The Leader confirmed that he was honoured and privileged to once more be returned as Leader of Bridgend County Borough Council, and offered colleagues his thanks and continuing respect.

 

            He said at the last annual meeting of Council that he could not recall another time when local government has had to face challenges of such scale or scope.

 

            One year on, this was more relevant than ever, and the situation looks set to grow increasingly difficult over the next few years as we continue to strive to deliver essential services against a backdrop of ever diminishing resources.

 

            But if past performance had taught him anything, it was that Bridgend County Borough Council (BCBC) is an authority that is up to the challenge.

 

           The options before us haven’t changed and are as simple as they have ever been, we can either stay still and sink without trace, or develop new ways to meet the needs of our local communities, and where possible draw on the strengths and abilities that they already possess.

 

            That is why BCBC had in place it’s Medium Term Financial Strategy, Corporate Plan and Bridgend Change Programme, to ensure that we can adapt and meet local needs while also achieving savings of £49million over the next few years, in the process transforming the authority into an organisation that keeps finding new and innovative ways of working with other partners and our communities, both directly and alongside them.

 

            BCBC’s transformation agenda was powering ahead and staff had relocated to the civic offices and Ravenscourt, enabling us to make savings and sell the Sunnyside site as a prime town centre development opportunity.

 

            The Council had already achieved huge savings through internal efficiencies, collaborative projects, contract renegotiations and the transfer of specific services to partner organisations.

 

            The Regulatory Services partnership with Cardiff and the Vale of Glamorgan is well underway, as are plans for us to take on CCTV coverage in the Vale area.

 

            The Leader was particularly excited to see that efforts to provide arts and culture services through a new Cultural Trust had drawn a strong response from people who have applied to become trustees.

 

            This was an ambitious new project that epitomises BCBC’s efforts to find new ways of delivering services, and it is going to give people who have a passion for arts and culture an opportunity to have a far greater say in how the service is provided in future.

 

            The Leader also had high hopes for the Cultural Trust, and wanted it to be able to deliver the same kind of success and benefits that we are seeing with our innovative partnership with Halo Leisure.

 

 

 

            He had to admit that he still smiled whenever he visited Bridgend Life Centre to see its many excellent and popular facilities and high level of investment, and he wanted BCBC to be able to deliver to a consistent high standard across all other partnership projects, those that have already been set up, and those that are still in the making.

 

            The Authority had reached high standards elsewhere, too. BCBC’s adult social care services have been praised for making an overall performance improvement of 86 per

            cent, and Estyn recently announced that they were no longer monitoring Children’s Services following the delivery of several significant improvements across areas relating to educational performance.

 

            Welsh Government performance indicators have revealed that BCBC had taken the number one spot among Welsh local authorities for reducing the rate of pupils in care who leave school, higher education or training without any qualifications, and it was among the top five councils for making improvements in road conditions.

 

            BCBC had also moved into the top six for the cleanliness of its local highways, and have successfully increased the number of local people who are visiting libraries or undertaking physical exercise at our sports and leisure centres.

 

            He stated that in fact, Bridgend County Borough Council performed above the Wales average across half of all 44 indicators, and were found to be better than average for the south east Wales region in 55 per cent of the indicators.

 

            The ongoing school modernisation programme continued to move from strength to strength with news that we will shortly be opening an all-new primary school in Coity.

 

            This was an achievement that means a lot to him personally as the pupils at Coity are still being taught in the same building that he attended when he was a child.

 

           The County Borough’s recycling record continues to stand out with a 57 per cent rate that was five per cent higher than the national average, and we have achieved a number of national accolades including a ‘Project of the Year’ sustainability award from CLAW for the delivery of Coleg Cymunedol Y Dderwen, as well as a prestigious APSE award for the Council’s building cleaning service.

 

            BCBC remained ambitious for its town centres, and were continuing to deliver improvements designed to secure a long-term future, having overcome numerous obstacles and setbacks at a time when many schemes in the UK are grinding to a complete halt.

 

            For example, in Bridgend we are following up the first-class refurbishment of Nolton Street with a Vibrant and Viable Places initiative. This aims to create a community living within the town centre itself by establishing affordable housing as well as a brand new replacement town car park.

 

            In Porthcawl, buildings such as the Pilot Lookout Tower, Customs House and former Knight’s Arms Public House are being restored thanks to a new Townscape Heritage Initiative, while the Grade II listed Jennings Building is being brought back into use as a seafront restaurant, café and units for creative industries.

 

            As those present were aware, in setting the budget for 2015-16 the Authority carried out a full public consultation exercise that incorporated innovative elements such as

 

            an online budget simulator tool and a live Twitter question-and-answer session that gave people a chance to speak directly with the Chief Executive.

 

            All Members and Officers of the Council had to forge ahead, though the Authority could not chart a way through the stormy weather that lies ahead without active public participation.

 

            With this in mind, plans are already underway for fresh consultation over BCBC’s medium term priorities and budget proposals for 2016-17.

 

            The Leader was grateful to those Members who have already participated in the development of some core values that will be used to inform our choice of priorities.

 

            When these new priorities and budget proposals are launched in a few months’ time, he hoped that all Members will encourage their constituents to take part, have their say and help influence this important decision-making process.

 

            In his role as Leader, he stated that he was ably backed by his Cabinet colleagues, and was grateful for their unwavering support and dedication, even as he announced that this year will see some changes to the Cabinet structure.

 

            Councillors Lyn Morgan and David Sage will no longer serve as Cabinet portfolio holders, and the Leader want to publically thank them both for their valuable contributions and selfless public service.

 

            Both he and his fellow Cabinet Members are extremely grateful to them for the support and advice they had provided.

 

            They had both contributed hugely towards the Council, and the Leader was sure that Members would join him in recognising and applauding this.

 

            As regards the new Cabinet structure, the Leader stated that he had asked Councillor Huw David to act as his Deputy Leader.

 

            He believed that it is essential to ensure that there is continuity in the area of schools, school modernisation, home to school transport, youth services and access, inclusion and special education, so Councillor David would also be continuing with this responsibility.

 

            Councillor Mike Gregory would continue to be responsible for resources, finance and performance, human resources and organisational development, customer services, ICT, property and audit.

 

           Councillor Phil White would take on adult social services and health and well-being responsibilities such as older people, learning and physical disabilities, mental health, substance misuse and sensory impairments, whilst Councillor Charles Smith will look after regeneration, economic development and legal and regulatory services in addition to the transformation agenda.

 

           Finally, two new faces will be joining the Cabinet the Leader announced.

 

           Councillor Hailey Townsend will be responsible for children’s social services and equalities issues such as looked-after children, child safeguarding and protection,

 

            fostering and adoption, youth offending, family support and early intervention and prevention.

 

           Councillor Hywel Williams will take on the communities portfolio looking after housing, bereavement services, highways, waste and recycling, planning, and parks and playing fields.

 

            The Leader was confident that this team would continue the good work that has already taken place, and that his two new Cabinet colleagues will be more than capable of rising to the challenges of their roles.

 

            The culture at the heart of Bridgend County Borough Council is one of democracy, scrutiny and debate.

 

            As Members, the Leader believed that though they may represent different political beliefs, he was sure they were are all united in their desire to work for the benefit of the people and communities that they served, both individually and collectively.

 

            The Leader wanted Bridgend County Borough Council to build on its successes, gather and hone its resources and skills, and continue to become fit for the purpose of meeting and overcoming the many challenges that the authority will have to face in coming years.

 

            With Members ongoing participation, he believed BCBC could achieve this, and ensure that the Council is prepared, equipped and ready for what lies ahead.