The Corporate Parenting Participation Officer stated that purpose of the report was to provide the Cabinet Committee Corporate Parenting with an update on the development of Corporate Parenting in Bridgend.

 

He introduced and went through the report. He stated they were inviting professions to make a “Promise” on what they had the ability to change and bring into the Strategic Plan. He stated that the details regarding this, could be brought to the next meeting.

 

He mentioned two groups that would make up the Youth Forum and sought approval for draft terms of reference.

 

The Leader queried the engagement from partners.

 

The Deputy Leader responded stating that the partners did not have an understanding before but were fully engaged now. This was reinforced by the Cabinet Member for Wellbeing and Future Generations, by stating that it was important for all Councillors to involve themselves as much as their individual schedules permitted and queried from the Corporate Parenting Participation Officer about plans to promote engagement so that Council colleagues could see the wonderful work done by the team and the foster parents for the children cared for by the borough.

 

This was agreed by the Corporate Parenting Participation Officer who stated that the response from partners was a positive one. He also stated that the aims and objectives of the sub-groups were focussed on providing a voice of a child by way of training, promotions and championing their roles and responsibilities. He mentioned having written to professionals and Councillors with a view to promoting this.

 

RESOLVED:                         (1) That the  Committee supported the progress of the Corporate Parenting Development.

 

  (2) That the Committee approved the Bridgend Corporate Parenting Board Terms of Reference.

The Corporate Director for Social Services and Wellbeing introduced the report and invited the Head of Childrens Social Care to present the findings of the Inspection.

 

She went through the outcomes of the inspections conducted on :

 

· Maple Tree House on 28 June 2022

· Sunny Bank on 04 August 2022

· Harwood House on 13 September 2022

· Bakers Way on 29 September 2022

 

The Head of Childrens Social Care stated that the staff were committed to providing  first class care prior to the findings shared with the Inspectorate. She mentioned the difficulties in recruitment and retention of staff and stated that the operation of Maple Tree House will not resume until all the recommendations from the Inspection had been implemented.

 

A Member queried the plans for staffing in all the various settings and she mentioned concerns that the closure was due to staffing and recurrence of issues related to staffing. She also voiced concerns about the possible ongoing of the wellbeing of the children in the residential settings.

 

The Head of Childrens Social Care responded that there was ongoing recruitment into the settings with an emphasis on making the posts attractive to prospective recruits. She stated  that means of building a pool of casual staff as opposed to utilising the services of agency staff was also being looked at.

 

She invited the Group Manager – Placements and Provider Services to elaborate.

 

He stated there were visible positive signs in recruitment of staff with managers working closely with the communications team to encourage such recruitment.

 

The Deputy Leader stated they were aware of the difficulties faced by the children who had since been moved to a similar setting run by social workers. She assured the committee that she had received updates that they were doing well and the move was a positive one. She stated that the focus on recruitment was based on the quality of support, rather than the number of employees.

 

The Head of Childrens Social Care supported the above statements and reiterated that the Maple Tree residential home would only re-open if the requirements set out by the inspectorate are fully satisfied. She stated that a New Build facility in Brynmenyn is to be opened as an emergency and assessment provision.

The Corporate Director for Social Services and Wellbeing added that they were looking at a multi-agency response and working towards achieving a Therapeutic Model.

 

The Leader expressed his gratitude to staff and sought reassurance that requirements set out for improvement have been implemented.

 

The Head of Childrens Social Care stated that the management of the Sunnybank Residential unit had responded to the recommendations set out by the Inspectorate and assured that there had not been any inspections since.

 

RESOLVED : That the Cabinet Committee  noted the report.

 

 

A report was presented by the Corporate Director for Social Services and Wellbeing on the above topic.

 

The Deputy Leader queried the outcome of the individuals who benefit from the Pilot Scheme and those who did not.

 

A Member queried details of the tenure and provision of direct payment. He also queried on support provided to those individuals who were vulnerable on inexperienced in handling finance. The Member further queried, as the scheme ran over a period of 3 years, the provisions in place in the event the individual secured employment or training.

 

The Cabinet Member for Wellbeing and Future Generations queried the support available to the young person after the pilot scheme had reached its end.

 

The Team Manager - Just Ask plus responded by stating that payment went direct to the individual. He stated that all young people were assigned to a personal advisor who would guide them on this. He stated that the young person would be in receipt of basic income when employed. He also stated that it was important to keep the young person engaged to ensure a steady income.

 

The Deputy Leader added to this by stating that the young person will be entitled to the support until they reach the age of 25..

 

The Cabinet Member for Resources queried how many out of the number currently in the scheme are currently in education.

 

The Team Manager - Just Ask plus responded by stating that exact figures were not available, however there was an expectation for surveys and personal advisors would  assist with the figures.

