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The Public Toilets Scrutiny Working Group met on 22 April 2026 to hear a report on the Public Toilet Strategy from Cllr Cyril Anderson, Cabinet Member for Community (Services), and officers. Scrutiny means councillors questioning and checking the Cabinet's work. The minute records no decision on the report itself, but the group agreed nine conclusions and recommendations for the Cabinet Member on opening times, signs, closures, faults and funding. In a reply dated 18 May 2026, the Cabinet Member said that the recommendations on shorter opening windows and on using staff from other services were not feasible, and that paid toilets were not being progressed.
There were no disclosures of personal and prejudicial interests.
None.
No public questions were received.
Cllr Anderson and several officers attended to give an overview of their briefing and to answer questions from group members. • Opening and closing times of public toilets was discussed including published time windows rather than fixed opening hours and were advised that this reflects operational realities. • Signage was discussed including Council facilities and other public buildings like libraries, leisure facilities and the Guildhall. Officers outlined recent investment in clearer signage and the availability of online mapping tools, including a “find my nearest” function. • The Working Group queried how cleanliness standards are monitored and how issues are escalated. Staff training and resourcing was also discussed including the balance of in house provision and seasonal contractor support. • It explored how closures, defects and maintenance issues are communicated to ward members. Also, prolonged closures and the potential use of temporary facilities, such as portable toilets, were considered. • It queried how the Public Toilets Strategy is reviewed and informed by public feedback. The consultation findings highlighted strong public priorities around accessibility, changing places facilities, and the retention of single‑sex provision. • The Working Group queried the needs assessment that underpins strategic decision making. Officers explained the methodology and its use in prioritising investment. • The discussion also considered long term sustainability, officers confirmed the service is able to deliver its current requirements with the resources that are made available however provision is being aligned with the destination management plan to allow revisiting the need. • It explored opportunities for partnership working with businesses, third sector organisations and destination partners. Positive examples where external organisations manage facilities under lease or agreement were noted using conditions or covenants to secure ongoing public access and retain recourse where standards are not maintained.. It raised the potential for alternative funding or operating models, including payment based facilities suggesting that a trial in appropriate locations could be explored. • A range of measures were outlined to manage risk and deter anti‑social behaviour. These include routine inspections and cleaning visits, staff training to identify hazards, prompt reporting of defects, temporary closure where safety cannot be assured, escalation through established health and safety procedures and partners such as the Swansea Safer Partnership and the police.
From their discussions the Working Group Members made the following conclusions and recommendations which are summarised below: 1) The Working Group recommend exploring whether greater consistency in daily routes could allow for narrower, more predictable opening and closing windows at individual sites. For example, reducing a broad closing window of 4:00pm–6:00pm to a shorter window such as 4:00pm–4:30pm would provide greater certainty for users while remaining operationally deliverable. 2) It recommends looking at whether suitably trained and authorised staff from other Council services already operating nearby could support opening and closing arrangements at specific locations, where this can be achieved safely, consistently and without additional cost or risk. 3) It recommends ward councillors are informed of significant closures or extended defects to public toilets in their ward to enable timely and accurate communication with residents. 4) It recommends, where public toilets are subject to prolonged closures, consideration is given to how access can be maintained, including the potential provision of temporary facilities where funding allows, or clear on‑site signposting to alternative nearby toilets, taking account of location, footfall and the vulnerability of users. 5) It recommends clearer public facing information at closed facilities, including signage directing users to the nearest alternative toilet and, where possible, explaining expected timescales for reopening. 6) It recommends that alternative funding or operating models, including partnerships or payment based facilities, are kept under review and suggests trialling a payment based method in an appropriate location. 7) Given ongoing financial constraints, it recommends that the Council actively explores potential external funding opportunities to support public toilet provision, including relevant grant and accessibility focused funding streams. 8) It recommends that where faults are identified, clear on site information is displayed. This could include a laminated notice setting out the nature of the fault, the date it was reported, a reference or job number, and a timescale for repair where known. 9) It recommends that where a fault is reported that has been visible for five days or more, without evidence on site that the issue has been logged or acknowledged, this is reviewed to understand why it was not identified or escalated at an earlier stage.
Part of an issue followed across 4 meetings
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