0/21
PD
P to
Wel
sh
Gov
ernm
ent t
o ac
cess
fund
ing
and
deliv
er
agre
ed s
chem
es
Del
iver
agr
eed
activ
ity
Subm
it &
M
onito
r 21/
22
PDP
to W
elsh
G
over
nmen
t to
acce
ss fu
ndin
g an
d de
liver
agr
eed
sche
mes
.
Activ
ity o
ngoi
ng
12*
Esta
blis
h ne
w, a
nd e
nhan
ce e
xist
ing,
re
port
ing
proc
esse
s (in
form
al a
nd
form
al) t
o id
entif
y em
ergi
ng B
rexi
t re
late
d te
nsio
ns (S
hare
this
info
rmat
ion
at re
gion
al T
actic
al H
ate
Crim
e an
d C
omm
unity
Ten
sion
Mon
itorin
g gr
oup)
.
Mile
ston
eRe
port
ing
Repo
rtin
gRe
port
ing
45
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
OU
TCO
ME
MEA
SURE
/
MIL
ESTO
NE
Base
line
info
rmat
ion
/ C
ompa
rativ
e da
taTa
rget
20
20-2
1Ta
rget
20
21-2
2Ta
rget
20
22-2
3
13*
Map
out
whe
re E
U n
atio
nal a
nd o
ther
BA
ME
(Bla
ck A
sian
and
Min
ority
Et
hnic
) com
mun
ities
are
livi
ng a
nd
whi
ch g
rass
root
s or
gani
satio
ns s
uppo
rt
them
(eng
age
with
third
sec
tor a
nd
part
ners
to d
o th
is).
Mile
ston
eRe
port
ing
Repo
rtin
gSu
bjec
t to
addi
tiona
l fun
ding
14*
Wor
k w
ith k
ey p
artn
ers
to lo
ok a
t how
ex
istin
g an
d ne
w p
rogr
amm
es b
ecom
e m
ore
incl
usiv
e to
all.
Mile
ston
eRe
port
ing
Repo
rtin
gRe
port
ing
15*
Hat
e C
rime
Awar
enes
s Tr
aini
ng
deliv
ered
in s
choo
ls fo
r man
agem
ent,
wor
kfor
ce a
nd p
upils
.
Mile
ston
eRe
port
ing
Repo
rtin
gRe
port
ing
16*
Con
tribu
te to
a p
ublic
eng
agem
ent p
lan
and
deve
lop
mea
ning
ful c
onsu
ltatio
n w
ith o
ur c
omm
uniti
es o
n th
eir f
eelin
gs
of s
afet
y in
the
Cou
nty
Boro
ugh.
Mile
ston
eRe
port
ing
Repo
rtin
gRe
port
ing
17Im
prov
e th
e pe
rcen
tage
of p
eopl
e re
port
ing
that
they
feel
saf
e du
ring
the
day:
In W
rexh
am to
wn
cent
re
34.6
1% (2
019/
20)
In th
eir l
ocal
are
a 71
.42%
(201
9/20
)
Incr
ease
Incr
ease
Incr
ease
Sust
ain
Incr
ease
Sust
ain
18Im
prov
e th
e nu
mbe
r of p
rofe
ssio
nals
re
ceiv
ing
Ope
ratio
n Re
peat
trai
ning
. 56
(201
9/20
)24
0Tr
aini
ng e
valu
atio
nTB
C
46
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
OU
TCO
ME
MEA
SURE
/
MIL
ESTO
NE
Base
line
info
rmat
ion
/ C
ompa
rativ
e da
taTa
rget
20
20-2
1Ta
rget
20
21-2
2Ta
rget
20
22-2
3
19Im
prov
e: N
umbe
r of c
ases
refe
rred
to
Vuln
erab
le A
t Ris
k M
anag
emen
t Gro
up
(VAR
M).
Com
mun
ity S
afet
y Pl
an
21 c
ases
(201
9/20
)
Incr
ease
Incr
ease
Incr
ease
20Im
prov
e: N
umbe
r of s
ucce
ssfu
l re
solu
tions
of V
ARM
cas
esC
omm
unity
Saf
ety
Plan
13 o
ut o
f 21 i
n ye
ar
(201
9/20
) (co
mpl
ex a
s ye
t unr
esol
ved
refe
rrals
re
mai
n op
en)
Incr
ease
Incr
ease
Incr
ease
21Im
prov
e: In
crea
sed
repo
rtin
g of
co
ncer
ns a
bout
Mod
ern
Day
Sla
very
.34
refe
rrals
201
9/20
(10
from
WC
BC)
Incr
ease
Incr
ease
Incr
ease
22Im
prov
e: D
ecre
ased
leve
ls o
f ant
i-so
cial
beh
avio
ur in
Wre
xham
Tow
n C
entre
.
919
(201
9/20
)
Tbc
(Com
mun
ity
Safe
ty P
lan)
Tbc
(Com
mun
ity
Safe
ty P
lan)
Tbc
(Com
mun
ity
Safe
ty P
lan)
23Su
stai
n (R
ecov
er):
Incr
ease
d fo
otfa
ll in
th
e to
wn
cent
re.
Cou
nter
Dat
a
6,39
3,118
(201
9/20
)
Reco
ver a
t or
Abov
e N
atio
nal
Aver
age
Mea
sure
and
es
tabl
ish
new
ba
selin
e
Incr
ease
24Im
prov
e: R
educ
e th
e nu
mbe
r of p
eopl
e ro
ugh-
slee
ping
in W
rexh
am.
21
Redu
ceRe
duce
Redu
ce
25Im
prov
e: R
educ
e th
e nu
mbe
r of
tena
nts
evic
ted
from
cou
ncil
prop
ertie
s.36 (2
019/
20)
Redu
ceRe
duce
Redu
ce
26Im
prov
e: N
umbe
r of p
rope
rtie
s ad
ded
to c
ounc
il-ho
usin
g st
ock
thro
ugh
the
build
and
buy
pro
gram
me.
15 (201
9/20
)
2019
Tbc
47
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
OU
TCO
ME
MEA
SURE
/
MIL
ESTO
NE
Base
line
info
rmat
ion
/ C
ompa
rativ
e da
taTa
rget
20
20-2
1Ta
rget
20
21-2
2Ta
rget
20
22-2
3
27Im
prov
e: R
educ
e th
e nu
mbe
r of
reac
tive
repa
irs o
n co
unci
l hou
sing
.22
,629
Dec
reas
eD
ecre
ase
Dec
reas
e
28Im
prov
e: In
crea
se n
ew a
fford
able
ho
usin
g un
its c
reat
ed th
roug
h th
e Pl
anne
d D
evel
opm
ent P
rogr
amm
e an
d Se
ctio
n 10
6 co
mpl
etio
ns.
