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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 & 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 Sue Morgan – Executive Member for Waste and Sustainability Mandy Owen – Executive Member for Environment Officers: Rachel Beale – Personal Assistant to Leader and Deputy Leader Rachel Edwards - Ecologist Polly Ellis – Head of Legal Services Rob Green – Head of Financial Services Simon Hall - Interim Head of Economy & Place Delyth Harries – Monitoring Officer Rebecca Hartley - Team Leader Strategic Place Projects Hayley Hawkins – Solicitor Carys Hayward – Legal Assistant Daniel Hodson - Landscape & Recreation Policy & Partnerships Manager Neil Jones - Head of Public Relations and Resilience Dave Leech – Deputy Chief Executive and Strategic Director for Adults and Communities Andrew Lovegrove - Strategic Director Resources Beth McPherson - Head of Community and Wellbeing Alvin Nicholas - Rural Land and Access Management Officer Jason O’Brien - Strategic Director for Children and Family Services Cathryn Pritchard - Pride in Place Programme Officer Tom Roberts - Business & Democratic Support Services Manager & Head of Democratic Services Simon Rose - Group Manager for Housing and Prevention Mark Thomas - Joint Director Neighbourhoods and Environment John Tushingham - Head of Resources & Planning Stephen Vickers – Chief Executive
2.1 Apologies were received from Councillor Peter Jones, Executive Member for Corporate Governance and Resources
3.1 The following interests were declared: • Councillor David Daniels declared a personal interest in agenda item 7 as he had endorsed applications to the Cwmbran Futures Board. • Councillor Jo Gauden declared a personal interest in agenda item 7 as an LEA appointed Governor at Croesyceiliog School who had submitted an application to the Board. • Councillor Jo Gauden declared a further personal interest in agenda item 9 as a Member of Unison who were a consultee. • Councillor Anthony Hunt declared a personal interest in agenda item 9 as a Member of Unison who were a consultee. • Councillor Sue Morgan declared a personal interest in agenda item 7 as she had endorsed applications to the Cwmbran Futures Board. • Councillor Sue Morgan declared a further personal interest in agenda item 9 as a Cwmbran Community Councillor, a member of Unison and a Board Member of the EAS who were all consultees.
4.1 The minutes of the Cabinet meeting held on 18th March 2026 were agreed as a true and accurate record.
5.1 The update on actions were noted.
6.1 The Strategic Director, Resources and the Head of Financial Services presented the report to Cabinet in detail making the following comments: · The financial outturn for 2025–26 reported an overall revenue underspend of approximately £3.3 million (1.34%), with a net residual surplus of £61,000 transferred to the General Fund. · The underspend enabled the Council to make contributions to earmarked reserves and increase the general reserve, placing it in a strong and positive financial position, particularly compared to earlier forecasts during the year. · The improved position was driven primarily by staffing savings across services, additional grant funding received late in the financial year, reductions in third-party costs, and lower capital financing costs following a review of the Minimum Revenue Provision. · Children’s Services transition arrangements had progressed faster than anticipated, resulting in only £53,000 of the approximately £2 million transition fund being utilised and the majority being returned to, or retained within, reserves. · Most service areas reported favourable variances, although housing benefits subsidy continued to present an adverse variance, however, measures and additional budget provision had been put in place to address this going forward. · The majority of the underspend has been allocated to strengthen existing reserves, alongside the creation of new reserves, including one to support The Deal and a new Economy in Place reserve following service restructuring. · The capital programme saw an initial budget of £28.6 million increase to £56.6 million during the year, before being re-profiled to a working budget of £32.1 million, against which actual expenditure totalled £28.36 million, resulting in a variance of £3.7 million largely attributable to slippage into the next financial year. · The slippage was mainly due to delays in specific schemes, the impact of late grant funding, and the carry forward of unused contingency funding to ensure availability in future years. · The capital programme for 2026–27 had increased to approximately £50 million, reflecting both slippage from the previous year and new grant funding allocations, including significant investment in areas such as coal tip safety, transport, and school maintenance. · An additional £1.5 million general capital grant was received from Welsh Government at the end of the financial year, which would be allocated through a future Council report. · Overall financial standing had improved, with reserve balances increasing from £41 million to approximately £46 million, supported by the underspend and reduced reliance on reserves during the year. · School balances were higher than both the previous year and expectations, with only three schools in deficit and just one planning a deficit budget for 2026–27, reflecting an overall positive position. · The overall position was strong, however ongoing service pressures would need to be managed, alongside a review of the outturn to identify any emerging risks and a detailed review of the capital programme to ensure accurate and realistic profiling going forward. 