Appendix 2
Outcome Agreement Year One Evaluation – Wrexham County Borough Council
Strategic Theme – Improved quality and length of life with fairer outcomes for all
Outcome – Reduced Inequities in Health
What we are trying to achieve
a. PREVENTION - help to prevent young people from starting to smoke and increase awareness of the dangers associated with smoking and
tobacco use.
b. CESSATION - support smokers to give up and increase motivation to quit through raising awareness of services available.
c. ENVIRONMENTAL ACTION - actions to encourage non-smoking as the norm through smoke free policies, protecting against exposure to
second hand tobacco smoke, restricting youth access to tobacco and enforcement of legislation (sales of tobacco, advertising)
Current Strengths
Respiratory Health together with Tobacco Control has been identified by the Caring for Our Health 2008-2011, the Health, Social Care and Well-being
Strategy for Wrexham County Borough, as a public health priority area for Wrexham. The Respiratory Health and Tobacco Control (RHTC)
Programme Group have developed an Action Plan which supports the delivery of the Health, Social Care and Well-being (HSCWB) priorities with
regard to improving Respiratory Health mortality and morbidity in Wrexham. The group comprises of partners from Wrexham County Borough Council,
Public Health Wales, Betsi Cadwaladr University Health Board and the Association of Voluntary Organisations in Wrexham (AVOW)
Areas for Improvement
1. Prevention Activity for Children and Young People
2. Improving links and increasing referrals to the Smoking Cessation Service.
3. Actions which encourage a smoke free environment as the norm.
4. Use of social marketing and publicity regarding the above areas to increase awareness and impact.
5. Particular emphasis should be placed on reducing inequities.
Improvement Planned and Evidence
1. Increasing effective prevention activity and training (e.g. ASSIST, ASH training, Smokebugs, Smoke free Class) in schools and youth
services.
2. Increasing referrals and awareness of Smoking Cessation services, including mainstreaming Brief Intervention Training for front line service
staff particularly those who work with individuals and groups who are more likely to smoke (e.g. targeting Social Services, Communities First,
Voluntary Sector and Manual Workers) – thereby helping to reduce inequities.
3. Supporting environmental action on Tobacco Control through policies, enforcement and environmental action (to include linking with national
initiatives regarding implementing smoke free homes and cars).
4. Use of social marketing and publicity regarding the above areas to increase awareness and impact (Health Challenge Wrexham, Change 4
Life, National No Smoking Day, Get Well Sooner Project, Availability of Smoking Cessation Services).
5. Demonstration of the use of evidence based practice to inform activity.
6. Demonstration of the use of monitoring and evaluation to determine impact and improve activity.
7. Demonstration of carrying out activity which aims to reduce inequities.
A
B
C
Deadline
Result 2010-11
Actions
Help to prevent young people from starting to smoke and increase awareness of the dangers associated with smoking and tobacco use
 Ensure effective prevention activity and training in schools and youth services (e.g.
Ongoing
Ongoing/ On Track
ASSIST,ASH training, Smokebugs and Smoke Free Classes)
throughout the
agreement
 Mainstream brief intervention training for frontline service staff, particularly those who work
Ongoing
Ongoing/ On Track
with individuals and groups who are most likely to smoke.
throughout the
agreement
Support smokers to give up and increase motivation to quit through raising awareness of services available.
 Support environmental action on Tobacco control through policies, enforcement and
Ongoing
Ongoing/ On Track
environmental action
throughout the
agreement
 Increase awareness of Smoking Cessation services
Ongoing
Ongoing/ On Track
throughout the
agreement
Actions to encourage non-smoking as the norm
Use social marketing and publicity to increase awareness and impact
Evidence based practice to inform activity
Monitoring and evaluation to determine impact and improve activity
Activity to reduce inequities, including improving access to services
Reduce the illegal sale of cigarettes to minors
Ongoing
throughout the
agreement
Ongoing
throughout the
agreement
Ongoing
throughout the
agreement
Ongoing
throughout the
agreement
Ongoing
throughout the
agreement
Ongoing/ On Track
Ongoing/ On Track
Ongoing/ On Track
Ongoing/ On Track
Ongoing/ On Track
Measures
A
A,B
&C
C
Target
Outturn
Comments
2010/11
2010/11
Help to prevent young people from starting to smoke and increase awareness of the dangers associated with smoking and tobacco use
 Number of referrals to smoking cessation services
Number to be
258 to the end of
Reason 1
increased over the
Feb 2011
period of the
agreement (Baseline
345)
 The percentage of those referred to smoking cessation services who are smoke
62% to the end of
Reason 1
Percentage to be
free at 4 weeks
maintained/increased Feb
over period of
agreement (Baseline
26%)
 The percentage of those referred to smoking cessation services who are smoke
Awaiting Data
Reason 1
Percentage to be
free at 12 months
maintained/increased
over period of
agreement (Baseline
3%)
 The percentage of frontline staff attending Brief Intervention Training
Baseline to be
Awaiting Data
Reason 1
established
 The number of prevention activity events/training sessions held each year in
Wrexham County Borough;
- 6 Schools
- 6 schools
Met
- ASSIST
- 1 Training Event
- 1 training event
- ASH
- 12 Primary Schools
- 12 Primary schools
- Smokebugs
- 2 schools
- 2 schools
- Smoke Free Classes
Prevention - help to prevent young people from starting to smoke and increase awareness of the dangers associated with smoking and
tobacco use, Cessation - support smokers to give up and increase motivation to quit through raising awareness of services available and
Environmental Action - actions to encourage non-smoking as the norm through smoke free policies, protecting against exposure to second
hand tobacco smoke, restricting youth access to tobacco and enforcement of legislation (sales of tobacco, advertising)
The number of community events attended by Health Challenge Wrexham in order to 15
18
Met
increase the awareness of the impacts of smoking and the cessation services that
are available
Actions to encourage non-smoking as the norm
The percentage of underage purchase attempts for cigarettes/tobacco which result in Baseline to be
13%
Met
a sale
established
Reasons for shortfalls
1
Differing reporting timelines in partner organisations has meant that full year information is not available until Quarter 2 2011-12. (We have
been informed that the Non Smoking Day campaign in March led to large number of referrals to cessation services.)
Overall self-assessment of performance for this outcome:
Fully successful
Strategic Theme –The Environment Is Protected and Sustainable
Outcome – Enhancing the quality and enjoyment of the natural environment
What we are trying to achieve
a. Protect and enhance the natural environment
b. Encourage more people to enjoy the Natural Environment, Country Parks and public open spaces in Wrexham
Current Strengths
The protection and enhancement of the natural environment is currently delivered through the Wrexham Unitary Development Plan 1996-2011
(adopted 2005) supported by a range of supplementary planning guidance. A review of this Plan, the Wrexham Local Development Plan 2006-21, is
currently progressing through its Deposit stage. When adopted (September 2012) this strategy will continue and will strengthen policies designed to
protect and enhance the natural and built environments.
Areas for Improvement
1. Deliver a sustainable land use pattern that protects and enhances peoples’ quality of life and aids regeneration
2. Designating and protecting quality landscape including maintaining favourable conservation status for European protected species
3. Formulate conservation area character assessments and management plans and saving listed buildings of historical/architectural importance
4. Encourage more people to enjoy the natural environment, Country Parks and public open spaces in Wrexham
5. Work with other regional Authorities to devise new ways to ensure effective protection and enhancement of the natural environment
6. Engage regularly with the people of Wrexham to ensure their involvement in the development of policy documents that ensure the quality and
enjoyment of the natural environment.
Improvement Planned and Evidence
Success will see the delivery of a sustainable land use pattern in Wrexham to ensure the protection of the natural environment, European protected
species and buildings of historical importance, the completion of conservation area character assessments and the designation of a Local Nature
Reserve at Plas Power. We also aim to engage regularly with the people of Wrexham to ensure their involvement in the development of policy
documents, guidance notes, assessments and plans.
