wrexham cbc · web viewfor example, it is suggested that the implementation of rural tourism...

WREXHAM’S RURALWREXHAM’S RURAL DEVELOPMENT STRATEGYDEVELOPMENT STRATEGY

A ReportA Reportbyby

February 2000February 2000

Wrexham County Borough CouncilWelsh Development Agency

CELTEC

A Reportby

WREXHAM'S RURAL DEVELOPMENT STRATEGY

DTZ Pieda Consulting

6th Floor26 Cross Street

ManchesterM2 7AF

Tel: 0161 839 5107Fax: 0161 834 2055

Also atBelfast, Birmingham, Bristol, Cardiff,

Edinburgh, Leeds, London and Reading

January 2000

CONTENTS

1. EXECUTIVE SUMMARY : THE STRATEGY IN OUTLINE......................1

The Strategic Objectives...............................................................................4

The Process of Developing the Strategy: The Next Steps............................7

2. INTRODUCTION AND BACKGROUND..................................................9

The Key ‘Drivers for Change’ That Are Likely to Affect Rural Wrexham...................................................................................................................... 14

Next Steps.................................................................................................... 15

3. THE CURRENT SITUATION AND PROBLEMS TO BE ADDRESSED17

Key Messages from the Economic Baseline Assessment............................17

Key Messages from the Employers’ Survey...............................................20

Key Messages from the Household Survey................................................24

Key Messages from the Community Councils’ Survey.............................30

Issues and Opportunities within the Wider Policy Context......................31

4. THE AIMS AND OBJECTIVES OF THE STRATEGY..........................33

Projects Proposed under the Business Growth and Development Theme....41

TIMESCALES................................................................................................. 44

Project Proposed under the Skills and Training Theme..............................49

Projects Proposed under the Agriculture and Environmental Economy Theme........................................................................................................... 66

TIMESCALES................................................................................................. 74

TIMESCALES................................................................................................. 75

5. IMPLEMENTATION, PERFORMANCE AND REVIEW......................79

Structure for Implementation: Wrexham County Borough Council.......79

Wider Partnership Mechanisms.................................................................81

Partnership with the Local Community....................................................82

Monitoring and Review...............................................................................86

Appendices

A. The Rural Wrexham Business SurveyB. The Household SurveyC. The Policy Context

Quality Assurance Record

Checked By

Date

Authorised by

Date

Ref: 99/14085-8/SJL/RAC

• Wrexham's Rural Development Strategy •

1. EXECUTIVE SUMMARY : THE STRATEGY IN OUTLINE

1.1 This is the first attempt by Wrexham County Borough Council to prepare a comprehensive response to the development needs of its rural hinterland. The Strategy has been designed to address the needs of 12 wards in the County Borough’s rural area over the 2000-2005 period.

1.2 It is fully intended that the Rural Strategy be an integrated response to the economic, environmental and community issues confronting the Rural Wrexham area. The Strategy begins by investigating these three inter-linking elements at a general level, providing a context for more detailed study into each of the three sectors.

1.3 In the first stage of the strategy the Council has requested that detailed consideration be given to sustainable employment and wealth creation issues, demonstrating where possible, the linkages with 'environment' and 'community'. (See Figure 1.1 below, which illustrates the three elements and their interactions). The 'environment' and 'community' elements will be investigated in greater depth, as further stages of the strategy development process forming part of the first rural action plan.

1.4 'Employment' has been given greater emphasis in the first stage because of its priority at European and national levels and within the Council's own mission statement.

1

Figure 1.1Wrexham's Rural Development Strategy : An Integrated Approach

Employment Environment

Community


1.5 Moreover, it is fully recognised that the Rural Strategy for Wrexham must operate successfully alongside other strategies and policies, including those promoted by partner organisations as well as those within the County Borough Council. The Rural Strategy must complement - and reinforce where appropriate - the aims and objectives of other policies that have a bearing on the socio-economic conditions within the Wrexham rural area. It is also necessary that the Rural Strategy recognise and be responsive to the emerging and changing policy environment in Wales, not least because of the need for the Rural Wrexham Strategy to draw upon other sources of funding if it is to be successful. The Rural Strategy for Wrexham must be adaptive and fully capable of responding positively to change.

KEY ISSUES AND OPPORTUNITIES TO BE GRASPED

1.6 A number of significant issues and opportunities currently confront the Rural Wrexham area. Ultimately, the success or otherwise of the Strategy will depend on its responsiveness to these challenges. The research and other preparatory work that has been undertaken in support of this Strategy indicates that the most pressing of these challenges are as follows:

The rural area continues to be heavily dependent to a large extent on the manufacturing sector for employment. The problem is compounded because the area’s manufacturing employment tends to be concentrated within sectors that, nationally, are forecast to grow only slowly or even decline over the next five to ten years. In the medium term, therefore, the rural area’s employment base is vulnerable to re-structuring and rationalisation. New sources of jobs must be developed if the economic prosperity of the area is to be maintained, let alone improved.

The economic fortunes of the rural area are also significantly threatened by the severe decline in the fortunes of the area’s agricultural sector. Although we have little empirical evidence of the extent of the most recent decline at the micro-level of the Wrexham rural area, we know that farm incomes in Wales as a whole have fallen by around 80% since 1996/97. This represents a severe threat to the area's 700 or so farm holdings. As well as the primary impacts of the declining fortunes of the area’s farming businesses, there will also be a range of knock-on impacts on other rural businesses and services as rural spending power is reduced.

2


A key factor in the creation and continuation of economic success is investment in education, the training of the workforce, and the development of the capacity for innovation and the exploitation of new ideas. Survey and ‘top-down’ evidence suggests, however, that the human resource base of Rural Wrexham is insufficiently trained and qualified in modern workplace - relevant skills to be fully flexible and adaptive to increasing competitive pressures.

Survey evidence also suggests that a shortage of skills is the main impediment to improved economic performance in Rural Wrexham. Moreover, there is insufficient evidence among local businesses of a budgetary commitment to training.

Although Wrexham County Borough Council already possesses an effective and well-regarded tourism development strategy, scope exists for adding value to the development of the rural tourism product.

Opportunities also exist to develop the ‘environmental economy’ of rural Wrexham. In the context of Rural Wrexham, environmentally responsible products could include produce (such as food and timber) from sustainable land management systems, but also activities (such as sustainable tourism) that link the local economy with the area’s built and natural heritage.

There are also opportunities to develop further the range and quality of community services provided to the Rural Wrexham area by the private, public and voluntary sectors.

Primary research conducted for this strategy also provides evidence of poor and/or declining provision for services in some isolated communities in the rural Wrexham area.

3


THE STRATEGIC OBJECTIVES

1.7 The analysis of the economic and other challenges confronting Rural Wrexham (summarised in Section 3 of this document, but also analysed in greater detail in the supplementary Rural Wrexham Baseline Assessment report1) leads us to propose the following ‘mission statement’ for the Rural Wrexham Strategy.

1.8 It is further proposed that the Rural Strategy embrace the following five strategic themes:

Strategic Theme 1 - Business Growth and Development: developing a more competitive and dynamic business base

Strategic Theme 2 - Skills and Training: facilitating a more flexible, adaptive and highly skilled workforce

Strategic Theme 3 - Sustainable Tourism: encouraging high value tourism in the rural areas in a sustainable manner

Strategic Theme 4 – Environmental Economy: stimulating the environmental economy of Rural Wrexham

Strategic Theme 5 – Access to Services: facilitating communities’ and individuals’ access to services and facilitating community development.

1.9 Each of these Strategic Themes is itself supported, in turn, by a number of operational objectives and proposed project ideas. It is by supporting specific projects that the Rural Strategy will be able to generate direct outputs and outcomes that will enable the ambitions of the Strategy to be achieved.

1 The Rural Wrexham Baseline report is available upon request from Wrexham County Borough Council's economic development department - ask for Gordon Williamson.

4

to enable Rural Wrexham to develop a prosperous, modern economy, creating enduring benefits while enhancing the environment, and encouraging community

involvement in - and empowerment through - the regeneration process, and facilitating access to vital services for all


1.10 Altogether, 16 projects are proposed by the Wrexham Rural Strategy. Although a few of the projects are specific in nature (that is, they relate to the development or improvement of a specific site or facility), the majority of projects have been deliberately designed as ‘umbrella’ projects. That is, these are projects capable of supporting strands of activity of a defined type wherever or whenever suitable conditions arise over the lifetime of the Strategy.

1.11 Table 1.1 below summarises the indicative costs and target outputs of the 16 recommended projects that together support the objectives of the Wrexham Rural Strategy.

Table 1.1Rural Wrexham: Anticipated Lifetime Costs and Outputs, 2000-2005

Project Name Indicative Project Lifetime Costs (£)

Indicative KeyLifetime Outputs

Personal Business Advisers £200,000 375 new jobs 500 safeguarded jobs £5m private investment

Rural Business Networks £75,000 5 collaborative projectsSmall Towns Plus £100,000 75 jobs created

100 jobs safeguarded £0.25m private investment

Rural Enterprise Project £200,000 75 new business starts 125 new jobs created £1m private investment

Rural Business Premises £500,000 10 new business starts 20 new jobs created 40 jobs safeguarded

Skills Needs Analysis £200,000 250 businesses advised 500 employees receiving training

Ready for Work and Training £150,000 400 individuals receiving trainingSustainable Countryside Tourism £300,000 15 new business starts

50 new jobs Ceiriog Memorial Institute £350,000 3 jobs createdGlyn Valley Tramway £140,000 5 jobs createdBangor-on-Dee Racecourse £20,000 1 feasibility studyAdding Value to Local Foods £400,000 80 jobs created

200 jobs safeguarded £0.25m private investment

Adding Value to Non-Food Produce £300,000 60 jobs created 150 jobs safeguarded £0.25m private investment

Village Services Development £125,000 40 jobs created 200 jobs safeguarded £0.5m private investment

Village Hall Investment Fund £500,000 1 new village hall up to 10 improved community

meeting placesCommunity Enterprise Support £250,000 15 new community businesses

5


Table 1.1Rural Wrexham: Anticipated Lifetime Costs and Outputs, 2000-2005

Project Name Indicative Project Lifetime Costs (£)

Indicative KeyLifetime Outputs

20 new jobs £0.5m private investment

Total (funding and key outputs only)

£3,810,000 803 jobs created 1,190 jobs safeguarded £7.75m private investment

1.12 The overall lifetime costs of the Strategy are expected to amount to £3.81 million. To achieve the full potential of the Strategy, however, it will be necessary for the local authority to succeed in convincing existing and potential partner organisations – as well as other funding sources, such as the European Commission – that the Strategy for Rural Wrexham is sufficiently innovative and relevant to their own strategic objectives to be worthy of support. In short, the need for a partnership and collaborative approach to implementing the Rural Strategy will be vital to its success. The estimate for overall lifetime costs for the Strategy, therefore, is inclusive of anticipated investment from other public and private sector funding sources.

1.13 The successful delivery of all aspects of the Strategy will clearly be dependent on the ability of the partners to make a successful case for additional funding to be made available from sources identified in this Strategy.

IMPLEMENTATION AND REVIEW

1.14 The success of the Strategy will also depend in large part on developing an effective and collaborative approach to implementation. Key elements of the recommended approach are as follows:

Establishment of a Rural Strategy Steering Panel responsible for superintending the delivery of the Strategy. The Rural Strategy Steering Panel would comprise representatives from the Council and its key partners

Regular reporting of progress on the Strategy to the Rural Strategy Steering Panel and the posting of these reports on the Council’s internet web-site, also providing opportunity for feedback

6


Adherence to a rigorous and defined monitoring and performance review process.

Full involvement of existing partnerships and fora, and utilisation wherever appropriate and practicable of existing delivery mechanisms.

1.15 The key features of the recommended process of performance review are as follows:

The quarterly reporting of progress to the Rural Strategy Steering Panel

Annual review and updating of the action plan by officers and presentation to the Rural Strategy Steering Panel

Annual opportunity for the community councils, businesses and the wider public to comment on the annual report and the revised action plan

Use of the internet to facilitate wider dissemination of information and opportunities for feedback on the annual report and the revised action plan

THE PROCESS OF DEVELOPING THE STRATEGY: THE NEXT STEPS

1.16 The task of developing the Wrexham Rural Strategy is intended to be a comprehensive and inclusive process. The findings of the research undertaken to date has culminated in the production of this, the consultative draft Rural Strategy for Wrexham. The anticipated next steps are as follows:

Publication of the consultation draft Rural Strategy (by March, 2000) and receipt of comments (by the end of April, 2000)

Review and finalisation of the strategy

Identification of lead officers and delivery partners to take forward the strategic themes of the Rural Strategy, and to discuss, assess and prioritise actions, based on potential for impact, value for money and performance considerations

Develop a specific action plan to enable implementation of the Strategy for agreement by the Rural Strategy Steering Panel (by October 2000) and delivered by the Partners.

1.17 This consultation process is described in detail and illustrated in Figure 5.1 at the end of this document.

1.18 In the spirit of this process, therefore, comments and feedback on this consultative draft Rural Strategy for Wrexham are, obviously, entirely welcomed.

7


2. INTRODUCTION AND BACKGROUND

THE RATIONALE FOR THE STRATEGY

2.1 The annual corporate strategy statement produced by Wrexham County Borough Council recognises the importance of both an ‘attractive and viable rural hinterland’ and ‘revitalised and distinctive rural communities’. Further, the Council’s economic development strategy recognises that promoting the viability of rural areas demands an integrated approach, encompassing economic, environmental, social and cultural aspects.

2.2 The broad thrust of the local authority’s economic development approach to date, however, has tended to focus on the considerable economic development needs of the Borough’s urban areas. Despite this, rural development has been, and is, very much on the policy agenda for Wrexham. This is evidenced by the local authority’s provision of financial and other support for, amongst others:

the development of tourism in rural areas;

the Cadwyn LEADER group work in Chirk and the Ceiriog Valley;

initiatives such as the North Wales Farm Timber Conversion Project;

the Ceiriog Valley Hardwood Initiative;

the grant-aiding of small projects through the Rural Scheme; and

the appointment of a specialist rural development officer to develop and implement rural development policy in the Borough’s rural area.

2.3 Moreover, the rationale for a Wrexham Rural Strategy is reinforced by the fact that as much as 70% of the Borough’s area can reasonably be described as rural in nature, and that this area contains about 24% of the Borough’s population, a proportion that is growing.

8


2.4 Nevertheless, this is the first attempt by the Council to prepare a comprehensive response to the development needs of its rural hinterland. It is fully intended, therefore, that the Rural Strategy be an integrated response, reflecting in part the increasing recognition at all levels – and particularly at the level of the European Union – of the need for integrated responses to the challenges facing rural areas. The integrated approach to the Rural Wrexham strategy therefore will address economic, environmental and community issues, although greatest weight (at least in the early years) is to be placed on economic issues.

2.5 Establishing an integrated rural development strategy at this point in time also reflects upon a desire to build upon and extend the successes that have been achieved through the local authority’s support for, and active participation in the Cadwyn LEADER project. To date, the geographic coverage of the Cadwyn activity in Wrexham’s area has been confined to the designated Objective 5 (b) area (that is, essentially, Chirk and the Ceiriog Valley). The Wrexham Rural Strategy is to cover a wider area than that benefiting from the Objective 5(b) definition; the coverage of the strategy area is denoted on Map 2.1 overleaf.

2.6 The creation of an integrated Rural Strategy for Wrexham will be an essential pre-requisite for successful bids for additional support for the area from the European Structural Funds and increasingly for funding from other sources also.

THE PROCESS OF DEVELOPING THE STRATEGY

2.7 The task of developing the draft Wrexham Rural Strategy has been a comprehensive and inclusive process. The sequence of tasks that have comprised the strategy building process to date, is illustrated diagrammatically in Figure 2.1 overleaf, and summarised below:

Appointment of DTZ Pieda Consulting to undertake an economic baseline assessment and other research in support of the Rural Strategy

Desk research undertaken by consultants to identify (using ‘top-down’ data sources) the existing and likely future socio-economic problems and opportunities confronting Rural Wrexham

Consultations with a wide range of partner organisations among the public, private and voluntary sectors in Wrexham

A bespoke survey of rural community councils in the Rural Wrexham study area

A telephone survey of around 50 businesses in the Rural Wrexham study area, supplemented by in-depth discussions with principal employers.

