This week, the Bridgend Council held the Governance and Audit Committee meeting on Thursday, June 6, 2024. Here's a detailed analysis of the discussions and decisions from this meeting.

Election of Chairperson and Vice Chairperson

The meeting began with the election of the chairperson and vice chairperson for the Governance and Audit Committee for the 2024-2025 term. Mr. Gareth Chapman was reappointed as the chairperson, and Mr. Andrew Bagley was appointed as the vice chairperson. Both appointments were unanimous, ensuring continuity in leadership.

I officially appoint Mr Gareth Chapman as the chair for 24-25 for the Governance and Audit Committee, noted the committee.

This decision is crucial for maintaining stability and experienced leadership within the committee, which is essential for effective governance and oversight.

Apologies and Declarations of Interest

The committee noted apologies from Colin Davis and Andrew Bagley. No declarations of interest were made, indicating that members adhered to procedural norms, ensuring transparency and accountability.

Approval of Minutes

The minutes from the previous meeting were approved with a minor amendment. This routine approval is essential for maintaining accurate records of the committee's proceedings.

Governance and Audit Committee Action Record

The committee reviewed the action record, which tracks all recommendations and their implementation status. Concerns were raised about the timeliness of responses from heads of service, particularly regarding internal audit recommendations. The Chief Executive, Mark Shepherd, assured the committee that steps are being taken to address these delays.

Corporate management board do take the committee seriously and its recommendations, stated Mark Shepherd.

This discussion highlights the ongoing efforts to improve accountability and responsiveness within the council, a recurring theme in recent meetings.

Internal Audit Recommendations Monitoring

The committee discussed the monitoring of internal audit recommendations, particularly those with limited assurance. The importance of timely and effective implementation of these recommendations was emphasized, with a focus on high-risk areas such as school transport and procurement processes.

We have to expect we're not here to knock the officer team. We're here to make improvements, continuous improvements, the chairperson emphasized.

This reflects the committee's commitment to enhancing the council's governance and operational effectiveness.

Audit Wales Governance and Audit Committee Reports

Audit Wales provided an update on their financial and performance audit work. The committee noted the importance of timely and accurate financial reporting and the need for realistic deadlines for implementing audit recommendations.

There needs to be greater realism sometimes in terms of the deadlines, noted the Chief Executive.

This underscores the importance of setting achievable targets and ensuring that audit recommendations are implemented effectively.

Going Concern Assessment

The committee reviewed the Section 151 Officer's assessment of the council's going concern status. Despite financial challenges, the council was deemed a going concern, with a focus on prudent financial management and the need to address budget overspends.

We will be doing a formal report into Cabinet and Council before the summer recess, stated the Deputy Head of Finance.

This assessment is critical for ensuring the council's financial stability and long-term viability.

Corporate Risk Assessment

The committee reviewed the corporate risk assessment, noting that all risks remain in the high category. Two new risks were highlighted: the increased financial risk of setting a balanced budget and business continuity risks related to ICT systems in education and social care.

The overall risk level for the council and that we continue to manage is high, noted the Deputy Head of Finance.

This review underscores the council's proactive approach to identifying and managing risks, ensuring that appropriate measures are in place to mitigate them.

Internal Audit Reports and Plans

The committee reviewed the annual internal audit report for 2023-2024 and the internal audit strategy and risk-based plan for 2024-2025. The internal audit provided a reasonable level of assurance on the council's control environment, governance arrangements, and risk management processes.

Overall, there is a reasonable level of assurance across the organization, stated the Head of Internal Audit.

This review highlights the importance of internal audit in providing independent assurance and supporting continuous improvement within the council.

Forward Work Program

The committee approved the forward work program for 2024-2025, ensuring that all statutory and strategic responsibilities are addressed. The program includes regular updates on internal audit recommendations, risk assessments, and financial reporting.

We will look to refresh some of the training that we've provided, noted the Deputy Head of Finance.

This approval ensures that the committee remains focused on key governance and audit issues, supporting effective oversight and accountability.

In conclusion, this week's Governance and Audit Committee meeting focused on key governance, risk management, and financial oversight issues. The decisions made will support the council's ongoing efforts to enhance accountability, transparency, and operational effectiveness. These discussions are likely to influence future council strategies and actions, ensuring that Bridgend Council continues to meet its governance and audit responsibilities effectively.

This week, the Bridgend Council held several meetings, with the most impactful being the Licensing Committee and the Licensing Act 2003 Committee on Wednesday, May 22, 2024. Here's a detailed analysis of the discussions and decisions from these meetings.

Licensing Committee

The Licensing Committee meeting focused on procedural matters, including the appointment of subcommittees and delegations to officers. Key decisions included the approval of Councillor Colin Davis to fill a vacancy on Licensing Committee B and the arrangement of mandatory training for him.