14
Incr
ease
Incr
ease
Incr
ease
29Im
prov
e: In
crea
se th
e nu
mbe
r of
refu
rbis
hed
shel
tere
d ho
usin
g sc
hem
es
deliv
ered
.
Non
e de
liver
ed in
20
19/2
0In
crea
se
Incr
ease
Incr
ease
30Im
prov
e: R
educ
e th
e pe
rcen
tage
of
new
chi
ldre
n’s
soci
al c
are
asse
ssm
ents
co
mpl
eted
that
wer
e a
re-a
sses
smen
t w
ithin
12 m
onth
s. (N
ew W
elsh
G
over
nmen
t mea
sure
)
New
mea
sure
Redu
ceRe
duce
Redu
ce
31Im
prov
e: R
educ
tion
in th
e nu
mbe
r of
child
ren
plac
ed o
n th
e ch
ild p
rote
ctio
n re
gist
er th
at h
ave
prev
ious
ly b
een
regi
ster
ed u
nder
any
cat
egor
y, at
any
tim
e du
ring
the
prev
ious
12 m
onth
s,
5.6%
(thi
s eq
uate
s to
10
re-r
egis
tratio
ns o
ut o
f a
tota
l 179
)
(201
9/20
)
Belo
w th
e W
elsh
av
erag
e (5
.1%
- 201
8/19
late
st
avai
labl
e fig
ure)
Belo
w th
e W
elsh
av
erag
eBe
low
the
Wel
sh
aver
age
32*
Num
ber o
f eve
nts
/ ac
tiviti
es o
rgan
ised
ac
ross
Nor
th E
ast W
ales
to p
rom
ote
inte
grat
ion
betw
een
grou
ps a
nd h
elp
deve
lop
and
mai
ntai
n go
od c
omm
unity
re
latio
ns.
1 Hat
e C
rime
Awar
enes
s Ev
ent
Repo
rtin
gRe
port
ing
Repo
rtin
g
33*
Sust
ain:
Num
ber o
f Vul
nera
ble
Pers
on
Rese
ttlem
ent S
chem
e (V
PRS)
refu
gees
at
tend
ing
Engl
ish
for s
peak
ers
of o
ther
la
ngua
ges
(ESO
L) c
lass
es.
35 (100
% o
f adu
lts)
Sust
ain
100%
Sust
ain
100%
Sust
ain
100%
48
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
OU
TCO
ME
MEA
SURE
/
MIL
ESTO
NE
Base
line
info
rmat
ion
/ C
ompa
rativ
e da
taTa
rget
20
20-2
1Ta
rget
20
21-2
2Ta
rget
20
22-2
3
34*
Sust
ain:
Per
cent
age
of V
ulne
rabl
e Pe
rson
Res
ettle
men
t Sch
eme
(VPR
S)
child
ren
of s
choo
l age
atte
ndin
g ap
prop
riate
full-
time
educ
atio
n.
100%
100%
100%
100%
35*
Impr
ove:
Num
bers
of V
ulne
rabl
e Pe
rson
Res
ettle
men
t Sch
eme
(VPR
S) re
fuge
es (a
dults
) acc
essi
ng
empl
oym
ent,
train
ing
or e
duca
tion
(oth
er th
an E
nglis
h fo
r spe
aker
s of
oth
er
lang
uage
s).
12Im
prov
eIm
prov
eIm
prov
e
36*
Impr
ove:
Red
uce
the
num
ber o
f re
cord
ed h
ate
crim
es.
180
Nor
th W
ales
Pol
ice
(201
9/20
20)
Redu
ceRe
duce
Redu
ce
37*
New
: Vic
tim (o
f hat
e cr
imes
) co
nfid
ence
and
sat
isfa
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nN
ew m
easu
re –
cu
rren
tly e
stab
lishi
ng
base
line
Repo
rtin
gRe
port
ing
Repo
rtin
g
KE
Y P
LA
NS
AN
D S
TR
AT
EG
IES
LIN
KE
D W
ITH
TH
IS P
RIO
RIT
Y:
Com
mun
ity S
afet
y Plan
Stra
tegi
c Eq
ualit
y Plan
202
0-20
24
Wre
xham
Hom
eless
ness
Stra
tegy
201
8-20
22
Wre
xham
Rou
gh S
leepe
r Stra
tegy
201
8-20
22
North
Wale
s Reg
iona
l Hom
eless
ness
Stra
tegy
201
8-20
22
Wre
xham
Hou
sing
Stra
tegy
201
8 –
2023
•
Them
e 1,
Mor
e ho
usin
g ch
oice
•
Them
e 2.
Bette
r qua
lity h
omes
and
com
mun
ities
•
Them
e 3,
Bette
r ser
vices
to im
prov
e pe
ople’
s live
s
Hous
ing
Reve
nue
Acco
unt B
usin
ess P
lan 2
0/21
Build
and
Buy
Pro
gram
me
2015
49
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
EN
SU
RIN
G A
MO
DE
RN
& R
ES
ILIE
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CO
UN
CIL
*indi
cate
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t a m
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ken
from
the
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tegi
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ualit
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.
OU
TCO
ME
MEA
SURE
/
MIL
ESTO
NE
Base
line
info
rmat
ion
/ C
ompa
rativ
e da
taTa
rget
20
20-2
1Ta
rget
20
21-2
2Ta
rget
20
22-2
3
1D
igita
l and
ICT
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tegy
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rove
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Ex
ecut
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ilest
one
Repo
rtin
g-
-
2Ke
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tions
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new
Dig
ital a
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Stra
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Mile
ston
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port
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Repo
rtin
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3N
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ta c
entre
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ratio
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Mile
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sast
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ite
oper
atio
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Mile
ston
eN
ot re
port
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Repo
rtin
g
5*M
appi
ng o
f peo
ple
who
may
be
digi
tally
dis
adva
ntag
ed (i
nclu
ding
gr
oups
/ in
divi
dual
s w
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rote
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ch
arac
teris
tics)
.
Mile
ston
eRe
port
ing
Repo
rtin
g-
6*Id
entif
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aff w
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repa
re in
form
atio
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r ele
ctro
nic
publ
icat
ion
and
deliv
er
appr
opria
te tr
aini
ng.
