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Councillors: Rose Seabourne (Chair) Stuart Ashley Alfie Best Catherine Bonera Ron Burnett Nick Byrne Richard Clark (Deputy Leader) Lynda Clarkson Liam Cowles Fiona Cross David Daniels Giles Davies Steven Evans Joanne Gauden Karl Gauden Elizabeth Haynes Jon Horlor Nick Horler Anthony Hunt (Leader) Gaynor James Jon James Janet Jones Mark Jones Nick Jones Peter Jones Sue Malson Susan Morgan Jason O’Connell Amanda Owen Norma Parrish Caroline Price Nicholas Simons Alan Slade Chris Tew Colette Thomas David Thomas Jayne Watkins David Williams Lucy Williams Nathan Yeowell Officers: Simon Anthony, Head of Recycling & Environment Nigel Aurelius, Deputy Chief Executive Caroline Genever-Jones, Elections Manager Delyth Harries, Monitoring Officer and Assistant Chief Legal Officer Tina Hulme, Head of HR Neil Jones, Head of Communications, Engagement and Civil Contingencies Rachel Jowitt, Strategic Director, Economy and Environment Dave Leech, Adults and Communities Jason Lewis, Director – Corporate Services and Head of Democratic Services Richard Lewis, Head of Development Management Dave Lily, Director – Financial Services Craig Mead, Development Planner Robert Murray, Principal Planner Jason O’Brien, Strategic Director, Children and Family Services Andrew Powles, Director – Education Dominique Redman, Team Leader Democratic and Member Services Tom Roberts, Business & Democratic Support Services Manager Andy Rothwell, Nansi Salkeld, Democratic Services Project Officer Chris Slade, Senior Business Support Officer (Democratic Services) Duncan Smith, Planning Consultant Rachel Standfield, Development Planner Lyndon Puddy, Head of Public Services Support Unit Stephen Vickers, Chief Executive Adrian Wilcock, Principal Planner Others: Mr Brendan Roberts, Petitioner
2.1 There were no apologies for absence.
3.1 3.2 3.3 The Monitoring Officer and Assistant Chief Legal Officer (MO&ALO) referred to Agenda Item 11 Public Services Board’s Wellbeing Plan for Gwent and the following members declared personal interests: · Councillor Anthony Hunt is a member of the Public Services Board. · Councillor Rose Seabourne is a member of Gwent Regional Scrutiny Committee · Councillor David Williams is a member of Gwent Regional Scrutiny Committee · Councillor Steven Evans is a representative of South Wales Fire and Rescue Service on the Public Service Board Scrutiny Committee. The MO&ACLO referred to Agenda Item 12 Community Review Terms of Reference and the following members declared personal interests: · Councillor Nick Byrne, Member of Pontypool Community Council · Councillor Lynda Clarkson, Member of Pontypool Community Council · Councillor Jon Horler, Member of Pontypool Community Council · Councillor Gaynor James, Member of Pontypool Community Council · Councillor Jon James, Member of Pontypool Community Council · Councillor Sue Malson, Member of Pontypool Community Council · Councillor Caroline Price, Member of Pontypool Community Council · Councillor Nicholas Simons, Member of Pontypool Community Council · Councillor Stuart Ashley, Member of Cwmbran Community Council · Councillor Peter Jones, Member of Cwmbran Community Council · Councillor Sue Morgan, Member of Cwmbran Community Council · Councillor Ron Burnett, Member of Henllys Community Council · Councillor Colette Thomas, Member of Henllys Community Council · Councillor David William, Member of Croesyceiliog & Llanyrafon Community Council · Councillor Liam Cowles, Member of Blaenavon Town Council The MO&ACLO further advised members that if they were to ask a question or enter into a debate about a specific matter, they should consider whether they need to declare an interest at that time, particularly in relation to Agenda Item 12 Torfaen Education Services Post Inspection Estyn Updates, if they asked questions or entered into a debate about a specific school.
Council confirmed the minutes of the Council meeting held on 28 February 2023 as an accurate record.
Council noted the action sheet.