Appointment of Licensing Subcommittees and Delegations to Officers

Yvonne Witchell, Senior Licensing Officer, presented reports on the procedural functions of the Licensing Committee. The committee discussed the membership of the licensing subcommittees following the annual meeting of the Council on May 15, 2024. It was proposed to continue with the existing arrangements of two panels of seven members each, chaired by the chairperson and vice-chairperson of the Licensing Committee where possible. In cases where the chair or vice-chair are unavailable, a chair will be elected from those in attendance.

Councillor Colin Davis was proposed to fill a vacancy on Licensing Committee B, previously occupied by Councillor Rob Smith. This proposal was moved by Councillor Bair and seconded by Councillor Kratz, and subsequently agreed upon by the members. Councillor Davis expressed his appreciation and noted that he would undergo mandatory training on Monday, June 3, to fully participate in future meetings.

Councillor Davis expressed his appreciation and noted that he would undergo mandatory training on Monday, June 3, to fully participate in future meetings, the meeting transcript noted.

This decision ensures that the Licensing Committee remains fully staffed and that new members are adequately trained, which is crucial for maintaining the effectiveness and integrity of the committee's work.

Licensing Act 2003 Committee

The Licensing Act 2003 Committee meeting was held remotely via Microsoft Teams and focused primarily on procedural matters related to the Licensing Act 2003 and Gambling Act 2005. The committee approved the delegation of functions and the formation of subcommittees.

Licensing Act 2003 and Gambling Act 2005 Delegation of Functions

Yvonne Witchell, the Senior Licensing Officer, presented the report. The key points discussed included:

• Delegation of Functions: The committee proposed to delegate the responsibility for authorizing officers to the Chief Officer, Legal and Regulatory Services, HR and Corporate Policy. This officer would also be responsible for instituting proceedings under both Acts.
• Day-to-Day Functions: It was proposed that the Chief Officer, Legal and Regulatory Services, HR and Corporate Policy, the Team Manager Licensing, and the Senior Licensing Officer be authorized to handle day-to-day functions, as outlined in section 3.2 of the report.
• Formation of Subcommittees: The committee approved the formation of subcommittees consisting of three members of the Licensing Act 2003 committee to determine applications under both Acts. These subcommittees would be chaired by the chairperson or vice-chairperson of the Licensing Act 2003 committee, where possible. If neither could attend, a chairperson would be elected from the panel in situ.

Councillor Colin Davies joined the Licensing Act 2003 committee and, upon completion of training, would be eligible to be selected as one of the panel members for applications.

The committee moved and seconded the report, and it was agreed upon by all members, the meeting transcript noted.

This decision is significant as it ensures that the council's licensing functions are carried out efficiently and in compliance with legal requirements. The delegation of functions and formation of subcommittees are procedural but essential steps to maintain the smooth operation of licensing activities.

Apologies for Absence and Declarations of Interest

Both meetings received apologies from Councillors Kern, Stephen Easterbrook, and Bennet, with no declarations of interest made. This indicates a routine adherence to procedural norms, ensuring transparency and accountability in council operations.

In conclusion, this week's meetings focused on procedural matters essential for the effective functioning of the council's licensing activities. The decisions made will ensure that the committees are well-staffed and that members are adequately trained, which is crucial for maintaining the integrity and efficiency of the council's licensing functions. These procedural steps, while routine, are foundational to the council's ability to manage its licensing responsibilities effectively.

This week, the Bridgend Council held several meetings, with the most impactful being the Cabinet Committee Corporate Parenting on Wednesday, May 8, 2024. Here's a detailed analysis of the discussions and decisions from this meeting.

Inspection of Foster Services

The council reviewed a recent inspection report on foster services, which praised the involvement of children's voices but pointed out areas needing improvement such as matching and safe care practices. The council agreed on the necessity to enhance foster care training and support.

There was a consensus on the need to enhance foster care training and support, with emphasis on better matching and handling of allegations, the meeting transcript noted.

This decision to revise policies and increase training for foster care staff is a continuation of the council's focus on improving child welfare services, a theme we've seen in previous discussions.

Three-Year Sustainability Plan for Children's Services

The council discussed the progress of a three-year sustainability plan aimed at improving workforce stability and practice within children's services. The emphasis was on reducing reliance on agency staff and embedding a consistent practice model across the service.

The discussion underscored the importance of reducing reliance on agency staff and embedding a consistent practice model across the service, from the meeting transcript.

The implications of this are significant, as continued investment in staff training and recruitment is deemed essential for sustaining improvements and meeting future challenges. This aligns with the council's ongoing strategy to stabilize and enhance children's services, reflecting a pattern of long-term planning.

Hybrid Meeting Format

The effectiveness of the hybrid meeting format was acknowledged, with noted benefits such as increased accessibility and flexibility. However, challenges like maintaining engagement remotely were also discussed.

Benefits such as increased accessibility and flexibility were noted, alongside challenges like maintaining engagement remotely, as mentioned in the meeting.

