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There is no summary of this meeting yet. Summaries are written once the council publishes the minutes, which are its official record of what a meeting decided. They usually appear a few weeks after the meeting.
Executive Members (with Portfolios): Councillors: Anthony Hunt – Leader and Executive Member for Strategic Leadership Richard Clark – Deputy Leader and Executive Member for Children, Families and Education Fiona Cross – Executive Member for Communities David Daniels – Executive Member for Adult Services and Housing Joanne Gauden – Executive Member for Economy, Skills and Regeneration Peter Jones – Executive Member for Corporate Governance and Resources Sue Morgan – Executive Member for Waste and Sustainability Mandy Owen – Executive Member for Environment Officers: Rachel Beale – Personal Assistant to Leader and Deputy Leader Chris Corten - Complaints & FOI Team Leader Robert Green – Head of Financial Services Gren Ham - Group Leader Energy and Climate Change Delyth Harries – Monitoring Officer Christina Harrhy - Joint Director of Economy and Place Rebecca Hartley - Team Leader Strategic Place Projects Carla Kavanagh - Levelling Up Project Officer Dave Leech – Deputy Chief Executive Jason Lewis - Director, Corporate Services Matt Lewis – Chief Operating Officer, SRS Greg Macdonald - Interim Head of Economy & Place Jason O’Brien - Strategic Director for Children and Family Services Rachael O’Shaughnessy - Environmental & Sustainability Manager Andrew Lovegrove - Strategic Director for Resources Tom Roberts - Business and Democratic Support Services Manager Mark Thomas - Joint Director, Neighbourhoods & Environment
2.1 Apologies were received from the Chief Executive, Stephen Vickers.
3.1 There were no interests declared.
4.1 The minutes of the Cabinet meeting held on 14th October 2025 were agreed as a true and accurate record.
5.1 The update on actions were noted.
6.1 The Strategic Director for Resources and the Head of Financial Services presented the report to Cabinet, making the following points: • The initial budget gap for 2025/26 was estimated at £2.85 million, which was lower than earlier projections. • The Welsh Government settlement, announced the previous day, was assumed to increase by 2.5%, but the provisional settlement confirmed an increase of 3%, which was positive news. • For the current year (2025/26), the adverse variance had reduced from £624,000 at Month 4 to £464,000 at Month 6, with further improvement in Month 7. • There were no major financial pressures compared to last year, and there was confidence that the Council would achieve a balanced position by the end of the year. • The initial budget gap for 2026/27 was £14.098 million, but this has been reduced to £10.438 million after due to anticipated grant transfers. • Key assumptions included a 3% increase in pay costs, a reduction in LGPS pension contributions due to strong fund performance, and a 3% increase in the fire levy. • The impact of the real living wage announcement at 6.75% mainly affected third party social care costs. • School pupil numbers were expected to reduce, which would affect funding allocations. • Positive adjustments included the early withdrawal of the £1 million base budget for the Children’s Services transition plan due to faster than expected improvements, and grants being transferred into the settlement at higher levels than initially modelled. • The Welsh Government provisional settlement for Torfaen had been confirmed at 3%, which was above the Wales average of 2.7%. • The planning assumption for Council Tax remained at a 4.95% increase. • After adjustments, the remaining budget gap was approximately £2.5 million, which still needed to be addressed. • Efficiency savings were being explored, such as those from the federated model with Blaenau Gwent, as well as other measures. • The final budget would be agreed by March. 6.2 The Leader thanked Officers for the report and gave appreciation for the progress provided. He stated that it was important to clarify some of the terminology used. For example, the “budget gap” was not the same as an overspend. Looking ahead to next year, the budget gap simply reflected the difference between the forecasted funding expected to receive and the estimated cost of delivering services. This was based on a budget of over £250 million. While those figures may seem large, the Council had a strong track record of managing them effectively. He looked forward to the work that lies ahead and wanted to thank Officers for their efforts so far, as well as Members for their contributions. The draft settlement from Welsh Government came in slightly higher than anticipated, which was positive. However, it was important to note that this was only the draft settlement, not the final one. He stated that he would continue to lobby for additional funding for local services to help close the gap, and others were doing the same. Hopefully, further good news would be received to address what was a very challenging financial situation for local government across Wales. The Leader welcomed the progress made on the in-year position, though it still required discipline and collaboration across the Council. He was pleased to hear about the progress on the Children’s Services Transition Plan, a topic discussed extensively over the past two years. This was a very positive development, and he thanked everyone involved for their commitment. 6.3 In response to a questions asked, the Strategic Director for Resources confirmed that the estimates were based on a steady state, with services continuing as they currently operated. 6.4 Cabinet agreed to note the: · Updated financial forecast for 2025/26 · Initial estimates and the proposed approaches for addressing the budget gap · Timetable for the remainder of the 2026/27 budget setting process