Mile
ston
eRe
port
ing
--
7*Re
view
our
web
site
por
tals
and
pr
iorit
ise
for a
cces
sibi
lity
com
plia
nce.
Mile
ston
eRe
port
ing
Repo
rtin
gRe
port
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8*In
volv
emen
t Stra
tegy
and
Act
ion
Plan
Re
view
ed.
Mile
ston
eN
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port
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Repo
rtin
g-
9*Re
view
resp
onde
nts
to c
orpo
rate
co
nsul
tatio
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201
9/20
and
20
20/2
1 to
iden
tify
area
s of
und
er-
repr
esen
tatio
n.
Mile
ston
eEs
tabl
ish
base
line
Repo
rtin
gRe
port
ing
50
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
OU
TCO
ME
MEA
SURE
/
MIL
ESTO
NE
Base
line
info
rmat
ion
/ C
ompa
rativ
e da
taTa
rget
20
20-2
1Ta
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20
21-2
2Ta
rget
20
22-2
3
10*
Esta
blis
h di
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of c
onta
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for
grou
ps o
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with
pro
tect
ed
char
acte
ristic
s fo
r use
with
con
sulta
tion
and
Equa
lity
Impa
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sses
smen
ts.
Mile
ston
eRe
port
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Mai
ntai
nM
aint
ain
11*
Equa
litie
s tra
inin
g av
aila
ble
for e
lect
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mem
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.M
ilest
one
Repo
rtin
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Repo
rtin
g
12*
Surv
ey o
f cur
rent
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mem
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for
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ot re
port
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Surv
ey
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win
g 20
22 lo
cal
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13*
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iver
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-ele
ctio
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mm
es to
in
crea
se th
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vers
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tes
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the
2022
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ctio
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Mile
ston
eN
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rtin
gN
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port
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14*
Surv
ey c
andi
date
s fo
r 202
2 lo
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arac
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Mile
ston
eN
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port
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Not
repo
rtin
gRe
port
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(May
202
2)
This
will
pr
ovid
e th
e ba
selin
e fo
r th
e 20
27 lo
cal
gove
rnm
ent
elec
tion.
15*
Impr
ove
data
in re
latio
n to
the
prot
ecte
d ch
arac
teris
tics
of o
ur w
orkf
orce
- Und
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ke re
gula
r and
diff
eren
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d co
mm
unic
atio
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ith w
orkf
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to
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bmis
sion
of e
qual
ity d
ata.
Mile
ston
e
2018
/19
wor
kfor
ce d
ata
(pub
lishe
d M
arch
202
0)
Repo
rtin
gRe
port
ing
Repo
rtin
g
51
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
OU
TCO
ME
MEA
SURE
/
MIL
ESTO
NE
Base
line
info
rmat
ion
/ C
ompa
rativ
e da
taTa
rget
20
20-2
1Ta
rget
20
21-2
2Ta
rget
20
22-2
3
16*
Dev
elop
web
recr
uitm
ent r
epor
ting
for j
ob a
pplic
ants
by
prot
ecte
d ch
arac
teris
tic fo
r the
yea
r 202
1/22
.
Mile
ston
eN
ot re
port
ing
Repo
rtin
gRe
port
ing
17*
Esta
blis
h ac
tions
in re
latio
n to
any
id
entif
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unde
rrep
rese
ntat
ion
in jo
b ap
plic
atio
ns b
y th
ose
with
pro
tect
ed
char
acte
ristic
s.
Mile
ston
eN
ot re
port
ing
Not
repo
rtin
gRe
port
ing
18*
Und
erta
ke a
n an
nual
revi
ew o
f act
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to
add
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gen
der p
ay g
ap a
nd o
ther
pr
otec
ted
grou
p pa
y ga
ps in
resp
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to
the
annu
ally
ava
ilabl
e w
orkf
orce
dat
a.
Mile
ston
e
Gen
der P
ay G
ap 2
017/
18 –
M
edia
n pa
y ga
p =
14.7
2018
/19
– M
ean
(ave
rage
) pay
ga
p =
5.1
Repo
rtin
g Re
port
ing
Repo
rtin
g
19*
Publ
ish
an a
ctio
n pl
an in
resp
ect o
f ge
nder
pay
as
requ
ired
by th
e pu
blic
se
ctor
equ
ality
dut
y.
Mile
ston
eRe
port
ing
Repo
rtin
gRe
port
ing
20Su
stai
n th
e pe
rcen
tage
of c
ompl
aint
s an
d in
vest
igat
ions
in re
latio
n to
Wel
sh
Lang
uage
ser
vice
pro
visi
on th
at a
re fu
lly
reso
lved
.
100%
(201
9/20
)
100%
100%
100%
21Im
prov
e th
e le
vel o
f em
ploy
ee
enga
gem
ent (
amal
gam
atio
n of
em
ploy
ee e
ngag
emen
t mea
sure
s ta
ken
from
the
empl
oyee
sur
vey)
.
63%
(201
9/20
)
64%
64.5
%65
%
52
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
OU
TCO
ME
MEA
SURE
/
MIL
ESTO
NE
Base
line
info
rmat
ion
/ C
ompa
rativ
e da
taTa
rget
20
20-2
1Ta
rget
20
21-2
2Ta
rget
20
22-2
3
22Im
prov
e th
e pe
rcen
tage
of e
mpl
oyee
s re
spon
ding
pos
itive
ly th
at ‘I
hav
e th
e op
port
unity
to d
evel
op a
nd im
prov
e m
y po
tent
ial’.
52%
53%
53%
53%
23Su
stai
n th
e pe
rcen
tage
of s
taff
agre
eing
with
the
stat
emen
t -
‘com
mun
icat
ions
are
goo
d in
my
depa
rtm
ent’.
55%
55%
55%
55%
24Su
stai
n th
e pe
rcen
tage
of c
usto
mer
s w
ho fe
el it
is e
asy
to a
cces
s co
unci
l se
rvic
es.
97%
(201
8/19
)
Sust
ain
abov
e 90
%Su
stai
n ab
ove
90%
Sust
ain
abov
e 90
%
25Im
prov
e th
e nu
mbe
r of s
ervi
ces
avai
labl
e to
cus
tom
ers
thro
ugh
the
on-
line
digi
tal p
latfo
rm.
76
(201
9/20
)
8510
012
0
26Im
prov
e th
e nu
mbe
r of s
ervi
ce
requ
ests
rece
ived
from
cus
tom
ers
thro
ugh
the
on-li
ne d
igita
l pla
tform
by
10%
eac
h ye
ar.
