Agenda Item No.




Minutes of a meeting held on 7 October, 2013.


Present: Councillor N. Moore (Chairman); Councillors, S.C. Egan, B.E. Brooks, L. Burnett, R.F. Curtis, C.P.J. Elmore and G. John.


C2036                        MINUTES –


RESOLVED – T H A T the minutes of the meeting held on 23 September, 2013 be approved as a correct record.


C2037                        DECLARATIONS OF INTEREST –


The following declarations were received;


Councillor L.Burnett

Agenda Item 7 -  Christmas Grants 2013


Reason for declaration -


Elected Member of Penarth Town Council.


Councillr G.John

Agenda Item 7 -  Christmas Grants 2013


Reason for declaration -


 Elected Member of Llantwit Major Town Council


Councillor S.Egan

Agenda Item 7 -  Christmas Grants 2013


Reason for declaration -


Elected Member of Barry Town Council.


Councillor R Curtis

Agenda Item 7 -  Christmas Grants 2013


Reason for declaration -


 Elected Member of Barry Town Council.


Councillor B Brooks

Agenda Item 7 -  Christmas Grants 2013 


Reason for declaration -


Elected Member of Barry Town Council.





Scrutiny Committee (Social Care and Health) considered a report on 2 September, 2013 from the Director of Social Services, which:


-               brought to the attention of the Committee the position in respect of Revenue and Capital expenditure for the period 1st April 2013 to 31st July 2013 regarding those revenue and capital budgets which formed this Committee’s remit

-               updated Committee on the progress made in delivering the Social Services Budget Programme.


The current forecast for Social Services was an overspend at year end of £673k.  This was following the deduction of savings identified for the year of £2.04m. 


Children and Young People’s Services – the main issue here was the need to manage continued pressure on the Children’s Placement Budget.  The current projected outturn for the jointly funded Residential Placements budget for Looked After Children was an overspend of £232k, whilst the previously reported position at the end of May was breakeven.  The reason for this increase was that one young person moved from a foster placement into a residential placement (£129k) was one young person, who was previously supported at home, became looked after and was accommodated in a residential placement (£128k).  It was anticipated currently that this level of overspend could be offset by underspends elsewhere within Children’s Services and, therefore, a breakeven position was anticipated.


Adult Services – the major issue was the continuing pressure on Community Care Packages, the Division’s most volatile budget and one most dependent upon levels of service demand which were not within the Council’s direct control.  At present, the projected year end position was an overspend of £1.429m, but this was after the reduction in budget to accommodate the savings target for the year of £685k.  Any additional funding received from Welsh Government for the implementation of the First Steps initiatives, which resulted in the introduction of the £50 cap for non residential services, would reduce this overspend.  Actions were being taken to review all processes and to address this shortfall.  There were potential underspends elsewhere in Adult Services of around £463k which would be used to offset this position resulting in an overall projected overspend at year end of £966k. 


Areas of savings had been identified this year which were £293k over the required target.  This could be used to offset the overspend on Adult Services, resulting in a projected overspend for Social Services at year end of £673k. 


Appendix 2 to the report detailed financial progress on the Capital Programme as at 31 July, 2013. 


With regard to the Social Services Budget Programme Update, the Directorate was currently required to find savings totalling £6.0m by the end of 2016/17.  Savings totalling £6.189m had currently been identified.  The surplus would be used to mitigate any additional savings to be found in future years.


The Social Services Directorate was committed to achieving a balanced budget.  The corporate programme board and project teams overseeing the plan would continue to develop it further and ensure delivery and progress.  Progress updates would be reported as part of the overall financial monitoring report for the Directorate.


The Director advised that the Welsh Government was considering a recommendation as to how additional funding to compensate for lost income because of the £50 cap on charging for non-residential services could be awarded.  On the basis of present proposals, the Vale’s share would be £118k, although at this point the formal decision could not be known and additional representations have been made by the Leader to relevant members of the Welsh Government Cabinet.


In referring to Project Reference A3 of Appendix 4 to the report “Targeted Reduction in Specific Care Package Budgets”, it was proposed that this issue be referred to Cabinet.


Questions were asked regarding Project Reference A6 of Appendix 4 to the report “Residential Services – Current Contract with Hafod Homes” and Committee were informed that a meeting with the Chief Executive of Hafod was to be held. 




(1)       T H A T the position with regard to the 2013/14 Revenue and Capital monitoring be noted.


(2)       T H A T the progress made on the Social Services Budget Programme be noted and referred to Cabinet for information.


Reasons for recommendations


(1)       That Members are aware of the position with regard to the 2013/14 revenue and capital monitoring relevant to the Scrutiny Committee.


(2)       That Scrutiny and Cabinet Members are aware of the progress made to date on the Social Services Budget Programme.”





At the meeting the Cabinet Member for Adult Services highlighted that there had been a request from Corporate Resources (Scrutiny Committee) for a full report on the Social Services Adult Services component of the Budget Programme. He confirmed that he was aware of the pressures and explained that these were being monitored.