.

The Corporate Director for Social Services and Wellbeing stated there were currently KPI’s on care-leavers engaging with the Local Authority and agreed to put local measures in place here.

 

The Leader agreed that it would be helpful to have the wider update as it was about enhancing their opportunities, evaluating and monitoring regularly and he  welcomed a six month or annual report on the project.

 

RESOLVED : That the Committee considered the contents of the report and noted the progress relating to the implementation of the Basic Income Pilot Scheme.

 

 

None

The Chief Executive submitted a report, the purpose of which, was to provide an update on the Council’s corporate self-assessment report, as required by the Local Government and Elections (Wales) Act 2021 and to seek approval for the report attached at Appendix 1 to the covering report, endorsed by Cabinet at its meeting yesterday.

 

By way of some background, he confirmed that the Local Government and Elections (Wales) Act which received royal assent in January 2021, sets out a new local government improvement regime, which puts more onus on the Council to demonstrate improvement rather than on Audit Wales and other regulators. One of these requirements in the Act is for the Council to make and publish a self-assessment report once each financial year, starting from the 2021-22 financial year. He added that this was also a legal requirement and that this Self-Assessment was for last year as opposed to the current one.   

 

He explained that the Governance and Audit Committee agreed the process outlined for developing the self-assessment in June. The process utilised existing performance management and governance processes within the Council as much as possible, including the use of corporate performance assessment (CPA).

 

The process was subsequently followed as agreed and draft findings were presented to CPA members in June and July. The findings and judgements had now been collated into a single, simple, accessible report. In line with WG and WLGA guidance, the self-assessment report and annual well-being assessment have now been merged into a single document, the Chief Executive added. 

 

The Chief Executive proceeded by stating that Welsh Government provided updates on already published reports and their evolving thinking about self-assessment reports at a meeting with the Council on 12 August 2022. WG asked that reports provide clarity on the real, high-level issues around performance in the Authority, for example, in Bridgend they would expect to reference to the inspection work underway around social services.

 

It added that there is minimal value in conducting formal consultation/ engagement on the self-assessment report. The preference would be a summary of key engagement/consultation work over the year, relating to the wellbeing objectives. This feedback has been integrated into the draft report.

 

The draft self-assessment report was presented to the Governance and Audit Committee on 13 October 2022 for consideration, as well as Cabinet on 18 October 2022, he reiterated.

 

The Corporate Self-Assessment moving forward would also benefit in terms of some consultation and engagement with our communities, key stakeholders and the Overview and Scrutiny process, all of which would in turn assist in the Council improving its ways of working moving forward.

 

The Chief Executive concluded his submission, by advising of some of the comments made by the Governance and Audit Committee on the Corporate Self-Assessment at its meeting on 13 October 2022.

 

The Leader thanked the Overview and Scrutiny Chairpersons for their active involvement in this document as part of the Corporate Assessment Framework, which would no doubt strengthen the Council’s Overview and Scrutiny process in the future. He added that both Wales Audit Office and Welsh Government would assess the Corporate Self-Assessment at a future date.

 

A Member had seen from reading draft WLGA guidance that the Council when forming some conclusions of its Corporate Self-Assessment, should

Take into account some views of its residents, local businesses and staff. He asked if any such consultation had taken place on the current version and whether or not it was felt that the Self-Assessment should possibly be more evidence based.

 

The Chief Executive advised that this was the early stages of the life of the Corporate Self-Assessment and therefore the process regarding a more improved adaption of this was still to a degree evolving. He added that that there was links with the document as far as consultation was concerned, for example through the Authorities Annual staff survey and its budget consultation exercise that included consultation with the general public, as well as certain service focused consultations, that shaped what the Council thought of key Council services, with a view to the Authority taking some of these on board in order to achieve improvements in terms of service delivery.

 

A Member also felt the Corporate Self-Assessment needed to drill more into service levels, and for the Self-Assessment to perhaps contain less narrative, with it including more credible and robust indicators.

 

RESOLVED:                            That Council approved the corporate self-assessment report 2021-22, attached at Appendix 1 to the report, subject to the modifications to certain performance indicator information as referenced above by the Chief Executive.

The Corporate Director – Communities submitted a report, in order for Council to consider the Deposit Plan Consultation Report Summary Document (Appendix 1 to the report) and the proposed submission version of the Replacement Local Development Plan (RLDP) as amended following public consultation (Appendices 2 and 3) and to agree the amended RLDP be submitted to Welsh Government and Planning and Environment Decisions Wales (PEDW) for independent examination.

 

She advised, that the LDP Strategy covers the period 2018 to 2033 and is one of the most important strategies this Council will prepare to address the key challenges of a growing population and to ensure the long-term resilience of the County Borough.