9


A survey involving around 300 households in the Rural Wrexham area.

Development of the strategic framework, including the mission statement, strategic themes and operational objectives.

Identification of specific project ideas.

The preparation of the draft strategy document itself.

The Strategy Area Defined

10

Study Tasks

Location in the Draft Strategy Document

Figure 2.1Rural Wrexham Strategy : The Strategy Building Process

Appointment of DTZ Pieda Consulting

Inception Background and Context

Section 2 : Introduction

Economic BaselineReview

Analysis of Economic, Labour Market; Business

and Local Service

Conditions and the Strategic & Policy

Context

Section 3 :Current Situation and

Problems to be Addressed

Employer & Household Survey

Community Council Survey

Strategic Consultations

Brainstorming and Strategy

Development

Strategic Principles, Themes, Objectives &

Action Projects

Section 4 :The Aims and

Objectives of the Strategy

Section 5 :Implementation,

Performance & Review

Draft Strategy

Review

Final Strategy

Consultation

Strategy Component


2.8 The study area, defined by Wrexham CBC and depicted in Map 2.1, comprises 12 wards that, primarily, lie to the east and south-west of the town centre2. The study area can be broken down into the following three sub-areas:

The western uplands, comprising the Ceiriog Valley area, the Llangollen Rural ward, Minera and Chirk North and South wards: this is upland country where agricultural activity is dominated by hill farming. Culturally, the Ceiriog Valley is also distinctive in terms of a higher proportion of its population being Welsh-speaking.

The urban fringes, including the wards of Rossett, Marford, Holt and the northern part of Marchwiel: this is very good agricultural land, but where economic activity is increasingly dominated by urban activity. This area is also subject to considerable development pressure resulting from the physical expansion of Wrexham and its satellite communities.

The lowland, agriculturally dominated area defined by the Maelor and the Dee river flood plain. This area is dominated by grazing activity, with some arable production. Culturally, the area is as agriculturally dependent, but much more anglicised, compared to the uplands area.

LINKAGES WITH OTHER POLICIES

2.9 As well as being responsive to local problems and opportunities, the strategy must also recognise and be responsive to the emerging and changing policy environment. Policies that bear on rural development issues are in a state of flux at all levels, including Europe, the UK and, of course, in Wales itself. Given the changing policy environment, the Rural Strategy for Wrexham must be adaptive and fully capable of responding positively to change.

2.10 In particular, is recognised that the Rural Strategy for Wrexham will operate alongside other strategies and policies promoted by the County Borough and its partners. Clearly, there is a need for the Rural Strategy to complement - and reinforce where appropriate - the aims and objectives of other policies that have a bearing on the socio-economic conditions within the Wrexham rural area.

2.11 Although there are a large number of strategies and policies that must be taken into account, arguably the policy documents that are most relevant to the Wrexham Rural Strategy are as follows (not in any particular order);

The National Development Strategy for Wales

The Rural Development Plan for Wales, 2000-20062 It is recognised, however, that several wards defined as rural also possess urban characteristics, at least in part. These include Ruabon and Minera.

11


The Rural Partnership for Wales strategy document

The Farming for the Future strategy document produced by the National Assembly for Wales

The Objective 3 Programme for Wales

The LEADER + Programme (EU working document)

The Welsh Development Agency’s Corporate Plan, 2000-03

The Wales Tourist Board’s Tourism Strategy for Wales

The North Wales Regional Tourism Strategy

The CELTEC Corporate Plan

Wrexham County Borough Council’s Economic Development Strategy

Wrexham County Borough Council’s Tourism Strategy

Wrexham County Borough Council's emerging Unitary Development Plan and the extant Wrexham Maelor Local Plan.

Wrexham County Borough Council's Integrated Transport Strategy.

12


2.12 The principal messages from each of these strategies and policy documents (that, in some cases, are as yet only available in draft or consultative draft form) and their relevance to the Rural Wrexham Strategy are summarised in Appendix 3 of this document. The key point to note here is that the approach in preparing the Rural Strategy for Wrexham has been to propose actions and interventions that reinforce and add value to policies and programmes promoted by others. However, where important gaps exist in existing provision, the Rural Wrexham Strategy proposes focused, complementary action to satisfy unmet needs.

THE KEY ‘DRIVERS FOR CHANGE’ THAT ARE LIKELY TO AFFECT RURAL WREXHAM

2.13 Over the next five-to-ten years, Wrexham’s rural hinterland, in common with many other rural areas, will be subject to a variety of drivers for change. These drivers will interact in complex ways with the structure of the local economy to produce a series of difficult-to-predict outcomes. The drivers will include economic, social, technological, environmental, political and institutional factors. Earlier in this section we have considered some of the existing and emerging policy and institutional drivers for change. In the final part of this section we consider briefly the other drivers, and their potential implications for the Rural Wrexham Strategy.

In terms of the economic drivers, Wrexham’s business base will face an increasingly competitive and dynamic business environment. Businesses must become more efficient, productive and adaptive if they are to thrive in the face of the competitive pressures.

Usage of Information, communications and advanced technologies will become ubiquitous and all-pervasive3. The area’s businesses, workforce and institutions must become more responsive in deploying and applying new technologies if they are to thrive.

Increased emphasis on knowledge content in the modern economy implies that Wrexham’s business and workforce must be increasingly committed to lifelong learning and the continuous upgrading of skills. Furthermore, the business base must become more flexible and responsive and, in some sectors, more collaborative in their practices if they are to thrive and continue to generate employment.

3 Examples will include the impact of the internet and e-commerce on business-to-customer and business-to-business transactions.

13


Agriculture is likely to continue to face enormous pressures, and the sector must change and adapt if it is to survive. The trend towards larger, more efficient farms, already evident in Wrexham, is likely to continue. Simultaneously, there will be more part-time farming on smaller holdings; for these rural households, the challenge will be to supplement their agricultural income with other sources, either on-farm, off-farm, or both.

The potential decline of full-time employment or self-employment in the agriculture will increase pressure on other rural businesses as local spending power reduces.

Pressure on the provision of rural services is likely to continue as small businesses face yet stronger competition from national and electronic retailers, and public providers are under pressure to rationalise and cut the costs of providing services.

The proximity of Rural Wrexham to successful urban economies such as Chester and the town of Wrexham itself imply that residential development pressure in the countryside is likely to increase, especially in the north eastern part of the Borough. However, there may also be opportunities to capture some types of higher value economic activity that might be crowded out of the overheating Cheshire economy.

NEXT STEPS

2.14 The task of developing the Wrexham Rural Strategy is intended to be a comprehensive and inclusive process. The findings of the research undertaken to date has culminated in the production of this, the consultative draft Rural Strategy for Wrexham.

2.15 The anticipated next steps are as follows:

Public consultation on the draft Rural Strategy - with comments received by April 2000

Review and finalisation of the Strategy (by April 2000)

Identification of lead officers and delivery partners to take forward the Strategic Themes (and specific projects) of the Rural Strategy, and to discuss, assess and prioritise actions based on potential for impact, value for money and performance considerations.

Develop a specific action plan to enable implementation of the Strategy, to be agreed by the Rural Strategy Steering Panel (by October 2000) and to be delivered by the Partners

14


2.16 A principal aim of the process set out above is to publish, by April 2000, a finalised strategy that provides a clear, corporate understanding of the issues and problems. The Strategy will be supplemented in due course with a detailed action plan that will create a framework for effective and co-ordinated action. The action plan will define in more detail the specific roles and responsibilities of Wrexham County Borough, other public sector partners, such as the Welsh Development Agency and CELTEC, and other potential partners in the private and voluntary sectors.

2.17 Furthermore, it is to be emphasised that the development of the Rural Strategy is an inclusive, participative process, embracing the wider community in the spirit of forging genuine partnerships. The Strategy building process is designed to allow the broader community sufficient opportunities to initiate project ideas, to influence the development and design of projects and, ultimately, to influence the delivery of actions. One of the tools used in the study process is the ‘project ideas form’ - a proforma upon which community and other groups throughout the area have been able to submit project suggestions and influence strategic thinking. Furthermore, the proposals for Strategy implementation (Section 5) include the suggestion that technology be harnessed to enable ‘e-democracy’ principles to be deployed in Rural Wrexham.

15


3. THE CURRENT SITUATION AND PROBLEMS TO BE ADDRESSED

THE ECONOMIC AND SOCIAL CONTEXT FOR THE STRATEGY

3.1 The purpose of this section is to establish the socio-economic conditions that currently prevail in the Rural Wrexham area. The primary sources of data on the existing circumstances in the study area include:

The economic baseline assessment undertaken by DTZ Pieda Consulting on behalf of Wrexham County Borough Council. The assessment primarily utilises national, ‘top-down’ sources of data such as NOMIS and the Labour Force Survey, but also specialised sources (such as, for agriculture, the FRCA’s report on agricultural issues in Wrexham);

Bespoke surveys of businesses, residents and community councils in the study area

Consultations with strategic partners and principal employers.

KEY MESSAGES FROM THE ECONOMIC BASELINE ASSESSMENT

3.2 The ‘top-down’ baseline assessment of the Rural Wrexham area revealed the following distinguishing socio-economic characteristics:

Rural Wrexham constitutes 24% of the total population of

Wrexham County.

In 1995, the rural wards of Wrexham had a population of 28,976, compared to a population of 94,308 for Urban Wrexham. Overall, the population of Rural Wrexham has increased by 1.4% between 1991 and 1995, compared to a slight population decline of 0.5% in the Urban area.

In 1997, there were 15,400 jobs located in the Rural Wrexham strategy area.

A particularly interesting characteristic of the rural area is the fact that it has a higher share of full time employment than is the case across Wales as whole or across Great Britain. In Rural Wrexham, 84% of employees work full time compared to 71% in both Wales and Great Britain.

16


When the Holt ward is included, over 60% of employment in Rural

Wrexham is located in the Manufacturing sector (Holt

ward includes Wrexham Industrial Estate).

This proportion is dramatically in excess of the national share of employment in Manufacturing (18%) and demonstrates that the economy of Rural Wrexham is extremely dependent on Manufacturing. The only other sector of some significance for Rural Wrexham in employment terms is Distribution, Hotels and Restaurants, which accounts for around 12% of employment.

The exclusion of Holt ward reduces the employment

significance of Manufacturing in Rural

Wrexham (Holt ward includes the Wrexham

Industrial Estate)

This sector does, however, remain not only the key sector for employment in Rural Wrexham, but continues to have an employment share (43%) that is greatly in excess of the share nationally (18%). The exclusion of Holt increases the significance of Distribution, Hotels and Restaurants, which now accounts for 18% of employment in the rural area. The share of employment in Public Services in Rural Wrexham also increases, to 15%, compared to 24.4% across Britain as a whole.

Three specific Manufacturing sub sectors are of particular

importance for Rural Wrexham - Food Products

and Beverages, Pulp, Paper and Paper Products, and

Wood Products.

Together, these sectors employ 4,500 individuals in the Rural area (including Holt). If Holt is excluded from the analysis, the importance of other specific sub-sectors is enhanced in relative terms, in particular: Electricity, Gas, Steam/Hot Water Supply and Construction.

Within Wrexham County Borough, between 1997 and

1998, there has been positive business formation in

Construction, Transport and Communications and Real

Estate.

The net increase in business formation in Construction is likely to be cyclically driven and a response to the improved economic circumstances over the last two years or so. Real Estate, which includes Computing, Research and Development and Other Business Activities, has experienced an 8.4% net increase in business formation between 1997 and 1998. There have been declines in the number of businesses falling within Agriculture and Manufacturing.

Agriculture in Wrexham is dominated by dairy and

lowland cattle and sheep farming

There is a pronounced trend towards fewer farm holdings through the amalgamation of smaller farms and the acquisition of neighbouring agricultural property. Agricultural employment in Wrexham declined by 10% between 1985 and 1995.

The age structure of farming in Wrexham is dominated by

Over 40% of agricultural employment is concentrated in the 45-59/64 age cohort. The overall

17


older age cohorts. average for non-agricultural sectors is 30%.

The sharp downward trend in agricultural income in

Wrexham almost certainly mirrors that for Wales as a

whole

Average agricultural incomes in Wales have fallen by an estimated 80% over the past two years. Farm households in Rural Wrexham are unlikely to have escaped this disastrous trend

The drivers for change affecting the agricultural

sector are likely to continue to exert their influence.

The agricultural sector over the next five years will continue to be highly vulnerable to exchange rate fluctuations, a rising cost base and declining terms of trade compared to non-agricultural products. Economic, demographic and technological factors are likely to reinforce trends towards increases in average farm size and increased part-time working on smaller holdings.

The unemployment rate in Wrexham has remained

consistently below the average for both Wales and

Great Britain

In October 1999, Wrexham’s (claimant count) unemployment rate stood at 3.1%, a figure which was 0.9 percentage points below the average rate for Great Britain and 1.9 percentage points below the average rate for Wales.

Both long term unemployed and young unemployed

constitute a smaller proportion of total

unemployed in Rural Wrexham

This is likely to be related to the possibility of seasonal employment, which will reduce average spells in unemployment. The lower incidence of youth unemployment in Rural Wrexham may possibly be a reflection of the overall demographic characteristics of the population than of a tendency for young people to have easier access to employment.

The Wrexham workforce tends to be less well qualified

than that of both North Wales and Wales as a whole.

A smaller proportion of the Wrexham workforce hold qualifications at degree level or equivalent; conversely, a higher proportion of the Wrexham workforce have no formal qualifications. Given the dominance of Manufacturing and the further significance within this sector of craft and other related occupations, it is possible that, overall, the rural workforce may be less well qualified than the urban workforce

Wrexham appears to have an under-representation

compared to Wales and GB in terms of employment in

Wrexham has a relatively larger share of total employment located in Personal and Protective occupations (14.5% of employment), Plant and Machinery occupations (14%) and Craft and related

18


higher level occupations. occupations (13.5%). It is not surprising to find a predominance of these latter two occupational groups, given Wrexham’s dependence on the Manufacturing sector as a key source of employment.

It is likely that a significant proportion of those employed

in Rural Wrexham will be found in Plant and

Machinery operative jobs, as well as Craft and related jobs.

Given the significant scale of Manufacturing in the rural area, it is likely that the occupations associated with this sector will be a dominant feature of rural occupational structure. It is likely therefore that the rural labour market will be characterised to a great extent by skills associated with these jobs. The Manufacturing sectors do, however, also employ a significant number of professional and managerial level individuals.

KEY MESSAGES FROM THE EMPLOYERS’ SURVEY

3.3 The Rural Wrexham Employer Survey received postal responses from around 50 businesses. This represents a sample of about 10% of the VAT-registered business population of Rural Wrexham. Of the establishments surveyed, 83% are locally based with the Wrexham site being the only establishment. Less than 10% of establishments are branches or subsidiaries with headquarters outside Wrexham Borough. We consider that the sample of firms is broadly representative of the key employing sectors in the Rural Wrexham economy.

Employment Among the Firms

3.4 Many of the businesses interviewed are young, with almost 40% established on their current site during the 1990s, and 26% established during the 1980s. As a corollary, most of the firms surveyed are small to medium sized enterprises. Over half have less than 10 employees, a little over 30% have between 10-50 employees, with only 13% employing more than 50 people. Temporary and seasonal employment is also a significant issue in the area: over 15% of firms say that they employ seasonal staff and 28% of firms take on temporary staff.

19


Recruitment

3.5 The majority of the businesses interviewed had seen employment grow over the previous 12 months, and expect to see further growth over the coming 12 month period. This provides a useful indicator of business confidence; significantly more businesses expect employment to increase rather than decrease.

Table 3.1Employment Change

Stay the Same Increase DecreasePrevious 12 months 41% 35% 22%Forthcoming 12 months 57% 30% 3%

3.6 The new jobs that employers expect to create over the forthcoming 12 months are mostly in manual and lower skilled occupations. There is a strong demand for craft and skilled manual staff with 45% of firms wishing to recruit in these occupations. In contrast, there is only low demand for new recruitment in senior or professional staff.

3.7 In the previous 12 months, almost 60% of businesses had recruited new employees either through expanding the workforce or replacing departing employees. However, over 70% of firms said they had experienced difficulties in filling job vacancies. The most frequently cited difficulty was in recruiting people with the right skills, experience, or qualifications. However, an additional concern was that applicants have poor motivation or attitude.

