wrexham county borough council plan 2020-2023

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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.


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.


• 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.


• 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.


• 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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• 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.


• 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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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.


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.


• 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.


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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https://www.wrexhampsb.org/

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.

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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

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

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plem

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unity

Sa

fety

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n (2

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wor

king

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rtne

rs to

redu

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arm

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sed

by

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nd o

ther

sub

stan

ces,

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tect

th

e m

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d m

ake

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feel

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ston

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unity

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fety

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emen

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plem

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nd e

valu

ate

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ratio

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peat

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inin

g (s

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peop

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to p

reve

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em fr

om b

ecom

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ims,

an

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prov

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plem

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men

datio

ns

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e H

ousi

ng A

ctio

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roup

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port

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sub

sequ

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G fo

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gh s

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com

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tions

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men

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tions

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new

Fin

anci

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clus

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Serv

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to s

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e su

stai

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nanc

ies

and

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e ris

k of

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n; d

evel

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rt’

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ugh

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ting

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aini

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nd th

e Lo

cal L

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genc

y to

in

crea

se h

ousi

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ptio

ns fo

r tho

se a

t ris

k of

hom

eles

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ston

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evel

op a

nd

deliv

er ‘R

entin

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ady’

trai

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ckag

e

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pert

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rtfo

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ncy

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ch F

inan

cial

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rtin

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plem

ent t

he n

ew H

ousi

ng S

uppo

rt

Gra

nt, w

hich

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bine

s gr

ants

pr

evio

usly

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vide

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der S

uppo

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ople

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eles

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even

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and

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art W

ales

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view

and

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plem

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ew

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mis

sion

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ewor

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emen

tatio

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plem

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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

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velo

pmen

t.

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ston

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evel

op

spec

ifica

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for f

utur

e ho

use

build

ing

prog

ram

mes

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ontin

ue B

uy-

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sch

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and

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lan

whe

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pr

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mm

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ho

use

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ing.

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view

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e in

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tion

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tinue

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plem

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oncl

ude

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sh H

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ualit

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anda

rd (W

HQ

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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

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ble

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dard

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surin

g th

at w

e m

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ain

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prog

ram

me

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plet

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44

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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9Im

prov

e th

e eff

icie

ncy

and

resp

onsi

vene

ss o

f our

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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

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ston

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ll re

view

of

curr

ent p

rovi

sion

an

d re

quire

d im

prov

emen

ts

iden

tifie

d

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urem

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f di

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prov

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ovem

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mpl

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e qu

ality

and

sup

ply

of o

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shel

tere

d ho

usin

g, a

pply

ing

lear

ning

fro

m th

e Pl

as M

adoc

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odel

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prog

ram

me

to o

ther

hou

sing

are

as

and

prog

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our s

helte

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ing

refu

rbis

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t pro

gram

me.

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ston

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ompl

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initi

al

desi

gn p

hase

for

refu

rbis

hmen

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mes

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emen

t new

pr

ogra

mm

e of

re

furb

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ent a

nd

rem

odel

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tinue

del

iver

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pro

gram

me

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ompl

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the

annu

al P

lann

ed

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elop

men

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gram

me

(PD

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to a

lloca

te W

G F

undi

ng to

sup

port

de

liver

y of

affo

rdab

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ousi

ng a

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com

plet

e an

nual

mon

itorin

g of

aff

orda

ble

hous

ing

cont

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ions

se

cure

d th

roug

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ctio

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6 ag

reem

ents

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ston

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bmit

&

mon

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PD

P to

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sh

Gov

ernm

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o ac

cess

fund

ing

and

deliv

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agre

ed s

chem

es

Del

iver

agr

eed

activ

ity

Subm

it &

M

onito

r 21/

22

PDP

to W

elsh

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over

nmen

t to

acce

ss fu

ndin

g an

d de

liver

agr

eed

sche

mes

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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

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e an

d C

omm

unity

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sion

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itorin

g gr

oup)

.

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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

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TCO

ME

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NE

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line

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ion

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rativ

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13*

Map

out

whe

re E

U n

atio

nal a

nd o

ther

BA

ME

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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).

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ston

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port

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rtin

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bjec

t to

addi

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14*

Wor

k w

ith k

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to lo

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t how

ex

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g an

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w p

rogr

amm

es b

ecom

e m

ore

incl

usiv

e to

all.

Mile

ston

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port

ing

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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

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Incr

ease

Incr

ease

Incr

ease

Sust

ain

Incr

ease

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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

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0Tr

aini

ng e

valu

atio

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C

46

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line

info

rmat

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ompa

rativ

e da

taTa

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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

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omm

unity

Saf

ety

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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

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21Im

prov

e: In

crea

sed

repo

rtin

g of

co

ncer

ns a

bout

Mod

ern

Day

Sla

very

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refe

rrals

201

9/20

(10

from

WC

BC)

Incr

ease

Incr

ease

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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

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Tbc

(Com

mun

ity

Safe

ty P

lan)

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(Com

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ity

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ty P

lan)

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(Com

mun

ity

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ty P

lan)

23Su

stai

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ecov

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ease

d fo

otfa

ll in

th

e to

wn

cent

re.

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nter

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a

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ver a

t or

Abov

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age

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sure

and

es

tabl

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new

ba

selin

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Incr

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24Im

prov

e: R

educ

e th

e nu

mbe

r of p

eopl

e ro

ugh-

slee

ping

in W

rexh

am.