A
Actions
Protect and Enhance the Natural Environment
Designating a Local Nature Reserve at Plas Power in conjunction with Groundwork and the local
Wildlife Trust
- Action Completed
- Progress Monitoring
Formulate conservation area character assessments and management plans in collaboration
with public, private and voluntary organisations and local communities
Formulation of supplementary planning guidance and planning application procedures to protect
European Species in conjunction with Countryside Council for Wales, COFNOD and local
community and interest groups
- Supplementary guidance and application procedures completed and approved
- Annual progress monitoring
Transfer the responsibilities of the Mineral Officer at WCBC to a central specialist function for
North Wales in Flintshire County Council and ensure that the effectiveness of this arrangement
is monitored as necessary on a regular basis
- Duties transferred
- Monitoring meetings/report
Engage regularly with the people of Wrexham to ensure their involvement in the development of
policy documents, guidance notes, assessments and plans (e.g. Public consultation on the LDP,
targeted consultation on Public Open Spaces, Conservation Management Plans etc)
Reduce the number of listed buildings of historical/ architectural importance at risk in WCBC in
conjunction with CADW and landowners
B
Deadline
Result 2010-11
- Year One
- Year Two
Ongoing
throughout the
agreement
Slightly Off Track – Reason 1
N/A
Slightly off track, 5 conservation
area character assessments
and management plans
completed - Reason 2
- Year One
- Year Two and
Three
Action Complete
N/A
-Year One
- Year Two
Ongoing
throughout the
agreement
Action Complete
N/A
Ongoing/ On Track
Ongoing
Ongoing/ On Track
throughout the
agreement
Encourage more people to enjoy the Natural Environment, Country Parks and public open spaces in Wrexham
Through the use events encourage more people to visit Wrexham’s Country Parks
Ongoing
Ongoing/ on Track
throughout the
agreement
Measures
A
Protect and Enhance the Natural Environment
Number of conservation area character assessments and management plans
formulated
The number of listed buildings of historical/ architectural importance at risk in
WCBC
Engagement with the people of Wrexham to ensure their involvement in the
development of policy documents, guidance notes, assessments and plans
Percentage of designated Special Landscape Area lost to development
B
Target
2010/11
Outturn
Comments
2010/11
Reason 2 (as
above)
Met
6
5
83
83
LDP deposit,
LDP
Alternative
sites, 7 local
planning
guidance
notes and 6
conservation
area character
assessments
and
management
plans
All LDP consultation on
track
3 Local Planning
Guidance Notes complete
and published
3 drafted and being
consulted upon
1 being drafted and
consulted upon with two
other Local Authorities
5 Character
assessments/management
plans complete
Slightly Off
Track Reason 2 and
Reason 3
0%
0%
Met
Encourage more people to enjoy the Natural Environment, Country Parks and public open spaces in Wrexham
4500
4890
Volunteering in the parks - Number of volunteer hours spent in the parks
carrying out voluntary activities
26,287
28,687
The number of people who attend events in Wrexham’s Country Parks
Met
Met
Reasons for shortfalls
1
Work well advanced in discussions with Groundwork and Local wildlife trust and draft management plan worked up prior to Ecologist going on
maternity leave in 2010. No further work was undertaken prior to her return in March 2011. Work now recommenced and designation report
and Management Plan scheduled to be reported to Committee in June 2011.
2
The target of 6 was missed by one character assessment/management plan – we accept that this is within our control and that progress is less
than we would have liked.
3
Local Planning Guidance for Welsh Language and Welsh Communities, Biodiversity and Development and Trees and Development were all
completed and published this year. Substantial work has been carried out on the remaining four. Draft guidance for Affordable Housing, Public
Open Space and Green Networks has been prepared and subject to internal consultation but cannot be finalised until the LDP is submitted to
WAG/PINS this summer. There have been various drafts and extensive internal and external consultations on the Pontcysyllte Aqueduct,
which is being drawn up in conjunction with Denbighshire and Shropshire, but it has not yet been finalised largely due to some disagreements
with Denbighshire.
Overall self-assessment of performance for this outcome:
Fully successful
Strategic Theme – Good Social Care allows people a better quality of life
Outcome – Support is provided so that people can live independent lives
What we are trying to achieve
A. Enabling older people to live in their homes for as long as possible
B. Assisting older people to make active and informed choices for suitable housing and care
C. Assisting older people to maximise independence and quality of life
Current Strengths
There is strong member support for this outcome as this area is one of the Wrexham County borough Council’s key Improvement Priorities.
A number of key initiatives taking place in Wrexham will contribute to the achievement of this outcome;
 The Telecare service has, since its launch in 2008, supported over 550 new service users to live independently in their own home. The service
includes mobile response to assist and support service users in the event of an emergency, for example lifting after a fall.
 A home adaptations review is currently taking place within the authority in order to ensure that any adaptations required, to ensure that people
can remain living in there own homes for longer, are carried out as quickly and efficiently as possible.
 The hub and spoke warden service is currently being piloted and malnutrition toolkit training will be provided to people who are responsible for
assisting in the care of the elderly, including sheltered wardens, to ensure that less older people are admitted to hospital with illnesses relating
to malnutrition.
 The Falls Pathway, which helps to encourage increased mobility in older people, has been developed to decrease the number of people who
are suffering from falls resulting in serious injury and broken bones.
Areas for Improvement
1. An increase in the number of people who are supported to live in their own homes
2. A wider variety of quality accommodation available for older people
3. An increase in the level and quality of support given to the significant number of unpaid carers of older people in Wrexham
4. Better general health and wellbeing of older people
Improvement Planned and Evidence
Success in this area would see more older people reabled to live independently, in suitable accommodation, and saying that they are satisfied with the
quality and level of support they have received. The number supported in care homes will be maintained against a rising population (improved
performance) and carers of older people will receive support to ensure a better quality of life.
A,B&C
Actions
Deadline
Result 2010-11
Enabling older people to live in their homes for as long as possible, assisting older people to make active and informed choices for
suitable housing and care and assisting older people to maximise independence and quality of life
Work with the independent sector and Betsi Cadwaladr University Health Board
Year one
Project on track overall – final
In order to re-focus Re-ablement into a front-line assessment service provided to all people
action point slightly off track
assessed as requiring support at home;
Reason 1.
- Re-allocation of In-house domiciliary service workload to independent sector
- Scoping exercise undertaken on required capacity of the service
- Ongoing training provided to Re-ablement Staff
- In-house domiciliary Care Service converted into and assessment and re- ablement Service
Review and revise processes for assessment of carers’ needs;
- Complete the piloting of a revised carers needs assessment process
- implement the recommendations from this pilot across all service areas
Year One
Year Two
Complete
N/A
Continue with the implementation of the Falls Pathway in collaboration with Betsi Cadwaladr
University Health Board and the Third Sector
Year One
Complete
Implement 20 point action plan, following the full review of the adaptation process
Year One
Complete
Develop Local Performance indicators to be used to gauge effectiveness of the implemented
adaptations action plan
Year One
Monitor and report the key local performance indicators that will monitor the individual stages
of the adaptation process.
Review and Implement revised model for provision of domiciliary care services in
collaboration with the independent sector
- Agree Strategy
- Map internal and external services
- Plan development
- Complete tender exercise
Year Two and
Three
Year One
Complete – indicators to be
inserted into the agreement for
year two and three reporting
Not reporting in year one
Complete
Work with Betsi Cadwaladr University Health Board and the Third Sector to ensure that
individuals’ needs can be met within their local communities;
- Evaluation of the Locality Project Pilot
- Implement findings of the evaluation and extend the Locality Project to cover the whole of
Wrexham County Borough by 2013
Hub and Spoke Warden Service Pilot Completed in collaboration with the Third Sector
Hub and Spoke Warden Service Pilot Evaluation Carried Out and Recommendations of the
Evaluation Implemented/actioned
Review the Volunteer Befriending Scheme to support socially isolated older people to confirm
the future commissioning Programme in collaboration with the Third Sector
Year One
Year Two and
Three
Slightly Off Track – Reason 2
N/A
Year One
Year Two
Complete
Not reporting in year one.