3.8 There is some evidence that businesses have responded to skill shortages and recruitment difficulties through increasing training, with 25% of respondents saying they had recruited less qualified people and trained them up. Several firms have had to increase their recruitment efforts and also look further afield for recruits. Some firms also said that they had left vacancies unfilled.

3.9 A level of dissatisfaction with the key and basic skills of entry level staff was also apparent. This is true to some extent of literacy and numeracy skills, but a growing concern is with information technology skills; almost 40% of employers are dissatisfied with available IT skills. There were also problems cited with employees’ communication skills and difficulty in recruiting employees conversant in the Welsh language.

20


3.10 An assessment of the personal skills of employees again highlights that employers consider there is often a lack of a positive attitude, pride, and motivation in their workforce. Such results may partially reflect the low-skilled nature of many of the jobs. By contrast, issues such as timekeeping self-presentation, teamwork, and the ability to follow simple instructions were not seen as major causes of dissatisfaction for employers.

Training

3.11 Of the firm’s interviewed, less than 20% have a designated training budget. About 26% of firms have an appointed training/personnel officer to oversee training needs and over 30% of firms have a written training plan and a system for the evaluation of training. About 20% have achieved Investors In People accreditation, in line with national benchmark figures.

3.12 These findings imply that while there is scope for improvement in firm’s commitment to training, there is evidence of a gradual recognition of the need for and importance of employee development. Indeed, 70% of firms interviewed have undertaken some form of training over the past 12 months, and that 60% of firms feel that they are not yet undertaking as much training as they would like.

3.13 Firms make use of a wide variety of training means – however there is a preference toward informal on-the-job training (almost 70% of firms that implement training opt for this approach). However, there is a significant amount of usage of local private training providers and local colleges of further education in terms of NVQ accredited training, but scarcely any use of higher education institutions. There is some scope, therefore, for extending the interface between local businesses and the HE/FE sector in terms of utilising existing training facilities.

3.14 The most significant constraint on additional training identified by the firms is cost. For example, 26% of firms identified the cost of training provision as a constraint, and 17% mentioned the opportunity cost of time off the job. Another important constraint is that the required type of job-specific training is often perceived to be unavailable outside the company (13%). However, this may often reflect a lack of information about training that is available, or difficulty in locating adequate training provision locally.

21


Business Prospects

3.15 The businesses interviewed appear to have enjoyed a generally prosperous 12 months with almost half stating that their financial status had improved, in contrast to just a fifth who felt it had worsened. This positive outlook appears to have stimulated optimism for the forthcoming 12 months, with 70% of businesses feeling their financial situation will improve. Only 7% expect their financial situation to deteriorate.

Table 3.2Prospects for Financial Turnover

Stay the Same Improve DeterioratePrevious 12 months 24% 48% 20%Forthcoming 12 months 17% 70% 7%

3.16 Moreover, many of the businesses have invested further in the past 12 months. Most have taken steps to improve computing and accounting systems (63%) and many have purchased new plant and machinery (54%). Generally, businesses have invested in order to perform more efficiently, rather than change the focus of their business through diversification (37%), specialisation (28%), or through expansion through new land or premises (15%).

3.17 Respondents felt that the most important constraint they currently faced on the growth of business was the lack of suitable staff and availability of skills (23%). The second major constraint was the poor access to finance (13%). Businesses generally considered that the factors that would most help them improve their competitiveness over the next 2 years are more skilled workers and being able to take on more motivated staff, better access to finance, and more advertising and marketing to promote the business.

Accessing Support Services

3.18 Whilst almost 40% of business have utilised local business support services, nearly 60% have not taken advantage of such services. The most common local support agency that businesses have worked with is CELTEC, followed by the Welsh Development Agency. Reassuringly, 80% of businesses have been satisfied with the local business support services they have utilised, and only 7% have found such service inadequate. Overall, there appears to be considerable scope to raise the profile of Business Connect services in Rural Wrexham.

3.19 Respondents considered that the type of business support that would benefit the development of their business is funding and support for training (13%), support in

22


the use of computers and information technology (13%), and advice on grants and financing (10%).

3.20 Respondents also felt that Wrexham could be improved as a location for business. The most frequent recommendations involved transport with calls to improve and widen the road network (15%) and to improve public transport (13%). There were also calls to promote Wrexham as a business location (10%) with additional references to the need to attract larger companies into the area.

KEY MESSAGES FROM THE HOUSEHOLD SURVEY

3.21 Between October and December 1999 R & M Research and Marketing surveyed 300 households in rural Wrexham (approximately 3% of all households in rural Wrexham) on behalf of DTZ Pieda Consulting. The sample of households in the survey was stratified so that it was broadly representative of Rural Wrexham as a whole with regard to variables such as age, economic status and geographical location.

Household Composition

3.22 With regard to the size of households, Figure 3.1 shows that rural Wrexham differs markedly from the national (GB) average. As can be seen, the proportion of single-person households in rural Wrexham was four times lower than the national average, whilst proportion of households with four members in rural Wrexham was twice the national average.

Figure 3.1Average Size of Household, Rural Wrexham and GB

0

5

10

15

20

25

30

35

40

One Two Three Four Five

number of people

Rural Wrexham

GB

Source: 1999 Rural Wrexham Household Survey. National data from Social Trends (29), 1999 and refers to 1998.

23


3.23 This suggests that the households in rural Wrexham are predominantly traditional nuclear families, a large proportion of which have one, or more likely two, children.

Education and Training

3.24 With regard to education and training, 68.3% of those surveyed stated that they had gained a qualification from school or college and 50.3% stated that they had qualifications connected with work. Of these, 52% held O Level qualifications and 35% held GCSE qualifications. A relatively high proportion also held a UK level degree (11%) and teaching qualifications (8.0%). However, the possession of vocation level qualifications in rural Wrexham was low, with only 9% of those surveyed holding NVQ/SVQ qualifications.

3.25 Also, only 32.3% of those surveyed had taken part in education or training connected with their job over the last 12 months. The vast majority of whom (63.9%) had undertaken one incidence of training. Of those surveyed undertaking education and training currently, or who had undertaken it recently (32.3%):

14.4% were undertaking IT/Computer training

4.1% Health and Safety training, and

4.1% were studying towards a First Degree Course

3.26 The majority of the other training being undertaken by those surveyed was directly vocational training such as training in customer services, Excel, electrics, management, costing, auditing, personnel management, motor vehicle mechanics, etc.

3.27 With regard to distance travelled to training, the vast majority of those surveyed travelled less than 10 miles (60.5%) to access their training. However, a significant proportion also travelled over 50 miles to access their training (13.6%), which suggests that more specialist training is not available locally.

3.28 Overall, the vast majority of those surveyed who were undertaking training were very positive about the training they had undertaken, with 68.0% stating that they were very satisfied with their course and 24.7% stating that they were satisfied with their course. However, it must be noted that the vast majority of those surveyed (67.7%) had not undertaken any training connected with their job over the past 12 months. A significant proportion of those surveyed who were not undertaking training stated that the main obstacle preventing them from doing so was due to family commitments and looking after children or other dependants (24.7%).

24


Employed and Self-Employed

3.29 Of those surveyed who were employed/self-employed, 82.9% were employees and 17.7% were self-employed (compared to 15.3% across Wales). A significant proportion of those self-employed (56.6%) had been self employed for five years or more, which suggests that business survival rates are relatively high amongst those self-employed in rural Wrexham.

3.30 A wide range of economic activities were identified by those employed/self-employed in rural Wrexham. However, a large proportion of those surveyed were employed/self-employed in low value-added manufacturing sectors (such as chipboard, foodstuffs and bag manufacture) and public services (such as local authorities and hospitals). A relatively small proportion of those surveyed were employed/self-employed in high value-added service sector activities such as business consultancy, IT and computer services and media/marketing.

3.31 The majority of those employed/self-employed in rural Wrexham work locally (71.2% work within 10 miles of their house) and the majority (78.5%) travel to work by car. With regard to full-time/part-time status, 65.7% of those employed/self-employed worked full-time and 34.3% worked part-time (which is almost identical to the split for Wales as a whole4).

3.32 A significant proportion of those surveyed who worked part time (41.7%), did so because they did not want a full-time job. However, it is important to note that 13.3% of those working part-time were doing so because it was the only work they could get. This suggests that they would like to work full-time but do not have the opportunity to do so. As such, under-employment may be an issue in rural Wrexham and this is re-iterated by the fact that 18.3% of those working part-time would prefer to work full-time.

3.33 Overall, those employed/self-employed in rural Wrexham are positive about their employment, with 84.0% stating that they feel secure in their main job. Also, few of them feel that their opportunity to progress in work is restricted by their skills (89.1%), the size of the firm they work for (88.0%) or the types of jobs available locally (80.6%).

Unemployed and Looking for Work

3.34 Of household heads surveyed, 4% were unemployed and looking for work. Of all those surveyed who were unemployed, only 36.8% were in receipt of unemployment benefits. This suggests that a significant proportion of those unemployed and looking

4 Welsh data taken from Regional Trends (34), 1999 and refers to Spring 1998.

25


for work are either registered as unemployed but ineligible for unemployment benefits or are not registered as unemployed and are working (full or part time) in rural Wrexham's informal economy.

3.35 Of those unemployed and looking for work 63.2% had been employed prior to becoming unemployed and 31.6% had been looking after the family or home. Figure 3.2, below, gives details as to why those unemployed left their last job. As can be seen, 41% had been made redundant, which suggests that significant job losses have occurred in rural Wrexham. Of the remainder, 17% left due to poor working conditions, 17% were in seasonal/temporary employment and 25% left work due to other commitments (such as looking after the family).

Figure 3.2Reasons for Leaving Last Job

41%

17%

17%

25%

Made redundant

poor working conditions

seasonal/temporary contract

other commitments

Source1999 Rural Wrexham Household Survey.

26


3.36 The vast majority of those surveyed (73.7%) have been looking for work for less than 12 months, which suggests that a large proportion of them are 'work ready' and would not need too long a period of training prior to going into employment.

3.37 Of those unemployed and looking for work, there was a straight split between those looking to work part time and those looking to work full time (47.4% respectively). Also, 73.7% had a particular type of job that they were looking for. These ranged from semi-skilled work such as fork lift truck and HGV driving; through sales and shop assistants; to professional occupations such as computer analysts and psychotherapists.

3.38 Despite this, 89.5% of those unemployed were not undertaking any training to help them find work. Also, the vast majority of those surveyed had not visited a Job Centre (73.7%) or a careers office (100%) in the past 4 weeks. Again this suggests that a large proportion of those unemployed and looking for work are not registered as unemployed. It also suggests that the majority of those unemployed do not use traditional methods (such as Job Centres and careers services) to find employment as 63.1% of those unemployed said that they were either very or quite hopeful of securing paid work in the next three months.

3.39 Appropriate training is identified by the largest proportion of those unemployed as being the most important facilitator of getting a job. Other key issues raised included a lack of jobs in the area, a lack of childcare facilities and a need for realistic adult careers advice.

Unemployed and Not Looking for Work

3.40 A significant proportion of househehold heads surveyed (8.7%) were unemployed and not looking for work. Figure 3.3, below, gives the main reason why all those surveyed who were unemployed but not looking for work, were not looking for work.

27


Figure 3.3Reason for not Looking for Work (unemployed and not looking

for work)

Looking after family/home

Long term sick/disabled

Retired

Do not need employment

Other

Source: 1999 Rural Wrexham Household Survey.

3.41 As can be seen, almost half of all those surveyed who were unemployed and not looking for work (44.9%) were looking after the family and/or the home. 75.0% of these were looking after children and 64.7% stated that more available and better childcare would help them to access local job opportunities. As 67.5% of those looking after children were looking to working again in the future, the provision of more comprehensive childcare facilities in rural Wrexham would help potential women returners to access the labour market.

3.42 Also, 33.7% of all those unemployed and not looking for work were long term sick or disabled. 90% of these were claiming incapacity benefit and 86.7% do not envisage that they will be looking for work in the future. This group has effectively 'withdrawn' from the labour market and it is unlikely that they will return.

28


3.43 Finally, 19.1% of all those unemployed and not looking for work were retired, the vast majority of whom (94.1%). had retired early (before the age of 60). Evidence suggests that a significant proportion of those who have retired early have done so due to the lack of employment opportunities available to them in rural Wrexham.

KEY MESSAGES FROM THE COMMUNITY COUNCILS’ SURVEY

3.44 The purpose of the community councils’ survey was:

to provide quantitative evidence of the current provision of a range of services, including shops, garages and pubs, community meeting places and recreational facilities, childcare etc. that are available in the rural areas of Wrexham;

to provide a baseline against which future surveys can be used to ascertain trends in provision of services to rural areas; and

to provide an opportunity for the community councils to provide comments on the extent and adequacy of current service provision in their areas.

3.45 Information on other areas of service provision - including health facilities, schools, post offices and public transport - was obtained from service providers such as the local and health authorities. Although community councils were not asked to quantify the provision of these services, they were given the opportunity to comment on the extent and quality of provision, as appropriate.

3.46 By the end of September 1999, a total of 15 completed questionnaires had been returned to Wrexham, representing a response rate of about 75%. Although the findings of the survey are presented in detail as an appendix to this report, the key messages that emerge from the survey are as follows:

about one-third of community council areas are without immediate local access to a garage or petrol station;

also, one-third of council areas do not posses a permanent food or general store;

a majority (53%) of council areas lack any local banking or building society facility;

40% do not have any local post office facilities;

29


although only 20% of council areas lack any provision for childcare, these services in Rural Wrexham are reported as often being too restricted or inflexible to provide full benefits to residents;

79% of council areas do not possess local medical facilities, causing especial problems for the elderly, disabled and families with young children;

20% of council areas lack ‘adequate’ local recreation facilities;

although all but one council area has a community meeting place of some type, a number of councils reported threats to existing services and the need for re-investment in facilities; and

a number of councils highlighted the need for additional investment in local, small-scale environmental improvements in their villages and on roadsides

ISSUES AND OPPORTUNITIES WITHIN THE WIDER POLICY CONTEXT

3.47 The important socio-economic issues and opportunities discussed in this Section are in many cases linked to the issues raised in the strategy and policy documents introduced in Section 2 (and described more fully in Appendix 3). The figure overleaf summarises the key linkages between the wider strategy and policy context and the identified socio-economic problems and opportunities revealed in Rural Wrexham.

3.48 The bullet points in the figure overleaf identify those problems and issues within Rural Wrexham that are also recognised by a range of other bodies, agencies and Council departments in their respective policy documents. Indeed, some of these policy documents will include strategies, action plans and resources which can assist the Council and its partners in addressing problems and issues that are present in Rural Wrexham.

30

Linkages Between the Principal Policy and Strategy Documents and the Socio-economic Conditions Extant in the Wrexham Rural Area

National Development Strategy for

Wales

Rural Development

Plan for Wales

Farming for the Future

Rural Partnership for Wales

Objective 3 Programme

for East Wales

Leader + Programme

WDA Corporate

Plan

Wales & North Wales

Tourism Strategies

CELTEC Corporate

Plan

Wrexham Economic

Development Strategy

Wrexham Tourism Strategy

Wrexham UDPAnd

Integrated Transport Strategy

Principal Problems

Over-dependency on Manufacturing for Employment • • •Below average representation in growth and high value sectors

• • • • • • • •Insufficiently developed human resource base • • • • • • • • • •Declining income base for agriculture • • • • • • • • • • •Declining provision of rural services • • • • • • • •Opportunities

Expansion of employment opportunities among local businesses

• • • • • • • • • • •Increased recognition of the need for investment in human resources by local firms

• • • • • • • • • • •Adding value to the local tourism product and development effort

• • • • • • • • •Development of the local environmental economy • • • • • • • • •


4. THE AIMS AND OBJECTIVES OF THE STRATEGY

GUIDING PRINCIPLES FOR THE STRATEGY

4.1 The previous sections have set out in turn the local socio-economic and wider policy development context within which the Wrexham Rural Strategy must operate. We have also established - Broad Framework - depends on money a series of drivers for change that are likely to influence the future prosperity, well-being and quality of life experienced in the Rural Wrexham area over the next 5-10 years.