40,8
83
(201
9/20
)
42,5
00
4675
051
425
27Im
prov
e th
e pe
rcen
tage
of s
ervi
ce
requ
ests
thro
ugh
self-
serv
ice
rath
er
than
med
iate
d te
leph
ony.
66%
(201
9/20
)
70%
75%
80%
53
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
OU
TCO
ME
MEA
SURE
/
MIL
ESTO
NE
Base
line
info
rmat
ion
/ C
ompa
rativ
e da
taTa
rget
20
20-2
1Ta
rget
20
21-2
2Ta
rget
20
22-2
3
28*
Impr
ove:
tim
elin
ess
of d
ata
in re
latio
n to
the
prot
ecte
d ch
arac
teris
tics
of o
ur
wor
kfor
ce.
Wel
sh G
over
nmen
t req
uire
s th
at d
ata
is
publ
ishe
d w
ithin
12 m
onth
s. O
ur la
test
pu
blis
hed
data
is th
eref
ore
31 M
arch
20
19 (p
ublis
hed
Mar
ch 2
020)
.
Publ
ish
requ
ired
wor
kfor
ce d
ata
with
in
6 m
onth
s.
31 M
arch
201
9 da
ta p
ublis
hed
Mar
ch 2
020
31 M
arch
202
0 da
ta p
ublis
hed
by S
epte
mbe
r 20
20
31 M
arch
202
1 da
ta p
ublis
hed
by S
epte
mbe
r 20
21
31 M
arch
202
2 da
ta p
ublis
hed
by S
epte
mbe
r 20
22
29*
Impr
ove:
Incr
ease
num
ber o
f co
nsul
tatio
n an
d en
gage
men
t act
iviti
es
unde
rtak
en th
roug
h Yo
ur V
oice
W
rexh
am.
N/A
Esta
blis
h ba
selin
eIn
crea
seIn
crea
se
30*
Impr
ove:
Red
uce
the
varia
nce
in
repr
esen
tatio
n of
gro
ups
/ in
divi
dual
s w
ith p
rote
cted
cha
ract
eris
tics
in
com
paris
on w
ith th
e de
mog
raph
y of
th
e co
unty
bor
ough
.
N/A
Esta
blis
h ba
selin
eRe
duce
Redu
ce
31*
Impr
ove:
Incr
ease
(a) n
umbe
r, an
d (b
) di
vers
ity o
f can
dida
tes
for 2
022
loca
l el
ectio
n.
Esta
blis
h ba
selin
e –
com
pile
in
form
atio
n ab
out 2
017
cand
idat
es (g
ende
r/ag
e)
Esta
blis
h ba
selin
eN
ot re
port
ing
Repo
rtin
g (M
ay
2022
)
32*
Impr
ove:
Pro
file
of W
rexh
am C
ount
y Bo
roug
h co
unci
llors
mor
e cl
osel
y al
igne
d w
ith th
e de
mog
raph
ic p
rofil
e of
th
e C
ount
y Bo
roug
h.
Prof
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f cur
rent
cou
ncil
Not
repo
rtin
gN
ot re
port
ing
Repo
rtin
g (M
ay
2022
)
54
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
IMP
RO
VIN
G T
HE
EN
VIR
ON
ME
NT
OU
TCO
ME
MEA
SURE
/
MIL
ESTO
NE
Base
line
info
rmat
ion
/ C
om-
para
tive
data
Targ
et
202
0-21
Targ
et
2021
-22
Targ
et
2022
-23
1D
evel
op a
Dec
arbo
nisa
tion
Plan
ad
dres
sing
issu
es a
roun
d ou
r bui
ldin
gs,
land
use
, pro
cure
men
t and
mob
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, w
aste
and
tran
spor
t tha
t mee
ts th
e re
quire
men
ts o
f Wel
sh G
over
nmen
t G
uida
nce.
Mile
ston
eN
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port
ing
Dev
elop
Pla
n by
end
Q1
Impl
emen
t Pla
n
2D
evel
op a
revi
sed
Hig
hway
s Sa
fety
In
spec
tion
Polic
y an
d im
prov
e ou
r pl
anne
d m
aint
enan
ce to
impr
ove
the
cond
ition
of o
ur ro
ads.
Mile
ston
eN
ot re
port
ing
Dev
elop
Pol
icy
by e
nd Q
2M
onito
r Pol
icy
3D
evel
op a
nd d
eliv
er o
ur A
ctiv
e Tr
avel
Pl
an -
wal
king
and
cyc
ling
rout
es
linki
ng c
omm
uniti
es to
key
em
ploy
men
t an
d ed
ucat
ion
faci
litie
s.
Mile
ston
eN
ot re
port
ing
Dev
elop
Pla
n by
end
Q2
Impl
emen
t Pla
n
4Im
prov
e: %
of r
epor
ted
fly ti
ppin
g in
cide
nts
clea
red
with
in 5
wor
king
day
s 20
19/2
0 =
91.4
%92
% re
mov
ed
with
in 5
w
orki
ng d
ays
93%
rem
oved
w
ithin
5
wor
king
day
s
94%
rem
oved
w
ithin
5
wor
king
day
s
5Su
stai
n th
e pe
rcen
tage
of m
unic
ipal
w
aste
reus
ed, r
ecyc
ling
or c
ompo
sted
64
% S
tatu
tory
Tar
get
Wre
xham
per
form
ance
201
9/20
=
69.
66 %
65%
(sta
tuto
ry
targ
et)
66%
(sta
tuto
ry
targ
et)
67%
(sta
tuto
ry
targ
et)
6Su
stai
n th
e pe
rcen
tage
of h
ighw
ays
insp
ecte
d of
a h
igh
or a
ccep
tabl
e st
anda
rd o
f cle
anlin
ess
2019
/20
= 9
2.59
%
91%
92
%
93%
55
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
OU
TCO
ME
MEA
SURE
/
MIL
ESTO
NE
Base
line
info
rmat
ion
/ C
om-
para
tive
data
Targ
et
202
0-21
Targ
et
2021
-22
Targ
et
2022
-23
7Im
prov
e: R
educ
e ca
rbon
em
issi
ons
from
our
bui
ldin
gs b
y 4%
yea
r on
year
N
ot a
vaila
ble.