21

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ceRe

duce

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25Im

prov

e: R

educ

e th

e nu

mbe

r of

tena

nts

evic

ted

from

cou

ncil

prop

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duce

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26Im

prov

e: N

umbe

r of p

rope

rtie

s ad

ded

to c

ounc

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usin

g st

ock

thro

ugh

the

build

and

buy

pro

gram

me.

15 (201

9/20

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2019

Tbc

47

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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line

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ion

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ompa

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27Im

prov

e: R

educ

e th

e nu

mbe

r of

reac

tive

repa

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n co

unci

l hou

sing

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reas

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ase

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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

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e an

d Se

ctio

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6 co

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14

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ease

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29Im

prov

e: In

crea

se th

e nu

mbe

r of

refu

rbis

hed

shel

tere

d ho

usin

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hem

es

deliv

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Non

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liver

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20

19/2

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crea

se

Incr

ease

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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

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over

nmen

t mea

sure

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New

mea

sure

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duce

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31Im

prov

e: R

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tion

in th

e nu

mbe

r of

child

ren

plac

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n th

e ch

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rote

ctio

n re

gist

er th

at h

ave

prev

ious

ly b

een

regi

ster

ed u

nder

any

cat

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y, at

any

tim

e du

ring

the

prev

ious

12 m

onth

s,

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(thi

s eq

uate

s to

10

re-r

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tratio

ns o

ut o

f a

tota

l 179

)

(201

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Belo

w th

e W

elsh

av

erag

e (5

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- 201

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late

st

avai

labl

e fig

ure)

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w th

e W

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av

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low

the

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sh

aver

age

32*

Num

ber o

f eve

nts

/ ac

tiviti

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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*

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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

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ion

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ompa

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34*

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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

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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).

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prov

eIm

prov

eIm

prov

e

36*

Impr

ove:

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uce

the

num

ber o

f re

cord

ed h

ate

crim

es.

180

Nor

th W

ales

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ice

(201

9/20

20)

Redu

ceRe

duce

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ce

37*

New

: Vic

tim (o

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•

Them

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•

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e 2.

Bette

r qua

lity h

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com

mun

ities

•

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Bette

r ser

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to im

prov

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s live

s

Hous

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Reve

nue

Acco

unt B

usin

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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

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gr

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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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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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stai

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of c

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d in

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Lang

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prov

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%

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

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22Im

prov

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of e

mpl

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s re

spon

ding

pos

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ly th

at ‘I

hav

e th

e op

port

unity

to d

evel

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nd im

prov

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52%

53%

53%

53%

23Su

stai

n th

e pe

rcen

tage

of s

taff

agre

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with

the

stat

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‘com

mun

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are

goo

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my

depa

rtm

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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

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)

Sust

ain

abov

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stai

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90%

Sust

ain

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%

25Im

prov

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mbe

r of s

ervi

ces

avai

labl

e to

cus

tom

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thro

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the

on-

line

digi

tal p

latfo

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76

(201

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8510

012

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prov

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requ

ests

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from

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by

10%

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40,8

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(201

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)

42,5

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4675

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prov

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of s

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requ

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thro

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rath

er

than

med

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d te

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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

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SURE

/

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ESTO

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Base

line

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28*

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tim

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of d

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n to

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prot

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tics

of o

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wor

kfor

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Wel

sh G

over

nmen

t req

uire

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at d

ata

is

publ

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pu

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loca

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form

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out 2

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ende

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)

54

T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3

IMP

RO

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In

spec

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prov

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d m

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impr

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the

cond

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of o

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3D

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Pl

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wal

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and

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faci

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Impl

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prov

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fly ti

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cide

nts

clea

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with

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wor

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day

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19/2

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in 5

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day

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wor

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get

Wre

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form

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201

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=

69.

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66%

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55

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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year

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be

conf

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To

be

conf

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9Im

prov

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crea

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mbe

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Elec

tric

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cles

with

in o

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lect

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year

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56

T H E C O U N C I L P L A N2 0 2 0 - 2 0 2 3

IMP

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dica

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mile

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easu

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take

n fro

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rate

gic

Equa

lity P

lan.

Note

s:

(1)

For m

easu

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g to

pup

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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

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ALT

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LL

-BE

ING

(W

ITH

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ON

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OV

ING

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ILD

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RV

ICE

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/

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line

info

rmat

ion

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ompa

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e da

taTa

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eliv

ery

of th

e Ac

cele

rate

d Im

prov

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an fo

r C

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in

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ot re

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pty

build

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and

refu

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Com

plet

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impl

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plem

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tion

3D

eliv

er th

e tra

nsfo

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proj

ect f

or

Soci

al C

are.

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ston

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nded

D

eliv

ery

Del

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eliv

ery

4M

ap c

urre

nt p

reve

ntio

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d ea

rly

inte

rven

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activ

ity a

nd p

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ce a

n im

prov

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t pla

n.

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ston

eM

ap a

ctiv

ity

and

plan

ac

tions

Del

iver

act

ions

Not

repo

rtin

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5M

aint

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the

Gol

d C

orpo

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to d

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wor

kpla

ce h

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w

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eD

eliv

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ongo

ing

Reas

sess

men

t Ju

ly 2

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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

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ds.

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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

wrexham county borough council plan 2020-2023

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