Year One
Complete
Measures
A,B&C
Target
Outturn
Comments
2010/11
2010/11
Enabling older people to live in their homes for as long as possible, assisting older people to make active and informed choices for
suitable housing and care and assisting older people to maximise independence and quality of life
Reablement Service - The percentage of;
50-60%
91.75%
Met
a) new users provided with Reablement
b) Users requiring no ongoing purchased service
The percentage of carers of adults who had an assessment or review of their needs in their
own right during the year
Percentage of carers who said that their needs were being met
Number of carers joining Wrexham carers Leisure Scheme
Number of Carers attendances at Wrexham County Borough Council Leisure Facilities
Percentage of clients (aged 65 plus) who are supported in the community during the year
The rate of clients whom the authority supports in care homes per 1,000 population (aged 65
or over at 31 March)
30-40%
50-60%
46.07%
91.4%
Met
Met
55-65%
20
85%
28
Met
Met
Reason 3
Met
Met
200
30
81%
81.04%
23.46%
21.63%
Adaptations Local Measures (to be established during Year 1)
The number of additional people outside of sheltered housing receiving a warden service
The percentage of Sheltered Wardens undertaking the malnutrition toolkit training
Average wait for domiciliary care provider to be identified
Reporting in
Year Two and
Three
10
60%
under 15
working days
100
Number of new ‘Enhanced’ Telecare packages
Number of new ‘Basic’ Telecare packages
Percentage of users who express overall satisfaction with support arrangements
The rate of delayed transfers of care per 1,000 population aged 75 or over
300
Baseline to be
established
26 people
N/A
N/A
12
30% (10 out
of 37
wardens)
7 days
Met
Reason 4
128
Met
437
90%
Met
Met
25 people
(2.38%)
Met
Met
Reasons for shortfalls
1
All on track except the staff consultation process which is now expected to be complete by 1st June 2011 and is not expected to impact on the
identified service efficiency savings for 2011/12.
2
It was intended that the locality model be more developed by Q4 but the joint-working with health, including the presentation to the Executive
Board, were delayed from the Health side. The Head of Adult Social Care has updated SMT and ASIG on this.
3
We are working with AVOW and their dedicated Carer’s register to raise awareness of the opportunities available to Carers. This is a difficult
group to capture as their time as a carer leaves them little time to access physical activity. Their time away from caring is very precious,
therefore the fact that they choose to exercise in that time, makes it more likely that they will continue to exercise in the future. This was a new
PI for 2010-11 and we recognise that we were over ambitious when setting the target.
4
Timescales and workloads did not allow for greater numbers to attend the training; priority for training was therefore given to those Wardens
involved in the Hub and Spoke pilot. Further training in this area has not been identified for 2011/12 as no longer available, however,
consideration will be given to said training should it become available again in future.
Overall self-assessment of performance for this outcome:
Fully Successful
Strategic Theme – Public Services are efficient and provide value for money
Outcome – More efficient and effective procurement
What we are trying to achieve
A. Adopting a new P2P System
B. Signing up to the XChange Wales e-trading hub
C. Fully integrating the above with the Authority’s financial systems to maximise savings
D. Maximising electronic processing of orders and payments, and increasing contract compliance
Current Strengths
The Authority’s current Procurement Strategy includes the need for the adoption of an e-procurement system in order to increase efficiency and
reduce costs.
The XChange Wales hub will host and allow access to all-Wales contracts, regional collaborative frameworks and other corporately adopted contracts
that are available for use by Public Sector Organisations. Information and prices from suppliers will be maintained to ensure that a catalogue style
approach to buying will be available for key commodities and services.
The Finance and Performance department has recently carried out other successful systems implementations/upgrades (e.g Masterpiece) and other
service areas within the department are aiming to make their processes more electronic (including the Cash/Cheque Reduction project in the
Revenues section).
Areas for Improvement
1. Reduced transaction costs to assist us to make more efficient use of public money
2. Reduce the need for paper documents thus supporting our sustainability aims.
3. Enable faster and more accurate payment processes to support local SMEs and improve our performance against national performance
indicators.
4. Provide greater visibility and control of spend to improve accountability and communication to local stakeholders.
5. Ensure that procurement decisions are compliant with legislation and our ‘Selling to the Council’ Guide.
6. Reduction in the overall supplier base, with an increased proportion of local suppliers.
Improvement Planned and Evidence
Success in this area would see a more efficient means of paying for goods, works and services, securing better value for money for the people of
Wrexham. Improving our prompt payment of invoice statistics should also improve the cash flow of our suppliers, who are often Wrexham based
businesses.
A,B,
C&D
Actions
Deadline
Result 2010-11
Adopting a new P2P System, Signing up to the XChange Wales e-trading hub, Fully integrating the above with the Authority’s financial
systems to maximise savings and maximising electronic processing of orders and payments, and increasing contract compliance
E Procurement Project Board to undertake a comprehensive assessment of P2P systems
Year One
Complete
Complete Scope and Benefits assessment and return to Xchange Wales and carry out a
feedback and technical workshop
Appointment of a project manager
Reach decision, award and place order;
o Issue specification of requirements/enquiry documentation
o Receive Priced Offers
o Evaluate Responses
o Complete Site Visits
Secure Formal project approval and funding
Go Live – Phased Roll Out
Evaluation of project success
Measures
A,B,
C&D
Year One
Complete
Year One
Year One
Complete
Complete
Year One
Ongoing
throughout the
agreement
Year Three
Complete
Ongoing - Reason 1
To be reported in year three
however some initial evaluation
has taken place in year one
Target
Outturn
Comments
2010/11
2010/11
Adopting a new P2P System, Signing up to the XChange Wales e-trading hub, Fully integrating the above with the Authority’s financial
systems to maximise savings and maximising electronic processing of orders and payments, and increasing contract compliance
Number of collaboratively procured contracts
22
29
Met
Value of savings gained through the use of Value Wales or other collaborative framework
£500k
£513,760
Met
contracts post implementation
Percentage of spend that is ‘on-contract’
50%
65%
Met
The percentage of items incorrectly coded
Reporting
N/A
N/A
from year two
Percentage of orders and payments processed electronically via the P2P system
10%
Number of suppliers to the Authority
The percentage of undisputed invoices paid within 30 days
6000
94.5%
Cannot be
provided
until year
two
4171
94.63%
Reason 1
Met
Met
Reasons for shortfalls
1
Implementation Programme agreed with system provider for go live Sept / Oct 2011.
Overall self-assessment of performance for this outcome:
Fully successful
Strategic Theme – Children and Young People Grow Up as Active Citizens and Achieve the Highest Possible Standards of Wellbeing
Outcome – Have Access to Play, Leisure, Sporting and Cultural Activities
What we are trying to achieve
a. The removal of actual and perceived barriers that can limit Children’s freedom to play.
b. To ensure the development of more high quality compensatory play provision.
c. To support the development of playwork as a profession
d. To provide opportunities for children and young people to engage with a wide range of cultural experiences, both individually and with their families
Current Strengths
 The Wrexham Play Strategy 2009 to 2013 is now into its second year of implementation. This reflects and is supported by the Welsh
Assembly Government’s Play Policy (2002) and Play Policy Implementation Plan (2006).
 The new Children and Families Measure places a duty on Local Authorities to provide sufficient play opportunities for children and young
people.
 A strong infrastructure for supporting play is already in place – this includes the WCBC Play Development Team, the Wrexham Play Network
(a forum for individuals interested in helping to uphold children’s right to play at a community level), the Wrexham Strategic Play Forum (which
leads on the implementation of the play strategy) and NEW Play (the North East Wales Play Forum). The infrastructure comprises of officers
from both the Voluntary Sector and appropriate Council departments.
 Approximately £1 million of Big Lottery Funding has been recently awarded for the NEW Play (which comprises of representatives from
Wrexham, Flintshire and Denbighshire) to deliver a regional playwork project.


Glyndwr University is currently the only University in Wales delivering a degree in Play and Playwork and Wrexham has a strong history of
staffed play provision and a number of very experienced individuals working within the sector locally.
The authority currently provides, both directly and indirectly, opportunities for children to experience as wide range of cultural activities during
out of schools hours and the museum has recently undergone a major refurbishment.
Areas for Improvement
1. Implementation of the three year, regional Big Lottery Child’s Play funded project (in partnership with Flintshire and Denbighshire) which includes
the introduction of playworkers to communities across North East Wales for six monthly periods and an extensive research element, in partnership
with Glyndwr University, to establish the impact that increased opportunities for play have on the subjective perceptions of wellbeing that community
members have in relation to their lived experience.
2. Development and implementation of a new risk management system for the Local Authority aimed at supporting professionals who work with or on
behalf of children to utilise a risk verses benefit approach (allowing them to justify the need for children to experience risk in their play and as a result
provide for a greater range of challenging opportunities.)
3. Facilitation of our annual celebration of children’s right to play as part of the national Playday agenda. A 12 month campaign will be launched in
2010-11 to encourage adults to revisit their childhood play memories and to consider the impacts of modern society on children’s play today.
4. Development of a ‘flag ship’ play environment which aims to demonstrate a different approach to the design and creation of Local Authority
maintained play areas with a focus on maximising the play value afforded to the children by the space.