4.2 The current socio-economic conditions and policy context are important, but the implications of the drivers for change must also be taken into account by the Strategy. Indeed, our interpretation of the potential implications of the drivers for change has contributed directly to the development of five fundamental ‘guiding principles’ that permeate the Rural Strategy. The guiding principles themselves influence the strategic themes and objectives of the Rural Strategy (introduced later in this chapter) that provide the basis for subsequent action. The five guiding principles are as follows:

Competitiveness Central government, the National Assembly and the WDA have each made it clear that competitiveness is a fundamental component of sustainable development. Indeed, we go further to suggest that durable solutions to the problems of environmental damage or community empowerment cannot be found without a competitive local economy.

Sustainability The strategy must be sustainable in environmental terms, but also in economic and community terms. Within the Rural Strategy area there is a wealth of historic and natural heritage assets that have economic development potential that must also be protected. There is also scope to develop further a range of ‘environmentally responsible’ products and services that can create lasting economic benefit whilst contributing to a richer, more enhanced heritage. It also important that the strategy helps safeguard the Welsh language5.

Communities A strong emphasis is placed on delivering the means by which all the stakeholders in the Rural Wrexham area

5 Specifically, the strategy recognises that retention and enhancement of the Welsh language, culture and heritage is vital to the future vibrancy and sustainability of local communities in the Country Borough, particularly the rural areas to the west and south west.

33


can benefit from and participate fully in the economic and social life of the area.

Innovation The strategy recognises the imminent economic ascendancy of knowledge-intensive industries and the crucial importance of innovation as a process affecting almost all areas of economic activity. The ubiquity and all-pervasive impact of ICTs provides opportunities as well as challenges for rural areas. The Strategy must help enable businesses, communities and individuals in Rural Wrexham adapt to and exploit the advantages of the knowledge-based society.

Partnership The strategy partners recognise that much more can be achieved by adopting a joint, collaborative approach to addressing socio-economic needs and realising opportunities. Following an intensive process of internal review, the strategy will be subject to a thorough consultation process. Moreover, the implementation of the strategy will require the creation of a new implementation mechanism involving key stakeholders. Also, each project proposal contained in the Strategy identifies an existing - or proposes a new - partnership group to consider implementation options.

4.3 Given the principles set out above, the Strategy’s ambitions for Rural Wrexham are set out below.

Strategic Ambition Guiding Principle

Creating an increasingly adaptive and skilled workforce Competitiveness

Providing working age inhabitants with rewarding and stimulating economic opportunities

Sustainability

Making more sustainable use of available natural resources

Sustainability

Nurturing a high quality environment Sustainability

Providing inhabitants with an improved quality of life through advanced service provision in local communities

Communities

34


Facilitating an increasingly dynamic and high value-added economy

Innovation

Increased involvement of communities in local decision-making and economic development

Partnership

4.4 These ambitions will guide the rural area on the journey to a more prosperous and sustainable future. To achieve this, Wrexham’s rural area has to develop a more competitive, innovative and enterprise-driven economy where the benefits are shared by all.

4.5 The overall mission for the Rural Strategy for Wrexham, therefore, is:

to enable Rural Wrexham to develop a prosperous, modern economy, creating enduring benefits while enhancing the environment, encouraging community involvement in - and empowerment through - the regeneration process. and

facilitating access to vital services for all

4.6 To begin the process of realising the fundamental objectives set out in the mission statement, it is suggested that the Rural Strategy embrace five overarching strategic objectives, set out below.

i to develop high value employment opportunities within the rural economy of Wrexham

ii to enable local people to capture the emerging employment opportunities by providing improved access to skills development and training opportunities

iii to maximise the contribution of tourism opportunities to the local economy, whilst balancing the need to safeguard the environment and the aspirations of those who reside in the rural area6

iv to realise fully the potential of agriculture, and to protect and enhance the quality of the rural environment

v to enhance rural communities’ access to services, and their ability to contribute more to achieving their own economic and community development aspirations.

6 This is addressed in Section 6.13 of the County Borough's Tourism Strategy.

35



4.7 It is proposed that these overarching strategic objectives be operationalised under five ‘strategic themes’ or ‘priorities for action’. Supporting each of the strategic themes are a number of operational objectives that will guide the actions and deployment of the resources needed to realise the strategic objectives and, ultimately, the ambitions of the partners for the Rural Wrexham Strategy.

4.8 The five strategic themes are as follows:



Strategic Theme 3 - Sustainable Tourism: encouraging high value, sustainable tourism activity in Rural Wrexham

Strategic Theme 4 – Environmental Economy: stimulating the environmental economy of Rural Wrexham

Strategic Theme 5 – Access to Services: facilitating communities’ and individuals’ access to services; empowering communities and enhancing this capacity to contribute significantly to the realisation of their own aspirations.

4.9 The overall approach proposed for the Rural Wrexham Strategy is illustrated in summary form in Figure 4.1. The remainder of this Section introduces in turn each of the strategic themes – and their (respective) supporting operational objectives.

THE STRATEGIC THEMES AND OPERATIONAL OBJECTIVES

4.10 Stimulating improved business performance is vital to the Rural Strategy; it is future business performance that will largely determine the rural area’s economic success or otherwise. A key task of the Rural Strategy is to encourage, sponsor and link together support networks for business that can have a real influence on future prosperity and the ability of the private sector to create jobs for local people.

36

Operational Objectives

Developing innovation and entrepreneurship

Raising productivity and competitive performance of businesses

Equipping rural businesses for the future


Developing an efficient and effective labour market

Developing the skills and potential of the workforce


Developing a distinctive and attractive tourism product

Providing and maintaining an integrated tourism product

Developing sustainable tourism


Diversifying the income base of agriculture

Adding value to local produce

Managing and enhancing the environmental heritage


Ensuring community access to services

Enhancing community infrastructure

Projects

Personal Business Advisors

Rural Business Networks

Small Towns Plus

Rural Enterprise Project

Rural Business Premises

Projects

Skills Needs Analysis

Ready for Training and Work

Projects

Sustainable countryside tourism

Ceiriog Memorial Institute

Glyn Valley Tramway

Bangor on Dee Racecourse

Projects

Adding value to local food produce

Adding value to local non-food produce

Projects

Village services development

Village hall investment fund

Community enterprise support

The MissionTo enable Rural Wrexham to develop a prosperous, modern economy,

creating enduring benefits while enhancing the environment, encouraging involvement in - and empowerment through - the regeneration process,

and facilitating access to vital services for all

Figure 4.1STRATEGY FOR RURAL

WREXHAM

Strategic Theme 1

Business Growth and Development: developing a

more competitive and dynamic business base

Strategic Theme 2

Skills and Training: facilitating a more flexible, adaptive and highly skilled

workforce

Strategic Theme 3

Sustainable Tourism: encouraging high value tourism

in the rural areas in a sustainable manner

Strategic Theme 4

Agriculture and the Environmental Economy:

stimulating the environmental economy of Rural Wrexham

Strategic Theme 5Community Development and Access to Services: facilitating communities' and individuals' access to

services


4.11 Businesses everywhere face difficulties, but in rural areas business faces additional challenges, including:

accessing business finance to support investment, expansion and growth;

accessing new technology, IT infrastructure and advice on its use;

accessing other professional advisory and training services;

fewer opportunities to network and share good practice; and

finding and affording appropriate premises to allow small firms to expand

identifying and implementing best practice approaches to management and workforce development, marketing and promotion, quality control, exporting and participation in supply chains.

4.12 And of course, many rural businesses are also operating in very difficult local economic climates due to intense pressures on the agricultural sector

4.13 Our research shows that businesses in Rural Wrexham face many of these challenges. Among the key findings of the business survey and consultations undertaken as part of the ‘baseline’ for this Strategy:

Despite wide recognition of the potential role and impact of information and communication technologies, a key constraint on the growth prospects of business is a lack of support in the use of computers and information technology

The majority of businesses surveyed had not accessed business development and advisory services provided by the local authority, CELTEC or WDA

Local business networks were generally identified as being poorly developed

The availability of suitable sites and premises was a constraint for 13% of existing businesses. Moreover, the household survey revealed that around 11% of the area’s people who are unemployed (and seeking work) aspire to become self-employed. Public intervention, in terms of ensuring greater availability of appropriate ‘starter-units’ for existing and new ‘micro-businesses’ may, therefore, be appropriate for Rural Wrexham

38

B1.1 Developing innovation and entrepreneurship

B1.2 Raising the productivity and competitive performance of the region’s businesses

B1.3 Equipping rural businesses for the future


4.14 The Rural Strategy recognises that part of the problem with smaller companies accessing business support services is a lack of awareness of Business Connect. This is the case across much of Wales, not just Rural Wrexham, and as a response the Business Connect partners are relaunching the initiative and will be promoting it widely. A key point to note is that all business service support and enterprise development activity proposed through this strategy will be delivered through the Business Connect initiative.

4.15 It is also recognised that during 2001, the functions of a key Business Connect partner, CELTEC, will be replaced by the National Council for Education and Training in Wales and the North Wales Regional Advisory Panel. These will be assisted by local Community Consortia for Education and Training. Throughout this Rural Strategy for Wrexham, it is assumed that identified roles and responsibilities assigned to CELTEC will be eventually embraced by the successor organisations. Clearly, however, it is for the Rural Strategy and its partners to convince the new organisations of the relevance and worth of the activities and projects embraced by the Rural Strategy and action plan for Rural Wrexham.

4.16 The response of the Rural Strategy for Wrexham to these issues is to propose three operational objectives to address the particular problems faced by rural businesses. It is emphasised that the operational objectives are very much inter-linked and also relate to the objectives and actions proposed under each of the other themes. The operational objectives are set out below:

Operational Objective B1.1: Developing Innovation and Entrepreneurship

4.17 New businesses are vital as a source of wealth, jobs, innovation and productivity. An economy that succeeds in creating more new businesses will also be more flexible and adaptive. Wrexham’s rural area must develop its business base and the entrepreneurial nature of its inhabitants if it is to improve its overall economic performance.

39


4.18 The issue, however, is not only that of raising business start-up rates per se, but to increase start-up rates in businesses that are likely to grow. The purpose of this operational objective, then, is to stimulate a much higher rate of new business formation in the rural area, and to create an environment where a greater proportion of businesses survive and thrive.

4.19 Often, the best approach is to try and help facilitate the people with the ideas, drive and enthusiasm to set up new businesses. Rural areas often experience higher than average rates of business start-ups, but a significant constraint is the availability of advice, development finance and premises for new start businesses. A priority for the strategy, therefore, is to meet the needs of new-start and existing businesses in accessing the help and support they need to establish and grow.

Operational Objective B1.2: Raising the Productivity and Competitive Performance of Businesses

4.20 In an increasingly competitive environment, existing firms in both new and mature sectors must continually improve their products and services - and adopt better methods of doing business - if they are to achieve sustained growth and profitability. There is an ongoing need for all businesses in the rural area, no matter the sector in which they operate, to strive for continual improvements in efficiency and productivity.

4.21 The purpose of this operational objective, therefore, is encourage these improvements in productive performance in all businesses that are prepared to accept the challenge of a modern, competitive economy. There are at least four priorities that apply across most if not all sectors found in the Rural Wrexham economy

Improving management and leadership skills: Enhancing the capabilities and competence of business managers and the self-employed

Improving understanding and access to new markets and opportunities: Improving the performance of businesses and the self-employed to penetrate wider markets for their products and services

Capturing the benefits of ICTs: This requires a process of dissemination and awareness raising to encouraging more effective take-up of digital and emerging communications technologies by business

Diversifying the rural economy: In some sectors the main priority is about helping businesses diversify into new market areas to maintain incomes.

Operational Objective B1.3: Equipping Rural Businesses for the Future

40


4.22 This objective is about equipping the business community of Wrexham’s rural area to face the challenges that will emerge over the five-year period of the strategy and beyond. While addressing the needs of the existing business base, it is also about enabling new businesses and the self-employed to establish and thrive in the rural area. A number of important themes bear on this aspiration:

Providing improved, targeted business support aimed at rural businesses with growth potential: It will be necessary to address gaps in existing business service provision through targeted deployment of business services resources

Encouraging the development of community enterprise:7 A key opportunity is to create new businesses from within the Rural Wrexham community – by directly encouraging and supporting groups of local people to develop viable small businesses.

Supporting local recruitment: To ensure that local people benefit from new, higher value employment opportunities, it may be necessary to provide a job brokering service that links local people with local job opportunities. It may not be practicable, however, to provide such as service solely for Rural Wrexham; financial viability may require a Borough-wide approach, but the specific needs of the rural area should not be forgotten.

Projects Proposed under the Business Growth and Development Theme

4.23 The following projects are recommended for support and development under the Business Growth and Development theme:

4.24 Summary details of these initiatives are provided in the following project sheets

7 Although clearly relevant to the Business Growth and Development Theme (1), a specific community enterprise project is included in Strategic Theme (5): Access to Services

41

Rural Wrexham Personal Business Advisors Rural Wrexham Business Networks Small Towns Plus Rural Wrexham Enterprise Rural Business Premises


Project OutlineProject Name Rural Wrexham Personal Business AdvisersTheme (1) Business Growth and DevelopmentObjectives The aim of the project is to improve the competitive position of Rural

Wrexham businesses by providing and encouraging the take-up of appropriate business support. A particular emphasis is placed on recent start-ups businesses, established firms in high value-added sectors, and on businesses (any sector) with outstanding growth potential.

Issues and Opportunities

It is recognised that existing Business Connect services in Wrexham do not specifically address the needs of the rural business community. As a consequence: A high proportion of businesses in Rural Wrexham do not currently

access or utilise available business support services Many rural businesses are not aware of the benefits of accessing

business advisory and support services It is difficult for many smaller businesses to access services that

are provided in the town centre There is a lack of awareness of how to maximise the potential of

ICTs among rural businesses

Actions and Priorities The project would essentially provide for a locally based business support outreach adviser, responsible for providing business support and counseling services to SMEs located in the Rural Wrexham area. The PBA would provide an outreach service for the broad and specialised range of support services available through Business Connect networks (ie. it will complement and reinforce existing provision).

Business support would be provided on the client’s premises. A diagnostic service would be provided to ensure that businesses are provided with both generic and specially tailored advice and counselling. The broad range of centrally provided support services and ‘better business’ courses will be promoted to the client. A key element of this project will be raising awareness and know-how in developing greater and more effective usage of ICTs in business-to-business and business-to-customer transactions and gathering of business information.

Linkages The project links directly to the other projects supported under this Theme. It also links to the Skills and Training Analysis project proposed under Theme (2)

Indicative Target Outputs

50 businesses assisted per annum 75 jobs created in businesses assisted per annum 100 jobs safeguarded in businesses assisted per annum £1m new private sector investment levered per annum

Timescales 2000-2005Indicative Costs 40K per annum over five yearsPotential Sources of Funding

Business Connect; WCBC; CELTEC; WDA; ESF; NAW; New Opportunities Fund

Partners/Delivery Agencies

WCBC; CELTEC; WDA; North Wales Chamber of Commerce

Project Outline

42


Project Name Rural Wrexham Business NetworksTheme (1) Business Growth and DevelopmentObjectives The aim of this project is to create a business self-help organisation for

Rural Wrexham. One of the primary functions of the network will be to help integrate and consolidate the Rural Wrexham business community, and to articulate its development needs and priorities. The network will also serve to promote the business interests of Rural Wrexham and to develop as a body that the Rural Wrexham Strategy partners can co-operate with in order to implement solutions.