Aw
aitin
g fu
rthe
r W
elsh
Gov
ernm
ent g
uida
nce
Dev
elop
Ba
selin
e To
be
conf
irmed
To
be
conf
irmed
8Im
prov
e: In
crea
se o
ur g
ener
atio
n of
en
ergy
from
ren
ewab
le s
ourc
es fr
om
our A
sset
s by
5%
eac
h ye
ar
Mile
ston
e C
arbo
n pl
an
Dev
elop
Ba
selin
e To
be
conf
irmed
To
be
conf
irmed
9Im
prov
e: In
crea
se th
e nu
mbe
r of
Elec
tric
vehi
cles
with
in o
ur fl
eet
10 v
ehic
les
from
our
tota
l fle
et
of 3
50 a
re e
lect
ric
(Mar
ch 2
020)
15 a
dditi
onal
re
plac
emen
t ve
hicl
es p
er
year
15 a
dditi
onal
re
plac
emen
t ve
hicl
es p
er
year
15 a
dditi
onal
re
plac
emen
t ve
hicl
es p
er
year
56
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
IMP
RO
VIN
G S
EC
ON
DA
RY
ED
UC
AT
ION
*in
dica
tes t
hat a
mile
stone
or m
easu
re is
take
n fro
m th
e St
rate
gic
Equa
lity P
lan.
Note
s:
(1)
For m
easu
res r
elatin
g to
pup
il pro
gres
s (m
easu
res 3
& 7
) rep
ortin
g ag
ainst
thes
e ta
rget
s will
be su
spen
ded
in 2
020-
21 fo
llow
ing
the
canc
ellat
ion
of a
sses
smen
ts a
nd e
xam
inat
ions
at a
ll key
stag
es d
urin
g th
e Co
vid-19
pan
dem
ic, m
eani
ng th
at w
e ar
e cu
rrent
ly un
able
to
mea
sure
aga
inst
thes
e in
a m
eani
ngfu
l way
.
(2)
For m
easu
res r
elatin
g to
insp
ectio
n ju
dgem
ents
(mea
sure
4) r
epor
ting
again
st th
ese
targ
ets w
ill be
susp
ende
d in
202
0-21
follo
win
g th
e de
cisio
n by
Est
yn to
put
all i
nspe
ctio
ns o
n ho
ld d
urin
g th
e Co
vid-19
pan
dem
ic. R
epor
ting
will
resu
me
when
the
cycle
of in
spec
tions
re
sum
es
(3)
For m
easu
res r
elatin
g to
scho
ol a
ttend
ance
(mea
sure
s 5 &
11) r
epor
ting
again
st th
ese
targ
ets w
as su
spen
ded
for p
art o
f the
scho
ol
year
(19/
20) d
ue to
the
Covid
-19 p
ande
mic.
Rep
ortin
g w
ill be
Sep
t 201
9 –
Mar
ch 2
020
only.
(4)
For m
easu
res r
elatin
g to
scho
ol e
xclu
sions
(mea
sure
s 6 &
12) r
epor
ting
again
st th
ese
targ
ets w
as su
spen
ded
for p
art o
f the
scho
ol ye
ar
(19/2
0) d
ue to
the
Covid
-19 p
ande
mic.
Rep
ortin
g w
ill be
Sep
t 201
9- M
arch
202
0 on
ly.
OU
TCO
ME
MEA
SUR
E /
MIL
ESTO
NE
Bas
elin
e in
form
atio
n /
Com
para
tive
data
Targ
et
2020
-21
Targ
et
2021
-22
Targ
et
2022
-23
1*Es
tabl
ish
Out
reac
h se
rvic
e fo
r Gyp
sy,
Rom
a an
d Tr
avel
ler p
upils
focu
sed
on
early
yea
rs p
rovi
sion
Mile
ston
eN
ot re
port
ing
Repo
rtin
g on
pr
ogre
ssSe
rvic
e es
tabl
ishe
d
2*Es
tabl
ish
Out
reac
h se
rvic
e fo
r Gyp
sy,
Rom
a an
d Tr
avel
ler p
upils
focu
sed
on
seco
ndar
y pr
ovis
ion
Mile
ston
eN
ot re
port
ing
Repo
rtin
g on
pr
ogre
ssSe
rvic
e es
tabl
ishe
d
57
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
OU
TCO
ME
MEA
SUR
E /
MIL
ESTO
NE
Bas
elin
e in
form
atio
n /
Com
para
tive
data
Targ
et
2020
-21
Targ
et
2021
-22
Targ
et
2022
-23
3Im
prov
e: B
y th
e tim
e th
ey le
ave
seco
ndar
y sc
hool
, the
maj
ority
of
pupi
ls, i
nclu
ding
the
mor
e ab
le, m
ake
the
expe
cted
pro
gres
s.
Sept
embe
r 201
9
5/9
scho
ols
perfo
rmin
g w
ithin
a
5% s
tatis
tical
con
fiden
ce o
f the
ir m
odel
led
outc
ome
in th
e C
9
All s
econ
dary
sc
hool
s w
here
C9
per
form
ance
w
as o
utsid
e th
e 5%
sta
tistic
al
conf
iden
ce
inte
rval
in
2019
to h
ave
impr
oved
thei
r sc
ore.
(Will
not
be
repo
rtin
g du
e to
Cov
id-1
9)
7/9
scho
ols
perfo
rmin
g w
ithin
a 5
%
stat
istic
al
conf
iden
ce.
Nea
rly a
ll se
cond
ary
scho
ols
perfo
rmin
g w
ithin
a 5
%
stat
istic
al
conf
iden
ce.
6/9
scho
ols
perfo
rmin
g w
ithin
a
5% s
tatis
tical
con
fiden
ce o
f the
ir m
odel
led
outc
ome
in th
e up
per
third
3/9
scho
ols
to
have
im-p
rove
d th
e pe
rform
ance
of
thei
r upp
er
third
and
mov
ed
clos
er to
the
5% s
tatis
tical
co
nfid
ence
in
terv
al. (
Will
no
t be
repo
rtin
g du
e to
Cov
id-1
9)
Nea
rly a
ll sc
hool
s pe
rform
ing
with
in a
5%
st
atis
tical
co
nfid
ence
in
the
uppe
r thi
rd
indi
cato
r.
Nea
rly a
ll sc
hool
s pe
rform
ing
with
in a
5%
st
atis
tical
co
nfid
ence
in
the
uppe
r thi
rd
indi
cato
r.
58
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
OU
TCO
ME
MEA
SUR
E /
MIL
ESTO
NE
Bas
elin
e in
form
atio
n /
Com
para
tive
data
Targ
et
2020
-21
Targ
et
2021
-22
Targ
et
2022
-23
4Su
stai
n: In
spec
tion
judg
emen
ts
in s
econ
dary
sch
ools
in W
rexh
am
com
pare
wel
l with
thos
e of
sec
onda
ry
scho
ols
acro
ss W
ales
.