6.2 Cabinet Members asked a number of questions and Officers gave the following replies: · While price volatility was an ongoing risk, there was confidence that the Council had adequate level of reserves to manage the challenge. Future energy costs were expected to be influenced by global factors, including defence pressures. However, a range of mitigation measures were already in place, including forward purchasing arrangements for energy, which would help to reduce exposure to price fluctuations both in the short and longer term. · There were clear positive lessons to be learned from the pace of transformation carried out on Children Services. A key factor in the success was the establishment of a focused weekly Accelerated Improvement Group (AIG), which brought together colleagues from across the Council to concentrate on key issues. This approach fostered a strong, collaborative culture with all disciplines working collectively toward shared objectives. The process was led by the Chief Executive and provided a valuable model for managing complex change. Looking ahead, it was acknowledged that the Council would continue to face challenges, and the AIG approach could be applied more widely to help accelerate improvement, maintain momentum, and ensure progress was effectively monitored throughout future transformation programmes. · The improved position on school budgets reflected a combination of factors. The team supporting schools was recognised for its strong engagement and collaborative approach, with positive feedback received from headteachers and governing bodies and was highlighted as a good example of effective partnership working. While schools continued to face difficult financial decisions, they were being supported through the process, particularly in managing competing pressures on limited resources. · The team adds significant value by helping school leaders understand the longer-term implications of their financial decisions and supporting more informed planning. The approach with schools had become more proactive, with a focus not only on schools already in deficit, but also on those still holding overall surpluses but forecasting in-year deficits, as this could indicate future financial pressures. The team would continue to work closely with these schools, undertaking detailed reviews to identify risks early and support preventative action. · There had been an underspend against the education change management budget, suggesting that early intervention was helping to avoid more significant measures such as redundancies. · The overall financial position, including the underspend and achievement of a balanced budget, reflects a robust budget-setting process that actively engages both Cabinet and Council, as well as the community. Had the position instead resulted in a deficit, the Council would have faced difficult decisions, potentially requiring changes to policies and services that could have had a negative impact on communities. · The current surplus position enabled the Council to deliver services as planned through the budget process, while also setting aside resources to manage future uncertainties. This included maintaining financial resilience through appropriate reserves to respond to unforeseen challenges. · The budget-setting process was based on careful forward planning and informed assumptions, and that the outturn report demonstrates that the Council has largely delivered in line with those assumptions, despite the challenges faced during the year. This approach provides stability, transparency, and clarity for the community regarding how resources were allocated and spent, which supports confidence in the Council’s financial management and its ability to deliver services effectively. 6.3 Members of the Cabinet made the following comments: · Members welcomed the positive financial outturn and the strong financial settlement that underpins the Council’s position. · Tributes were paid to officers for their expertise and significant efforts in securing external funding, which enabled the Council to deliver enhanced services and investment within communities. · The progress made in delivering the Children’s Services transformation programme was positively acknowledged. · Members welcomed the improvement in school budget positions, particularly the reduction in deficit budgets. · The importance of continued partnership working, early intervention, and proactive financial planning with schools was highlighted as key to preventing budget pressures from reaching crisis levels. · It was noted that stable school budgets were particularly important in protecting staffing, including support staff, who were often most affected by financial pressures. · Appreciation was expressed to finance staff and officers across the Council, for the strong financial management. · Members highlighted that a favourable variance avoids the need for corrective measures that could negatively impact services and communities. · While welcoming the strong financial position, members emphasised the need to maximise its benefits, particularly by directing resources to support local communities, initiatives, and programmes such as the Deal. · Members expressed a desire to ensure that the Council’s positive financial position was used proactively to deliver tangible improvements and enable communities to thrive. 6.4 Cabinet agreed to: · Note the outturn position for 2025/26 · Approve the contributions to reserves as outlined within the report. · Approve the additions to the capital programme and the proposed use of earmarked reserves to fund an additional £500,000 investment in the highways network.