 

It had been developed over 4 years since 2018 and has gone through two extensive public consultations in 2019 and in July 2021 and a Scrutiny Session on the preferred strategy, prior to the pandemic.

 

It had also been prepared with a detailed evidence base which is summarised in paragraph 4.4 of the report.  This included a number of important appraisals including Sustainability and Health Impact Assessment.  It was also based on over 40 supporting documents which detail information on areas such as Transport Assessments, Economic Studies, Retail Assessments, a Green Audit and Demographic Studies. These outlined the Corporate Director – Communities, were all critical to ensure BCBC were developing in line with the Wellbeing of the Future Generations Act.

 

The Corporate Director – Communities reminded Members, that there was still a process to be undertaken. The LDP whilst having been through a number of public consultations, would if approved today, then progress to Welsh Government where an independent Planning Inspector will be appointed to hold an Examination in Public.  Therefore, the LDP its policies, plans and supporting evidence would be scrutinised on a national scale and the public, developers and Members should they desire, can attend the Examination and make representations.

 

She further added, that the Planning Inspector if content with the Plan after the Examination in Pubic, will then refer it to the Minister for approval. Following this, it would be referred back to BCBC for adoption. This could be next summer should it be approved today.

 

In terms of why the LDP was so important explained the Corporate Director – Communities, was because an up-to-date Local Development Plan (LDP) is an essential part of a plan-led planning system in Wales and a statutory duty for all local authorities to discharge.

 

It sets the framework to ensure that the planning system contributes towards the delivery of sustainable development in a co-ordinated manner, enabling a wider, problem-solving outlook than would be possible by dealing with local issues in isolation.

 

Therefore, without an up to date LDP, it would become progressively difficult for the Council to focus on integrating and addressing multiple land use concerns, resulting in the local planning process becoming fragmented, un-co-ordinated and reactive.

 

Within the LDP there is provision for over £116m of financial contributions from developers to deliver the plan and should we not have a new adopted LDP we would not be able to lever these contributions.

It was also important to note Bridgend population was also rapidly growing, in comparison with other neighbouring local authorities in Wales

 

The Corporate Director – Communities confirmed that the existing Bridgend LDP (up to 2021 was now out of date), so the material weight attached to the this and its evidence base had progressively diminished now that the original plan period has concluded. Some of this evidence was prepared over a decade ago & cannot be relied upon to justify planning decisions to the same extent that it was.

 

Therefore, inaction will place the Council in an increasingly tenuous position, open to challenge from the development industry, and there will be ongoing implications for rational, co-ordinated and consistent planning decisions across the County Borough. This has been the case in Caerphilly County Council where the LDP was not adopted by the Council and they now face the position where developments are coming forward in an unco-ordinated way and S106 contributions cannot be levered at the recommended levels, as there is no LDP to provide an evidence base.

 

The Written Statement in the report at Appendix 2, outlined the local planning policies, land use allocations and associated justification based on the supporting evidence.

 

The proposal map, also included within Appendix 2 illustrated the land allocations, settlement boundaries planning designations proposed in the plan, which are key to delivery of the spatial strategy.

 

Chapter 1 – Introduction

Chapter 2 Spatial and Strategic Context – an area profile & context

Chapter 3 – Key Issues & Drivers which are those things that have directly informed the development of the vision and objectives of the plan.

Chapter 4 – Sets out the Strategic Framework – This is the vision that the LDP is working towards.

 

The Corporate Director – Communities at this point, summarised the key elements from Chapter 4 for Members' information, that covered:-

 

• A Growth and Spatial Strategy (Placemaking)
• Details regarding Employment Land Strategy:
• Examples of wider Strategic Infrastructure Improvements and Community Investment, the updated LDP would provide:
• Education provision:
• Highways Infrastructure issues:
• Affordable housing options:
• Public Open Space provision:
• Health Care proposals:
• Residential Allocations and their new supporting infrastructure:

 

The Corporate Director – Communities gave a resume upon each of these  elements of the Plan, for the benefit of Members.

 

She then also reiterated that the RLDP document was a critical strategic document for the Council. It has been produced over 4 years with a significant evidence base in terms of its development. 

 

It had also been through a number of public consultations and, if approved today, would be subject to an Examination in Public by an independent Welsh Government Inspector.

 

There was an opportunity to make representation at the Examination in Public from residents, developers or local members if they wish to do so.  These would be considered by the Inspector prior to any approval of the plan by Welsh Government, the Corporate Director – Communities added.

 

Council would then be responsible for adopting the LDP, at the end of this process.

 

The Cabinet Member – Communities commended the Replacement LDP and the amount of work committed to this by Officers from the Planning Department. The revised document would secure in the region of £116m from S106 contributions, as well as a considerable net increase also of accessible green open space. Without the implementation of the LDP he stressed that the Council would experience uncontrolled development, as well as planning by appeal.