7.1 The Executive Member for Economy, Skills and Regeneration introduced the report and made the following comments: • Town centres have always played a vital role in shaping and supporting local communities. However, they have faced significant challenges in recent years, including limited investment and changes in consumer behaviour, such as the preference for online shopping and retail parks. • The decline of high streets was not just about empty shops; it also represented the loss of social spaces, local jobs, and community pride, which undermined the strength of local communities. • Regenerating town centres was essential because it boosted the local economy by attracting new businesses, jobs, and visitors, while also improving residents’ well-being and creating sustainable communities. • To prepare for future generations, the Council consulted with stakeholders and local communities to develop a shared vision, which was detailed in the placemaking plans. Once approved by Members, the plans would guide future investment and regeneration as funding opportunities arose. • The Council’s capital budget for regeneration was limited, so securing external funding and private investment was critical. In 2023, the Council successfully secured funding from the UK Government’s Levelling Up Fund for a package of regeneration projects at the Southway Gateway to Pontypool Town Centre, adjacent to the town’s popular park. The project aimed to leverage the park’s high footfall to bring more economic activity into the town. The package included creating a café overlooking the Italian Gardens, redeveloping St. James’s Church into a restaurant or cultural venue, and improving safety and accessibility in the Glantorfaen public car park. Rising costs have increased pressure on the project budget. • In September, the UK Government announced an additional £1.5 million through the Pride in Place Impact Fund. This funding aligned with the Levelling Up project timeline and would help mitigate inflation risks. Any surplus funds would be used to advance other key elements of the Pontypool placemaking plan, particularly improving connections between the park and the town centre. • Delivering the projects quickly was essential. The Council had to spend £750,000 by March 2026 to avoid losing funds. Private investor involvement was also critical, as delays could result in losing investment and damaging the Council’s reputation. Nearly £2 million had already been spent on preparatory work, and failing to deliver would risk reputational harm and future funding opportunities. • The first phase projects, the café, church redevelopment, and car park improvements were strategically important because they would create visible progress and attract further investment. This traction was key to revitalising the town centre. Failure to act quickly could result in losing grant funding and private investment, while successful delivery would signal that Pontypool was a place worth investing in. 7.2 The Interim Head of Economy & Place added the following information: • The report seeks approval to use £1.5 million from the Pride in Place Impact Fund to implement the first phase of the Pontypool placemaking plan. • This phase included three key projects which had been grouped together as a package to achieve economies of scale. • The church was considered a gateway and a focal point for revitalizing the area, making it strategically important. Visible progress on these projects was essential to attract further investment and create momentum. Delivering these schemes would demonstrate that Pontypool was a viable location for future investment. • Currently, the projects were at RIBA Stage 3 and were expected to go to planning early in the new year. • Nearly £2 million had already been spent on preparatory work. However, there were risks and challenges, including inflation and rising construction costs, which have been accounted for in the funding plan. Failure to act quickly could result in losing grant funding and private investment, as £750,000 must be spent by March 2026 to retain funding. Returning unused grants would also pose a reputational risk. • Securing private investment was critical and challenging, and delays could jeopardize their involvement. Successful delivery would encourage other investors to consider the area. • The additional £1.5 million reduced financial risk and ensured implementation, and any surplus funds would be reinvested into the town. Timely delivery was essential to demonstrate capability for future funding streams starting in April. • Traction was vital and getting projects off the ground quickly was crucial for long-term success and confidence in regeneration efforts. 