7.1 The Executive Member for Economy, Skills and Regeneration presented the report and made the following comments: • The Pride in Place programme was originally established in October 2023 as a long-term plan for towns and had since evolved into a broader programme aimed at supporting community-led development. • The programme provides a £20 million fund, with responsibility for shaping priorities and delivering outcomes given to a locally established community board. • The Cwmbran Neighbourhood Board had been formed, bringing together local partners, businesses and residents, and was responsible for developing a long-term vision, a 10-year plan, and making decisions on investment within the area. • The Board had undertaken extensive engagement activities to ensure that local priorities reflected community needs, including direct engagement with schools to ensure the views of young people were considered. • The Council’s role was to support and enable the Board, providing professional advice and assistance through legal, planning, regeneration, communications and financial services. • The Council’s Section 151 Officer retains responsibility for ensuring that funding was distributed appropriately and in line with financial regulations and public accountability requirements. • The report seeks approval of a Memorandum of Understanding with the UK Government to allow the Board to access the first tranche of four-year funding and commence delivery of the programme. • The Memorandum of Understanding does not create legal obligations but sets out the framework for the relationship between the UK Government and the Council. 7.2 The Interim Head of Economy & Place added the following information: · The report outlined the current position and progress made to date in relation to the programme. · The appendices to the report provided additional detail, including the identification of the area, the rationale for support, and the proposed use and value of funding. · The Memorandum of Understanding was included and whilst not legally binding, provides the mechanism required to enable funding to be released going forward. 7.3 In response to a question asked about engagement, the Interim Head of Economy and Place stated that the responsibility for engagement rests with the Neighbourhood Board, with the Council providing support throughout the process. Officers understanding was that the engagement had been effective and formed part of the evidence submitted to Government for consideration. The final assessment of the effectiveness of engagement lay with the UK Government as part of its approval process. The engagement was ongoing and iterative, involving continuous cycles of consultation, confirmation and delivery rather than a single exercise. 7.4 The Executive Member for Economy, Skills and Regeneration added that the engagement process was not a one-off exercise but an ongoing activity led by the Board and regular engagement activity was expected, with opportunities typically taking place on a monthly basis. This approach enabled the Board to engage with a wide range of community groups on a rolling basis. Community groups were encouraged to approach the Board to request engagement sessions, including discussions and surveys, to ensure that local priorities and views were fully understood and reflected. 7.5 The Leader requested that regular updates on the progress of the programme be provided, to allow for ongoing discussion and oversight. The continued reporting would also help identify opportunities to align additional funding with the programme, enabling complementary schemes and priorities to be developed by maximising the overall impact and value of the Pride in Place Fund through coordinated investment. 7.6 Cabined agreed the Pride in Place Memorandum of Understanding.
8.1 The Head of Community and Wellbeing presented the report to Cabinet and highlighted the following points: • The Community Hub and Library Strategy was an updated approach, replacing the previous library strategy and aligning more closely with the Council’s wider vision, including the Community Wellbeing Strategy. • The strategy was intended as a supplementary element of the Community Wellbeing Strategy, with plans to further integrate it alongside other strategies, such as sport and leisure, in future reviews. • The strategy focused on evolving libraries into community hubs to reach a broader audience and increase their role in supporting community-led activities. • There was an ambition to work more closely with community groups, charities and partners to deliver services, including early intervention and preventative support, while maintaining the core purpose of libraries. • The approach was underpinned by key principles relating to community engagement, health and wellbeing, and supporting aspirations. • Feedback from engagement activities indicated that awareness of existing library services was limited, and increasing visibility and understanding of what was available was a key priority. • The strategy aimed to diversify the use of libraries, embrace technology, and make services more accessible, while retaining existing users and attracting new audiences. • There were financial constraints however, there was an intention to adopt a more proactive and creative approach to maximise the use of library spaces and resources. • Cwmbran Library was expected to play a central role in leading the transition and demonstrating the new approach. • The measures for monitoring performance and success were incorporated within the service plan to ensure impact against key priorities. 