6.1 Torfaen Resident, Mr Brendan Roberts, presented a petition in relation to the voting system in Torfaen, as follows: ‘The Welsh Government last year passed legislation that gives Welsh local authorities the option to change their voting system for local elections. This being from the current First Past the Post system, to the more proportional Single Transferable Vote. All of the mainstream political parties (relevant to Wales) below support PR (Proportional Representation): - Plaid Cymru - The Liberal Democrats - The Green Party - Reform UK Also, as of recently the Labour Party have voted in support of using proportional representation. The Single Transferable Vote system is already used to elect representatives to the Northern Ireland Assembly and Scottish local authorities. Not to mention the Senedd/Welsh Parliament is also discussing using Closed-List PR voting for the next election in 2026. By changing our voting system we can potentially create a more co-operative politics. And the residents of Torfaen will see a council chamber that truly reflects the way they voted. A party that doesn’t get more than 50% of the vote should get more than 50% of seats in any elected chamber’. 6.2 Council agreed, with the majority voting in favour, to refer the petition to the Chief Executive as Returning Officer, for him to consider, respond and report back in due course. 6.3 Councillor Ron Burnett presented a petition on behalf of Torfaen Resident, Ieuan David Saunders, in relation to the consultation on waste collection changes, as follows: ‘After yet another council tax rise Torfaen Council want to change our bin collections from every 2 weeks to every 3-4 weeks. If this was to go ahead the streets will be covered in rubbish in weeks. I can't see how this will make any impact on their goals on recycling when there's plenty of other options out there like expanding what they can recycle for us. I believe the council is forgetting they work for us. Not they rule us. Looking at Torfaen's page. it's my understanding that Torfaen residents are fed up with their voices not being heard? The aim of this petition is to have our voices heard! We're not happy with the two options! This petition is to stop this change from happening we have sat back too long and let them do whatever they want with our money’ 6.4 Council unanimously agreed to refer the petition to Councillor Amanda Owen, Executive Member Environment, for her to consider, respond and report back in due course.
7.1 There were no public questions.
8. ANNOUNCEMENTS FROM THE LEADER OR CHIEF EXECUTIVE 8.1 The Leader: · Congratulated players, coaches, staff and volunteers at Pontypool Rugy Football Club on their cup win in Cardiff over the weekend, and he wished them well for the remainder of their season. · Updated Council on the refuse and recycling consultation. He commented that many members had engaged constructively with him and the Executive Member Environment over the past few weeks in relation to the consultation and the urgent challenge of raising recycling rates to meet the 70% target. He stated that from this consultation, it was clear that the vast majority of people understood the importance of recycling and reducing waste, and he felt that now was the time to take stock of the questions that members of the public had asked before any decisions were made. He commented that Torfaen Residents had taken great strides over the past 20 years, and thanks to residents and collections teams, the authority had moved from a rate of 10% to over 62%, however, there was a need to go further and faster together. He thanked residents who had engaged with the recycling discussions over the past few weeks, and he acknowledged the concerns of some residents around the impact of moving to 3 or 4 weekly waste collections. Many residents were unaware of the items that could be recycled weekly and wanted to know more about how they could play their part. Other residents were highly motivated by the challenge to reduce waste and the positive impact this would have on the environment. As Leader of Council, he reassured those who feel they will struggle, like larger families or those with hygiene products, and he informed council that he had listened to the concerns of residents, and he had made a decision to end the consultation on 3 or 4 weekly collections. He explained that the remaining roadshow events would be used to gather more of the public’s invaluable insight and he had asked the waste team to launch a ‘Raise the Rate Campaign’ to show what could be done together before any further changes were made. He stated that the objective must remain to achieve a 70% recycling rate. The evidence was that far too much recyclable material such as food still wasn’t being recycled and this had to be resolved. If the authority failed to move recycling rates towards 70%, the council would be faced with significant fines which would have a financial impact on all council services, £100,000 for every 1% short of 70%. He stated that if the targets weren’t achieved, there would be little choice than to consider a system change such as changing collection frequency or reducing the size of bins, therefore planning would need to continue in case behaviour change did not achieve the desired results. He explained that more information would be shared so that the community could work together as a whole to drive the recycling rate together. To increase the chance of succeeding, collection points for stretchy plastic would be increased, there would be help with collections of adult hygienic products, more would be done to remind residents which items could go where, there would be additional recycling boxes made available in different places across the borough, the council had made an investment in staff and new vehicles and would invest in the recycling centre at Ty Coch to ensure that every ounce of recycling was maximised. With regards to the kerb side, collection of batteries in the black boxes had been introduced, work was being undertaken to help the majority of flats recycle as much as possible, and weekly cardboard collections and small electrical items would be introduced from August 2023. There would be regular reports on progress and the council’s own performance so that impact could be monitored. In the coming weeks, a more detailed recycling survey would also be launched to continue to capture feedback on what would help raise the rate. He asked for everyone’s input on making ‘Raise the Rate’ work. A small cross party working group would also be formed to review how the campaign was going.