There is currently very little networking or collaborative activity among businesses located in Rural Wrexham

SMEs in particular lack a representative voice A robust network of businesses reflecting a diverse range of

interests has the potential to develop into a force that can act to identify business development problems and issues and may also become part of a delivery mechanism for solutions

Actions and Priorities A seconded, part-time business network development manager would be sought to form and co-ordinate the early-years’ activities of the network. The proposed broad-based network would seek to build on, where appropriate existing sector-based networks (such as for agriculture, tourism and the CELTEC associate groups network) but would seek to ensure cross-sector representation in its membership. The objectives of the network would be defined by its membership, but are likely to include:

Sharing of experience among members Sharing of information on business support, training and marketing Creating a large-firm mentoring mechanism Lobbying local and regional business support mechanisms Sharing information on recruitment and skills development issues Collaborating on joint-approaches to market development

The business network development manager would support the development of the group, including the undertaking of research into specific project proposals

Linkages The project links directly to the other projects supported under this Theme. It also links to the Skills and Training Analysis project proposed under Theme (2)


1 new business network created By year 3, two collaborative projects initiated


Business Connect; WCBC; CELTEC; WDA; ESF; NAW; New Opportunities Fund; Cadwyn


Business Connect; WCBC; CELTEC; WDA; Wrexham Enterprise; Cadwyn; North Wales Chamber of Commerce

43


Project OutlineProject Name Small Towns PlusTheme (1) Business Growth and DevelopmentObjectives The project will build upon and extend the existing commitment to the

Small Towns and Villages Initiative, which in its early stages provides three years' funding commitment to Chirk & Glyn Ceiriog.

The project will pilot innovative approaches to business growth and development in smaller rural communities by providing recognised focal points for the delivery of support services and the dissemination of advice and counselling. The project will also provide advice to potential community businesses.

The project may also provide a targeted job brokerage service between local employers and individuals seeking work and receiving training through mainstream mechanisms.

Issues To provide improved, targeted business support aimed at rural businesses with growth potential.

To encourage the development of community enterprise To support local recruitment To facilitate a wider role for business in the rural community Research the need for business start-up premises

Actions and Priorities To build upon the Small Towns and Villages Initiative, pilot project based in Chirk library, in particular, the business development/Llwybr Pathway project and the University for Industry facility incorporated within

To incorporate Business Connect IT centre expansion and community education within the project

To create town accounts for TEC, WDA and WBC grant support. To establish a local delivery resource calling on specialist advice

as needed Examine in detail the need for public investment in premises to aid

micro-enterprise start-ups and expansionsLinkages The project links directly to the other projects supported under this

Theme. It also links to the Skills and Training Analysis project proposed under Theme (2) and the Community Enterprise project proposed under the Access to Services theme (5)

Indicative Target Output

20 businesses assisted per annum 15 jobs created in businesses assisted per annum 20 jobs safeguarded in businesses assisted per annum £0.5m in new private sector investment levered per annum 50 additional learners assisted per annum By year 3, 25 qualifications obtained by trainees

Timescales A pilot project to be initiated in 2001Indicative Costs 50K per pilot project (two projects to be supported)Potential Sources of Funding

Business Connect; WCBC; CELTEC; WDA; ESF; NAW; New Opportunities Fund


WCBC; CELTEC; WDA;

44


Project OutlineProject Name Rural Wrexham EnterpriseTheme (1) Business Growth and DevelopmentObjectives The aim of this project is to encourage the establishment of new

businesses in the Rural Wrexham area. The emphasis will be on:

Raising the profile of entrepreneurship in both the commercial and non-commercial sectors

Encouraging enterprise as a career option within schools Providing a support framework that pro-actively nurtures new

businesses that possess the potential to succeed Encouraging mentoring between established businesses in the area

and new business start-ups Facilitating take-up of the self-employment option as a route way

out of unemploymentIssues and opportunities

The low rate of new firm formation across Wales as a whole is recognised as a major barrier to improved economic performance

Increasing rates of new firm formation will lead to a more creative, dynamic and innovative business base in Rural Wrexham

New start businesses face a range of challenges in Rural Wrexham Of the unemployed people interviewed in the household survey,

around 11% are looking to be self-employed, and for some this aspiration may be realistic.

Actions and Priorities To enhance further the rural dimension of existing Business Connect enterprise development effort, business start-up support is proposed to be made available in the form of both pre-start and post-start assistance. There will be a strong emphasis on using local entrepreneurs as role models. The project will also provide for the availability of grant assistance and other forms of support and be developed through existing networks and mechanisms.

The project will complement - and be incorporated within - existing Business Connect structures.

Businesses with particular growth potential, in high value-added sectors and with the potential to employ local people will be targeted for particular attention.

Linkages The project links directly to the other projects supported under this Theme. It also links to the Skills and Training Analysis project proposed under Theme (2) and the Community Enterprise project supported under the Access to Services theme (5)


50 business start-ups assisted over the lifetime of the project 125 jobs created over the lifetime of the project £1 million in new private sector investment over project lifetime


WCBC; CELTEC; WDA; ESF; NAW; New Opportunities Fund; Cadwyn


Business Connect; WCBC; CELTEC; WDA; Business in the Community; Princes Youth Business Trust; Young Farmers Clubs; Cadwyn

45


Project OutlineProject Name Rural Business Premises Theme Business Growth and DevelopmentObjectives To provide help to businesses located – or wishing to locate or establish

– in Rural Wrexham to find premises suited to their existing needs. To help micro businesses overcome premises-related constraints on their ability to expand and thrive.


The business survey conducted as part of the baseline research in support of the Rural Strategy identified that lack of availability of sites and premises was a constraint for 13% of existing businesses. Moreover, the household survey revealed that around 11% of the area’s unemployed aspire to self-employment. Intervention through the Rural Strategy, in terms of greater availability of starter units and expansion units for micro-businesses is justified by the need to grow new businesses and create new sources of jobs and wealth.

Actions and Priorities To create appropriate mechanisms to encourage provision of new premises. Two routes will be investigated in more detail:

The preference is for the appropriate and sympathetic conversion of existing but redundant or underutilised rural buildings, including farm buildings, for employment related uses. This may require the development of an appropriate gap-funding mechanism to support private sector investment. An alternative will be for the public sector – and probably the local authority – to purchase and convert larger redundant rural buildings for employment uses. A good example of this type of approach is that undertaken by the former Montgomeryshire District Council (now Powys CC), supported by the former DBRW. Potential partnership arrangements with the WDA could be sought in support of this objective. It should be noted that appropriate conversion of redundant rural buildings for employment uses is in conformance with the aspirations of the emerging Wrexham UDP.

The second potential approach is for new build. This may be a more appropriate approach in the larger communities, such as Chirk. Further research, including detailed feasibility studies, will be required to support investment in larger, new build schemes.

Linkages The project links directly to the other projects supported under this Theme. It also supports the objectives set out in the local authority’s emerging UDP.


2 Businesses assisted per annum 4 jobs created in businesses assisted per annum 8 jobs safeguarded in businesses assisted per annum Sq.m. of premises built or converted

Timescale 2000-2005Indicative Costs 100K per annum over five years (public sector costs only)Potential Sources of Funding

WCBC; WDA; ERDF 5(b) transitional funding; NAW; private sector


WCBC; WDA

46


4.25 It is clear, at a national level as well as in local economies such as Rural Wrexham, that the nature of labour markets is undergoing significant change. Changes in the structure of employment - the decline of agriculture and the (anticipated) decline of manufacturing (in employment, if not output terms), together with the ever greater importance of the service sector within the wider economy - create potentially profound changes in the demand for skills by employers. These factors, important across Wales and Britain as a whole, are especially significant for Rural Wrexham because of the current overwhelming importance of manufacturing to the local economy as a source of jobs.

4.26 A key finding of the employer survey for Rural Wrexham is that the most significant constraints on business growth and development pertain to difficulties in recruiting staff with the required skills.

70% of firms interviewed told us that they had experienced difficulties in filling their job vacancies

40% of employers were dissatisfied with the available skills in information technology

a significant number of interviewees were dissatisfied with levels of basic skills, such as literacy and numeracy

however, only 20% of firms had allocated a training budget, and other commitment to human resource development (such as IIP recognition) are below benchmark levels

there is evidence of an under-use of available training support advice and infrastructure, suggesting that the raising of awareness should be a first objective

4.27 The response of the Rural Wrexham strategy is to promote two operational objectives, to help equip businesses and the workforce in Rural Wrexham to respond successfully to the need to upgrade skills and equip themselves to respond positively to challenges and opportunities of a modern, competitive economy. The operational objectives are linked both with each other and those promoted under the other themes and objectives recommended by the Strategy. The operational objectives are as follows:

47


S2.1 Developing an efficient and effective labour marketS2.2 Developing the skills and potential of the workforce


Operational Objective S2.1: Developing an Efficient and Effective Labour Market

4.28 Unfortunately, the market for learning and the market for labour do not always work efficiently. The business survey provides sufficient evidence that although employers regard poor availability of skills as the major constraint on their growth, only 30% had undertaken workforce training in the past 12 months, and only 20% possess a designated training budget. Similarly, the household survey results indicate that 90% of unemployed persons (and who are looking for work) had not undertaken any training activity to help them secure a job.

4.29 This pattern is not untypical; employers who need skilled labour do not always train their workforce and individuals, similarly, do not always act to maintain the relevance of their skills to the needs of the modern economy. Moreover, the supply of information about mismatches of skills-need and availability is often insufficient to enable the labour market to work efficiently.

4.30 The response of the Rural Strategy to these issues is to provide co-ordinated action on the following:

a partnership approach to rural skills development (TEC, schools, colleges, careers service, etc.); and

innovative use of technology in delivering training and information in rural areas.

Operational Objective S2.2: Developing the Skills and Potential of the Workforce

4.31 The business and household surveys identified that both local businesses and unemployed individuals are responding inadequately to the need for greater investment in workforce capacity building. In many cases, employers fail to invest adequately in addressing their skills needs. The response of the Rural Strategy is to work in partnership with training agencies and others to facilitate:

raising employer awareness of the need for training and increase employer demand for training including the linking of employee's skills to the growth prospects of their employer's business;

providing targeted advice on business and training planning for SMEs

improving access to training opportunities for all

48


piloting innovative approaches to rural skills development

influencing the delivery of careers guidance services in the rural area

targeting advice and training on business start-ups and self-employment to the rural community, including the unemployed

4.32 It is recognised that provision for flexible, affordable and accessible childcare may be an important constraint on greater labour market participation for a significant minority of non-working or part-time working people (especially females) in Rural Wrexham. Indeed, the household survey findings indicate that childcare provision is a particular constraint to accessing training opportunities as well as labour market participation.

4.33 The relationship between childcare provision and Wrexham's economy is currently being considered as part of the revision of the Wrexham Partnership Strategy. Although a stand-alone rural childcare project is not proposed at this stage, it will be important to ensure that the 'rural dimension' is not neglected. It is envisaged, however, that community enterprise solutions to rural childcare provision could be supported under Strategic Theme 5 - Access to Services.

Project Proposed under the Skills and Training Theme

4.34 The following projects are recommended for support and development under the Skills and Training theme:

4.35 Summary details of these proposed initiatives are provided on the following project sheets.

49

Skills Needs Analysis

Ready for Training and Work


Project OutlineProject Name Skills Needs Analysis Theme (2) Skills and Training Objectives The object of this project is to provide businesses with a sound basis for

planning for and meeting skills needs. Meeting this need will help improve the viability and competitive position of local businesses, as well as meeting the need for local employment opportunities. A secondary aim of the project is to facilitate greater collaboration between businesses, and between businesses and training providers in order to meet both key, basic and sector specific skills needs.

The project would complement - and be incorporated within - existing Business Connect structures.


Skills shortages has been identified as the most significant constraint on business development and growth in Rural Wrexham

Despite this, only 20% of businesses have a budgeted training programme

Because there has been no specific rural dimension to the delivery of Business Connect in Wrexham, there is currently little in the way of strategic planning for training and skills development in Rural Wrexham

Smaller businesses face particular constraints in accessing training provision – there may also be issues concerning insufficient awareness of the benefits of training among this group of businesses

Actions and Priorities To enhance further skills development effort undertaken by the Business Connect partners in the rural area, the project will provide opportunities for assistance and guidance in the following:

identifying skills needs sourcing information on appropriate training provision assisting in the development and delivery of training programmes

This support will be provided on a bespoke basis (if required) and through group seminar events (organised in conjunction with the proposed Rural Wrexham business network). Where appropriate, the project will encourage take-up of IIP accreditation

Linkages The project links to both those promoted under the Skills and Training Theme (2) and the Business Development theme (1). It may also link into projects supported under theme (3) Sustainable Tourism and (4) Agriculture and the Environmental Economy


75 businesses advised per annum 150 trainees assisted in receiving training per annum 50 qualifications obtained by trainees, by end of year 3


Business Connect; CELTEC; WDA; ESF; HE sector; FE sector; NAW; Employment Service; Objective 3


Business Connect; WCBC; CELTEC; WDA; HE sector; FE sector; private sector training providers; Employment Service

50

Strategic Theme 3 - Sustainable Tourism: encouraging high value tourism in the rural areas in a sustainable manner


Project OutlineProject Name Ready for Training and WorkTheme (2) Skills and Training Objectives Readying the unemployed and underemployed for training and work

Raising awareness of the need for additional personal investment in skills and qualifications

Raising the aspirations of the unemployed Raising the aspirations of school leavers Developing vocational and technical skills that lead to qualifications

acceptable to employers Matching local job opportunities with local people

Issues and opportunities 90% of unemployed people in Rural Wrexham who are looking for work have not undertaken any training to help them gain a job

the great majority of unemployed people have not accessed support services (such as the job centre, careers service, etc.)

nearly 40% of the unemployed accept that they do not possess the type of vocational skills employers are seeking; 26% accept their educational qualifications are not strong enough

26% consider that access to appropriate training would be the single thing that would be most helpful in helping them obtain employment

about 25% of the unemployed who are not looking for employment say that they would be able to enter the job market if child care were more available

Actions and Priorities The project will provide for focused support for raising awareness and creating opportunities for lifelong learning in Rural Wrexham, with an emphasis on ‘bending’ existing CELTEC and other providers' services and infrastructures in support of human resource development in rural areas. Priorities will include: Promoting an e-learning framework to co-ordinate ICT-based learning

and IT skills activities Investigating other methods of providing lifelong learning

opportunities at a distance Removing barriers to full participation in the workforce by supporting

the provision for childcare Developing Education - Business Partnerships between employer

networks and the area's schoolsLinkages The project links to both those promoted under the Skills and Training

Theme (2) and the Business Development theme (1). It may also link into projects supported under theme (3) Sustainable Tourism and (4) Agriculture and the Environmental Economy


80 trainees receiving training, per annum 50 qualifications obtained by trainees, by end of year 3 100 individuals placed into employment, by end of year 3 60 childcare places supported, by end of year 3


Business Connect; CELTEC; WDA; ESF; HE sector; FE sector; NAW; Employment Service; Objective 3


Business Connect; WCBC; CELTEC; WDA; HE sector; FE sector; private sector training providers; Employment Service

51


4.36 Tourism is acknowledged by the partners as an important source of economic activity for Rural Wrexham, but the sector’s contribution is understated in official data (although the value of tourism to Wrexham's economy was estimated by the STEAM report to be worth £31.3 million in 1998). Tourism is also a seasonal industry, providing a greater challenge for businesses to plan and finance investment in their operations. Importantly, tourism is forecast to be one of the country’s major growth industries over the next ten years, and tourism also provides a potential diversification route for rural businesses directly or indirectly dependent on agricultural activity. The development of sustainable tourism represents, therefore, a significant opportunity for businesses and individuals in Rural Wrexham. However, sustaining existing businesses, increasing occupancy figures and visitor numbers to existing attractions is the priority.

4.37 In particular, it is emphasised that Wrexham County Borough Council, through its existing Tourism Strategy, actively supports the development of sustainable rural tourism (Policy 60 of the Tourism Strategy) where there is scope to create added value rather than simply to increase numbers of visitors. It is recognised by the authority that there is further potential to add-value to the rural tourism product, within the Ceiriog Valley and the other rural parts of the authority's area.

4.38 Moreover, it is recognised that much effort is currently ongoing on the part of the County Borough's Tourism Officers, particularly in terms of marketing and the targeting of growth market segments. The County Borough continues to work in partnership with community groups, the industry and other public agencies, to improve the quality of the product, to develop stronger businesses and to develop countryside activities. Again, the thrust of the Rural Strategy is to support, complement and add-value to existing activity.

4.39 It is important to note, however, that the strategy does not propose the creation of parallel support or implementation structures for tourism in the rural area. Instead it will work closely within and alongside existing tourism partnership arrangements, supplementing and providing additional resources. Moreover, the strategy will focus on the sustainable tourism potential of the Rural Wrexham area.

4.40 A number of strands of existing activity supported by the County Borough's tourism strategy are relevant to actions (outlined below) that are proposed under the Rural Strategy. Those strands of existing activity are summarised in the table below.