8.2 In response to questions asked by Cabinet, the Head of Community and Wellbeing gave the following replies: • Consideration had already been given to increasing flexibility in operating hours, particularly to address barriers identified for those not currently using library services. The team has begun to respond by adjusting opening times, including opening later, to better accommodate community needs. • There were opportunities to utilise volunteers to support more flexible service delivery which were reflected within the strategic approach. To ensure libraries function were thriving community hubs, services must align with user needs and preferences. However, practical considerations, particularly around staffing capacity, would need to be addressed, although there was a willingness to explore options within existing constraints. • The Library Team had been proactive in responding to comments raised by the public regarding having a coffee cart in the library and they were also exploring trailing a project to support employability skills through volunteering and training to operate a coffee cart in Cwmbran Library, which aligned well with community needs and the wider community hub strategy. This was only currently being explored but a further update would be provided in due course. • The library team were already actively working with schools, and providing library cards to all pupils would align well with current engagement and the STEAM programme. The Head of Community and Wellbeing would confirm whether any existing initiative already covers this or if not, could it be strengthened or introduced. However, issuing library cards alone was not enough and focus should also be on encouraging young people to actively use library spaces and services. Further discussion was needed on what activities or offers would attract children and ensure meaningful engagement with libraries. • Standardising library membership could help engage both children and parents, encouraging wider use of library services. Library cards could be discussed or distributed through health visitors when children were very young, or at the point of school entry to ensure universal reach, however this would need to discussed with the library team. Increased awareness of activities was important, with potential to support families, particularly during school holidays. • The Head of Community and Wellbeing agreed to check whether activities that were going on in the library were being recorded on the Connect platform in order to increase awareness and if not discuss with the Team about adding them. • Cwmbran library was continually growing and becoming a community hub and there had been a huge increase in the footfall due to the increase in activity that was going on there which included community-led provision, which was a space that was growing which was a testament to the work of the team who were driving that forward. 8.3 The Leader: • Commended staff within the libraries for their adaptability, flexibility, and willingness to innovate to meet changing needs. • Stated that whilst recognising the traditional value of libraries, the services of the library must continue to evolve to reflect modern usage. • Highlighted that Libraries were a valuable community assets, offering not only access to books and information, but also spaces for learning, skills development, employability support, wellbeing, social connection, and tackling isolation. • Welcomed the four priority areas within the report as a clear framework for developing modern library services. • Suggested that libraries could play a stronger role in supporting wider community initiatives by acting as hubs for information, volunteering opportunities, and local activities. 8.4 Cabinet agreed to approve the Community and Wellbeing Strategy: Community Hubs and Libraries (supplementary chapter).
9.1 The Deputy Leader and Executive Member for Children, Families & Education presented the report and made the following comments: • A report was presented to the Cabinet Meeting in January which identified the need for additional Welsh-medium learning places, and it was noted that a consultation had subsequently been undertaken following Cabinet’s support. • The outcomes of the consultation, including responses received, were included within the current papers for consideration. • Cabinet were being asked to approve progression to the next stage, being the commencement of a statutory consultation process to formally establish the proposal. • Should no objections be received during the statutory consultation, the matter would be determined under delegated authority; however, if objections were received, a further report would be brought back to Cabinet for consideration. • The majority of responses to the initial consultation were positive, although some concerns were raised in relation to location and transport. • Following consideration of the feedback, it was confirmed that the original proposal remains appropriate, with Ysgol Gyfun Gwynllyw identified as the most suitable location for the additional Welsh-medium secondary provision. 9.2 The Strategic Director for Children and Family Services added that the proposal formed part of the Council’s wider Welsh in Education Strategic Planning process. 9.3 The Leader welcomed the report which responds to the significant and growing demand for additional learning needs provision faced by councils nationally. He welcomed the inclusion of Welsh-medium provision, noting its importance in supporting the Council’s bilingual education objectives. He stated that the proposal would help to relieve capacity pressures within the English-medium sector and would increase local provision which would reduce reliance on out-of-county placements, thereby minimising disruption and inconvenience for pupils and their families. 9.4 Cabinet agreed: • To consider the Consultation Report • To the publication of statutory notices • That if no objections were received, that the proposal would be determined by the Executive Member for Children, Families and Education • That should any objections be received, that Cabinet would receive a further report when the statutory notice period ends to determine the next steps.