9.1 The Strategic Director Children and Families outlined the report providing an update to Council on the work of the education service to address the recommendations made in the March 2022 Estyn inspection report. He explained that the report complemented scrutiny reports and meetings that had taken place during autumn 2022 and spring 2023 that had focussed on the individual recommendations made by Estyn. 9.2 9.3 9.4 9.5 9.6 Councillor Clark, Deputy Leader & Executive Member Children, Families & Education, commented as follows: · This was a timely report with it being a year since the Estyn Inspection. He noted the typing error in paragraph 4.3 of the report and confirmed that the inspection took place in March 2022. · Members had been updated in scrutiny and Member’s Questions, and the report showed progress made to date in addressing the concerns of Estyn. · He had attended all secondary schools and the majority of primary schools, by the end of term he will have attended all schools, and when listening to feedback from the Headteachers, the progress being made felt real. · The team had worked diligently to turn the service around, with the Chief Executive initially taking responsibility for education, there was now a new team in place consisting of the Strategic Director, Director, Deputy Director and Heads of Services. Work was moving in the right direction and ethos had changed with a whole council approach now in place. · Scrutiny had re-purposed itself progress to date had been rightly challenged and evaluated. · There were plenty of challenges ahead. Having created the building blocks illustrated with the report, work could commence on drilling down into each of the recommendations to demonstrate the work done and how the authority will move out of special measures. · This was not a short-term fix, it was a long term culture change. Whilst there was a strive to come out of special measures, every effort would be made to maintain and enhance the good work noted in the report and to ensure that the authority did not move into special measures in the future. In summary, Members thanked officers for the work being undertaken and were encouraged to see the progress being made to date. Members were reassured by Councillor Clark’s comments around the strategic improvements and aspirations around long-term improvements rather than only overcoming current difficulties. Members were also pleased to see the desire and willingness to engage with Coleg Gwent and commented around the importance of the involvement of all partnerships. Members felt it was important to re-introduce scrutiny of individual schools. As Chair of Education Overview & Scrutiny Committee, Councillor Rose Seabourne commended the work of the education department and thanked the scrutiny committee for their hard work. In response to questions asked by members, the following main points were made: · There had already been a positive impact by the corporate response and the merging of directorates. Strategic Directors had met with the Headteachers to review the work programmes of the directorates and how they could impact upon one another. Going forward, impact would be measured in a number of ways such as against the County Plan, through Estyn visits and Estyn Inspections and also through scrutiny. With improved governance arrangements in place, impact should be continual. When the authority moved out of special measures, the impact and delivery should continue and be developed. · Attendance was not back to pre-pandemic levels, however, this was national picture. Strong steps were being taken to improve attendance in schools and there had been significant improvement over the past few months. A new attendance strategy had been introduced, along with the ‘Not In, Miss Out’ campaign to highlight the benefits of regular attendance at school. Schools had also been supported with new documentation and operational guidance and from September, Welsh Government would be introducing some new guidance and materials for schools. · Exclusions were still too high, however, this was a national trend. Many learners were struggling to return to school post pandemic. Work was ongoing to review structures within departments and portfolios around pupil support and behaviour support were also being reviewed. Every single exclusion was being closely monitored and where an exclusion might be inappropriate, schools were being challenged. Whilst exclusion was the appropriate form of action in some cases, work was being undertaken with families to ensure that the children were cared for, and the right provisions were in place. This was one of the strengths of moving to a joint directorate with children’s services. · There was concerted efforts to improve the health and wellbeing of teachers in schools. Staff were not asked to produce work that was outside of their normal practice, and during multi agency meetings schools are asked to talk through the regular processes that they operate and to share regular self-evaluations. · There was pressure linked to the introduction of Additional Learning Needs (ALN) Reform Curriculum for Wales. There was a desire to work alongside schools to ensure they are supported, and that unnecessary workload was not being created. Meetings were also scheduled with Headteachers to discuss bespoke school improvement support. · There was a successful in-house young carers scheme in place and going forward, there would be joined up working with social services and young carers in schools. · Inclusion officers were working closely with schools, children and their families to establish needs and priorities and how they could be catered for. · Pupil wellbeing was a real priority and formed part of the Post Inspection Action Plan. The Leader also conveyed his thanks to scrutiny members and commented around the good example of working together to develop the Plan. He commented that he was impressed with the way the team had reported back to members in a calm, authoritative and evidence-based manner. In response to the issues raised, Councillor Clark commented as follows: · The changes already in place had been noted, there was more change to come. · With regards to ALN, in the past there had been heavy focus on the transition, rather than the here and now. Work was currently ongoing around this to support Headteachers. · There was now a level of understanding amongst schools and officers and he felt more confident of the position of the authority now. · Attendance and Exclusion was a significant concern across Wales. Recent medical outbreaks such as Covid and more recently Scarlett Fever over Christmas had contributed towards low attendance at schools. Not In Miss Out was a good strategy, however, he acknowledged member’s concerns around understanding the problems surrounding attendance and he felt it was pertinent to have a seminar to understand the issues surrounding this. · The importance of staff wellbeing was recognised. Teachers along with all other staff in schools go over and above to support pupils. He was grateful for the opportunity to personally thank these staff and witness the interaction of Headteachers and teaching staff with learners when visiting schools. · He thanked staff across the board for coming together to form a whole service approach. 9.7 Council unanimously agreed to accept the report as un update to full Council.
