Wrthi'n llwytho
Adolygodd y pwyllgor ei raglen waith, y Cynllun Rheoli Cyrchfan ar gyfer twristiaeth a'r gwasanaeth cyflogaeth Cymunedau am Waith Plus. Cytunodd i amserlennu adroddiad SMART Towns ar gyfer mis Ionawr 2025, a chefnogodd y drafft o'r Cynllun Rheoli Cyrchfan, a fydd yn cael ei gyflwyno i'r Bwrdd Gweithredol (cabinet y cyngor). Dywedodd ei fod yn cefnogi'r gwasanaeth cyflogaeth yn llawn, a chytunodd i gefnogi rhagor o gyllid ar ei gyfer.
Apologies for absence were submitted on behalf of Councillors Colin Jarvis, Paul Rogers, Kate Wilkinson and Andy Williams.
AGREED: That the minutes held on 6 November 2024 be signed as a correct record.
Members were reminded of their responsibility, under Paragraph 11 of the Members’ Code of Conduct, to declare any interests in relation to any of the business to be transacted at this meeting. The following declarations were made:- Item Agenda 6:- Destination Management Plan Councillor Andy Gallanders – Personal and non-Prejudicial – the Councillor was a member of “This is Wrexham”and an owner of a City Centre Business Councillor Gary Brown – Personal and non-Prejudicial – the Councillor works for Caia Park Partnership. Councillor Marc Jones – Personal and non-Prejudicial- the Councillor was a volunteer Director for a City Centre Business. The Councillors remained in the meeting taking part in the discussion and voting thereon.
Y penderfyniad fel y'i cofnodwyd
AGREED:- i) That the SMART Towns report be scheduled for the January 2025 meeting. ii) That the report on Support Provision for Businesses in Wrexham be scheduled for the March 2025 meeting. iii) That the Economic Development Prosperity Strategy, component parts be considered at the meetings between February to April 2025. iv) That further discussions be held with Chair/Vice-Chair, Lead Members and Officers with regard to scheduling outstanding reports in respect of the Gateway Delivery Plan, Ty Pawb and Markets, City of Culture and Anti- Poverty Strategy.
Rhaid i gynghorwyr ddweud pan fydd ganddyn nhw gysylltiad personol â rhywbeth sy'n cael ei drafod, fel swydd, eiddo neu aelod o'r teulu. Mae buddiant sy'n rhagfarnu yn ddigon cryf i'r cynghorydd adael yr ystafell fel arfer a pheidio â chymryd rhan.
Andy Gallanders: Buddiant personol ar Destination Management Plan
Yn aelod o This is Wrexham ac yn berchen ar fusnes yng Nghanol y Ddinas. Datganwyd fel buddiant personol nad yw'n rhagfarnllyd.
Gary Brown: Buddiant personol ar Destination Management Plan
Yn gweithio i Caia Park Partnership. Datganwyd fel buddiant personol nad yw'n rhagfarnllyd.
Marc Jones: Buddiant personol ar Destination Management Plan
Yn gyfarwyddwr gwirfoddol i fusnes yng Nghanol y Ddinas. Datganwyd fel buddiant personol nad yw'n rhagfarnllyd.
Dyw'r cyngor ddim wedi cofnodi presenoldeb ar gyfer y cyfarfod hwn.
Yn rhestru cynghorwyr presennol y cyngor yn unig. Nid yw aelodau cyfetholedig, swyddogion a chyn-gynghorwyr yn cael eu dangos.
The Chief Officer for Governance and Customer submitted a report (COGC/99/24) asking Members to consider the revised work programme of the Employment and investment Scrutiny Committee. The Scrutiny Facilitator introduced the report and highlighted the main points below:- · The Smart Towns Report, originally scheduled for February 2025, will now be presented at the January 2025 meeting. · The Support Provision for Businesses in Wrexham report will be moved to the March 2025 meeting to accommodate the Smart Towns report in January 2025. · The Economic Development Prosperity Strategy report will be scheduled between and February and April 2025. The committee discussed several points related to the work programme and upcoming discussions: · Members requested discussions take place on scheduling the Gateway Development Plan, City of Culture application, and Markets/Ty Pawb reports. The Chair and Vice Chair will consult with officers to finalise timelines. · The committee planned to align its discussion of the anti-poverty strategy with the Safeguarding Communities and Wellbeing Scrutiny Committee. AGREED:- i) That the SMART Towns report be scheduled for the January 2025 meeting. ii) That the report on Support Provision for Businesses in Wrexham be scheduled for the March 2025 meeting. iii) That the Economic Development Prosperity Strategy, component parts be considered at the meetings between February to April 2025. iv) That further discussions be held with Chair/Vice-Chair, Lead Members and Officers with regard to scheduling outstanding reports in respect of the Gateway Delivery Plan, Ty Pawb and Markets, City of Culture and Anti- Poverty Strategy.