10.1 The Executive Member for Adult Services and Housing introduced the report to Cabinet and made the following comments: • The report outlined the updated Housing Support Programme Strategy for 2022–2027, setting out how resources would be provided to support residents at risk of homelessness or those needing assistance to live independently in safe and suitable housing. • The programme was funded through the Welsh Government Housing Support Grant, with approximately £5.7 million allocated annually in Torfaen. • The strategy included commissioning a range of universal community support and targeted prevention services delivered through community groups and third sector partners. • The approach aimed to empower communities and build resilience, particularly for individuals vulnerable to homelessness, domestic abuse, or mental health challenges. • The strategy reflects a stronger focus on early intervention and prevention. • Following national policy changes, a light-touch review was undertaken and the strategy had been extended by one year to March 2027, aligning with national priorities and local needs. • The strategy prioritised preventing homelessness, promoting independence, and ensuring the right support was provided at the right time. • The strategy responds to increasing demand and more complex needs, with a focus on improving outcomes and enabling residents to access timely support, maintain stable housing, and achieve long-term wellbeing. 10.2 The Group Manager for Housing and Prevention added the following further information regarding the report: • The complexity of need among individuals accessing services had increased significantly, driven largely by economic pressures on households and a shortage of affordable accommodation. • Despite the pressures, the collaborative approach adopted locally was recognised as enabling innovation and positive service development. • The strategy reflects a continued focus on early intervention and prevention, with work already underway to align future delivery more closely to these principles. • A further review would be undertaken to support the development of a longer-term strategic direction, including tackling issues at their root cause and increasing community involvement. • Engagement with stakeholders during the review process was positive, with constructive dialogue across partner organisations. • Officers would need to start to prepare for the implementation of forthcoming homelessness and housing legislation, and to continue transforming services towards a more preventative model. • It was important to develop a sustainable workforce to retain and grow capacity. • The current update represented a light-touch review to align with Welsh Government direction, with further detailed development to follow. 10.3 Cabinet Members asked a number of questions and the following responses were given by the Group Manager for Housing and Prevention: • The collaborative approach to commissioning and service delivery by the Council and partners enabled a wide range of preventative interventions and supports service to be offered with limited financial resources. Funding was managed flexibly and innovatively, allowing resources to be reallocated where needed and supplemented through additional external funding opportunities. He emphasised the importance of open and transparent dialogue with providers enabling services to be adapted and improved based on demand and utilisation. The supported accommodation provision had significantly increased in recent years, helping to mitigate potential service pressures. Prudent financial management had allowed for the retention of some flexibility to pilot new initiatives and support innovation. The Council’s approach has maximised the impact of available resources and provides opportunities to further reshape and improve service delivery within communities. • Integration between housing teams and wider community services within the Council was embedded within the early intervention and prevention approach and the preventative commissioning framework. Intelligence received from community capacity builders and local groups supported a more informed and responsive approach to identifying and addressing community needs. The Council was adopting a flexible and creative approach to utilising available grant funding to maximise impact at a local level. The requirement within the Housing Support Grant to prioritise homelessness prevention was highlighted, alongside its alignment with other funding streams. Changes to commissioning structures were also noted as enabling a more agile and responsive approach to service delivery. • Registered Social Landlords (RSL’s) had been longstanding partners in this work, with involvement dating back to the introduction of the Supporting People programme in 2001. The collaboration with RSLs remained strong and continued to form a key part of service delivery. Partnership working had broadened to include organisations such as health services, probation and the police, supporting a more holistic and preventative approach. This wider collaboration enabled better use of shared resources, intelligence and expertise to improve outcomes and deliver wider community benefits. 10.4 The Executive Member for Adults Services and Housing commented that there were opportunities to improve data sharing both within the Council and with partner organisations, such as the Health Board, to support earlier intervention. Despite current efforts, individuals were often accessing support later than would be ideal. There was an ongoing challenge of balancing resources between supporting individuals with highly complex needs and investing in early prevention. Without early intervention, increasing complexity would place greater pressure on services and reduce capacity to support those at an earlier stage. The Council remained committed to strengthening early intervention and prevention. 10.5 The Leader thanked the Executive Member and the Group Manager for their leadership, passion and dedication which was achieving real progress in this work. He noted that much of the work undertaken was confidential in nature, meaning positive outcomes were often less visible, while challenges could become more publicly apparent. He recognised that effective early intervention may appear less visible but could have a greater impact in preventing issues from escalating. The Leader acknowledged the efforts of the team in the context of ongoing pressures, including the national shortage of affordable housing. Whilst strategies and early intervention approaches were important, the broader issue of housing supply remained a significant challenge. 10.6 Cabinet agreed to approve the reviewed Housing Support Programme 2022- 2027 Strategy.