5. Development and delivery of a parenting and play course aimed at supporting parents and carers to feel more confident in allowing their children to
access opportunities for outdoor play away from their continuous supervision.
6. Development and delivery of a range of programmes that will encourage more children and their families to engage with Wrexham County Borough
Museum and Archives
Improvement Planned and Evidence
If successful, the work undertaken as part of this outcome will result in more opportunities for play being created, the removal of the real and
perceived barriers that currently exist to children playing and an increase in the development and delivery of a range of cultural programmes. Ultimate
success will look like more children playing out in their community more often.
A,B,C&D
Actions
Deadline
Result 2010-11
The removal of actual and perceived barriers that can limit Children’s freedom to play, to ensure the development of more high
quality compensatory play provision, to support the development of playwork as a profession and to provide opportunities for
children and young people to engage with a wide range of cultural experiences, both individually and with their families
North East Wales Regional Play Project - Recruitment and training of project staff
Year One
Slightly Off Track – Reason 1.
As part of the North East Wales Regional Play Project (managed in partnership between
Wrexham, Flintshire and Denbighshire) a team of three qualified playworkers will begin
working in a Wrexham community for a period of six months;
Complete
 Target communities will be identified from those which feature in the top 30% of the Year One
Welsh Assembly Government’s index of multiple deprivation 2008
Year Two
N/A (These timescales will
 The team of playworkers will complete work in the first and second communities
need to change – Reason 2)
and begin working in the third.
Year
Three
N/A
 The team of playworkers will complete working in the third and fourth communities
and will begin working in the fifth.
Year Two &
N/A
 Evaluation of the work carried out in each community (Playworkers supported to
Three
record and reflect on own professional observations and experiences within each
community)
 Representatives from Glyndwr University to collate, code and feed back information
Year Two
N/A
from quantitative and qualitative data collected
A resource project will be developed in collaboration with local businesses which will collect
and distribute a greater amount of quality play resources and scrap material to play
provision across Wrexham
Year Three
Not reporting in year one
As part of the NEW regional play project the team of playworkers will be introduced to a
school in each of the targeted communities on a six monthly basis to support existing staff
to enhance playground environments at play times
A research project will be facilitated throughout the life of the project in collaboration with
Glyndwr University to evidence the impact a playwork approach to the development of
community play provision has on increasing children’s play activity and on improving both
children and adult’s attitudes and perceptions of the community social experience;
 Annual reports detailing the progress and impact of the project will be produced
Year Three
Not reporting in year one
Ongoing
throughout the
agreement
Off Track – Reason 1&2
A new risk management policy will be developed and adopted by the Local Authority;
 Draft Policy Produced - in consultation with members of Wrexham’s Strategic Play
Forum and its partner organisations
 Policy Adopted
 Policy Implementation
A risk verses benefit assessment form will be developed to compliment the policy;
 Draft assessment form developed
 Form finalised and adopted
 Form implemented by staff
A ‘dynamic risk assessment flowchart’ will be developed to compliment the new
assessment form and demonstrate the ongoing assessment process utilised by
professionals
 Draft assessment flow chart developed
 Flowchart finalised and adopted
 Flowchart implemented by staff
A training session will be developed and delivered to professionals to support them in
implementing the new risk management system including the process of dynamic risk
assessment;
 Training session delivered
 Pictoral and written accounts provided demonstrating that staff have been enabled
to provide a greater range of challenging opportunities for children and young
people
 Via informal and formal evaluation processes children will report/identify
improvements in service delivery
An annual celebration of national Playday will be held in Wrexham town centre in
partnership with members of the Wrexham Play Network
A 12 month campaign will be facilitated in partnership with the Wrexham Play Network to
encourage adults to revisit their childhood play memories and to consider the impacts of
modern society on children’s play today
An exhibition and accompanying report will be created to conclude the campaign
Year One
Complete
Year Two
Year Three
N/A
N/A
Year One
Year Two
Year Three
Complete
N/A
N/A
Year One
Year Two
Year Three
Complete
N/A
N/A
Not reporting in year one.
Year Two
Year Three
Year Three
Ongoing
throughout the
agreement
Year One and
Two
Complete for year one
Year Two
Not reporting in year one
On Track
A ‘flag ship’ un-staffed play environment which adheres to all 10 design principles identified
within ‘Design for Play’ (Play England, 2008) will be developed to demonstrate how play
environments in Wrexham should be designed in the future
Preferred site located and planning permission granted (if required)
Participation process facilitated with the relevant community including both disabled and
non-disabled children and young people
Final design developed and sufficient grant funding accessed
The ‘flag ship’ un-staffed play environment developed will have a strong focus on
accessibility for disabled children and, as a result, will provide them with a destination
facility for play.
A ‘parenting and play’ course will be developed and piloted in partnership with members of
the Strategic Play Forum and the Early Years Development and Childcare Partnership. The
course will be aimed at providing parents with information about the value of play, practical
skills for supporting play and putting risks into perspective;
 Course material produced
 Feedback from parents/carers who access the course both immediately after
attendance and three to six months further on
A training the trainers course will be developed to support the delivery of a ‘parenting and
play’ course aimed at encouraging parents to better enable their children to play;
 Course material produced
 Evaluations from those attending the course during the pilot stage
 Evaluation from trainers who have delivered the course
Measures
A,B,C&D
Year Three
Not reporting in year one
Year Two
Year Three
Not reporting in year one
Not reporting in year one
Year Three
Year Three
Not reporting in year one
Not reporting in year one
Not reporting in year one
Year Two
Year Two
Year One
Year Two
Year Two
Complete
Complete
N/A
Target
Outturn
Comments
2010/11
2010/11
The removal of actual and perceived barriers that can limit Children’s freedom to play, to ensure the development of more high
quality compensatory play provision, to support the development of playwork as a profession and to provide opportunities for
children and young people to engage with a wide range of cultural experiences, both individually and with their families
The percentage of those surveyed within each targeted community whose attitudes have
25%
N/A
Reason 1&2
changed to enable children to access their right to play (once the six month placement of
the playworker in this area has ended)
Number of play sessions a week received by children in the targeted communities (across
3
N/A
Reason 1&2
the 3 North Wales counties) during the 6 month placement period
Total number of children overall directly benefiting from the NEW Regional Play project
Reporting in
year three
70%
N/A
Reporting in
year three
N/A
Numbers of questionnaires completed
Number of interviews recorded
Numbers of individuals submitting stories about their own play memories
Attendance levels at the Playday celebrations.
100
50
200
2500
Met
Reason 3
Met
Met
Daily attendance levels at the finished unstaffed play site
Reporting in
year three
Reporting in
year three
Reporting in
year three
Reporting in
year three
Reporting in
year three
150
36
450
In excess of
2500
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
The percentage of children directly benefiting from the NEW Regional Play project that are
aged between 8 and 12.
% of professionals reporting feeling more confident about allowing children to experience
risk and challenge in their play following access to the training.
Numbers of disabled children and young people having regular access to the site
Numbers of parents/carers who have accessed the Parenting and Play course
Numbers of professionals accessing risk management training
Numbers of people trained to deliver the Train the Trainer course
N/A
Reason 1&2
N/A
Reasons for shortfalls
1
We believe this represents a decision by a collaborative partner which we could not control. Despite Flintshire County Council (as the grant
recipient body) accepting the Big Lottery grant for this project back in May 2010 there have been significant delays to the start of the project
due to difficulties within Flintshire’s pay review systems.
Before the project posts could be advertised there was a requirement to have each of the different jobs evaluated to determine the
appropriateness of the initial pay grades included in the original bid. Despite pressure from other partners in the project this process took in
excess of 8 months and resulted in all four posts having recommended pay grades significantly below those in the application to the Big
Lottery. This caused concern for the project management group because it would have meant reviewing the project costs but could also have
affected the calibre of the candidates attracted to these posts. However there was also concern that appealing against this decision could result
in such a long delay to the start of the project that the funding offer was withdrawn by the Big Lottery.
Fortunately meetings with the Director of Life Long Learning and the Head of the job evaluation team in Flintshire have resulted in an
agreement that all project posts can go out to advert clearly stating that they are subject to the pay review process. Meanwhile the case will be
made as to why the posts should remain at the levels included in the application to the Big Lottery.