Dec
embe
r 201
9 2
Scho
ols
in th
e “E
styn
Rev
iew
” C
ateg
ory
1 sch
ool i
n si
gnifi
cant
im
prov
emen
t” c
ateg
ory
2 sc
hool
s in
“spe
cial
mea
sure
s”
cate
gory
No
furt
her
scho
ols
to
be p
lace
d in
Es
tyn
stat
utor
y ca
tego
ry.
(Will
not
be
repo
rtin
g as
in
spec
tion
cycl
e cu
rren
tly
susp
ende
d)
Two
scho
ols
rem
oved
from
Es
tyn
Revi
ew
cate
gory
.
One
out
of t
he
thre
e sc
hool
s cu
rren
tly in
a
stat
utor
y ca
tego
ry to
ha
ve b
een
rem
oved
.
Two
out o
f the
th
ree
scho
ols
curr
ently
in
a st
atut
ory
cate
gory
to
have
bee
n re
mov
ed.
5Im
prov
e: B
y Se
ptem
ber 2
022,
m
ost s
econ
dary
sch
ools
’ atte
ndan
ce
leve
ls a
re a
t or a
bove
the
mod
elle
d ex
pect
atio
ns a
nd n
o sc
hool
has
pe
rsis
tent
abs
ente
eism
leve
ls a
bove
the
natio
nal r
ate
we
will
ens
ure
that
:
2018
/19
No.
of S
econ
dary
Sch
ools
with
Ab
senc
e Ra
tes
Abov
e M
odel
led
Expe
ctat
ions
– 4
/9
No.
of
Seco
ndar
y Sc
hool
s w
ith
Abse
nce
Rate
s Ab
ove
Mod
elle
d Ex
pect
atio
ns –
5/
9 (S
ept 2
019
- Mar
ch 2
020
only
)
No.
of
Seco
ndar
y Sc
hool
s w
ith
Abse
nce
Rate
s Ab
ove
Mod
elle
d Ex
pect
atio
ns –
6/
9
No.
of
Seco
ndar
y Sc
hool
s w
ith
Abse
nce
Rate
s Ab
ove
Mod
elle
d Ex
pect
atio
ns
– 7/
9
2018
/19
Seco
ndar
y at
tend
ance
:
Wre
xham
: 93.
5%
Ove
rall
Atte
ndan
ce -
Seco
ndar
y
Wre
xham
–
93.8
%
Ove
rall
Atte
ndan
ce -
Seco
ndar
y
Wre
xham
–
94%
By S
ept
2022
Ove
rall
Atte
ndan
ce -
Seco
ndar
y
Wre
xham
–
94.2
%
59
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
OU
TCO
ME
MEA
SUR
E /
MIL
ESTO
NE
Bas
elin
e in
form
atio
n /
Com
para
tive
data
Targ
et
2020
-21
Targ
et
2021
-22
Targ
et
2022
-23
2018
/19
Seco
ndar
y at
tend
ance
:
Wal
es: 9
3.8%
To b
e in
-line
w
ith W
ales
Av
erag
e 20
19
(Sep
t 201
9 -
Mar
ch 2
020
only
)
To b
e ab
ove
Wal
es A
vera
geTo
mai
ntai
n pe
rform
ance
ab
ove
Wal
es
Aver
age
2018
/19
%
of p
upils
who
are
per
sist
ent
abse
ntee
s:
Wre
xham
: 5.4
%
Wal
es: 4
.6%
Seco
ndar
y Pe
rsis
tent
Ab
sent
ees
Wre
xham
–
5.0%
To n
arro
w th
e ga
p be
twee
n th
e C
ount
y an
d W
ales
Ave
rage
(Sep
t 201
9 -
Mar
ch 2
020
only
)
Seco
ndar
y Pe
rsis
tent
Ab
sent
ees
Wre
xham
–
4.6%
To p
erfo
rm
in-li
ne w
ith
the
Wal
es
Aver
age.
Seco
ndar
y Pe
rsis
tent
Ab
sent
ees
Wre
xham
–
4.4%
To p
erfo
rm
bette
r tha
n th
e W
ales
Av
erag
e.
6Im
prov
e: B
y Se
ptem
ber 2
022,
the
rate
of
per
man
ent e
xclu
sion
s ha
ve h
alve
d co
mpa
red
to p
rese
nt le
vels
and
that
th
e ra
te o
f fix
ed te
rm e
xclu
sion
s ov
er
five
days
is b
elow
the
Wal
es a
vera
ge
we
will
ens
ure
that
:
2017
/18
Ra
te p
er 10
00 b
elow
5 d
ays
– 41
.8
Wal
es -
36.7
Rate
per
1000
be
low
5 d
ays
-less
than
40
(Sep
t 201
9 -
Mar
ch 2
020
only
)
Rate
per
1000
belo
w 5
day
s -le
ss th
an 4
0
Rate
per
1000
belo
w 5
day
s -le
ss th
an 3
8
60
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
OU
TCO
ME
MEA
SUR
E /
MIL
ESTO
NE
Bas
elin
e in
form
atio
n /
Com
para
tive
data
Targ
et
2020
-21
Targ
et
2021
-22
Targ
et
2022
-23
Rate
per
1000
ab
ove
5 da
ys –
5.5
Wal
es -
2.2
Rate
per
1000
ab
ove
5 da
ys
less
than
4.5
(S
ept 2
019
- M
arch
202
0 on
ly)
Rate
per
1000
ab
ove
5 da
ys
less
than
4.5
Rate
per
1000
ab
ove
5 da
ys
less
than
3.0
Perm
anen
t –
0.5
Wal
es -
0.4
Perm
anen
t –
0.5
(Sep
t 201
9 -
Mar
ch 2
020
only
)
Perm
anen
t –
0.5
Perm
anen
t –
0.4
7*Im
prov
e: S
uppo
rt s
choo
ls to
incr
ease
th
e pe
rform
ance
of b
oys
in a
ll ke
y st
ages
by
redu
cing
var
ianc
e be
twee
n bo
ys’ a
nd g
irls’
Cap
ped
9 sc
ore
2018
-19
LA (B
oys)
= 3
12.6
LA
(Girl
s) =
358
.2
Varia
nce
= 4
5.6
Redu
cing
va
rianc
e th
roug
h im
prov
emen
t of
perfo
rman
ce o
f bo
ys
(Will
not
be
repo
rtin
g du
e to
Cov
id-1
9)
Redu
cing
va
rianc
e th
roug
h im
prov
emen
t of
per
form
ance
of
boy
s
Redu
cing
va
rianc
e th
roug
h im
prov
emen
t of
per
form
ance
of
boy
s
Cor
e su
bjec
