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Agenda and minutes

Venue: Council Chamber, Civic Offices Angel Street Bridgend CF31 4WB. View directions

Contact: Democratic Services team 

Items
No. Item

163.

Declarations of Interest

To receive declarations of personal and prejudicial interest (if any) from Members/Officers in accordance with the provisions of the Members Code of Conduct adopted by Council from 1 September 2008 (including whipping declarations)

 

Minutes:

None

164.

Corporate Plan 2018-2022 Reviewed for 2020-21 pdf icon PDF 77 KB

Invitees:

 

All Cabinet Members and CMB

 

Additional documents:

Minutes:

The Interim Head of Finance and S151 Officer advised members that firstly the Corporate Plan had been refreshed for 2020-21, following a corporate planning process carried out between October 2019 and January 2020 with many within the organisation involved in the process, including a bottom up as well as a top down inclusive process this year. Secondly, there was a much greater focus on the Future Generations of Wellbeing Act principles and thirdly, the report focussed on what the authority was trying to improve and the resources needed, which was evident in the ambitions set out.

 

Members raised the issue that there was no specific reference to climate change within the report and felt, as a committee, this was a rapidly growing issue and needed to show the position the authority was in. The Chief Executive noted that this was clearly something that had gathered momentum and recognised this. He confirmed that a report was going to Cabinet in April.

 

A member noted the figures in relation to Homelessness on Page 10 and sought confirmation of the progress being made – are we helping all our homelessness and who are we leaving out?  The Cabinet Member for Future Generation and Wellbeing explained that she had recently visited both the Huggard and Ty Tresillian provisions in Cardiff, along with the Group Manager for Housing and the Head of Partnership Services and acknowledged the relationship with Cardiff and noted the ongoing piece of work to see how a provision could be provided within the borough. 

 

The Member further recognised that there were people who were unable to be helped and that may fall through the net and asked what was being done. The Corporate Director Social Services and Wellbeing acknowledged that many of these cases had mental health problems, but noted that a lot was being done to prevent them becoming homelessness in the first place.  There was ongoing work with those that had lower level mental health problems. In terms of reaching out in the community, they were provided with help as part of their families. This was an issue not just supported by housing.

 

 

A member felt that the Education list on Page 10 should show Welsh Schools as a separate category.


A member noted that the last line of Page 12 stated a ‘good’ place for people to live, work, study and visit felt that this should say ‘great’. The Chief Executive acknowledged this but explained that the challenge is trying to
match the ambition at the front of the document with the actions in the rest of the document, however he was happy to make the suggested change.

 

A member noted a number of projects listed on page 16, which would deliver the outcomes to help Bridgend thrive over the long term and enquired how far are were along with these projects e.g. City Deal.  The Chief Executive reminded members and officers that this was a long-term programme, where little would happen within the first two years, although  ...  view the full minutes text for item 164.

165.

Budget Monitoring 2019-20 - Quarter 3 Revenue Forecast pdf icon PDF 188 KB

Invitees:

 

All Cabinet Members and CMB

 

Additional documents:

Minutes:

The Interim Head of Finance and S151 Officer presented the report to Members with an update on the Councils revenue financial position as at 31 December 2019. By way of background, she explained that the on the 20 February 2019, Council approved a net revenue budget of £270.809 million for 2019-20. Table 1 showed the comparison of budget against projected outturn at 31 December 2019.  4.1.2 showed a net underspend of £798k and 4.1.3 the reason for the underspend. The Prior Year Budget Reductions were shown in 4.2.1 onwards. Table 2 showed that of the £2.342 million outstanding reductions, £1.795 million is likely to be achieved in 2019-20, leaving a shortfall of £547k. The revenue budget monitoring to 31 December 2019 was shown at Appendix 3.

 

A member noted that on page 58 of the report the Schools’ delegate budget showed that at Quarter 3, 46% of all schools were projecting a deficit budget and expressed concern that some schools were more resilient that others and that for some schools this may mean that pupils lose out on extra curriculum opportunities.  The Corporate Director Education and Family Support recognised that the figures tell a story with over half of our schools in deficit budget. He expressed concern that about 3 or 4 schools had severe deficits. He explained however that Brynteg has done a great job of reducing their deficit and it was expected they will break even but he noted the that is was challenging for small schools as the number of pupils relate to the budget. He confirmed that he met with all head teachers on a termly basic and explained about the financial performance and monitoring board, who go line through line of the budget. He noted additional support grants were also available.