11.1 The Executive Member for Environment introduced the report and made the following comments: • The report sought Cabinet approval to update the criteria used to identify and protect Sites of Importance for Nature Conservation (sincs) across Torfaen. • The valued local sites play a vital role in supporting biodiversity, helping respond to the climate and nature emergency and enhance community well-being. The identification of sincs is led by local authorities and wildlife organisations, using scientific guidelines to assess the most significant, distinctive and threatened species and habitats at national, regional and local levels. While these guidelines have provided a robust foundation, they were now over two decades old and did not fully reflect recent legislative and policy developments, nor the specific ecological context of Torfaen. • The revised criteria would ensure the Council’s approach was up to date, evidence-based and aligned with the current legislation and best practice. • The criteria had been prepared jointly by Torfaen and Blaenau Gwent Councils and had recently been approved by Cabinet within Blaenau Gwent. 11.2 The Ecologist provided the following further information to Cabinet: • Sites of Importance for Nature Conservation (sincs) represent a key category of non-statutory nature conservation designation, encompassing a diverse range of semi-natural habitats that hold significant ecological value. • Protecting sincs ensured a resilient green network capable of addressing challenges like climate change and declining biodiversity. Their protection was delivered through planning policy based on a set of criteria, but the criteria currently used in Torfaen was over 20 years old and was not therefore aligned to current government and local policies. • Updated criteria for selecting sincs in Torfaen and Blaenau Gwent had been jointly developed by both local authorities and aimed to; modernise and strengthen biodiversity protection by aligning with current legislation, policy and ecological understanding, support ecosystem resilience, ensure sincs remained effective tools for planning, conservation and community wellbeing, fulfil statutory duties under Welsh environment laws, and promote long-term nature recovery through collaborative, evidence-based action across local authorities and partnerships. 11.3 In response to a question asked the Ecologist confirmed that a significant number of sites had already been mapped, with data held on the Council’s GIS system. She advised that external funding would be sought to review existing sites against the new criteria, including assessing any improvements or decline. Further work would be undertaken to identify and designate additional sites, particularly those managed for biodiversity, such as grassland cut-and-collect areas. 11.4 Cabinet agreed to approve the adoption of the New SINC Criteria as set out in Appendix 1 of the report.
12.1 The Executive Member for Environment introduced the report and made the following comments: • The report considers an application to formally record two existing paths in Croesyceiliog as public footpaths on the Councils Definitive map and statement . • It was about safeguarding community connectivity and keeping the Definitive Map of Public Rights of Way accurate and lawful by considering whether these 2 long used Croesyceiliog routes should be formally recorded as public footpaths. • The evidence in the report indicated that the legal test was met and the recommendation was to make a Definitive Map Modification Order. 12.2 The Rural Development Land Management Officer gave the following further information: • The application followed the closure of the routes in 2020 due to anti-social behaviour and pandemic-related measures. • The paths connect St Mary’s Road, Bryn Eglwys and Woodland Road and have historically been used by residents as safe and convenient walking routes. • Evidence submitted demonstrated that both routes were used openly, without permission or interruption, for a continuous period of at least 20 years between 1971 and 1991. • It was confirmed that, on the balance of probabilities, the legal test for recording the routes as public footpaths has been met. • It was therefore recommended that Cabinet approves the making of a Definitive Map Modification Order (DMMO) to formally record both routes as public footpaths. 12.3 The Executive Member for Economy, Skills and Regeneration stated that as ward member for that area she commended the commitment of the residents who have lobbied for the path to be reopened so that many local residents could benefit from the shorter access to the local park and allotments. She also recognised the concerns of many other residents who were worried about the litter and the anti-social behaviour, however she pledged that if any of these issues were to arise and if the report was approved that she alongside her ward colleagues Councillor Richard Clark would follow up with reports to Gwent Police and Public Health. 12.4 The Head of Legal Services made an amendment to recommendation 2 to include a gate at point G on application route 2. 12.5 Cabinet agreed that: • A definitive map modification order be made to record a public footpath on the Definitive Map and Statement over Application Route 1 A-B-C-D-E-F and over Application Route 2 (B-H-G) • The order should include a hand gate at point A and a gate at point G on application route 2 and bollards at point E as limitations. • Application Route 1 and the section between points B-H of Application Route should be recorded on the List of Streets as highway maintainable at public expense. It should be noted in the highway records/on the Local Street Gazetteer that section H-G of Application Route 2 is maintainable at private expense.