t ind
icat
or a
t Key
St
age
3
2018
-19
LA (B
oys)
=82
.9
LA(G
irls)
=90
.6
Varia
nce
= -7
.7
Redu
cing
va
rianc
e th
roug
h im
prov
emen
t of
perfo
rman
ce o
f bo
ys
(Will
not
be
repo
rtin
g du
e to
Cov
id-1
9)
Redu
cing
va
rianc
e th
roug
h im
prov
emen
t of
per
form
ance
of
boy
s
Redu
cing
va
rianc
e th
roug
h im
prov
emen
t of
pe
rform
ance
of
boy
s
61
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
OU
TCO
ME
MEA
SUR
E /
MIL
ESTO
NE
Bas
elin
e in
form
atio
n /
Com
para
tive
data
Targ
et
2020
-21
Targ
et
2021
-22
Targ
et
2022
-23
Cor
e su
bjec
t ind
icat
or a
t Key
St
age
2
2018
-19
LA (B
oys)
= 8
5.7
LA(G
irls)
=93
.4
Varia
nce
=-7
.7
Redu
cing
va
rianc
e th
roug
h im
prov
emen
t of
perfo
rman
ce o
f bo
ys
(Will
not
be
repo
rtin
g du
e to
Cov
id-1
9)
Redu
cing
va
rianc
e th
roug
h im
prov
emen
t of
per
form
ance
of
boy
s
Redu
cing
va
rianc
e th
roug
h im
prov
emen
t of
pe
rform
ance
of
boy
s
Foun
datio
n Ph
ase
Indi
cato
r at
Foun
datio
n St
age
2018
-19
LA (B
oys)
=76
.2
LA(G
irls)
=89
.3
Varia
nce
=-1
3.1
Redu
cing
va
rianc
e th
roug
h im
prov
emen
t of
perfo
rman
ce o
f bo
ys
(Will
not
be
repo
rtin
g du
e to
Cov
id-1
9)
Redu
cing
va
rianc
e th
roug
h im
prov
emen
t of
pe
rform
ance
of
boy
s
Redu
cing
va
rianc
e th
roug
h im
prov
emen
t of
pe
rform
ance
of
boy
s
8*Im
prov
e: In
crea
se th
e nu
mbe
r of
scho
ol b
uild
ings
whi
ch a
re fu
lly
Equa
lity
Act 2
010
com
plia
nt.
Prim
ary
(58)
Com
plia
nt =
32
N
on-c
ompl
iant
= 11
Pa
rtia
lly c
ompl
iant
=15
Not
repo
rtin
g Im
prov
e 1 P
artia
lly
com
plia
nt
scho
ol to
be
Com
plia
nt
Impr
ove
1 Par
tially
C
ompl
iant
sc
hool
to b
e C
ompl
iant
Seco
ndar
y (9
)
Com
plia
nt =
5
Non
-com
plia
nt =
1
Part
ially
com
plia
nt =
3
Impr
ove
1 N
on-c
ompl
iant
sc
hool
to
be P
artia
lly
com
plia
nt
Not
repo
rtin
gN
ot re
port
ing
Spec
ial (
1)
Part
ially
com
plia
nt =
1
Not
repo
rtin
gN
ot re
port
ing
Not
repo
rtin
g
62
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
OU
TCO
ME
MEA
SUR
E /
MIL
ESTO
NE
Bas
elin
e in
form
atio
n /
Com
para
tive
data
Targ
et
2020
-21
Targ
et
2021
-22
Targ
et
2022
-23
9*Su
stai
n: E
nsur
ing
that
all
scho
ols
have
cu
rren
t acc
essi
bilit
y pl
ans
in p
lace
–
revi
ewed
ann
ually
.
100%
100%
100%
100%
10*
Impr
ove:
Incr
ease
the
num
ber o
f sc
hool
bui
ldin
gs w
ith a
con
ditio
n ca
tego
ry o
f A o
r B.
Prim
ary
(58)
Cat
egor
y A
= 7
Cat
egor
y B
= 3
0
Cat
egor
y C
= 2
1
Not
repo
rtin
gIn
crea
se
Cat
egor
y A
+1
scho
ol
Incr
ease
ca
tego
ry B
+2
scho
ols
Incr
ease
C
ateg
ory
A
+1 s
choo
l
Seco
ndar
y (9
)
Cat
egor
y A
= 4
Cat
egor
y B
= 0
Cat
egor
y C
= 1
Cat
egor
y C
+ =
4
Incr
ease
ca
tego
ry B
+1 s
choo
l
Not
repo
rtin
gN
ot re
port
ing
Spec
ial (
1)
Cat
egor
y C
=1
Not
repo
rtin
g N
ot re
port
ing
Not
repo
rtin
g
11*
Impr
ove:
Atte
ndan
ce o
f Gyp
sy, R
oma
and
Trav
elle
r Pup
ils20
18/1
9
67.7
%
Impr
ove
(Sep
t 201
9 -
Mar
ch 2
020
only
)
Impr
ove
Impr
ove
12*
Impr
ove:
Red
uce
excl
usio
ns o
f Gyp
sy,
Rom
a an
d Tr
avel
ler P
upils
2018
/19
Fixe
d te
rm e
xclu
sion
s =
5
Num
ber o
f day
s =
11
Perm
anen
t exc
lusi
ons
= 1
Impr
ove
(Sep
t 201
9 -
Mar
ch 2
020
only
)
Impr
ove
Impr
ove
63
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
KE
Y P
LA
NS
AN
D S
TR
AT
EG
IES
LIN
KE
D W
ITH
TH
IS P
RIO
RIT
Y:
21st
Cent
ury S
choo
ls –
Band
B P
rogr
amm
e ( W
elsh
Gove
rnm
ent &
Edu
catio
n &
Early
Inte
rven
tion)
Post
Insp
ectio
n Ac
tion
Plan
Min
or C
apita
l Wor
ks A
nnua
l Pro
gram
me
( Edu
catio
n &
Early
Inte
rven
tion)
Scho
ols C
apita
l Wor
ks P
rogr
amm
e (H
ousin
g &
Econ
omy)
Scho
ols C
apita
l Main
tena
nce
Gran
t (W
elsh
Gove
rnm
ent F
unde
d 10
0%, H
ousin
g &
Econ
omy)
Seco
ndar
y Sch
ool Im
prov
emen
t Gra
nt (W
elsh
Gove
rnm
ent &
Edu
catio
n &
Early
Inte
rven
tion)
Fin
al Ba
lance
bein
g us
ed to
fund
Mae
lor
Scho
ol, P
enley
.