 

A member asked whether older schools were disadvantaged in terms of greater expenditure in respect of maintenance, and whether they received the same amount of funding.  The Deputy Head of Finance explained that each school was funded mainly on the basis of the floor area; if schools are a similar size they get a similar amount, but the condition of the building is also taken into account, which is reflected in a condition factor weighting. It was something that was considered regularly to make it sure the funding is targeted to where it is needed, and looked at with the school budget forum to ensure funding is fair.

 

A member noted on page 61, the paragraph on Looked After Children and noted that it was clearly outlined why there was an overspend. He asked what was happening across Wales and whether there was any leadership coming out of Welsh Government (WG) to support the 22 authority’s to manage the procurement and if the information on good practice could be shared. The Corporate Director Social Services & Wellbeing explained that this was a much-pressured area and the council has been hugely supportive in terms of LAC and management of the budget. What the report did not  ...  view the full minutes text for item 165.

166.

Capital Strategy 2020-21 Onwards pdf icon PDF 288 KB

Invitees:

 

Councillor Huw David, Leader

Councillor Hywel Williams, Deputy Leader

Gill Lewis, Interim Head of Finance and S151 Officer

Nigel Smith, Finance Manager

 

Additional documents:

Minutes:

The Interim Head of Finance and S151 Officer began by saying that she was indebted to the Deputy Head of Finance and the Interim Group Manager – Chief Accountant in terms of the Capital Strategy. She continued by explaining that the controls around Capital Expenditure were based on legislation and this was the second report, following the requirement to publish a Capital Strategy last year. The Capital Strategy is presented to Council as a Policy Framework document and links with the Corporate Plan, Treasury Management Strategy (TMS), Medium Term Financial Strategy (MTFS) and the Council’s Asset Management Plan (AMP). The MTFS has 13 principles, 3 which refer to the Capital Programme. Section 2 talks about capital expenditure and table 1 on page 91 sets out the estimates of capital expenditure and table 2 the Capital financing. Section 3 is linked to the wellbeing objectives, previously the corporate objectives, with other key drivers the asset management requirements and health and safety works plus commercial activities.  The rest of section 3 links to the objectives of capital security, liquidity and then yield. Section 4 sets out the financial context, section 5 looks at capital expenditure bids, section 6 governance and risk management and section 7 knowledge and skills.

 

The Deputy Head of Finance noted that whilst the report had been updated, figures would change for the final version to be presented alongside the MTFS in February, in line with the updated capital programme.

 

A member noted on page 97, that the table seemed to show a variety of jumps in terms of total borrowing and long-term liabilities e.g. £117m in 18-19, £130m in 20-21, £135m in 21-22 and £143m in 22-23 and asked if there was any particularly reason for 2021 looking very different. The Interim Group Manager – Chief Accountant explained that the debt increase next year related to the increase in spending on the Capital Programme and related increase in borrowing.

 

A member noted the guiding principles on page 89, and understood that the Corporate Plan drives capital investment, but how do we ensure parity across all four corners of the borough.  He further asked what was being done to manage the risk and remain in budget.  The Deputy Leader explained that there was a whole borough approach whilst considering areas of priority e.g. Maesteg Town Hall.  We will consider if we can get match funding to support that project e.g. sea defences in Porthcawl. In terms of managing the risk, that is a far more difficult exercise, and you can over estimate to make sure you come in budget. You can either put the risk on the authority or on the contractor, who carries that risk. We need to manage that and have a happy medium.   The Interim Head of Finance and S151 Officer echoed the Deputy Leader, confirming that this had been previously raised at council, and that we rarely see schemes come in under budget. Either you try really hard to get it as accurate as possible,  ...  view the full minutes text for item 166.

167.