7.3 Cabinet Members asked a series of questions, and the following responses were given by the Officers: • The approach to town centre regeneration focused on economic, social, and environmental aspects. The current report emphasised physical infrastructure to enhance the economic element, but work was also ongoing to improve the market, where occupancy rates had recently increased through direct intervention. The Council’s property team were targeting acquisitions and working with private owners to align their decisions with the town centre master plan. Environmentally, the plan aims to better connect the beautiful park to the town centre. Creating traction was key, starting with focused projects to protect existing jobs, create new ones, and act as a catalyst for further investment. • The Council has supported six property owners in Pontypool town centre to bring vacant premises back into beneficial use for retail and residential purposes. Work was ongoing with other property owners through the UK Government Shared Prosperity Fund initiatives, small property enhancements, and proactive efforts by the foundational economy team. Additionally, the indoor market now had an occupancy rate exceeding 80%, which is a positive sign for Pontypool. • The bottom area of town acted as a gateway between the park, Tesco, and the town centre. The park and Tesco already generated significant footfall, but the challenge was drawing that footfall into the town centre. This scheme created that connection and provided an opportunity to attract visitors and investment. Many towns would value such a scheme because it was deliverable and could generate momentum for wider regeneration. • During the bid stage, the Council commissioned a commercial expert to conduct market testing to assess the viability of the café. The report concluded that the café was viable and could accommodate the 60 covers targeted through the investment. 7.4 Cabinet agreed: · To approve the utilisation of the £1.5 million PiPIF to enhance and drive delivery of the vision for Pontypool Town Centre. · The Pride in Place Impact Fund (PiPIF) Memorandum of Understanding · To note the update on the Pontypool Cultural Hub and Café Quarter.
8.1 The Executive Member for Waste and Sustainability presented the report and made the following points: • The report outlined the third year of the Council’s programme to address the twin challenges of climate change and biodiversity loss. It emphasised that the threat to local communities, the valley, and the health and well-being of families was both real and imminent, as demonstrated by recent flooding events. The Council believed that those issues could not be ignored or overshadowed by other concerns. • The actions described in the report were not only environmentally necessary but also financially beneficial. They attracted significant external funding and reduced operating costs for Council and community buildings, freeing resources for education, community support, and other priorities. • The Council’s approach integrated multiple benefits. For example, planting trees improves air quality, mitigates flood risk, and captures carbon. Installing solar panels and insulation on schools and Council-owned buildings reduces emissions and saves on fuel costs. Encouraging repair and reuse reduces waste and carbon emissions. Creating green spaces supports biodiversity while promoting mental and physical health. • During 2024–25, the Council supported 38 schemes through the UK Shared Prosperity Fund, achieving projected annual savings of over £200,000 and an estimated annual reduction of 346 tonnes of CO₂. Waste reduction initiatives such as the repair café, reuse shop, and nappy library have continued to expand. A new local nature reserve has been designated, making it the largest in the borough at 72 hectares. • Progress toward the 2030 net zero target was strong, with 81% of actions on track. Emissions under the Council’s direct control have remained stable following previous reductions, and energy-saving behaviours were now embedded in the workforce. Additional investment in building efficiency had been approved, laying the foundation for further carbon reductions. • The Council acknowledged that future challenges would be more complex as the easiest measures have already been implemented. However, the strategy focuses on long-term prevention and closer collaboration with communities. Environmental work remained a priority, supported by strong local engagement and commitment. 