The Project Manager and Resource Officer posts went out to advert on Friday 25th March with a closing date of Friday 8th April. The short listing
for both these posts has now been completed and interviews will take place on Wednesday 13th April, with employment due to commence by
the start of August. The rest of the 9 playworker posts will then are then expected to be advertised in June/July with interviews taking place in
August and employment commencing by the start of October 2011.
2
3
The original bid offer stated that the project must start by April 2011 however as a result of these delays a project extension request was
submitted to the Big Lottery who have agreed that the project must now start by 1st August 2011. This will mean that the project timescales are
delayed by exactly 12 months, which subsequently affects the timescales for different elements of the project included in the outcomes
agreement. Details of these changes are included in Reason 2.
Due to the 12 month delay to the start of this project work will now commence in the first round of communities in 2011/12. Work on the
second and third rounds of communities will then begin in 2012/13 with the fourth and fifth rounds beginning in 2013/14.
Although it will begin in 2011/12, work in the first round of communities will not be completed until early summer 2012. The first available
information in terms of evaluation and research will therefore not be available until 2012/13.
Due to the success of the written questionnaires the number of recorded interviews was lower than expected. Also, instead of recorded
interviews, when we have met people we have asked them to draw a map of the community in which they grew up identifying the spaces
where they played.
Overall self-assessment of performance for this outcome:
Fully successful
Strategic Theme - Wales is an energy efficient low carbon and low waste society
Outcome - Contribution to Climate Change Mitigation
What we are trying to achieve
A. To significantly reduce our own carbon emissions and energy use
B. Negate the potential negative impact of rising energy costs on Council service delivery
Current Strengths
 Carbon Emissions and Energy Use Reduction is one of three Council Priorities for Wrexham County Borough Council over 2009 – 2012 and has
significant Senior Officer and Lead Member support. The priority is being progressed as a ‘Corporately Significant Project’ with a robust project
management structure in place including a Project Sponsor, Project Manager, Member Officer Project Board and Core Officer Project Team
 We are taking part in the Carbon Trust Carbon Management Programme and the Energy Saving Trust One to One Programme to develop a
prioritised Carbon Management Plan for the Authority
 We have secured just over £2 million funding from Council, Salix and WAG Invest to Save funding to implement carbon reduction projects over
2010/11
 We are taking part in the Local Government Information Unit Pilot CRC scheme
 We are working with Flintshire and Denbighshire to share knowledge and expertise in relation to complying with the CRC Scheme
Areas for Improvement
1. Reduce energy use and carbon emissions from our key activities, in particular our non domestic buildings stock and our street lighting
network, which fall under the CRC
2. To effectively manage rising energy costs to reduce potential negative impact on service delivery
Improvement Planned and Evidence
Success in this area would see a significant reduction in carbon emissions from Council activities in particular our non domestic buildings stock
and our street lighting network.
Actions
A&
B
Deadline
Result 2010-11
To significantly reduce our own carbon emissions and energy use and Negate the potential negative impact of rising energy costs on
Council service delivery
Work with the Carbon Trust and Energy Saving trust to produce a robust, evidence based
Year One
Action Complete
Carbon Management Plan for the Authority
Work in collaboration with the Energy Saving Trust on a pilot project to develop a Community
Carbon Reduction Indicator, with the aim of methodology being shared with and utilised by other
Wales authorities (dependant upon the success of the pilot)
- Evaluation of best practice and methodology produced
- Present findings to the Welsh Assembly Government and Welsh Local Government
Agency
Slightly Off Track – Reason 1
Year One
Year Two
Identify and secure long-term invest to save funding for carbon reduction projects
Develop self replenishing Council Carbon Invest to Save Fund
Host a Community Climate Change Pathfinder Post, on behalf of the Welsh Assembly
Government and alongside Severn Wye Energy Agency, to conduct community based research
across Wrexham, Flintshire and Denbighshire in order to establish the best ways to move
towards a low carbon lifestyle
Best practice report presented to the Welsh Assembly Government by the Community Climate
Change Pathfinder Officer
Target improvements in the energy efficiency of our non domestic buildings stock including
offices, schools and leisure centres
Implement a street light replacement programme that results in a more energy efficient street
lighting network (5% of the network will be replaced in collaboration with the Community
Councils)
Examine the feasibility of using appropriate renewable energy and micro-generation technology
to reduce carbon emissions from our social housing stock
PV Installation Project ;
- Carry out pilot PVA project on a Social Housing Property
- Commence large scale installation of PV Panels on our domestic and selected non-domestic
building stock
- Complete the installation of PV panels on a minimum of 1500 domestic and non-domestic
properties
Implement a work place travel plan to promote sustainable business travel
Complete Staff Travel Plan (responsibility transport team sharper focus on delivery)
Ongoing
throughout the
agreement
Year One
Ongoing
throughout the
agreement
Ongoing/ On Track
Year Three
Not reporting in year one
Ongoing
throughout the
agreement
Ongoing
throughout the
agreement
Ongoing/ On Track
Ongoing
throughout the
agreement
Ongoing/ On Track
Year One
Year Two
Action Complete
N/A
Year Three
N/A
Year Two and
Three
This was noted in the original
agreement as starting in year
one in error – mistake reported
to the WAG in January 2011.
This was noted in the original
agreement as starting in year
Year Two
Complete
Ongoing/ On Track – post in
place
Ongoing/ On Track
Carbon Trust Standard Accreditation
Year One
one in error – mistake reported
to the WAG in January 2011.
Complete
Measures
A&
B
Target
Outturn
Comments
2010/11
2010/11
To significantly reduce our own carbon emissions and energy use and Negate the potential negative impact of rising energy costs on
Council service delivery
5% Reduction in Carbon Emissions from Non Domestic Buildings per annum from 2011/12
To be
N/A
Not reporting in
reported in
Year One
Year Two and
Three
3% Reduction in Carbon Emissions from Street Lighting Network per annum from 2011/12
To be
N/A
Not reporting in
reported in
Year One
Year Two and
Three
The number of tonnes of carbon saved through the installation of PV Panels on our domestic
To be
N/A
Not reporting in
and non-domestic building stock
reported in
Year One
Year Two and
Three
N/A
N/A
Reduction in the number of staff mileage across the authority
Target to be
set at the end
of year two
Reasons for shortfalls
1
The pilot project in Wrexham is complete. The Business Case and Report outlining recommendations and an action plan for WCBC are being
prepared and will be complete by June 2011.
Overall self-assessment of performance for this outcome:
Fully successful
Strategic Theme: Our Language, Culture and Heritage Thrives
Broad Outcome: Participation in Sports and Active Recreation Increases
What we are trying to achieve
A. To assist older people to achieve a level of health and well being in order to maximise quality of life
B. To promote increased physical activity levels amongst children and young people – ‘Every young person hooked on sport for life’ Sport Wales
C. To encourage the residents of Gwersyllt and the surrounding areas to access physical activity opportunities in a range of community settings
Current Strengths
 The Gwyn Evans project in Gwersyllt is a major outcome of the Leisure Review which was undertaken by a project team which included
representation of the Wales Audit Office (with specialised knowledge in the leisure field), colleagues from the Health and Well Being Team,
Finance and Performance, Economic Development’s Social Inclusion Team and senior managers from the Leisure and Activity service The
review was approved by the Council Executive Board and has the support of Sport Wales. Within this review it was noted that the location of
the Gwyn Evans centre, serving communities to the north of Wrexham town, is seen as a particular advantage both in relation to the
expanding housing base in this area of the County Borough and its proximity to a number of areas of deprivation. The centre was therefore
identified as a major hub centre within Wrexham’s network of Leisure facilities.
 We currently have a number of key projects which this development will significantly enhance eg Exercise on Referral, 5x60,Dragon Sport,
Community Activator Programme.
 The work being undertaken for this outcome also links in to the authority’s Improvement Priorities ‘Healthy Eating and People Being More
Active’ and ‘Older People Live Independent Lives’.
Areas for Improvement
In order to successfully deliver this outcome Wrexham County Borough Council will be working in collaboration with the following external partners;
 GP surgeries
 Primary and secondary care services
 Voluntary sector inc Community Clubs (e.g Netball, Football)
 National Governing Body sport specific staff
 Private Community buildings (e.g Brymbo Resource Centre)
 Private Clubs (e. Moss Valley Golf Club)
 Exercise on Referral Officers (WAG funded initiative)
Improvement Planned and Evidence
Long term positive outcomes from this work would see “more people being active more often” and young people developing a lifestyle which has
physical activity as a major part of their daily lives. This would in turn improve the health and well being of the people of Wrexham and more
specifically the residents of Gwersyllt. Over the time of this agreement success would see an increase in the levels of activity at Local Authority owned
sports and leisure facilities, successful completion of the refurbishment works at Gwyn Evans leisure facility and an associated increase in the number
of people in the surrounding local area participating in sports and physical activity. There will also be an increase in opportunities for the people of
Wrexham to engage in physical activity.