Table 4.1Strands of Wrexham's Tourism Strategy Particularly

Relevant to Projects Proposed under the Rural StrategyTourism Activity Strand

52


Policy Reference

65a The authority promotes canal holidays and is a member of the Llangollen Canal Corridor Group, with its partners, Denbighshire, Oswestry & North Shropshire Council and British Waterways.

Discussions are ongoing with British Waterways and Groundwork Trust to develop canal towpath walks, signage and information boards.

18 The authority has produced a cycling strategy to develop new and improve existing leisure (as well as commuter) routes. Neighbouring Denbighshire Council have also developed and promoted two routes that cross into the Ceiriog Valley.

67 The Chirk & Ceiriog Valley Partnership is actively developing and promoting equestrian trails and footpath networks in and around the Ceiriog Valley, and have received support from adjacent local authorities (Powys, Denbighshire, Shropshire).

47 A strategic approach to tourism information provision is being developed by the authority. This will include developing TIPs in existing business premises in villages on a competitive basis.

64 The tourism unit of the Council is already working with a Farmhouse Group to promote their product. Performance of accommodation in this sector is monitored via the STEAM project.

12 Retention and enhancement of the Welsh language, culture and heritage is considered vital to future vibrancy and sustainability of local communities in rural areas.

4.41 The contribution of the Rural Wrexham strategy will be:

to help address the problems that affect rural tourism businesses and activity in Wrexham; and

to assist the area in capturing the economic potential offered by this sector.

4.42 The specific response of the Rural Strategy to the opportunities and problems of facing rural tourism is to propose three operational objectives for the sustainable development of the sector:

53

T3.1 Enabling Rural Wrexham to contribute to providing a distinctive and attractive image for the Borough’s tourism product

T3.2 Providing and maintaining an integrated tourism product

T3.3 Capturing the potential of tourism in a sustainable manner


Operational Objective T3.1: Providing a distinctive and attractive tourism product

4.43 Increasingly, tourism marketing activity across Wales is focused on growing niche and higher value tourism market segments. The focus for the tourism dimension of the Rural Strategy for Wrexham is to complement the Borough’s existing tourism effort by helping to create new and improve existing tourism products that are likely to appeal to higher value segments of the market. In particular, the following market segments are considered to be of particular relevance and offer considerable potential for Rural Wrexham:

Overseas visitors

Domestic empty-nester and early-retired couples

Young professional couples

Higher-income families

4.44 In the context of Rural Wrexham, WTB research into these market segments provides a guide to the types of tourism that can be provided, improved and packaged to meet consumer needs. Examples of the types of product that Rural Wrexham can offer (sustainably) include the following:

Additional investment in the quality of the accommodation, attraction and catering product already offered, supported by appropriate accreditation and labelling as appropriate

Development of new and improved opportunities for walking, cycling, canal-based and equestrian activities (each proven to be of great appeal to overseas and higher-spending domestic market segments)

Improving access to and interpretation of the area’s natural and built heritage assets (again, of particular appeal to overseas and higher-spending domestic market segments). In the context of Rural Wrexham there are particular opportunities to develop the potential offered by Chirk Castle as an outstanding gateway feature to the Ceiriog Valley and a ‘shopfront’ for the wider Rural Wrexham area

4.45 The response of the Rural Wrexham Strategy to these opportunities will be to help facilitate actions in the following:

to develop further specialist, niche rural based tourism products that are likely to appeal to higher spending overseas and domestic market segments

to maximise the quality, appeal and financial performance of the area’s existing tourism assets

54


to improve (sensitively) access to and interpretation of the area’s cultural and historic identity

to promote the rural dimension of Wrexham’s tourism product within the wider context of the Borough’s tourism marketing effort

Operational Objective T3.2: Providing and maintaining an integrated tourism product

4.46 In order to maximise the economic potential of the local tourism industry, and at the same time minimise the possibility of adverse impacts from tourism (such as increased congestion) it is important to integrate tourism within the local economy. Full integration requires that good linkages between tourism operators and other businesses in the Rural Wrexham area be developed and maintained. Specifically, it is proposed that the following actions be promoted as part of the Rural Wrexham Strategy:

facilitation of partnership activity among private operators within the area

co-ordination between public and private sector efforts to promote tourism and develop tourism and linked products

encouragement for community-based tourism through festivals, events and other activities

55


full integration of tourism with other business sectors (in particular food production and agriculture generally, catering, commercial leisure operators, etc.)

developing and marketing integrated products likely to appeal to growth market segments: including packages of activity linking rural accommodation providers, attractions operators, caterers and events organisers

Operational Objective T3.3: Capturing the potential of tourism in a sustainable manner

4.47 Rural Wrexham hosts a number of environmental assets that contribute to the distinctive character of the area and its appeal to visitors. These assets include the quality of landscape and countryside in the Ceiriog Valley and other upland areas; the heritage assets of Chirk Castle, Erddig and the Llangollen Canal; the industrial heritage of the Ceiriog Valley; the area's County Parks, including that at Erddig; and the lowland wetlands of the Dee meanders. Overall, the area is characterised by a rich variety of landscapes ranging from the deep wooded valleys and upland pastures of the west, down to the more intensively farmed lowlands and river flood plain in the east.

4.48 Clearly, although the natural and built heritage contained in the Rural Wrexham area represent considerable assets (and that are of significant and potentially growing appeal to visitors), it is vital that the quality of these assets are not compromised by tourism or other activity promoted by the Rural Wrexham Strategy. Instead, it is proposed here that the development of sustainable tourism activity provides part of the solution for the conservation or indeed enhancement of the area’s notable environmental assets. The Strategy will achieve this by:

encouraging the sensitive enjoyment of the area’s built and natural heritage assets, for example by developing activity holidays involving cycling, walking, equestrian activities, etc.

encouraging more overnight stays compared to day visits

improving access to the area’s tourism product by non-motorised means, including public transport and investigating and realising opportunities to expand (circular) walking, cycling and equestrian routes (especially those that are served by public transport)

providing better interpretation of and access to the area’s natural, built, cultural and linguistic heritage through appropriate tourism activity

encouraging tourism SMEs’ investment in business and workforce training.

56


Projects Proposed under the Sustainable Tourism Theme

4.49 The following projects are recommended for support and development under the Sustainable Tourism theme:


57

Developing opportunities for sustainable countryside tourism and recreation

Ceiriog Memorial Institute

Glyn Valley Tramway


Project OutlineProject Name Developing opportunities for sustainable countryside tourism and

recreationTheme Sustainable Tourism (3)Objectives To develop an umbrella project linking diverse strands of existing or

potential sustainable rural and countryside tourism activity and to package it as a coherent Rural Wrexham tourism product. This to be done within - and alongside - the Borough Council's existing tourism promotion effort.

Issues/Opportunities To encourage rural tourism both on farms and in local accommodation throughout the area

To collaborate with the National Trust Wales to extend the use of their strategically important properties, especially in the shoulder of the seasons

To collaborate with the International Eisteddfod and other major cultural activities e.g. Male voice choirs, Sirenian singers, Theatre Clwyd etc, to give the tourism product a clear cultural context

To ensure the maximum availability of internet access and booking for all the local initiatives

To consider with major companies modem and internet connections at tourist venues together with appropriate information packages for local attractions within and adjacent to the local authority boundaries

To develop plans to encourage public transport access to the local Country Parks and attractions such as Erddig and Chirk Castle

Actions and Priorities The following strands of collaborative activity will be investigated for potential further development and support: Developing the programme of activities and events at Chirk Castle Canal holidays in collaboration with Shropshire, Cheshire and

Powys Strengthening links between Chirk, Chirk Castle and the canal Projects exploiting linkages with the Vale of Llangollen “Fens and Meres”: potential collaborative nature-based tourism

activities (walking, cycling) projects with Shropshire and Cheshire “Berwyn upland drovers” walks and activity breaks: potential

collaborative projects with Denbighshire and Powys work with local angling clubs to enhance numbers of visiting

anglers and develop packages with local accommodation providersLinkages The project links to those promoted under the Sustainable Tourism

theme (3) and to those supported under the Agriculture and Environmental Economy theme (4). Tourism training activity will be supported under theme (2) Skills and Training


10 new tourism business start-ups, by 2003 50 new jobs created in tourism business, by 2003


Wales Tourist Board; Countryside Council for Wales; Cadwyn; Heritage Lottery Fund; Land Fill Tax Credit; Charitable Trusts; National Trust; neighbouring local authorities; British Waterways; English Nature


WCBC; CCW; WTB; English Nature; British Waterways; Cadwyn; neighbouring local authorities and LEADER groups

58


Project OutlineProject Name Ceiriog Memorial Institute Theme Sustainable Tourism (3)Objectives To provide Rural Wrexham with a new visitor attraction based on

the area’s built and cultural heritage To maximise the potential benefit of the development to the local

economy

Issues/Opportunities The Ceiriog Memorial Institute has an interesting history and is an important part of local and Welsh culture.

The project seeks to improve and repair the building to ensure its continuance as a community and heritage resource in the future and to ensure modern health and safety standards are addressed.

It is proposed that the Glyn Ceiriog Memorial Institute management committee seek refurbishment of the building to enable an increased scale and range of community and business uses together with enhanced presentation and interpretation of the collections and heritage of the Ceiriog Valley

Actions and Priorities apply for membership of the Council for Museums in Wales formally approach the Council re: curatorial advice apply for registered status under the Museums and Galleries

Commission Registration scheme. application to HLF for physical works (this would include

improved signage to the Institute)

Linkages The project links to those promoted under the Sustainable Tourism theme (3) and to those supported under the Business Development theme (1) The local authority's tourism officers are already heavily involved in this project, and many of the actions outlined are currently under discussion.


Membership and registered status Successful application to HLF for physical works Implementation of works, provision of improved community

facilitiesTimescales 2000-2003Indicative Costs 350KPotential Sources of Funding

Wrexham CBCWales Tourist Board; WDA; Heritage Lottery Fund; Cadw;Voluntary assistance (in kind and through fund raising)Land Fill Tax Credit; Charitable Trusts; National Lotteries Charities Board - Cadwyn LEADERCouncil for Museums in Wales (nominal funding)Ceiriog Memorial Institute Trustees & Management Committee


WCBC; WDA; WTB; CadwCeiriog Memorial Institute Trustees and Management Committee

59


Project OutlineProject Name Glyn Valley TramwayTheme Sustainable Tourism (3)Objectives To provide Rural Wrexham with a new visitor attraction based on

the area’s built heritage To maximise the potential benefit of the development to the local

economy

Issues/Opportunities The project will involve refurbishment and conversion of the former tramway engine shed and yard with the aim of providing a heritage/interpretation centre and slate mine museum.

The project will ensure the restoration of a unique piece of the valley’s industrial, social and economic history.

There may be scope to include a tourist information point and small amount of exhibition space for local craft producers.

The remainder of the site could very usefully be re-instated to provide car parking for general public use, including visitors to the Institute and other places of interest in the village and valley.

Actions and Priorities A detailed feasibility study was undertaken in 1998. Further investigative work has been undertaken since, and various options devised for consideration by the Glyn Valley Tramway Group and the local authority.

It is likely that Wrexham CBC will retain ownership of the site, but will allow the Tramway Group a period of several years in which to secure refurbishment of the building through implementation of an agreed action plan. This will enable both parties the opportunity to assess how successful the project is likely to be and whether or not the local authority should seek alternative uses for the building.

Physical works include: restoration of the building, platform and turntable, relaying of the track and installation of a replica coach and other exhibits.

Linkages The project links to those promoted under the Sustainable Tourism theme (3) and to those supported under the Business Development theme (1) The local authority's tourism officers are already heavily involved in this project, and many of the actions outlined are currently under discussion.


Completion of physical works Fitting out of building and provision of exhibits Provision of marketing and management strategies

Timescales 2000-2004Indicative Costs 140K over five yearsPotential Sources of Funding

Wrexham CBC; Wales Tourist Board; WDA; Heritage Lottery Fund; Cadw; Voluntary assistance (in kind and through fund raising); Glyn Valley Tramway Group; Land Fill Tax Credit; Charitable Trusts; Cadwyn LEADER


WCBC; WDA; WTB; Cadw; Glyn Valley Tramway Group

60


Project OutlineProject Name Bangor on Dee RacecourseTheme Sustainable Tourism (3)Objectives To enable Rural Wrexham to contribute to providing a distinctive

and distinguishing image for the Borough’s tourism product To strengthen Rural Wrexham’s attractiveness as a tourism

destination To develop, provide, operate and maintain an integrated tourism

product To capture the potential of tourism in a sustainable manner

Issues/Opportunities The Bangor on Dee racecourse provides a unique opportunity for the further development of the Rural Wrexham tourism economy

The project offers the potential to act as a focal point and catalyst for tourism activity in the Maelor, an area that has benefited less from recent initiatives and investment

Actions and Priorities The project’s aim is to maximise awareness of the racecourse and

access to it The project will facilitate the diversification of activities

undertaken and ensure maximum benefit from new facilities. The project will provide for an integrated programme of marketing

activity focused on attracting the use of new facilities, in particular the new restaurant to be developed during 2000, for functions and corporate events.

A study will also be undertaken to assess and improve signage to the Course and to investigate opportunities for the provision of public transport for race-goers from Wrexham and further afield.

Linkages The project links to those promoted under the Sustainable Tourism theme (3) and to those supported under the Business Development theme (1)


Market research study undertaken Marketing strategy identified Provision of new signage

Timescales 2000-2005Indicative Costs 20K in 2001Potential Sources of Funding

Wales Tourist Board; WDA; Sports Council for WalesBangor Race Course


WCBC; WDA; WTB; SCW

61

Strategic Theme 4 – Agriculture and the Environmental Economy: stimulating the environmental economy of Rural Wrexham


4.51 The prosperity of the Rural Wrexham economy is in part dependent on an agricultural sector that is facing both long-term secular decline and an extreme, short-term downturn in its income generating ability. Clearly, the prospects for the farming sector in Rural Wrexham will be influenced profoundly by developments in international, European and national policies affecting trade and agricultural production.

4.52 However, a major opportunity that is available to Rural Wrexham is to develop its potential to produce and market products that are produced in an environmentally sustainable way. The potential for developing these markets is driven as much by demand as by need: for example, currently in the UK the demand for organic products is growing at a rate of 40% per year, but domestic production is growing at only 20% per year. As a consequence, more than 70% of the UK’s organic food is imported (a figure, consequently, that is growing) .

4.53 To a certain extent the potential offered by environmentally responsible products is recognised by the local authority and other partners through the support for the Coed Ceiriog woodland initiative. There is potential, however, to develop this approach further in respect of woodland products, and to introduce similar approaches to locally produced food and other natural products.

4.54 The opportunity to develop new markets in environmentally responsible products is driven by a number of forces:

growing consumer concerns about the quality and safety of food originating from intensive production systems, and increased awareness of the links between the intensity of food production and the environmental quality of land used to grow food (in terms of biodiversity and landscape quality);

the growth in markets for organic and ‘low intensity’ produce;

intense pressure on the viability of farms as businesses due to the collapse in prices and loss of overseas markets;

the increased availability and awareness of agri-environment schemes as an alternative to mainstream production price support; and

increased awareness by consumers of the benefits of purchasing local produce, for quality, freshness and supporting the local economy.

62


4.55 Furthermore, products produced in environmentally sustainable ways have the potential to deliver the following benefits.

Production of food and other produce to very high environmental and animal welfare standards, to meet rising consumer expectations.

The better management of environmental resources providing improved landscapes and enhanced biodiversity.

New uses for otherwise redundant industrial and agricultural buildings. A grant scheme for farm building conversion to employment uses to support local businesses would bring a double-benefit.

New sources of jobs and business investment.

Opportunities for recreation and better interpretation of the area’s natural and built heritage.

4.56 It is recognised that much of what is proposed under Strategic Theme 4 - stimulating the environmental economy of Rural Wrexham - is along the lines of actions proposed by the All-Wales and North Wales Agri-Food Partnerships. More locally, the Cadwyn Leader group is delivering the Celtic Cuisine brand, and developing supply chains linking local producers and processors with hotels and caterers. The local Coed Ceiriog project continues to develop local markets for sustainable timber.