10.1 The Head of Development Management highlighted the main areas of the report which: · outlined options for the way forward for the Torfaen RLDP; · Proposed that, in light of Welsh Government’s comments on the existing Preferred Strategy, and the new ambitions in the County Plan the RLDP process is restarted to ensure Torfaen residents and communities are given the best possible plan to drive forward sustainable job creation and enough homes to meet their needs. · sought approval to submit to Welsh Ministers the change to the Torfaen RLDP as set out in the report; and · noted that officers would consult key stakeholders on a draft Delivery Agreement to produce the new Plan before reporting back to Council for its approval for submission to the Welsh Government thereafter. 10.2 10.3 In response to questions asked by members, the following main points were made: · Highest growth option was chosen as the preferred strategy growth option. When the authority consulted on this, Welsh Government felt that higher growth scenarios should be tested. This did not mean that the higher growth scenario would need to be adopted, it just needed to be tested and brought back to members for a decision to be made around the benefits and risks of each of those scenarios. · With regards to the Welsh Government Road Review and the withdrawal of the plan, the biggest impact was on officer time and having to repeat consultations that had already taken place. It was the choice of the authority not to proceed in light of the road review, as it was genuinely felt that if higher growth options were to be tested, the authority needed to know the outcome of the two key roads as the current strategy was based on those roads. A considerable amount of work had been undertaken around the current Replacement Local Development Plan, a lot of evidence was already in place and a lot of the work around this had been paid for. There would be extra costs associated in updating this information, however, because a lot of this information was years old, it was likely that it would need to be updated anyway. There would be no compensation from Welsh Government. Councillor Jo Gauden, Executive Member Economy, Skills and Regeneration commented around the unpredicted and communitive effect the delays had impacted on the progress of the current plan. She referred to the costs associated and felt that it was important to restart now and to adopt a new timetable to adopt in autumn 2026 which would provide an extra four years on the plan to deliver local jobs and new homes. 10.4 Council unanimously agreed to: 1. Resolve to withdraw the Torfaen Replacement Local Development Plan (2018 - 2033) for the formal reasons detailed in paragraphs 4.1 - 4.4 & 4.9 of this report, and for Officers to notify the Welsh Ministers of the Council’s decision to withdraw and restart the Torfaen RLDP; 2. Approve that once the Welsh Ministers have agreed that Torfaen Replacement Local Development Plan (2018 - 2033) is withdrawn, Officers undertake the actions as detailed in paragraph 7.1 (points b-g) of this report; and 3. Note that Officers will, following consultation with key stakeholders, bring a report back to Council on a new Torfaen Replacement Local Development Plan 2022 - 2037 ‘Delivery Agreement’ for consideration and submission to the Welsh Government on 18th July 2023.
11.1 The Head of Public Services Support Unit (HoPSSU) outlined the report informing Council that the Gwent Public Services Board has finalised its draft Wellbeing Plan 2023 – 2028 following statutory consultation with the public and partners and requesting Council approval of the Plan under Section 43(5) of the Well-being of Future Generations (Wales) Act 2015 11.2 The Leader thanked officers for their work and commented around the important that focus on what the body can do and what the body is best placed to do in itself. He praised the work of the HoPSSU who had solved a number of problems across the region. 11.3 Council unanimously agreed to note that the Gwent Public Services Board had produced its final draft Well-being Plan and approved the Plan as a statutory member of the Gwent Public Services Board.