The council considered continuing the hybrid format to enhance participation and inclusivity in future meetings, indicating a shift towards more technologically integrated council operations, a recurring theme in recent council activities.

Youth Justice Service and Park Prison Concerns

The meeting also approved a report on the Youth Justice Service, highlighting improvements and successful funding acquisition. This approval underscores the council's commitment to addressing youth justice and rehabilitation effectively.

Additionally, concerns were raised about recent incidents at Park Prison, particularly the safety of young inmates. This prompted discussions on safeguarding responsibilities and inter-agency cooperation.

The council plans to seek further updates and possibly take additional actions to address these concerns, from the meeting transcript.

This reflects the seriousness with which the council views the safety of young individuals in correctional facilities, and it may lead to further actions to ensure their welfare.

In conclusion, this week's meeting not only addressed immediate concerns in children and family services but also reinforced the council's commitment to long-term improvements and the integration of technology in council operations. These decisions are likely to have significant implications for service delivery and community welfare in Bridgend.

This week, the Bridgend Council's Development Control Committee convened to discuss the future of the Grand Pavilion, a key cultural and heritage site. The committee's decisions are pivotal as they will shape the building's functionality and preservation for years to come. Here's a detailed look at the meeting on Monday, April 29, 2024.

Grand Pavilion Redevelopment

The committee approved a full planning application for the refurbishment and extension of the Grand Pavilion. This decision is significant as it aims to modernize the facility while preserving its historical essence. The discussion underscored the building's cultural importance and addressed community concerns regarding construction impacts.

The decision paves the way for revitalizing the building while maintaining its historical essence, noted the committee chair during the discussion.

This approval aligns with the council's ongoing efforts to balance development with heritage conservation, a recurring theme in recent council activities.

Listed Building Consent

Additionally, the committee granted listed building consent, ensuring that the modifications would be sympathetic to the Grand Pavilion's historical and architectural significance. The conservation officer's insights were crucial in this decision, emphasizing the preservation of original features and the integration of new elements that complement the building's art deco style.

This approval is crucial for proceeding with renovations that respect the building's listed status, the conservation officer explained.

This reflects the council's commitment to meticulous planning and respect for historical integrity, themes we've seen in other redevelopment projects discussed in past emails.

Community Engagement and Technology Use

The meeting highlighted effective community engagement, with no major public objections, suggesting either support or acceptance of the redevelopment plans. The use of technology like Microsoft Teams facilitated smooth remote participation, ensuring that the meeting adhered to procedural rules and was accessible to all stakeholders.

In conclusion, this week's meeting not only advanced the Grand Pavilion's redevelopment but also reinforced the council's approach to managing heritage sites, balancing modern needs with historical preservation. These decisions are likely to influence future projects and community interactions, ensuring that development respects Bridgend's rich cultural heritage.

This week, the Bridgend Council's Subject Overview and Scrutiny Committee 3 convened to address several key issues, with significant discussions on housing, highways, and the closure of the Cairo Heat Scheme. Here's a breakdown of the crucial points from the meeting on Monday, April 22, 2024.

Review of Quarter 3 Performance for 2023/24

The committee noted the Information Report for Quarter 3 without requiring a vote, indicating a general satisfaction or no urgent issues demanding immediate action. This lack of detailed discussion suggests that the council might be maintaining expected performance levels or that no significant anomalies were reported during this period.

Forward Work Program

A lively discussion unfolded regarding the future topics for the committee's scrutiny. Members expressed a strong interest in focusing on the regeneration of Bridgetown center and scrutinizing policies related to empty homes. The decision to prioritize these topics in future meetings underscores a strategic approach to addressing key community concerns, potentially influencing future council policies and resource allocation.

Housing and Highways Concerns

The committee agreed to request more detailed reports on housing and highways, reflecting significant concerns about these critical areas. Members called for specific metrics on highway repairs and updates on housing policies, highlighting the council's proactive stance on improving service delivery and policy effectiveness in these sectors.

Closure of the Cairo Heat Scheme

The discussion on the Cairo Heat Scheme was particularly noteworthy. The project, aimed at utilizing mine water for district heating, was terminated due to financial unviability. The committee reviewed the substantial public funds spent ($3 million) and the minimal tangible outcomes, leading to a robust debate on the management of innovative projects and the need for a more stringent assessment framework for financial risks and benefits.

There was a notable emphasis on ensuring that future discussions are well-defined and focused, said one council member during the meeting.

This statement reflects a broader theme of striving for efficiency and effectiveness in council operations, a theme we will continue to explore in future updates.

In conclusion, this week's meeting highlighted the council's ongoing efforts to refine its scrutiny functions, address community concerns proactively, and learn from past project challenges. The discussions from this meeting are likely to influence future council decisions and strategies, particularly in the areas of housing, highways, and innovative environmental projects.