A,B&C
Actions
Deadline
Result 2010-11
To assist older people to achieve a level of health and well being in order to maximise quality of life, to promote increased physical
activity levels amongst children and young people – ‘Every young person hooked on sport for life’ Sport Wales and to encourage the
residents of Gwersyllt and the surrounding areas to access physical activity opportunities in a range of community settings
Secure and support temporary settings to continue to deliver core programmes for the area
Year One
Complete
of Gwersyllt
Deliver on completed project – refurbishment of Gwyn Evans Sports Centre
Year One
Complete
Increase the levels of sports and/or physical activity in Gwersyllt by developing local
Ongoing
Ongoing/ On Track
programmes of physical activity in collaboration with National Governing Body Staff,
throughout the
Professional Deliverers and Local Sports Clubs
agreement
Develop specific 50+ targeted activity sessions (exercise referral classes, swimming
Ongoing
Ongoing/ On Track
sessions, gym classes etc) in collaboration with the NHS and Community Clubs
throughout the
agreement
Increase the uptake in the numbers of 50+ cards through promotion, specific sessions and
Ongoing
Ongoing/ On Track
improving partnership working (Wrexham Over 50’s forum, Wrexham Carers, AVOW)
throughout the
agreement
Develop a range of opportunities for children and young people to participate in
Ongoing
Ongoing/ On Track
sports/physical activities (Curricular and Extra Curricular 5*60 opportunities in partnership
throughout the
with 5*60, Dragon Sport and Sports Development Officers) in collaboration with National
agreement
Governing Body Officers, Local Voluntary Sports Clubs and Private Community Clubs.
Increase the number of physical activity opportunities in other community settings (Llay,
Ongoing
Ongoing/ On Track
Brymbo, Moss Valley, Bradley) in collaboration with Local Sports Clubs and Private
throughout the
Community Clubs
agreement
Measures
A
Target
Outturn
Comments
2010/11
2010/11
To assist older people to achieve a level of health and well being in order to maximise quality of life, to promote increased physical
activity levels amongst children and young people – ‘Every young person hooked on sport for life’ Sport Wales and to encourage the
residents of Gwersyllt and the surrounding areas to access physical activity opportunities in a range of community settings
- Number of 50+ cards issued in Wrexham
5136
5479
Met
- % of all Wrexham 50+ cards issued in Gwersyllt
6.7%
7%
Met
- Usage levels of people aged 50+ in Wrexham
84,000
89,917
Met
- Usage levels of people aged 50+ in Gwersyllt (as a percentage of Wrexham County
6.9%
5.62%
Reason 1
Borough)
- Number of opportunities available for people aged 50+ (in Wrexham, Gwersyllt and other
9
9
Met
targeted areas)
-
Total number of visits by WCBC pupils/students to Local Authority sports and leisure
premises or events and activities
Number of sport/ leisure opportunities for children and young people;
 Number of Dragon Sport Sessions (reported termly)
408,625
534,891
Met
325
347
Met
Number of sport/ leisure opportunities for children and young people
 Total usage (reported termly)
19950
29255
Met
Number of sport/ leisure opportunities for children and young people
 Number of 5x60 sessions (reported termly)
284
239
Met
Number of sport/ leisure opportunities for children and young people
Total Usage (reported termly)
 National PI The number of visits to local authority sport and leisure centres during the year
per 1,000 population where the visitor will be participating in physical activity
 Total Physical Adult Usage Gwyn Evans Sports and Activity Centre
 Total Physical Junior Usage Gwyn Evans Sports and Activity Centre
 Customer satisfaction questionnaire
o % customers who rate the programmes delivered as relevant, enjoyable, effective and/or
good value for money
4283
4649
Met
9,285
10,149
Met
50,300
35700
85% or above
57,334
74276
87%
Met
Met
Met
Reasons for shortfalls
1
The annual average usage at Gwyn Evans is actually lower than the target set. This is due in part to the closure for part of the year. It is
interesting to note however that in Q4 the usage levels for Gwyn Evans was at 10%, which would suggest that now the facility is back up to
capacity, the programmes are beginning to show a positive impact.
Overall self-assessment of performance for this outcome:
Fully successful
Strategic Theme: People Have the Education and Skills to Live Prosperous, Fulfilled Lives
Outcome: People Participate In Learning Opportunities and Employment
What we are trying to achieve
a. Reduce the historic level of Yr 11 pupils leaving Wrexham schools and going on to become NEET (not in employment, education or training) and
maintain that reduction
b. Target interventions and support specifically on those pupils identified as at highest risk of falling into the NEET category on leaving Yr11
Current Strengths
 Data on the destinations of school leavers has been collected for a number of years by Careers Wales and is reported to WAG annually. This
means that both trend and comparison data is available and independently verified.
 A ‘Reducing NEETs’ task and finish group is in place, including all the major partners in progressing the work and which sits under the
Children and Young People’s Framework Partnership.
 Wrexham was the most improved Authority in Wales in 2009 for this indicator.
Areas for Improvement
1.
Creation of a model to identify those pupils most at risk of falling into the NEET category on leaving Yr 11 will be developed in collaboration
with Careers Wales North East, NACRO and Job Centre Plus. There is a need to ensure focussed support specifically for those young people
most at risk of falling into the NEET category. Early attempts at identifying a priority group for support highlighted the difficulty in doing this
accurately and the need for a consistent model to be developed.
2.
Develop an entry level enhanced ‘Skillbuild’ course targeted at those who have left school at Yr 11 and have become NEET in collaboration
with Careers Wales North East.
3.
Ensure that the wide range of interventions and support mechanisms being delivered by partners are comprehensive and co-ordinated.
Improvement Planned and Evidence
 Young people at risk of becoming NEET will be identified using an established and tested model/ criteria at an earlier stage by a range of
practitioners working with them including teachers, youth workers, careers advisers and learning coaches. This will enable a number of
interventions to be targeted at these young people to support them with any issues, and with planning their steps post 16.
 The agencies and services who are working with these young people will be aware of each other's role, and the support they can offer to
young people. These professionals will be able to share information about the young people for the purpose of aiding the young person with
planning for their future.
 Young people not in education, employment or training who have accessed the pilot entry level Skill Build programme at IteC will have
completed and achieved an enhanced portfolio of qualifications, skills and experiences which will aid them in their future career. The young
people will also have secured a positive outcome at the end of the programme having received support to realise this.
A
B
Actions
Deadline
Result 2010-11
Reduce the historic level of Yr 11 pupils leaving Wrexham schools and going on to become NEET (not in employment, education or
training) and maintain that reduction
Review the success of the use of the criteria model for the 2010 Year 11 cohort and make any
Year One
Complete
necessary changes
Using the data from the 2010 young people identified as at risk of becoming NEET, assess the
Year One
Complete
potential of the 'electronic' criteria model and identify a school to use this model alongside the
'criteria' for 2011 Year 11.
Target interventions and support specifically on those pupils identified as at highest risk of falling into the NEET category on leaving Yr11
Develop, run and evaluate the pilot enhanced Skill Build programme for up to 12 young people;
- Complete programme
Year One
Complete
- Evaluation Completed
Year Two
N/A
- Analysis of destinations of learners
Year Two
N/A
Explore the potential of extending the current Council Modern Apprenticeship scheme to allow
entry to young people without level 2 qualifications;
- Consider potential to implement a pilot extension of the Council MA scheme, subject to
availability of funding
Ensure that the wide range of interventions and support mechanisms being delivered by
partners are comprehensive and co-ordinated (evidenced by 'map' of services offered to
learners at risk of becoming NEET, and those already NEET post 16.)