Members of the Committee agreed that Item 6 be brought forward and taken at this time.
Y penderfyniad fel y'i cofnodwyd
AGREED: i) That the Employment Business and Investment Committee supports the approval of the draft Destination Management Plan that will be reported to the Executive Board. ii) That the associated Action Plan be extended to cover a 5 year period. iii) That the Plan be reviewed by the Committee prior to approval. iv) That work be undertaken to identify opportunities with Visit Wales for the development of visitor stop over sites.
Members declarations of interest in relation to this item are set out in Minute 16 above). The Chief Officer for Economy and Planning submitted a report (COEP/99/24) that considered the progress of the Destination Management Plan, against its priorities and updated Action Plan, together with details of how the tourism offer was being maximised. The Lead Member for Economy, Business, and Tourism presented the report and highlighted the main points within it. Joe Bickeon, Regeneration Project Manager, provided an update on Wrexham's Destination Plan that comprised of: • Significant achievements, including a 92% increase in tourism since 2012, enhanced visitor facilities, growing local engagement through the Tourism Ambassador Scheme, and expanded promotional efforts across regional and international channels. • Key initiatives: including skills development for the hospitality sector, the launch of the “Welcome to Wrexham” website, and the introduction of the Destination Management Plan to support sustainable growth. • High-profile media exposure and local business collaborations further reinforced Wrexham's growing appeal as a travel destination. Members discussed the following: · The proposed Welsh tourism levy was still in early stages and will not take effect until at least 2027. · The tourism levy would apply only to overnight stays, not restaurants or attractions, and further consultation will occur with the tourism sector. · Wrexham currently had eight hotels, and a new 16-room hotel was planned. There was still a need for more accommodation for the growing tourism sector. · The Tourist map was updated annually by the Wrexham Tourism Partnership. Recent updates included corrections, and the map will be further updated to reflect all attractions. · “This is Wrexham” is a collaborative partnership with 75 members from various sectors. It will evolve into a Community Interest Company (CIC) by 2025 to better support the hospitality sector and secure more resources. · New businesses can join “This is Wrexham” starting January 2025, with a target of 100 members. A new 10-member board will oversee the partnership. · “This is Wrexham” Plans included a food challenge in early 2025 and a tourism awards ceremony in March. The focus was on PR and raising awareness of Wrexham’s offerings. · The hospitality sector faces challenges with rising costs. The Community Interest Companies (CIC) will provide a framework for targeted support, but infrastructure and accommodation capacity will still need investment. · Tourism expansion should benefit both the City Centre and surrounding communities. Rural areas offer potential as key visitor bases. · A Destination Management Plan and Economic Prosperity Strategy were in development, focusing on urban and rural tourism needs and infrastructure. Attractions like the Brymbo fossil site will also drive tourism. · The International Sheepdog Trials will be held in Chirk in September next · It was reported that the Lemon Tree in Wrexham had a 91% occupancy rate for his business, up from 85% earlier, based on full-year data since December. Across Wrexham occupancy rates surpassed the industry standard for Wales, which was typically around 60%. · Wrexham’s strong corporate market and connectivity to major cities and North Wales destinations were key factors in its success. · Focus Wales were congratulated for their UK Festival Award win in the "Initiative for Emerging Talent" category, a significant recognition for their work. · Despite being a small Team the events team has successfully managed large events like the Victorian Christmas Market and was working to grow events like Moto fest · The Tourism Visitor Centre was busy, handling about 300 visitors daily, and was optimistic about meeting its income targets. · The Destination Management Plan (DMP) was still in draft form and has not been ratified by the Executive Board. · The "amber" status on 2025 actions for the DMP reflected challenges in maintaining momentum, especially with Wrexham's new city status and growing international tourism. · There was growing demand for campervan facilities, especially among European tourists. Development of such sites could quickly add visitor bed capacity. · The draft status of the DMP could hinder funding opportunities. · The growing demand for glamping sites in Wrexham was highlighted, · There was a need to boost local involvement in Wrexham's events and attractions. · The ambassador scheme was praised and it was noted that it was available to secondary school pupils. · Whilst the events team work to promote exposure on events, external media companies sometimes limit publicity. Despite these challenges, it was emphasised that Wrexham being chosen for such events was a positive step and helped raise the town's long-term profile. · It was explained that the DMP extension would likely involve adapting the current draft with a longer-term vision and simplifying action points for the five-year period. · A business representative, praised the city's rising tourism numbers, citing community collaboration as a key factor and expressed optimism for the future. AGREED: i) That the Employment Business and Investment Committee supports the approval of the draft Destination Management Plan that will be reported to the Executive Board. ii) That the associated Action Plan be extended to cover a 5 year period. iii) That the Plan be reviewed by the Committee prior to approval. iv) That work be undertaken to identify opportunities with Visit Wales for the development of visitor stop over sites.