4.57 The Wrexham Rural Strategy supports and embraces these national, sub-regional and local initiatives, and will act collaboratively with them to add-value to existing effort. One implementation route that will be investigated further in the use of LEADER+ to provide the technical support, funds and staff time needed for successful development and delivery. However, it will not be for the Cadwyn group alone - a partnership approach is required involving the participation of a range of partners.

4.58 The Rural Wrexham strategy can help to develop the local potential for environmentally responsible products by promoting, where it is able to do so, measures such as the following:

Development of robust local agri-food supply chains;

Building on the success of the North Wales Farm Timber conversion project and the local Coed Ceiriog woodlands project

63

A4.1 Diversifying the income base of the agricultural economyA4.2 Adding value to local produce and productsA4.3 Managing and enhancing the countryside heritage


Encouragement for the marketing of organic foods and products that result from environmentally responsible methods of production; and

Raising awareness and encouraging the take up of Tir Gofal in the Rural Wrexham area

4.59 Specifically, the Rural Strategy will promote the following operational objectives for the environmental economy:

Operational Objective A4.1: Diversifying the Income Base of the Agricultural Economy

4.60 The Rural Wrexham Strategy recognises that flexible and innovative assistance and support mechanisms - such as those piloted by the LEADER II initiative - are needed if the agricultural community is to diversify. The Strategy will seek to help facilitate the diversification of the local agricultural economy by helping to develop new, value-added markets for its agricultural and other environmental products. The Strategy will also encourage:

The linking and integration of agriculture with other types of on-farm economic activity, such as tourism and forestry, to help reduce the dependency of farm households on income from farming

Measures to strengthen agricultural supplier networks

Targeted business support and training to encourage more efficient management

Measures to facilitate pluriactivity (that is, off-farm income generation)

Facilitating introduction of best practice methods from successful models operating elsewhere.

64


Operational Objective A4.2: Adding Value to Local Agricultural Produce and Products

4.61 To increase the potential contribution of the agricultural and wider environmental economy to the Rural Wrexham area, it will be necessary to develop new, innovative and higher value products for which consumer demand is growing. The Rural Strategy will seek to capitalise on evident consumer trends by:

helping to stimulate local and wider demand for local agricultural produce, and in particular that produced in an environmentally responsible way, by promoting a stronger identity for locally produced foods and produce and establishing stronger links with local food retailers and catering outlets

supporting measures to improve product quality and facilitation of technical development of local produce and products

disseminating information to producers, processors, retailers, caterers and consumers about the availability, merits and potential of local produce, especially that produced in an environmentally responsible way

developing stronger supply networks for local produce and products, through awareness raising, targeted skills development, business support, support for marketing, access to finance for market research and investment in product development

integration and co-ordination of local demand with local supply networks.

Operational Objective A4.3: Managing and Enhancing the Countryside Heritage

4.62 The Countryside Council for Wales has recently (December 1999) proposed a four-fold expansion of the Tir Gofal agri-environment scheme. The Rural Wrexham Strategy will seek to maximise the potential of Tir Gofal to supplement farm income in its area, by raising awareness of the scheme and encouraging the development of markets in (environmentally responsible) products that can be promoted on the back of the scheme. The Rural Strategy will also seek:

to facilitate local training and employment opportunities in managing the natural environment;

to find new uses for redundant rural buildings and resources for their conversion (with an emphasis on conversion of buildings for employment-generating uses);

to facilitate the development of local access fora (proposed by Countrypride Council for Wales to balance the need for improved recreational access to the countryside with the needs of the environment and landowners); and

65

Adding value to local food produce and promoting local foods

Diversifying and strengthening the rural [non-food] economy


to encourage local, small-scale environmental improvements in support of economic diversification (including encouraging community participation).

Projects Proposed under the Agriculture and Environmental Economy Theme

4.63 The following projects are recommended for support and development under the Agriculture and Environmental Economy theme:


66


Project OutlineProject Name Adding value to local food produce and promoting local foodsTheme Agriculture and the Environmental EconomyObjectives To increase the potential contribution of the agricultural and wider

environmental economy to the Rural Wrexham area by promoting the production and local sale of responsibly produced foods

To disseminate information to growers, processors, retailers and consumers about the availability, merits and potential of environmentally responsible products from the Rural Wrexham area

To strengthen the local supply chain for environmentally responsible produce and products

To support measures to enhance product quality To facilitate the technical development of innovative products and

processes To develop the profile and identity of local products To create stronger links between producers, retailers and consumers To integrate and co-ordinate consumer demand with robust networks

for supply and distributionIssues/Opportunities To establish a database and to disseminate information on growers,

processors, retailers and customers (e.g. hotels, hostels, hospitals and the local authority itself through its school and other catering activities) about the availability, merits and environmental and health benefits of responsible food products

To strengthen the local supply chain for such products To support measures to enhance product quality and ensure

traceability To facilitate the technical development of innovative products and

processes (close collaboration with NEWI should be initiated) To integrate and co-ordinate consumer demand with robust networks

for supply (including slaughter, packaging, processing, and distribution) and retail outlets to the community

To co-ordinate with local/regional healthy food initiatives so as to combine food retailing opportunities with initiatives to improve diet and health

To collaborate with the National Taste of Wales initiative, national and regional agri-food partnerships, and local initiatives such as Cadwyn's Celtic Cuisine project.

Actions and Priorities

To identify a central site for farmer market in Wrexham (ideally located in the town centre) and develop weekly farmers market in collaboration with farmer’s representatives from the NFU, FUW and CLA.

To research and develop further the potential for local production of value added milk products e.g. cheeses, yoghurt, ice cream as well as home delivery and retail outlets for fresh milk

To support locally branded products such as Snowdonia Lamb and Beef and to develop new opportunities, such as for a 'Berwyn' lamb brand in collaboration with the Berwyn Farmers Society and the Welsh Food Partnership

To develop markets for organic vegetable supply and sales in the area To develop, in partnership with local hoteliers and restauranteurs,

increased local food sourcing and better integration between food production, catering and rural and cultural tourism

To consider establishing a dialogue with local supermarkets to seek to increase local sourcing and greater customer awareness of local products

67


Linkages The project links to others promoted under the Agriculture and Environmental Economy theme (4)


50 rural businesses assisted per annum 16 jobs created in businesses assisted per annum 40 jobs safeguarded in businesses assisted per annum £0.5 m in new private sector investment levered per annum


EAGGF; NAW; CCW; Cadwyn; farming unions; National Trust; individual farmers


WCBC; NAW; CCW; WDA; Cadwyn; farming unions; National Trust; HE/FE sector

68

Strategic Theme 5 – Community Development and Access to Services: facilitating communities’ and individuals’ access to services


Project OutlineProject Name Diversifying and strengthening the rural (non-food) economyTheme Agriculture and the Environmental Economy

Objectives To improve the supply chain for environmentally responsible products

To facilitate collaboration and networking between producers and end users and promote producers co-operatives as appropriate.

To actively encourage the use of local hardwood and other products in all local authority activities

To support joint-working between producers and processors to ensure high quality products

Issues/Opportunities To identify and analyse the opportunities for producing and primary non-food products in the area e.g. hardwood and associated products energy crops including coppice, fibre crops and chemical raw materials products

To support the development of a Coed Cymru-based, FSC-approved hard wood brokerage and storage facility

To encourage the expansion of Tir Gofal and participation of local farmers

To encourage the production of a range of craft products and encourage their sale in such outlets as Llangollen, National Trust at Chirk and Erddig, and in Wrexham itself

To target business support and training provision for rural and green producers

To build on the momentum achieved by local partners in developing the supply chain for farm timber

Actions and Priorities Awareness raising Establishment of groups and networks Research and development of new products Provision of business advice and counselling to groups Implementation of three pilot projects, such as the Ceiriog Gallery,

Ceiriog Wood station and the Ceiriog Woodland centre

Linkages The project links to others promoted under the Agriculture and Environmental Economy theme (4)


50 rural businesses assisted per annum 12 jobs created in businesses assisted per annum 30 jobs safeguarded in businesses assisted per annum £0.5 m in new private sector investment levered per annum


EAGGF; NAW; CCW; Forestry Commission; Cadwyn; farming unions


WCBC; NAW; CCW; WDA; farming unions; Cadwyn; Forestry Commission; Chirk & Ceiriog Valley Partnership

69

The proportion of community council areas without access to selected services:

%

Garage or petrol station 33% Permanent food or general store 33% Bank/building society facilities 53% Post office facilities 40% Childcare provision 20% Medical facilities (G.P., dentist, pharmacy, etc.) 79% Recreation facilities 20% Community meeting place 7%


4.65 The survey of community councils in Rural Wrexham has emphasised the crucial importance of communities' and individuals' access to key services. Nationally, provision for many important services are in decline in rural areas, and Rural Wrexham does not appear to have escaped the trend. In terms of local access to services, the key findings from our survey are set out below:

4.66 There are a variety of reasons for the decline in provision in rural local services. Small businesses running rural shops, garages, pubs and sub-post offices find it hard to compete with supermarkets and other retail multiples located in nearby towns, and rising car ownership means that it is easier for many rural residents to access town-based competitors. For publicly funded services, the pressure on providers to cut costs and achieve efficiencies has often led to pressure to close small schools, post offices, to amalgamate GP practices and to centralise provision of care. Changing social patterns have contributed to the decline of the rural pub, the rural shop and the parish church.

4.67 All of the above suggests that the pressure on rural services is likely to continue. The consequences of the decline mainly affect those households that have no or limited access to a private car. Disadvantaged groups affected by ‘transport poverty’ include:

20. the elderly21. those too young to drive22. people with health problems who are unable to drive23. adults in single-car households without primary access to a car (often females).24. adults on low incomes.

70

C5.1 Ensuring residents have access to key servicesC5.2 Enhancing essential community infrastructure


4.68 For these individuals, the availability and quality of public transport is crucial if they are to access services conveniently. Although multiple-car households are insulated from the direct consequences of declining rural services, almost everyone suffers indirect disbenefits. The loss of key services increases rural car traffic, and contributes to the loss of community and village identity. Also, people’s circumstances change, and if people’s access to car transport declines through disability, age and/or retirement, then for some the tenability of living in more isolated communities can be undermined. People of working age with teenage children also suffer from reduced public transport availability.

4.69 Our research (including findings from the community council survey) suggests, however, that Rural Wrexham currently possesses a reasonably adequate public transport service (although Sunday services are minimal). It is accepted, however, that links from most of Rural Wrexham to the large Wrexham Industrial Estate are less than ideal. Specific actions in support of enhanced public transport provision are not proposed, although it is recommended that the proposed Rural Strategy partners keep a ‘watching brief’ over the future provision of rural public transport services in Wrexham.

4.70 The response of the Wrexham Rural Strategy to the decline in quality and availability of rural services is to establish the following operational objectives:

Operational Objective C5.1: Ensuring Residents have Access to Key Services

4.71 It is considered appropriate for the Strategy to seek to retain privately-run-service providing businesses in the villages and communities of Rural Wrexham and to try to encourage the establishment of new service-providers where key services are lacking. Existing services – be they shop, garage or pub – face similar sets of problems. Moreover, increasingly in the smaller communities businesses are becoming multi-functional, and this trend is to be encouraged.

4.72 The Rural Strategy will consider the following actions to support local businesses in those rural areas and communities

Extending rate relief to key village services where the provider is the last remaining local business of its type (key services include shop, garage, post office and public house)

Supporting a village shop development scheme to encourage additional investment by businesses

71


Exploiting the potential for developing community access to information technology in village shops, post-offices, etc. As well as potentially supplementing income for rural businesses, IT offers opportunities for developing community information services and improving access to consumer products and services

Targeting business advice to rural service providers utilising mainstream networks via Business Connect

Promoting new services provision where they are lacking (such as Sesswick), including provision of grant assistance and business counselling and advice (using existing networks)

Encouraging the development of community business solutions to gaps in provision of important services - such as local retailing; childcare; care for the elderly, recruitment and training projects; community based tourism; etc.

Operational Objective C5.2 Ensuring Essential Community Infrastructures

4.73 Village halls and community meeting places are an essential component of rural life. Voluntary and group activities – such as youth clubs, pensioners’ clubs and child playgroups – each need somewhere to meet if they are to thrive. It is of concern that a significant number of the community councils surveyed in Rural Wrexham indicated that existing community meeting places are inadequate to meet local needs. It is also the case that many of the existing facilities would benefit from modernisation, refurbishment and re-investment, which would greatly enhance their value to and usage by the communities they serve.

4.74 It is therefore recommended that the Wrexham Rural Strategy embrace a village hall investment fund. The purpose of this fund would be to invest in providing new or improved village halls (where a clear need for such investment is identified by the local community) and upgrading of equipment or facilities housed in the halls.

4.75 Communities should be invited to come forward with proposals, but to qualify for support the community (via its community council) would need to identify clear community benefits from the potential investment. In order to demonstrate local commitment, community councils should be required to raise a proportion of the needed funding.

Projects Proposed under the Access to Services Theme

4.76 The following projects are recommended for support and development under the Access to Services theme:

72

Village Services Development Scheme Village Halls Fund Project Community Enterprise Support


4.77 Summary details of these initiatives are provided in the following project sheets overleaf

73


Project OutlineProject Name Village Services Development SchemeTheme (5) Community Access to Services Objectives Provision of grant aid to support investment in village shops to enable

them to broaden their appeal and secure additional custom


Key village services such as shops, garages, pubs and post offices face great competitive pressures and many have closed in recent years

The community council survey has established a 1999 baseline position; the challenge is to prevent further decline in the quantum and quality of services in rural areas

It is recommended that a grant support package be established to encourage fresh investment in existing businesses providing important services to rural residents

Greater use of information technology in rural shops as an adjunct to existing services and as a new source of community information

Actions and Priorities The proposal is that grant assistance be made available to village shops and providers of other essential rural services to support investment in businesses.

Eligible expenditure could include improvements to the sales area, investment in new equipment (freezers, chillers, etc.), expenditure needed to meet regulatory requirements; information technology; security measures; shop frontage improvements, etc.

It is important that the Village Services Development Scheme be co-ordinated with the delivery of business support and counselling targeted at helping rural service providers operate their businesses efficiently. The project is to complement activity supported by the Rural Wrexham Personal Business Advisors and would probably be dependent on the outcome of in-depth Business Reviews.

Linkages The project links to those promoted under the Access to Services theme (5) and to those supported under the Business Development theme (1)


20 rural businesses assisted 8 jobs created in businesses assisted 40 jobs safeguarded in businesses assisted £0.1 m in new private sector investment levered per annum


WCBC; WDA; NAW; National Lottery Charities BoardNew Local Regeneration Fund; Leader +; Objective 3


WCBC

74


Project OutlineProject Name Village Hall Investment Fund Theme (5) Community Access to Services Objectives The object of the fund is to invest in providing new or improved village

halls and other community meeting places where the community perceives the benefit of such investment.

Issues and opportunities

Village halls and community meeting places are an essential part of the fabric of rural life

The community council survey revealed that inadequacies existing in the existing set of community halls and meeting places

In the majority of cases the need was for new investment in improving and modernising existing facilities

In one case, however, (Sesswick) there is no existing facility

Actions and Priorities It is proposed that community councils be invited to submit proposals on an annual basis for improvements to existing facilities or, where the need clearly exists, for the creation of wholly new halls and meeting places

In some cases a sensible investment might be to convert existing facilities (such as school halls) for dual use. In these cases the fund could be used to meet the necessary costs of adaptation and provision of needed equipment.



One new community meeting place developed in Sesswick Two community meeting places refurbished or otherwise improved

per annum


WCBC; WDA; NAW; Wales Council for Voluntary Action; National Lottery Charities Board; New Opportunities Fund; New Local Regeneration Fund; Leader +; Objective 3


WCBC

75


Project OutlineProject Name Community Enterprise SupportTheme (5) Community Access to Services Objectives The object of this project is to encourage a community enterprise

culture in Rural Wrexham, by supporting local residents and community groups to establish their own businesses. Principally, these businesses will serve unmet local needs for services but will be encouraged to link into the wider business community. Better utilisation of existing local resources and assets - such as those found in the area's schools - will also be a priority.


