The Chief Executive presented the Council’s Annual Report 2016-17 for Council to consider and approve. The Annual Report evaluated the Council’s performance against the priorities set in the new Corporate Plan 2016-20. It also reiterated the improvement objectives for 2017-18.  The Plan defined 46 commitments to deliver the three priorities and identified 58 outcome-focused indicators for the financial year 2016-17. The Council’s Medium Term Financial Strategy (MTFS) identified how it would use its resources to support the achievement of the improvement priorities and statutory duties, including the management of financial pressures and risks over the next four years

The Chief Executive explained that overall, the Council performed strongly in 2016-17and of its 46 commitments, the Council carried out to completion 32 (nearly 70%), with a further 11 (24%) that were mostly completed. The Council was short of meeting the target set for three commitments, namely, digitalisation of planned services, asset transfer to community groups and organisations, and income generation initiatives however it was recognised that a lot had been done during the year to deliver these commitments.

4.3       The Corporate Plan identified 58 indicators to measure success and 57 indicators had been collected for the year. Of those with a target, the Council met or exceeded the target for 59.2%, with further 12.2% missing the target marginally. Of those indicators that missed the target, 25% showed improvement, 45% were new indicators which made it hard to set challenging but realistic targets, and a further 15% were influenced by external circumstances. Overall, 74% of all indicators with comparable data showed improvement. Detailed information about the Council’s performance against its commitments and targets was included in the report.   

The Chief Executive referred to a number of points in the Annual Report. Under priority one, Supporting a successful economy, 722 local people had taken opportunities to succeed through Communities for Work, Bridges into Work and BESP programmes and registered businesses in the borough increased during the year from 4,440 to 4,540. Under priority two, Helping people to be more self-reliant, 3,879 individuals and families were supported through the Families First programme to help reduce child poverty. Under priority 3, Smarter use of resources, £5,625m of capital receipts were generated from the asset disposal programme, exceeding the £4m target.

A Member asked why the number of visitors to Bridgend and Porthcawl had been recorded but no other areas had been monitored. The Corporate Director Communities explained that only Bridgend and Porthcawl had camera counters so information was available for a comparison to be made. The Member suggested that if counters were installed in Pencoed and Maesteg then a true picture would be available.

A Member referred to the consultation exercise for those that used social care services and the figure of 86.6% of people satisfied with the care and support they received. He asked if any follow up had been done on the remaining people that were dissatisfied. The Corporate Director Social Services and Wellbeing explained that the exercise was a requirement of the Social Services and Wellbeing Act and that they were now in the second year and comparisons and follow ups could now be made.

A Member asked what the actual cost of days lost due to sickness absence was to the authority. He was advised that this was almost impossible to calculate because sickness had a different impact across the organisation where some services such as social care needed agency workers and other areas could be covered from within.  

A Member referred to the 722 local people that had taken opportunities to succeed through Communities for Work, Bridges into Work and BESP programmes and said that this figure should be recognised as a very high target and a great achievement.

A Member asked where we stood as an authority following the statement that Bridgend was one of the two most improved LA’s in Wales. The Chief Executive explained that not all comparatives were included in the report and that the authority had not performed as well as in the previous year. There had already been a number of changes such as those to the GCSE system and more changes were anticipated.

A Member referred to the number of private sector dwellings that remained vacant after six months and suggested that WG be lobbied regarding the shortage of homes and empty dwellings. The Leader gave assurances that this had already been raised. Loans and grants were available but there still remained a hard core where the owner of the property did not want to engage. The issue had been raised with Assembly Members and through the WLGA and efforts were made internally to utilise power and resources effectively.

A Member asked how many local jobs had been created from the work to the Jennings Building in Porthcawl.  The Corporate Director Communities did not have this information to hand but agreed to email the Member with the information. The Leader stated that he was encouraged by this project and that the businesses were owned by local people employing as many local residents as possible.

A Member raised a query regarding the figure for the revenue support grant and revenue funding. The Head of Finance and Section 151 Officer agreed to check the figures and to report back to the Member.

The Leader recognised that there were further areas for improvement but he paid tribute to staff for the work they carried out and thanked them.

RESOLVED:           That subject to any amendments by Cabinet on 3 October, Council approved the Annual Report – 2016-17.