 

A few Members felt that it was regrettable that the new administration, which was in its infancy, was having to make a decision on the Replacement LDP. Some of the newer County Borough Councillors felt that this should have been the responsibility of the predecessor Authority.

 

Members then in turn made the following comments and asked the following questions in relation to the Replacement LDP:

 

·          There are 5 Candidate sites in the area of Laleston. The upgraded work to the Broadlands roundabout is welcomed. Connectivity from the areas of Island Farm and land west of Bridgend with increased development being proposed there, necessitates an Active Travel route put in place prior to construction works being developed for the safety of children when cycling from Laleston to Broadlands;

·          Could it be clarified that proposals for the Waterfront Development, Porthcawl, takes account of a maximum of 1,100 residential units and that any future proposals for the Salt Lake Development will be in-keeping with its scale and building height;

·          In respect of the 850 houses proposed for the circus field, Laleston and with the gridlock traffic situation at Bryn Hill and Park Street together with the current air quality situation at the latter, will the Replacement LDP look to remedy further traffic congestion and poorer air quality issues the extra development is likely to generate;

·          Could you confirm that the moratorium for the level crossing at Pencoed will be retained in the Replacement LDP and that the new residential site proposed to the east of Pencoed will come with an Active Travel route in order to ensure there is connectivity to/from the development, as well as assurances on other suitable transport links/interventions;

·          Social and Affordable housing are at a critical low level both locally and nationally. Is there any percentage or guidance on how much of this type of development is proposed for inclusion at different CB locations in the LDP;

·          In terms of Primary Healthcare, could BCBC link in with Cwm Taf Morgannwg Health Authority to ensure provision is maintained and possibly improved, particularly in relation to the Integrated Community Health Centre proposed for Bridgend and at North Cornelly and Porthcawl (South Road);

·          It’s pleasing to note that that long term Regeneration sites have been planned within Maesteg at the Coegnant Road Reclamation location and the Maesteg Washery site. Further endeavours for avenues to obtain external funding will hopefully see work at these sites commence sooner rather than later;

·          Future housing is very much required in the Llynfi Valley and this should just not be proposed but realised also. There is also a lack of Education and Leisure provision in this valley area;

·          With regards to land west of Bridgend, should this scheme progress will this account for a Primary School in the short term, together with Secondary Education provision more longer-term;

·          The Valleys Gateway area is considered within the LDP as an area where there will be little or no Residential Growth. In terms of Appendix 43 to the report – Strategic Transport Assessments, how does this assessment and the Replacement LDP itself, address the chronic issue in terms of traffic in relation to the M4/Junction 36 and the subsequent A4061, connecting some of the Valley Gateway communities. Would also any improvements to the A4061 which is within the local authorities gift, involve a knock-on measure for improvements to the M4 junction;

·          A number of developments in Coity Higher have resulted in being bigger that firstly proposed, eg Parc Derwen as well as some sites at the location being developed upon contrary to a provision of the existing LDP, eg Ffordd Cadfan. Lessons need to be learnt here for the Replacement LDP and developers held to account on their original proposals that should conform with the new LDP. Civic amenities also need to be provided out of S106 monies in-keeping with the size of new housing developments, which should be provided wherever possible, in the early stages of development construction works;

·          Concern was expressed regarding the impact excess traffic and air pollution issues in the centre of Bridgend may have on adjoining/adjacent Wards. S106 monies should also be allocated and spent in the relevant Wards rather than elsewhere;

·          Could consideration be given in the Replacement LDP for the provision of a Safe Route to School, linking the west side of Broadlands, through Gypsy Lane to Trelales.

 

The above points and representations were responded to by the Corporate Director – Communities and Planning Officers. Further details regarding these responses are available via the following link -  Council

 

It was then moved, seconded and agreed by way of assent, that an electronic vote be taken on the recommendation of the report.

 

The result of the vote was as follows:-

 

For                                           Against                                  Abstain

 

39                                                 4                                             2

 

RESOLVED:                                 That Council:

 

(1)   Considered the Deposit Plan Consultation Report Summary Document (Appendix 1 to the report) and the proposed submission version of the Replacement Local Development Plan as amended following public consultation (Appendices 2 and 3), agreed the amended Replacement Local Development Plan and further agreed that the amended Replacement Local Development Plan be submitted to Welsh Government and Planning and Environment Decisions Wales for independent examination.

 

 Authorised the Corporate Director - Communities and Group Manager - Planning & Development Services to make any refinements to the Replacement Local Development Plan, supporting background papers and technical evidence required, prior to submitting the plan to Welsh Government and Planning and Environment Decisions Wales.