8.2 The Joint Director, Neighbourhoods & Environment added the following: · The programme played a central role in supporting community resilience and aligned with the Council’s ambitions to tackle social inequalities as part of its emerging deal and missions. The report was structured into several sections: the first provided an overview of performance and delivery plan status, the second gave an end-of-year update on actions, the third detailed key projects and funding mechanisms, and the sixth outlined the financial strategy and phased improvements. · Among the key achievements, the peatland restoration project stands out for its dual benefits of carbon sequestration and flood mitigation. Building emissions had been reduced by 28.6% from the baseline, with similar improvements in street lighting. The Project Apollo Energy Programme had delivered significant progress in renewable energy rollout and improved building efficiency, alongside positive behavioural changes in how buildings were managed. · However, there were areas for improvement. The absence of quarterly updates limited adaptive management, and plans were in place to introduce more frequent reporting. Indirect emissions remained challenging, particularly supply chain emissions, which have increased due to changes in Welsh Government reporting methodology and higher construction activity. Fleet and equipment emissions also required further reduction, and staff commuting emissions needed attention. · Each workstream had delivered notable progress. Workstream 1 has initiated a fleet review and was planning a transition to renewable energy vehicles, involving unions in the process. Workstream 2 launched the Solar Together scheme, enabling residents to access discounted PV panels and battery storage, although on-street EV charging solutions were still lacking. Workstream 3 focused on community resilience initiatives linked to the flood risk management plan, while Workstream 4 had made significant strides in biodiversity protection and aimed to boost volunteer engagement. · Financially, improvements were being phased based on market viability. For example, the rollout of PV panels had been delayed until costs decrease, and while smaller electric vehicles were being introduced, transitioning the HGV fleet would have to wait until the market matured. The Council continued to collaborate closely with Blaenau Gwent through a federated model, which was already delivering benefits. · Gratitude was expressed for the Cabinet subgroup’s support in adapting the climate and nature emergency plan beyond 2027. 8.3 In response to number of questions asked by the Cabinet, the following responses with given by the Joint Director, Neighbourhoods & Environment: • On-street EV Charging was a challenge which was affecting many authorities, especially in areas with limited off-street parking. Several solutions were being considered such as; using dual-purpose lighting columns that provided charging points, positioned at the kerb to avoid cables trailing across footways, installing lockable trenches with flaps to secure cables and prevent them from crossing pavements and incorporating infrastructure in new builds where possible. • Trials were underway in other authorities, and options like retrofit channelling systems, similar to kerb-based solutions were being considered for terraced housing areas where residents struggle with EV charging. 8.4 Cabinet Members commented: • The report highlighted significant progress and achievements in the Council’s climate and nature emergency work. Eighty percent of the targets have either been met or were close to being met, which demonstrated strong performance. One notable example was the installation of solar panels on Able Radio, which resulted in savings of £1,500 per month. Those tangible benefits underlined the importance of sustaining this work despite opposition from groups that deny climate change and net zero initiatives. • Some opposition groups claim that flooding was solely caused by blocked drains or that rising temperatures were harmless. In reality, the frequency of extremely hot days was increasing and had serious implications. For instance, 78% of farms have reported drought conditions, which directly affected food supply. Heat-related deaths in England and Wales rose from an annual average of 634 to 4,500 during the hot summer of 2022, placing additional strain on the NHS. Flooding was also a growing concern, with 86% of farmers experiencing extreme flooding and 13% of agricultural land at risk of river or coastal flooding. More than half of the UK’s prime agricultural land faced flood risk. Millions of properties were currently at risk of flooding and some properties in flood-hit areas were already becoming uninsurable, highlighting the financial and social risks of climate change. • The climate and nature emergency was a cross-cutting project that required involvement from all Council officers, members, and communities. Collective responsibility was essential to protect future generations and the local environment. Officers were recognised for their hard work and passion, alongside community efforts in recycling and environmental initiatives. Local groups have shared inspiring examples of saving hundreds or even thousands of pounds on energy bills while reducing emissions. • The Council was taking action rather than avoiding the issue and integrating climate and nature considerations into every aspect of Council work to ensure long term benefits for residents and the environment. 8.5 Cabinet agreed to approve the Climate and Nature Emergency Annual Report for 2024/25, as set out in Appendix 1 of the report.