13.1 The Strategic Director Resources presented the report and made the following points: • The report sought Cabinet approval to adopt the Social Responsibility Procurement Policy, as required by relevant legislation outlined in section 2.5 of the report • The policy sets out the Council’s approach to procurement, structured around eight key themes detailed in section 3.1 in the report. • Particular emphasis was placed on supporting the local economy by encouraging local contractors and providers to bid for and secure Council work, in line with wider local planning and community engagement priorities. • This commitment was already being supported through initiatives such as a recent “Meet the Buyer” event, which was well attended and helped local suppliers understand how to engage with the Council and register on the Sell2Wales platform. • Further engagement sessions were planned to continue supporting local businesses to bid for opportunities, alongside the development of a framework to enable smaller local suppliers to access lower-value contracts. • Work was also underway to better understand and track Council spend within the borough, including identifying businesses that operate locally but may be registered elsewhere. • This improved understanding would support future reporting requirements, including the production of a procurement report in 2027, which would set out performance against the eight policy themes and provide greater transparency on Council spending. 13.2 The Leader: • Welcomed the eight principles of the Social Responsibility Procurement Policy, particularly the emphasis on supporting the local economy. • Was pleased with the significant progress the Council had made over the past decade in moving from a focus on lowest cost to achieving genuine value for money, incorporating environmental, fair work and local economic considerations. • Acknowledged the complexity of procurement processes and frameworks as a potential barrier, particularly for smaller local suppliers. • Expressed support for efforts to provide local businesses with fair opportunities to secure Council contracts, while recognising the need to remain compliant with procurement legislation. • Highlighted that care must be taken to avoid protectionist approaches that could negatively impact local businesses seeking opportunities outside the area. • Welcomed initiatives such as supplier engagement sessions, particularly in helping to demystify the procurement process and encourage wider participation from local companies. These measures could help ensure capable local suppliers were not excluded due to a lack of familiarity with public sector bidding processes. • Referenced the work he had been doing at a national level through involvement in the Social Partnership Council on this, ensuring these broader considerations were embedded in procurement practices. 13.3 Cabinet agreed to: · Approve the Socially Responsible Procurement Policy. · Delegate approval to the Director of Resources, in liaison with Cllr Peter Jones, Executive Member Corporate Governance & Resources for any updates to reflect national Guidance and/or to meet new legislative requirements.
14.1 The Business & Democratic Support Services Manager & Head of Democratic Services presented the report and made the following comments: • The report presented the annual appointments to joint committees and partnership bodies for the 2026–27 municipal year, which remain under Cabinet’s remit. These bodies enable collaboration between the Council, other local authorities and partners on shared priorities. • Appendix 1 to the report outlined the proposed appointments, including representation on joint committees and partnership bodies, as well as the Cabinet Climate Change Task Group. It also noted that provision exists within the Constitution for appointments to additional sub-committees, with matters relating to equalities, European and regional affairs to be addressed through Cabinet meetings. 14.2 An amendment was proposed and agreed by Members to replace the Executive Member for Economy, Skills and Regeneration, Cllr Jo Gauden with the Executive Member for Waste and Sustainability, Cllr Sue Morgan on the Torfaen Canal Strategic Partnership Board. 14.3 Cabinet agreed: · Subject to the change referred to in the meeting to approve the appointments to Joint Committees and a number of Partnership Bodies listed in Appendix 1 to the report · That the appointments have immediate effect until Cabinet next amends the appointments or the next Local Government Elections. · That European and Regional Affairs and Equalities matters continue to be dealt with at meeting of the full Cabinet, rather than by sub committees
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