Y penderfyniad fel y'i cofnodwyd
AGREED:- i) That the Employment Business and Investment Scrutiny Committee to receive a future update report on the work of the service. ii) That the Employment Business and Investment Scrutiny Committee fully supports the work of the service and recognise the value it delivers. iii) That the Employment Business and Investment Scrutiny Committee supports further funding for the future provision of the service.
The Chief Officer for Economy and planning submitted a report (COEP/100/24) that provided an update on the progress of the Council’s employment Support Service ‘Communities for Work Plus’. This included changes of the programme and also provided up-to-date performance and finance information. The Lead Member for Economy, Business, and Tourism highlighted how the report focused on key initiatives and outcomes, supported by a presentation from Tristan Thomas, Community Employment Programme Manager, and the Community Support Plus team. The presentation covered topics including an overview of the programme, the 24/2 provision, referral processes, the role of Community Employment Mentors, pathways to employment, local performance outcomes, and funding for the Communities for Work Plus programme (2018–2025). It also addressed community activities, drop-in sessions, redundancy support, targeted job fairs, engagement with HMP Berwyn, the Employer Engagement Officer's role, social media strategies, and Wrexham-specific Communities for Work Plus efforts. The following was discussed: · It was clarified that Community Work Plus was voluntary, meaning they did not force people to participate. · The Mentors approach was built on a voluntary, supportive relationship, which was thought more effective and rewarding than mandatory programs. · Officers expressed the challenges of presenting long-term planning, due to the funding process for the service. · A three-year funding model would provide more stability and allow for staff retention. · The programme, funded by the Welsh Government, primarily targeted long-term unemployed individuals or those economically inactive. However, efforts have been made to be inclusive especially in areas such as working with parents in temporary accommodation and addressing their childcare issues. · A major barrier for single parents, especially mothers, was the difficulty in finding work that fits around childcare, typically limited to school hours. The team is working with local agencies and offering practical support, such as funding for CRB checks and transport to overcome these barriers. · Whilst some local employers are flexible and supportive, others were resistant to changing their practices to accommodate workers' needs. · Colleges still offered community and adult-based learning, and worked closely with the team on those initiatives. · The Communities for Work team was well-integrated within the regeneration section, collaborating effectively with business support teams, and fostering relationships through initiatives like the Leadership Alliance. This approach has led to businesses and community leaders coming together to shape the agenda and drive progress, especially around gender imbalances in various industries. · It was highlighted that gender stereotypes, especially in industries such as construction, were being actively addressed, aiming to influence younger generations and their parents. · Appreciation was expressed for the presentation, commending the valuable work being done to help people re-enter the workforce, particularly those who may feel marginalised. · Members acknowledged the positive impact of such initiatives, noting the potential for improving lives and outcomes. AGREED:- i) That the Employment Business and Investment Scrutiny Committee to receive a future update report on the work of the service. ii) That the Employment Business and Investment Scrutiny Committee fully supports the work of the service and recognise the value it delivers. iii) That the Employment Business and Investment Scrutiny Committee supports further funding for the future provision of the service.