Scho
ol O
rgan
isatio
n Fr
amew
ork (
Educ
atio
n &
Early
Inte
rven
tion)
Wels
h In
Edu
catio
n St
rate
gic
Plan
(WES
P)
Wels
h m
ediu
m C
apita
l Gra
nt (W
elsh
Gove
rnm
ent F
unde
d 10
0%, E
duca
tion
& Ea
rly In
terv
entio
n) L
inke
d di
rect
ly w
ith W
ESP
Sect
ion
106
Deve
lopm
ents
(ad
hoc)
64
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
PR
OM
OT
ING
GO
OD
HE
ALT
H &
WE
LL
-BE
ING
(W
ITH
A F
OC
US
ON
IM
PR
OV
ING
CH
ILD
RE
N’
SE
RV
ICE
S)
OU
TCO
ME
MEA
SURE
/
MIL
ESTO
NE
Base
line
info
rmat
ion
/ C
ompa
rativ
e da
taTa
rget
20
20-2
1Ta
rget
20
21-2
2Ta
rget
20
22-2
3
1D
eliv
ery
of th
e Ac
cele
rate
d Im
prov
emen
t Boa
rd A
ctio
n pl
an fo
r C
hild
ren’
s So
cial
Car
e.
Mile
ston
eD
eliv
ery
in
20/2
1N
ot re
port
ing
Not
repo
rtin
g
2D
evel
opm
ent a
nd Im
plem
enta
tion
of
the
Wel
l-bei
ng h
ub.
Mile
ston
eEm
pty
build
ing
and
refu
rbis
h
Com
plet
e bu
ild
and
impl
emen
tIm
plem
enta
tion
3D
eliv
er th
e tra
nsfo
rmat
ion
proj
ect f
or
Soci
al C
are.
Mile
ston
eFu
nded
D
eliv
ery
Del
iver
yD
eliv
ery
4M
ap c
urre
nt p
reve
ntio
n an
d ea
rly
inte
rven
tion
activ
ity a
nd p
rodu
ce a
n im
prov
emen
t pla
n.
Mile
ston
eM
ap a
ctiv
ity
and
plan
ac
tions
Del
iver
act
ions
Not
repo
rtin
g
5M
aint
ain
the
Gol
d C
orpo
rate
Hea
lth
Stan
dard
to d
rive
wor
kpla
ce h
ealth
and
w
ell-b
eing
.
Mile
ston
eD
eliv
ery
ongo
ing
Reas
sess
men
t Ju
ly 2
021
Del
iver
y on
goin
g
6W
ork
clos
ely
with
com
mun
ities
, st
akeh
olde
rs a
nd p
artn
ers
to in
form
, de
velo
p an
d de
liver
the
CO
VID
re
cove
ry p
lan
deve
lope
d by
Wre
xham
an
d Fl
ints
hire
Pub
lic S
ervi
ces
Boar
ds.
Mile
ston
eD
evel
op
part
ners
hip
actio
n pl
an
Del
iver
yRe
view
7Im
prov
e: D
ecre
asin
g nu
mbe
rs o
f lo
oked
afte
r chi
ldre
n.34
1
(31 M
arch
202
0)
Dec
reas
ing
Dec
reas
ing
Dec
reas
ing
65
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
OU
TCO
ME
MEA
SURE
/
MIL
ESTO
NE
Base
line
info
rmat
ion
/ C
ompa
rativ
e da
taTa
rget
20
20-2
1Ta
rget
20
21-2
2Ta
rget
20
22-2
3
8Im
prov
e: In
crea
sing
num
bers
of l
ocal
au
thor
ity fo
ster
car
ers.
(Con
nect
ed fo
ster
car
ers
have
a
conn
ectio
n to
the
child
prio
r to
fost
erin
g, g
ener
ic d
o no
t hav
e a
conn
ectio
n to
the
child
prio
r to
fost
erin
g).
113
(Mar
ch 2
020)
Com
pris
ing:
60 c
onne
cted
;
53 g
ener
ic
To in
crea
se
gene
ric fo
ster
ca
rers
to 7
3
To in
crea
se
gene
ric fo
ster
ca
rers
to 9
3
To in
crea
se
gene
ric fo
ster
ca
rers
to 11
3
9Im
prov
e: R
educ
tion
in th
e nu
mbe
r of
child
ren
plac
ed o
n th
e ch
ild p
rote
ctio
n re
gist
er th
at h
ave
prev
ious
ly b
een
regi
ster
ed u
nder
any
cat
egor
y, at
any
tim
e du
ring
the
prev
ious
12 m
onth
s.
5.6%
(thi
s eq
uate
s to
10 re
-re
gist
ratio
ns o
ut o
f a to
tal 1
79)
(201
9/20
)
Belo
w th
e W
elsh
ave
rage
(5
.1% 2
018/
19
late
st fi
gure
av
aila
ble)
Belo
w th
e W
elsh
ave
rage
Belo
w th
e W
elsh
ave
rage
10Im
prov
e: T
he p
erce
ntag
e of
as
sess
men
ts c
ompl
eted
for c
hild
ren
with
in s
tatu
tory
tim
esca
le
73.3
%
(201
9/20
)
Abov
e th
e W
elsh
Ave
rage
(8
8.9%
201
8/19
la
test
figu
re
avai
labl
e)
Abov
e th
e W
elsh
Ave
rage
Abov
e th
e W
elsh
Ave
rage
11Im
prov
e: P
erce
ntag
e of
chi
ldre
n th
at
wer
e se
en a
s pa
rt o
f the
ir as
sess
men
t.98
.7%
(201
9/20
)
100%
100%
100%
12Im
prov
e: P
erce
ntag
e of
all
stat
utor
y re
view
s he
ld w
ithin
tim
esca
le
(Wel
sh a
vera
ge fo
r 202
0/21
will
be
avai
labl
e fro
m A
ugus
t 202
1).
90.2
%
(201
9/20
)
95%
Ab
ove
the
Wel
sh A
vera
geAb
ove
the
Wel
sh A
vera
ge
13Im
prov
e: D
ecre
ase
in N
umbe
rs
wai
ting
for d
omic
iliar
y ca
re.
26 p
eopl
e
(Mar
ch 2
020)
Dec
reas
ing
Dec
reas
ing
Dec
reas
ing
66
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
67
T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3
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