Positive annual evaluation of the Better Education and Skills for Employment (reducing NEETs)
Year One
Ongoing / On Track
Ongoing
throughout the
agreement
Ongoing
Ongoing / On Track
Ongoing / On Track
project
Measures
A&
B
throughout the
agreement
Target
Outturn
Comments
2010/11
2010/11
Reduce the historic level of Yr 11 pupils leaving Wrexham schools and going on to become NEET (not in employment, education or
training) and maintain that reduction and Target interventions and support specifically on those pupils identified as at highest risk of
falling into the NEET category on leaving Yr11
Percentage of young people identified as NEET as per March 2011 destinations (Year 11 2010
Below the
4.2%
Met
cohort)
Wales
(Wales
Average
average
5.4%)
(Annual) attendance levels at the enhanced ‘Skill Build’ course pilot (to begin in September
Baseline to be 15 young
Met
2010)
established
people
(Explanation of
commenced result –
in Sept 2010 Reason 1)
5 young
people
completed
March 2011
Percentage/ number of learners completing the enhanced Skill Build course, and entering a
Baseline to be As the
positive outcome within 3 months of completing the programme.
established
Course was
completed in
March this
information
will be
available in
June.
Reasons for shortfalls
1
5 young people completed the entire Skill Build programme. There were several reasons for the other learners leaving the provision early.
These included young people leaving to begin courses/ employment elsewhere. Some young people decided to leave of their own volition. All
the young people who commenced the Skill Build programme will be tracked to allow comparisons between the outcomes of those who
completed the provision, and those who did not. We hope the first tracking information will be collected in June/ July time
Overall self-assessment of performance for this outcome:
Fully successful
Strategic Theme - Communities Are Vibrant and Safe, With Access to Good Housing and Sustainable Transport
Outcome - More Affordable Homes Are Available
What we are trying to achieve
a.
To increase the provision of affordable housing over the next three years
b.
To put mechanisms in place to help meet the identified need for affordable housing
Current Strengths
 Affordable Housing is one of the three corporate priorities set out in the Wrexham Council Plan 2009 -12. This means that the Council is
focusing capacity, resources and programme expertise onto delivering new affordable homes across the County Borough
Existing knowledge base, performance, delivery vehicles:
 Wrexham has an accurate picture of where there are shortfalls in housing provision, having commissioned the North East Wales Market
Assessment in 2008, in collaboration with Denbighshire and Flintshire Local Authorities and updated the 2006 Housing Needs Assessment in
2009.
 Wrexham Council already has well established partnership working in place. The Wrexham Housing Alliance was recognised in the Essex
Review as an exemplar of cross boundary working.
 The Council has taken full advantage of Strategic Capital Investment Funding and received an allocation of £1.8 Million in 2009/10 and £1.1
million in 2010/11 to support the purchase of affordable homes.
 The Council has a Social Housing Grant funded programme of around £12.15 million which will contribute to our target to deliver affordable
homes
 In recognition of the particular shortage of affordable housing in rural areas, a Rural Housing Enabler was appointed in early 2009. The post is
being funded in partnership between Wrexham and Flintshire Councils, the Welsh Assembly Government and three RSLs (Tai Clwyd, Pennaf
and Wales & West).
 The Council already has mechanisms in place through the Adapted Property Panel to ensure that applicants with disabilities or special needs
are matched to any suitable properties in the wider social rented sector or considered for appropriate bids for grant supported accommodation.

A review of the land portfolio within the Council’s ownership was completed during 2009 and identified potential sites to support affordable
housing development.
The Affordable Housing Project:
 The AHP aims to provide ‘added value’ within the Corporate Priority by delivering significant additional numbers of Affordable Housing
throughout the County Borough in partnership with the Welsh Assembly Government.
 A robust project management structure has been established with Phil Walton, Strategic Director as project sponsor. The Project is being led
by the Chief Economic Development Officer, in order to maximise the number of affordable units and contribute to the regeneration of the town
centre
 A number of sites have been short-listed for affordable housing development and outline planning permission has been obtained for the
majority of these.
 Member support has been obtained in principle for the proposed AHP including the approval in principle to the disposal of Council owned land
to support delivery.
 A Memorandum of Understanding has been agreed with WAG, who are a key strategic partner, which sets out the clear intention of the parties
and process by which the Council and WAG will work together.
 WAG has agreed in principle to include two key sites within it’s ownership at Bridge Street, Wrexham and one in Rossett along with the
Council’s portfolio of proposed sites.
Areas for Improvement
1. Deliver more affordable homes across Wrexham County Borough in partnership with the WAG
2. Maximise capital grant funding from the WAG
3. Ensure that grant funding delivers the optimum number of units to meet identified housing need whilst providing best value for money
4. Explore new financial models and development vehicles with RSL partners and developers
5. Develop innovative funding mechanisms to maximise opportunities derived from utilising land values to deliver affordable housing
Improvement Planned and Evidence
 An increase in the number of affordable housing units delivered per annum
 Securing Maximum SHG and SCIF funding from the Welsh Assembly Government – ensuring bid submissions meet timescale and qualitative
requirements and schemes are oversubscribed to take advantage of any under-spend in other local authority areas if available
 Continued focus on SHG as a priority and aiming to increase scheme proposals year-on-year (dependent on funding), supported by the phased
release of local authority land. In order to target resources most effectively our future SHG bids will focus on the delivery of general needs
affordable housing.
 Better use of existing resources such as pilot schemes to bring empty properties back into use, private sector leasing and working with social
lettings agencies




A&
B
Delivering lower running costs for householders by ensuring that any new affordable housing provided either through grant support or the AHP
delivers the highest possible space, design and sustainability standards
Working closely with RSLs to ensure that other funding opportunities such as recycled capital grant are maximised
Working alongside the Planning department to deliver flexible solutions through section 106 agreements which reflect local needs.
Enabling those with long term disabilities to access low cost home ownership.
Actions
Deadline
Result 2010-11
To increase the provision of affordable housing over the next three years and to put mechanisms in place to help meet the identified need
for affordable housing
Determination of planning applications on all WCBC sites
Year One
Complete
Commission Scoping Study
Year One
Complete
Year One
Complete
Year Two
Not Reporting in Year One
Timing of marketing exercise to developers and invite expressions of interest
Year Two
Not Reporting in Year One
Selection of developer
Year Two
Not Reporting in Year One
Formal approvals – Executive Board and Welsh Assembly Government
Year Three
Not Reporting in Year One
Negotiate with developer to ensure optimum development standards
Year Three
Not Reporting in Year One
Terms of contact agreed
Contract /leases exchanged
Secure maximum SHG and SCIF from the Welsh Assembly Government
Year Three
Year Three
Ongoing
throughout the
agreement
Not Reporting in Year One
Not Reporting in Year One
Ongoing/ On Track however
reported slightly later than
anticipated
(see comment Reason 1)
Report outcomes of planning applications and recommendations of Scoping Study to Executive
Board
The following actions will be informed by the recommendations of the Scoping Study Report*;
Final Agreement between WCBC and WAG on delivery and outcome requirements
Continued focus on SHG as a priority and increase scheme proposals year on year, with specific
focus upon general needs affordable housing and better use of existing resources (e.g. bringing
empty properties back into use, private sector leasing and working with social letting agencies)
Ongoing
throughout the
agreement
Annual Social Housing Grant scheme prioritisation summary report from SHG Panel
Ongoing
throughout the
agreement
Ongoing
throughout the
agreement
Ongoing
throughout the
agreement
Year Two and
Three
Regularly explore and update potential development opportunities to ensure that RSLs are in a
position to exploit these opportunities at short notice.
Work alongside the Planning Department to deliver flexible solutions through Section 106
agreements which reflect local needs
Explore options to develop a scheme in partnership with one or more RSLs to bring empty
properties back into use for affordable housing
Explore options for developing a viable private sector leasing scheme within the County Borough
Ongoing/ On Track however
reported slightly later than
anticipated
(see comment Reason 1)
Ongoing/ On Track
(reported to the panel on 19th
April – Reason 1)
Ongoing/ On track
Ongoing/ On track
Not reporting in year one
Ongoing
throughout the
agreement
Year One
Ongoing/ On Track
Year Two and
Year Three
Not reporting in year one
Business Plan proposal;
– shared ownership scheme for those with long term disabilities
Explore options to develop new financial models and development vehicles with RSL partners
Year One
Year Two
Off Track - Reason 2
Not reporting in year one
Develop and implement chosen options (details to be agreed at end of 2010-11)
Year Three
Not reporting in year one
Affordable Housing Project – end stage progress reports to
Project Board
Ongoing
throughout the
agreement
Ongoing/ On Track

Development of Pilot Private Sector Leasing Scheme
- Business Plan in Place
Explore options to develop a shared ownership scheme for people with long term disabilities
Complete
Measures
A&
B
Target
Outturn
Comments
2010/11
2010/11
To increase the provision of affordable housing over the next three years and to put mechanisms in place to help meet the identified
need for affordable housing
Numbers of affordable homes delivered
90-100
83
Off Track Reason 3
Shared ownership scheme for those with long term disabilities
Not reporting
N/A
N/A
number of successful completions
in year one
Reasons for shortfalls
1
2011/12 SHG allocation not announced by WAG until 31 March 2011. Executive Board report on 05 April includes SHG allocation
recommendation. WAG informed of ability to take under spend from other authorities to apply to the Affordable Housing Project.