12.1 The Elections Manager outlined the report seeking approval on the Terms of Reference for the Community Review. 12.2 Members queried the number of members on the Task and Finish Group and felt it would be transparent and appropriate for details of the membership to be included in the Terms of Reference. The Elections Manager confirmed that the Working Group consisted of 11 County Borough Councillors and that she would provide the details if those on the Task and Finish Group were in agreement. 12.3 Council unanimously agreed to approve the Terms of Reference for the Community Review.
13.1 The Director Corporate Services presented the Workforce Strategy 2023 to 2028 for approval and adoption. 13.2 13.3 13.4 In summary, members felt that the strategy was positive and were pleased to see the engagement that had taken place with staff to develop the strategy. Members commented around the importance of supporting and providing opportunities for Children Looked After, and they were pleased to see the theme around apprenticeships and trainees. Members also felt that the Council should be taking a lead in the provision of workforce placement, so that local young people have the opportunity to have some workforce experience. In response to questions asked by members, the following main points were made: · There were plans to concentrate recruitment of young people within the borough, which would hopefully see a long term shift of young people within the borough being employed by the council. · Encouragement of diversity in the workplace was ongoing. Expectations around this were stated when advertising and recruiting and HR continued to monitor activity. · In terms of advertising jobs going forward, there was a need to understand how to reach young people. Work was ongoing around recruitment campaigns, and a specific piece of work was being undertaken with Croesyceiliog school pupils to talk to them about how they would look for a job and how to engage with them. They are going to help redesign the council’s website videos would be created around people’s careers in local government and to explain the range of jobs in local government. Engagement would take place by visiting schools and being in contact with careers advisors. · Partnership working would be explored. Improvements could be made around exploring skill set and sharing staff who were looking at career progressions. · It was recognised that it had become increasingly difficult over the years for young people with learning difficulties to find jobs. Consideration would be given around how the recruitment process was conducted and whether the processes could be adapted and expectations around qualifications and experience were appropriate. Councillor Sue Morgan, Executive Member Resources, thanked officers that had engaged in the process of developing the strategy. She commented around the hardworking staff who were an asset to the organisation and the importance of supporting, developing, recruiting and retaining these members of staff within the organisation. She recognised the challenges around recruitment, particularly in competing for particular specialisms. She commented around the investment that the strategy represented in the wellbeing of staff and the ability to train them which she felt was important. She thanked all officers involved and spoke of her confidence in the strategy moving forward. 13.5 Council unanimously agreed to approve the Workforce Strategy 2023 to 2028.
14.1 The Director Corporate Services & Head of Democratic Services outlined the report informing members of revisions to the political balance of the Council as a result of Councillor Giles Davies resigning from the Labour Party, and to seek agreement to the updated political balance until AGM in May 2023 or until further changes are required. 14.2 Council unanimously agreed: · To the change in political balance and adopted the political balance calculations attached at Appendix A to the report. · To appoint members to serve on the committees affected by these changes as shown in Appendix B.
15.1 The Leader outlined the report seeking Council agreement to set out and approve the proposed changes to the Executive Portfolios of the Leader, Deputy Leader and remaining six cabinet Members and to change the Constitution as required. He referred to the portfolio for Executive Member Communities and suggested that ‘Torfaen Voluntary Alliance’ be amended to 'Volunteering’. 15.2 Council unanimously agreed to: · Approves the changes to the Executive Portfolios as set out in Appendix 1 to the report. · That Torfaen Voluntary Alliance be amended to Volunteering under the Executive Member Communities portfolio. · Note the individual appointments to the amended Executive Portfolios are as set out in paragraph 5.3 of the report. · Delegate authority to the Monitoring Officer (in consultation with the Members Constitution Working Party) to make the changes required to the Council’s Constitution.
16.1 The Director Corporate Services and Head of Democratic Services outlined the report informing members of the role and purpose of member Champions, and to formalise the role of Champions in Torfaen setting clear expectations of the responsibilities of the role. 16.2 Council unanimously agreed to: · Formalise the role of Member Champions in Torfaen. · Approve the contents of the Member Champion Protocol and agree that the Monitoring Officer in consultation with the Members Constitution Working Party be given delegated authority to update the Constitution to include the Member Champion Protocol along with the list of Member Champion positions.
17.1 There were no motions on notice.
18.1 Member questions with replies are set out in Appendix A to these minutes.
15.1 Council unanimously agreed to note the Cabinet Decisions.
16.1 The next meeting was scheduled for Tuesday 16 May 2023 at 10.00am.
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