9.1 The Executive Member for Corporate Governance and Resources presented the report making the following comments: • The report provided an overview of the annual complaints performance for 2024/25 and included the Public Services Ombudsman’s annual letter for Cabinet. • Overall, the findings were positive, with Complaints decreasing from 248 in 2023/24 to 206 in 2024/25, although numbers remain higher than in previous years. This increase could partly be attributed to a review undertaken in 2022/23 on how contacts were categorized, which was implemented to strengthen accountability and transparency in the complaints process. • The number of complaints escalated to the Ombudsman rose from 14 to 20, with some cases carried over from the previous year. Despite the increase, the Council remained below the national average, and importantly, there were no investigations, interventions, or recommendations made by the Ombudsman. This demonstrated that the Council’s processes were robust and effective in resolving complaints. • The Council also achieved the second-lowest rate of complaints contacting the Ombudsman, at 0.2 per 1,000 population. • In addition to complaints, the Council received 202 compliments across the authority, a significant increase from 155 in the previous year. Recognising and sharing good practice was considered important, and this would continue to be a focus. • The report was presented to the Governance and Audit Committee on 25 September 2025, in line with the Local Government and Elections Act 2021, which assigned the committee a defined assurance role around complaints. The committee provided very positive feedback on the report. • Looking ahead, the complaints team would continue working closely with the Ombudsman’s office and internal colleagues to ensure complaints were handled effectively and to use insights for continuous improvement. • He extended his thanks to the complaints team for their outstanding work in this area. 9.2 The Complaints & FOI Team Leader added the following further information: · There had been a slight decrease in complaints compared to the previous year, although numbers remained higher due to changes in how complaints were categorised. Despite this, the team exceeded its compliance targets, achieving 97.3% against a target of 95%. · The complaints team consisted of only four members, and their success was attributed to strong engagement and support from officers, departments, and teams across the authority. This collaboration ensured that complaints were accurately and effectively considered, and improvements were identified and implemented. · Although there was a higher number of cases referred to the Ombudsman, the trend was consistent across public services. Importantly, there were no interventions or investigations from the Ombudsman, which reflected positively on the authority’s complaint-handling process. · Another positive development was the increase in compliments received, which provided a balance against complaints and highlighted good practice. Recognising and celebrating those positive examples was considered important. · To make the complaints process more accessible to residents, work has been undertaken to produce leaflets and posters explaining how to contact the team. Additionally, the authority has approached the Ombudsman’s office to deliver free training sessions in the new year. Plans were in place to engage departments and arrange those sessions to strengthen complaint handling further. · He expressed his appreciation for the contributions of officers and departments in resolving issues and implementing improvements. 9.3 Members made the following comments: • There was a significant drop in complaints for waste services in September 2024, following improvements to collection arrangements. The leadership of the service was praised, and they were hopeful that the positive trend would continue. • Torfaen Council was among the lowest for complaints reaching the Ombudsman, which reflected well on the complaints team and their processes and the team were thanked for their hard work. • The Council was a large organisation and mistakes could happen, but having a robust complaints process helped resolve issues and learn from them. The compliments process helped recognise staff who went above and beyond in serving the community. 9.4 Cabinet agreed to note the information presented in the report and agreed to continue to support the central Complaints and FOI Team. Cabinet also agreed to note the annual letter from the Public Services Ombudsman.
10.1 The Director, Corporate Services presented the report, making the following comments: · The purpose of the report was to seek Cabinet approval for a deed of variation to amend the quorum requirements for meetings of the National Joint Committee. Currently, the quorum was set at 60%, which equated to 14 members, but experience since the committee’s inception in April 2024 had shown that the level was difficult to achieve. Two out of the three scheduled meetings were inquorate despite efforts to improve attendance. · The Joint Committee oversaw collaborative arrangements for adoption and fostering services across Wales and acts as a critical governance mechanism, particularly for Foster Wales, which did not have a legislative basis for national cooperation. Reducing the quorum would ensure the committee could function effectively and avoid wasted resources. · Following consultation with stakeholders, including the WLGA and ADSS Cymru, and a recommendation from the Joint Committee itself, the proposal was to reduce the quorum to 40%, with representation from at least three general regional areas. A deed of variation had been prepared to formalise the change. · There were no implications for the Council. The change would simply ensure meetings could proceed and resources were used efficiently. Legal advice confirmed that the amendment was permissible and must be approved by each local authority in accordance with its own governance arrangements. 10.2 In response to a question asked the Director, Corporate Services confirmed that all 22 Local Authorities in Wales were considering the same report. 10.3 Cabinet agreed to: • Reduce the quorum of the Joint Committee to 40%, with at least 3 regional areas represented • Authorise the entry into and signing of the Deed of Variation (attached as Appendix 3) to enable this.
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