2
3
Not proceeding at the moment due to changes in DWP regulations which are out of our control– provider investigating alternative options.
Number of affordable homes delivered fell short of target for 2010/2011 – schemes supported through SHG and SCIF support have been
delivered to target, however the continued uncertainty in the private sector new build market has resulted in considerably fewer completions
than anticipated.
Overall self-assessment of performance for this outcome:
Partly Successful
Strategic Theme - A Strong and Prosperous Economy Helps Reduce Poverty
Outcome - Fewer People Live In Poverty
What we are trying to achieve
Enhance the provision of Adult Community Learning (ACL) opportunities in areas targeted by Wrexham County Borough Council’s Community
Regeneration Strategy
Current Strengths
 The Council has a Community Regeneration Strategy for 2009-12 and there is an established Community Regeneration team in place within
the Council.
 The Community Regeneration Strategy targets geographical areas of the County Borough that are amongst the most deprived 30% in Wales
according to the Welsh Index of Multiple Deprivation 2008.
 The Council undertook research in 2009 to establish the geographical spread of economic inactivity; this confirmed that the highest
concentrations are in areas identified by the Community Regeneration Strategy.
 The Community Regeneration Strategy builds on many years of support for geographically targeted efforts in disadvantaged communities in
Wrexham County Borough including its five Communities First Areas, the former West Wrexham URBAN II programme area, and the
Council’s former Cefn and Plas Madoc strategy area. These programmes have all brought enhancements to efforts to improve employability
and household income levels.
 The Community Regeneration Strategy is guiding work to use a common model for enhancing adult community learning opportunities across
all of the targeted geographies.
 There are a number of agencies in Wrexham collaborating to improve the planning and coordination of the full range of adult community
learning opportunities across the county borough including the Council’s Leisure Libraries & Culture department, Yale College, the Workers’
Education Association, Glyndwr, Wrexham Itec, Coleg Llysfasi, and Careers Wales. A similar range of partners is committed to increasing
employment rates in the targeted communities including Jobcentre Plus and A4E. It has become clear that the need to ensure integration and
coherence in the provision of ACL will become more important over the coming years, therefore, systems are being developed that will
increase the awareness of what each organisation plans to provide in each geographical area covered by the Community Regeneration
Strategy. WCBC will co-ordinate the provision of courses to encourage greater participation and efficient use of resources. A learner
involvement strategy has been developed by the Lifelong Learning Group and this will assist in driving up the standard of provision and assist
services in becoming more responsive and personalised.
Areas for Improvement
1. The number of opportunities for people to participate in ACL
2. Levels of participation in ACL
3. The level of progression following ACL participation
4. The number of mainstream ACL courses running without subsidy and expand the range and number of local ACL opportunities
5. The uptake of adult guidance interviews
6. Participants’ progression into local civic society
Improvement Planned and Evidence
 Making more opportunities available locally than the mainstream ACL providers can currently support
 Increase participation by promoting opportunities appropriately
 Encourage and monitor progression after learning experiences
 Increase the extent to which ACL is demand led
 Increase the demand for mainstream ACL, meaning that more learning is provided within DCELLS resources
A
Actions
Deadline
Result 2010-11
Enhance the provision of Adult Community Learning (ACL) opportunities in areas targeted by Wrexham County Borough Within scope of
Council’s Community Regeneration Strategy:
Establish baseline information relating to participation levels, demographic composition of
Year One
Off Track – Reason 1
participants, level of current partner referrals, completion rates for non accredited and accredited
courses, progression rates against a range of outcomes and the proportion of participants
formally supported with personal development planning;
 Produce baseline data report
Propose and agree growth targets in line with financial constraints and staffing capacity for years
2 and 3
Identify demand for ACL by discussing needs and aspirations with potential learners and
community representatives and use demand information to commission ACL opportunities
In order to broaden the range of opportunities and achieve best value expand the network of
small sessional learning providers (eg self employed trainers delivering non accredited courses)
and compile register;
 Complete initial procurement exercise to compile register
 Conduct ongoing calls for more providers
Construct and implement database to capture pre-course info (e.g. provider details, potential
learner details, course requests, procurement, etc) and post-course info (e.g. perceived
outcomes, course evaluation, payment approvals, progression data, etc):
Year Two and
Three
Ongoing
throughout the
agreement
Targets to be in place by May
2011 – Reason 1
Ongoing/ On Track
Year One
Year Two and
Three
Complete
N/A



Develop and pilot database in Central area
Finalise and launch database in South & North areas
Share management information from database with ACL Partnership members
Publicise termly programmes of ACL opportunities and promote these appropriately at
community level ensuring that programmes encompass ‘mainstream’ ACL opportunities as well
as additional bespoke opportunities;
 Produce first run of programmes for Central and South areas
 Ongoing Process facilitated by Community Development Staff
Continue to collaborate with county borough-wide partners to influence the wider use of
demand-led model;
 Regular meetings with ACL Partners
 Produce initial report on model for ACL partnership board
Produce annual evaluation report analysing participation levels, demographic data of
participants and outcomes achieved (including hard outcomes (such as employment and higher
level learning) as well as soft outcomes (e.g. reported improvements in self-confidence and
motivation)
Use quarterly and annual data to inform operational planning (particularly to adjust efforts to
ensure performance remains on target), and use evaluation information to inform countyborough wide strategy (eg use out-turn information to focus future efforts on particular
participant groups, to change focus of learning, or to adopt most successful participation
approaches)
Year One
Year One
Year Two and
Three
Complete
Complete
N/A
Year One
Year One,
Two and
Three
Complete
Ongoing/ On Track
Ongoing
throughout the
agreement
- Ongoing/ On Track
- Report delayed to June/July
Partnership board meeting –
Reason 1
Not reporting in year one
Year Two and
Three
Ongoing
throughout the
agreement
Slightly off track – Reason 1
Measures
A
Target
Outturn
Comments
2010/11
2010/11
Enhance the provision of Adult Community Learning (ACL) opportunities in areas targeted by Wrexham County Borough Within scope
of Council’s Community Regeneration Strategy:
The number of adults participating in a coordinated programme of learning who Baseline to be established 320
Explanation 1
are economically inactive
in year one
The percentage of adults participating in a coordinated programme of learning
Baseline to be established 50%
Explanation 1
who are economically inactive
in year one
The number of participants from targeted areas
Baseline to be established 3255
Explanation 4
in year one
The percentage of adults who complete courses with a duration of less than 8
Baseline to be established 80.67%
Explanation 2
weeks
in year one
The percentage of adults who complete courses with a duration of more than 8
Baseline to be established 70.1%
Explanation 4
weeks
in year one
The percentage of adults who progress to further ACL
Baseline to be established 9%
Explanation 1
in year one
The percentage of adults who progress to a higher level ACL/further education
Baseline to be established 6%
Explanation 1
in year one
The percentage of adults who progress to employment
The percentage of individual learners self reporting a positive change in key
indicators necessary to foster progression towards employment or FE
Baseline to be established
in year one
Baseline to be established
in year one
5%
Explanation 3
43%
Explanation 1
Reasons for shortfalls/ Explanations
1
These are WCBC figures only as Yale has been unable to collect this information. Work continues to develop joint monitoring systems between
partners. This work is overseen by the Adult Community Partnership Board therefore evidence for this work is contained in the minutes of this
meeting and in the Self Assessment Report submitted to DECELLS in June 2011. Evidence for WCBC figures is contained in the database
developed and maintained by Asset and Economic Development Dept staff.
2
WCBC figures from database
3
These are WCBC figures only as Yale has been unable to collect this information. However, we have not been able to collect this specific
information. These are the numbers who have stated that the course has helped with current employment or education.
4
Evidence for these figures is contained in the WCBC database and figures provided by Yale
Overall self-assessment of performance for this outcome:
Partly Successful