The project will allow local people to develop a greater culture of entrepreneurship, providing a means of improving the skills of the resident population

The project will allow for the creation of viable local services that address unmet local needs

Community business ideas could include: farmers’ market; community tourism projects; childcare provision; recruitment and training; retailing (including, in communities where these facilities are lacking or under threat of closure - general store; garage; pub; post office, health care provision); telecottages; and community transport

Actions and Priorities Community business start-up support is proposed in the form of both pre-start and post-start assistance. There will be a strong emphasis on using community businesses in other rural areas (e.g. Powys and Gwynedd) as role models.

Groups investigating the possibility of setting up community businesses will receive start-up advice and counselling in areas such as business management and organisation, financial management, marketing, training of staff and (as appropriate) sector specific issues.

Community businesses may also potentially be eligible for grant assistance to assist with premises, equipment and working capital.

The project will also sign-post the availability of grant assistance and other forms of support available through existing networks and mechanisms

Support for local youth groups, sports clubs, health projects and community IT projects

The intention would be deliver community enterprise support within the Business Connect umbrella.



10 new community businesses created, by year 3 15 jobs created in community businesses, by year 3 £0.3m of investment levered into community businesses, by year 3


CELTEC; WDA; Business Connect; NAW; New Opportunities FundNew Local Regeneration Fund; Leader +; Objective 3


WCBC; CELTEC; WDA; Business Connect; Business in the Community

POLICY EVALUATION MATRIX

76


4.78 In Section 2, a series of policies and strategies (both current and proposed) that are of particular relevance to the Rural Wrexham Strategy were identified (the relevance of each of these documents is explained further in Appendix 2). Having set out the Strategic Themes and specific project proposals of the Rural Wrexham Strategy, it is necessary to draw out the important linkages between the Strategy and the wider policy environment in which it will operate. Our means of contextualising the Rural Wrexham Strategy is to construct a policy evaluation matrix.

4.79 The policy matrix set out in Figure 4.2 sets out the main linkages between the Rural Wrexham Strategy (in terms of its defined operational objectives) and the objectives of the national, sub-regional and local strategies identified in Section 2. Figure 4.2 confirms there is considerable synergy between the policy objectives, most clearly in the development of business and competitiveness, an investment in human resources, and in the rural and agricultural development of Wales.

4.80 Again, it is stressed that many of the policy documents include strategies, action plans and resources that can potentially be of assistance to the Council and its partners in addressing the problems and issues that exist in Rural Wrexham. It will be particularly important to exploit - and develop further - there linkages if successful cases for additional funding support are to be made.

77

Figure 4.2: Evaluation Matrix of the Policy Framework for the Rural Wrexham Strategy

Contribution of the Wrexham Rural Strategy to the Objectives of:

National Development Strategy for

Wales

Rural Development

Plan for Wales

Farming for the Future

Rural Partnership for Wales

Objective 3 Programme

for East Wales

Leader + Programme

WDA Corporate

Plan

Wales & North Wales

Tourism Strategies

CELTEC Corporate

Plan

Wrexham Economic

Development Strategy

Wrexham Tourism Strategy

Wrexham UDPAnd

Integrated Transport Strategy

Developing innovation and entrepreneurship • • • • • • • •Raising the productivity and performance of business • • • • • • • • • • •Equipping business for the future • • • • • • • • • •Developing an efficient and effective labour market • • • • • •Developing the skills and potential of the workforce • • • • • • • • • •Developing a distinctive and attractive tourism product • • • • •Providing and maintaining an integrated tourism product • • • • •Developing sustainable tourism • • • • • •Diversifying the income base of agriculture • • • • • • •Adding value to local produce • • • • •Managing the environmental heritage • • • • • •Ensuring community access to services • • • • •Enhancing community infrastructure • •


5. IMPLEMENTATION, PERFORMANCE AND REVIEW

5.1 It is important that effective mechanisms are put in place to ensure that the actions identified in the Strategy are progressed; and to ensure that the Strategic Objectives established for the Strategy are ultimately realised. The recommended structure for implementation and review is set out in this Section under the following headings:

Recommended structure for implementation within the County Borough

Wider partnership mechanisms

Partnerships with the local community

Performance targets and indicators

The recommended monitoring and review process

STRUCTURE FOR IMPLEMENTATION: WREXHAM COUNTY BOROUGH COUNCIL

5.2 The recommended structure for ensuring implementation of the Strategy is set out below.

It is recommended that ‘ownership’ of the Strategy within the local authority lies with the Council's Executive Board. Regular supervision of the Strategy should be the responsibility of a Steering Panel. It is suggested that the Group receives bi-annual progress reports and meets every six months.

It is recommended that the rural development officer - reporting to the Chief Economic Development Officer - take responsibility for the day-to-day management and implementation of the Rural Strategy.

It is recommended that for each of the Strategic Themes within the Strategy a lead officer be identified. Although it is anticipated that for some themes the lead officer will be the Council’s rural development officer, for certain individual topic areas included within the Strategy, it is probably more appropriate that additional Council officers be nominated for a lead role in implementing elements. For example, it is suggested that the implementation of rural tourism projects within the Strategy be the responsibility of the Council’s tourism officers. Similarly, the business development elements of the Strategy should be led by a senior officer in the Council’s Business Development team.

79


The role of the lead officer nominated to cover each ‘theme’ is to ensure that actions in their respective areas of responsibility are progressed. Part of their role is also to provide advice and support to fellow-officers and colleagues in other organisations and partner groups who have part-responsibility for implementing project actions.

For each action, it is recommended that a nominated officer be identified with responsibility for progressing that action. For many actions it may be that the lead officer and the nominated officer be the same person – but this may not necessarily be the case.

5.3 In general the Strategy ensures that proposed actions can be implemented without the need for additional staff, although some re-prioritisation of staff time might be required. There are several possible exceptions to this principle:

The implementation of the Business Growth and Development theme may require a resource that could be provided through Wrexham Enterprise. It may also be possible to arrange a secondment to the local authority (via, for example, Business in the Community) for a fixed term, to minimise the financial implication for the Council (and to help ensure that the appointee has first-hand and recent coal-face knowledge of business development issues);

The delivery of the non-food elements of the Agriculture and Environmental Economy theme is anticipated to lie largely within the province of the Council’s Coed Cymru officer. It is assumed that the officer’s time can be re-prioritised if necessary, although significant changes are not anticipated to be necessary; and

The implementation of the food elements of the theme would ideally be undertaken by the Cadwyn LEADER group. This suggestion is particularly apt given the potential for cross-boundary collaboration with Denbighshire and private sector actors in Llangollen. It would also be more efficient to capitalise on the fund of expertise and experience to be found in the Cadwyn group. The difficulty, or perhaps, rather, the uncertainty, is that Cadwyn operates within the Objective 5(b) area only (and, of course, the future functions and priorities of Cadwyn is yet to be determined). We suggest, however, that discussions be commenced by Cadwyn partners to investigate the possibility of Cadwyn being contracted by Wrexham CBC to implement food development initiatives throughout the entirety of the defined Wrexham Rural area. It is understood that there are precedents for this type of approach elsewhere in Wales (for example, Antur Teifi and SPARC)

80


WIDER PARTNERSHIP MECHANISMS

5.4 A major implication of the Rural Wrexham Strategy is that successful delivery will depend to some large extent on the County Borough working in partnership with others. It is important that there are mechanisms through which action can be co-ordinated, and joint-actions agreed among the responsible agencies. In many instances this can be achieved through established mechanisms. For example, the North Wales Economic Forum and the North East Wales Partnership and the Cadwyn structures provide a basis for (within-Wales) cross boundary co-operation across a range of themes.

5.5 Other partnerships are likely to be much more project-specific in nature, pulling in key players as necessary, including enablers and local partners. This approach will be key to developing, assessing, prioritising, programming and financing projects.

5.6 There is also a need for a pragmatic approach to co-operation with neighbouring local authorities, including those in Shropshire and Cheshire. Good examples already exist in Rural Wrexham - such as the Llangollen Canal Corridor Group.

5.7 It is recommended that a Rural Working Group be established to discuss delivery issues and arrangements for enhancing delivery across the range of themes embraced by the Strategy. Invitations for initial membership of the Working Groups should be extended to the WDA, CELTEC, CCW, WTB, NFU/FUW and Cadwyn, but other ‘strategic’ organisations can be invited as considered appropriate by the Working Group members8.

5.8 The Working Group partners should consider inviting representatives of the voluntary sector (e.g., AVOW) and the rural community councils onto the Group to represent wider interests. Assuming that the Rural Wrexham Business Network is established, it may also be appropriate to invite a representative of that group onto the Working Group to represent the private sector. Cross-border issues within themes such as tourism will continue to be the responsibility of local tourism officers who will keep the rural partnership informed on progress.

5.9 It is suggested that the Working Group also be responsible for taking the lead on projects and other activities where cross-border co-operation (that is, with local authorities and/or agencies in England) would be advantageous. Examples might include several strands of rural tourism development activity, and the development and promotion of environmentally sensitive products.

8 For example, representatives of neighbouring local authorities could be invited to join.

81


PARTNERSHIP WITH THE LOCAL COMMUNITY

5.10 Local community partnerships are crucial to the success of the Wrexham Rural Strategy. It is important, therefore, that the partners work with and through the community as partners in the development and implementation of the Rural Strategy. The active involvement of community councils, businesses and residents will be achieved primarily through their partnership in individual projects undertaken under the auspices of the Strategy, but communities and individuals will also have considerable opportunity to influence the future development of the Strategy.

5.11 The County Borough Council should also report regularly to the community councils and to the wider public on progress with implementing the Strategy. A short progress report should be prepared (say, on a six-monthly basis) and sent to the community councils. Copies of this report could be incorporated within appropriate Council publications and posted on the Council’s web site.

PERFORMANCE INDICATORS AND INDICATIVE TARGETS

5.12 It is proposed that a series of indicators be established that address the particular features of the Rural Wrexham area and will assist in monitoring the impacts of the Rural Strategy. The performance measures that are proposed have been developed in the context of the Strategy’s vision and mission statement, as well as the five Strategic Themes. Regular review of performance will also assist in the evolution and refinement of the Strategy and in future action planning.

5.13 Before setting out the proposed set of indicators, some important concepts must be recognised. At the core of both prior appraisal and final evaluation of economic development initiatives is the assessment of programme outputs, outcomes and process. It is important to understand these terms and the relationships between them.

Outputs are the apparent direct results of programme activity. Government guidance provides a long list of output measures from which local partnerships can choose the ones which are most appropriate. Examples include jobs created, number of training weeks provided and number of new visitors (and their spend) attracted.

82


Outcomes, or impacts, are changes in socio-economic or physical conditions in the target area which are due to the programme. The final objective of economic development or regeneration initiatives is to improve these local conditions. Final objectives relate to impacts. Outputs, therefore, are worthwhile only if, directly or indirectly, they produce impacts. The outputs being achieved may translate into the desired outcomes, or they may not. The reason for discrepancies between outputs and outcomes is that socio-economic conditions are affected by many factors other than regeneration programmes.

5.14 It is considered that indicative targets should be set at stretching but realisable levels. We have set out project-level output targets for each of the proposed project activities in the pro forma summary sheets in Section 4. The initial targets for outcomes are set out in Table 5.1 overleaf. These will be reviewed and may be revised as part of the project development, prioritisation and funding procedure. It is important to stress however, that initial indicative targets are provided here for guidance purposes only. The question of targets for project outputs and Strategy outcomes will need to be revisited in more detail as part of the process of developing the Rural Strategy into a rural Action Plan. This process will be influenced by detailed discussion with partners in respect of individual candidate projects.

5.15 It is recommended, however, that the Rural Strategy Steering Panel formally reviews the outcome targets after three years (that is, 2003). This should be a full review, including a stock take of baseline trends and an analysis of performance against targets for outputs and interim outcomes. If necessary, outputs and outcome targets can be adjusted at this stage (for example, to take into account major changes in macro-economic conditions).

83

Table 5.1: Initial Targets for Outcomes and Overall Performance IndicatorsStrategic Theme Baseline Year Indicative Targets 2003 Indicative Targets 2005 Sourceand Recommended Indicator

(1) Business Growth and Development

Number of business establishments in Rural Wrexham

1,175 1997 1,200 1,230 NOMIS

Number of business establishments in high-tec industries (DTI definition)

25 1997 30 35 NOMIS

Total employment in Rural Wrexham (including Holt)

15,460 1997 15,650 15,900 Annual employment survey

Total employment in Rural Wrexham (excluding Holt)

7,520 1997 7,670 7,900 Annual employment survey

(2) Skills and Training

Unemployment rate in Rural Wrexham 2.9% Apr-99 2.5% 2.0% NOMIS

Long term unemployment rate in Rural Wrexham

14.8% Apr-99 12.0% 10.0% NOMIS

Youth unemployment rate in Rural Wrexham

28.2% Apr-99 25.0% 20.0% NOMIS

Proportion of employment in high-tec industries (DTI definition)

5.8% 1997 6.5% 7.5% NOMIS

(3) Sustainable TourismProportion of employment in tourism 5.2% 1997 6% 7% Annual employment survey

(4) Agriculture and the Environmental Economy

Number of full-time agricultural holdings 370 1995 350 350 FRCA

Agricultural employment in Wrexham 1,100 1995 1,050 1,050 FRCA

(5) Access to ServicesProportion of community council area's with access to important services

Proportion of community council areas with access to: garage or petrol station (66%); permanent food or general store (66%); banking facilities (47%);and post office facilities (60%).

1999 garage or petrol station (75%); permanent food or general store (80%); banking facilities (55%); and post office facilities (75%).

garage or petrol station (80%); permanent food or general store (85%); banking facilities (60%); and post office facilities (85%).

Bespoke community council surveys required in 2003 and 2006

Proportion of community council area's with access to modern community meeting place

One community council area – Sesswick - lacks a modern meeting place. Other area’s facilities require modernising

1999 All community councils to possess a meeting place

All community councils to possess at least one modern, refurbished community meeting place

Bespoke community council surveys required in 2003 and 2006


MONITORING AND REVIEW

5.16 It is essential that the Rural Strategy be subject to regular monitoring and review. It is suggested that the following cycle be adopted:

Quarter Action1 Council approves Rural Strategy

First meetings of Steering Group and Rural Working Group to discuss action planning2 Report on progress to end of 3 months

Working Group meet to discuss draft action plan3 Report on progress to end of 6 months

Steering Group and Working Group meet to finalise action plan4 Report on progress to end of 9 months

Rural Working Group meet1 Presentation of annual reports to Steering Group

Agreement of Strategy Action Plan Distribution of annual report and revised action plan to community councils Posting of annual report and action plan on Council’s web site

2 Report on progress to end of 3 months of Year 2 action plan Rural Working Group meet

Etc. Etc.

5.17 The key features of the process of review are:

The quarterly reporting of progress to the Rural Working Group

Bi-annual reporting of progress to Strategy Steering Group

Annual review and updating of the action plan by officers, council members and representatives of the Rural Working Group

Annual opportunity for the community councils, businesses and the wider public to comment on the annual report and the revised action plan

Use of the internet to facilitate wider dissemination of information and opportunities for feedback on the annual report and the revised action plan

5.18 The envisaged process of developing the Strategy and the detailed Action Plan for Rural Wrexham is illustrated in Figure 5.1 below.

86

• Wrexham's Rural Development Strategy • 87

Figure 5.1Rural Development Strategy: The Envisaged Action Plan Process

From Consultation to Implementation of the Action Plan

WCBC Scrutiny

Panel

Consultation on draft Rural Development

Strategy

WCBC Scrutiny

Panel

Review and finalise Strategy in light of

comments

Approval of final Strategy by

Executive Board

Discuss, assess, cost evaluate and

prioritise projects under each strategic

theme

Identify lead officers and

delivery partners for each theme

Establish Rural

Working group

Incorporation into a single strategy Action

Plan

Rural Working Group

WCBC Scrutiny

Panel

Approval of first Strategy Action Plan

by Rural Strategy Steering Panel

Implementation of the Strategy Action Plan

Nominated officer to deliver individual

projects with Rural Working Group

Partners

March & April

End of April

May

May

August

September

October

October


5.19 It is also reiterated that although the emphasis during the development of this consultative draft strategy has been on 'sustainable employment', it is fully intended that the 'environment' and 'community development' elements of the integrated approach will be investigated in greater depth as part of the further stages of action planning activity.

88