Service Delivery Plan - Our Strategic 5 Year Vision pdf icon PDF 84 KB

Invitees:

 

Susan Cooper, Corporate Director, Social Services and Wellbeing

Councillor Phil White, Cabinet Member – Social Services and Early Help

Laura Kinsey, Head of Children’s Social Care

Jacqueline Davies, Head of Adult Social Care

Stephen Davies, Business Change Programme Manager

 

Additional documents:

Minutes:

The Corporate Director Social Services and Wellbeing began by explaining that there would be a presentation, explaining the strategic vision, and noted that all aspects of the Directorate were in one plan. There was a line of sight with the Corporate Plan, Regional Plan, the Social Services and Wellbeing (Wales) Act 2014 and Well-being of Future Generations Act.  She explained that the plan was a detailed an extensive document that was structured to include setting the scene, children’s services, transition services (children to adulthood), adult social care services, wellbeing services and delivery of the action plan, and talked briefly on each area.

 

The Business Change Programme Manager went through a presentation, which he explained was based on the document.

 

A member thanked the Corporate Director Social Services and Wellbeing and her team for the extensive report and picked up on the point of communication, particular between the authority and Bridgend Town Council. She noted the reciprocal nature of channelling resources which the council are no longer able to fund. The Corporate Director Social Services and Wellbeing agreed that this was something which could be taken away to look at.

 

A member noted the statistics and the need to plan ahead and asked if the Corporate Director Social Services and Wellbeing was getting sufficient help from the Welsh Government to channel the budget and whether there was any indications of any help from the Welsh Government, for people over the age of 85.  The Corporate Director Social Services and Wellbeing acknowledge the Integrated Care Fund (ICF), which was a significant investment in our service, but noted that this was still grant funding.  The Head of Adult Social Care gave some examples whilst recognising the change in demographics.  The Cabinet Member for Social Services and Early Help noted the £9m commitment to health & social care and confirmed that what was being done for residents was second to none. He noted that the Minister had announced that Regional Partnership Boards will move towards Health Parks, and noted that the authority was geared up for this based upon the population needs assessment.

 

A member asked for reassurance that the health authority was paying their full share.  The Corporate Director Social Services and Wellbeing explained that this came via health but must be spent within the partnership. Money coming out of the acute sector was harder to shift. She felt that within the all Wales work, the authority had a better relationship with the partnership compared to other areas.  In term of CAMHs and Children, this was a pressured area and needs investment; the health contribution needs to be reviewed. There was a lot more work to do, but the foundations were there.

 

A member asked about whether an audit of future skills had been carried out and did any of our care providers see issues when we leave the EU.  The Cabinet Member for Social Services and Early Help explained that those conversations had been had yesterday.  There were indications of issues with recruitment  ...  view the full minutes text for item 167.

168.

Forward Work Programme Update pdf icon PDF 105 KB

Additional documents:

Minutes:

The Senior Democratic Services Officer - Scrutiny presented the  Committee with the topics scheduled for the next two Committee meetings in Appendix A, as follows:

 

·         23 March 2020  - Shared Regulatory Services;

·         30 April 2020     - Replacement Local Development Plan Planning Process.

 

The Committee requested:

-       That the report includes analysis of the development plan, Consultation process especially outside of planning, S106 Partnership Opportunities, how links in with growth in job opportunities, school modernisation, post 16 Education.

-       That the appropriate Cabinet Member and Officers from Education, Social Services, Housing, and Planning be invited to attend.

 

The Senior Democratic Services Officer – Scrutiny drew Members’ attention to the Subject Overview and Scrutiny Committees’ Forward Work Programme which included the topics prioritised and agreed by the Corporate Overview and Scrutiny Committee for the March round of Subject Overview and Scrutiny Committees in Table 1, and the list of proposed future topics in Table 2.

She advised the Committee of the following updates to table 1:

 

-       The Combined Meeting of SOSC1 and SOSC2 scheduled for 9 March had been moved to 19 March at 2.30pm to consider reports upon Learner Travel and Post 16 Education post-consultation as requested. 

-       Youth Offending had been confirmed as a topic for SOSC1 on 20 April.

-       Further clarification upon the scope of the Waste Management / Refuse Centre report to SOSC3 on 27 April would be requested at the March meeting.

 

169.

Urgent Items

To consider any item(s) of business in respect of which notice has been given in

accordance with Part 4 (paragraph 4) of the Council Procedure Rules and which the person presiding at the meeting is of the opinion should by reason of special circumstances be transacted at the meeting as a matter of urgency.

 

 

 

Minutes:

None

 

The meeting closed at 12.59.

 

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