Cabinet, having considered the recommendation of the Scrutiny Committee (Social Care and Health)


RESOLVED – T H A T the content of the report be noted.


Reason for decision


To note the contents of the report.





Scrutiny Committee (Lifelong Learning) considered the above report of the Chief Learning and Skills Officer on 9 September, 2013.


The report outlined the progress to develop a Youth Cabinet and Youth Mayor and the involvement of young people, Vale Youth Forum members and Trustees in the developments to date. 


Following the Youth Service Scrutiny Review of 2012 it had been agreed that a mechanism should be put in place which would give young people the opportunity to challenge and communicate with the Council and Cabinet on decisions that affected them.  The report outlined a proposed model (attached at Appendix 1 to the report) which would base the development of the Youth Cabinet and Youth Mayor around the existing Vale Youth Forum.  Officers had engaged with young people, designed a structure and model based on the young people’s view points and had moved the project on with young people engaged at almost every point. 


The election and appointment of a Youth Mayor would be held in Local Democracy Week commencing 14th October 2013 and secondary schools, youth groups, community and special interest groups and independent young people had been made aware of the process and would be given election packs to assist them in early September.  It was noted that young people had also suggested that the main communication method should be via Facebook. 


Members welcomed the report but queried how the Authority would be able to contact hard to reach children.  It was noted that most of the work would be undertaken through schools and colleges and by the use of social media. 


In response to a query as to whether the Council could learn any lessons from other Councils who had adopted similar models, it was noted that this had already been researched and experiences gained had been considered when devising the Vale’s model. 


The Chairman, with the support of the Committee, considered that it would be important for the Cabinet to consider whether the Youth Mayor should also become a non-voting member of the Scrutiny Committee (Lifelong Learning) and aware that this would require Full Council approval, it was subsequently




(1)       T H A T the Cabinet be requested to consider the suggestion of the appointment of a Youth Mayor as a non-voting member of the Scrutiny Committee (Lifelong Learning) and refer to Council as appropriate.


(2)       T H A T the contents of the report be noted and the progress and developments of a constituted Youth Cabinet and the development of an election process for a Youth Mayor position be welcomed.


Reasons for recommendations


(1)       To encourage the voice of young people on the Scrutiny Committee (Lifelong Learning) and to seek Council approval.


(2)       In noting the progress to date





At the meeting the Cabinet Member for Children Services highlighted the fact that the Youth Cabinet was not yet in place and that the recommendation made by the Scrutiny Committee (Lifelong Learning) was therefore premature. The Leader also commented  that it would be wrong to agree that the Youth Mayor be suggested for a place on Scrutiny Committee (Lifelong Learning) as it may be that the Youth Cabinet Member with responsibility for Education / Children Services maybe more appropiate. The Leader concluded that it would be more appropiate to consider roles with the Youth Cabinet once they had been elected and that a further report could pick up on these issues.


Cabinet, having considered the recommendation of the Scrutiny Committee (Lifelong Learning)




(1)       T H A T the recommendation of the Scrutiny Committee (Lifelong Learning) to appoint a Youth Mayor as a non-voting member of the Scrutiny Committee (Lifelong Learning) not be exceeded to.


(2)       T H A T a further report be presented to a future Cabinet meeting on all implications of the development of a Youth Cabinet and Youth Mayor, including the role of the Scrutiny Committees, once the Youth Cabinet and Youth Mayor have been elected


Reason for decisions


(1)       To not exceed to the recommendation of Scrutiny Committee (Lifelong Learning)


(2)       To receive a further report on the implications of the development of a Youth Cabinet and Youth Mayor





Members were advised of the results of the assessment by the Auditor General for Wales in relation to whether the Council had discharged its statutory duties in respect of improvement planning.


The Auditor General for Wales had a duty under the Local Government (Wales) Measure (2009) to report his conclusions on whether the council had acted on its duty to achieve continuous improvement.


The Auditor General's letter as attached at Appendix 1 to the report found that:


The Council had discharged its improvement planning duties under the Measure, setting Improvement Objectives for 2013-14.


The content of the Improvement Plan incorporated the majority of elements included in the Welsh Government guidance.


The Council was likely to comply with the requirement to make arrangements to secure continuous improvement during this financial year.


The arrangements in place to manage the changes in school improvement services were still in the process of development, and the Council could not be confident that the Joint Education Service represents value for money for the Council.


The Council continued to enhance and improve its performance reporting arrangements.

Some elected members had participated in the scrutiny learning exchange project.


No further proposals for improvement were made. Those contained within the letter were identified in the report on the Joint Education Service.


Audit and inspection fees for the Council totaled £277,757 plus VAT for the 2013/14 period.


At the Meeting the Leader highlighted that no further proposals for improvement were made by the Auditor General for Wales and this showed that the Council was making positive improvements.


He also commented that Cabinet wanted to congratulate those involved in making the Auditor General’s letter a successful one.


This was a matter for Executive decision.




(1)       T H A T the contents of the report be noted.


(2)       T H A T the report be referred to the Audit Committee for information.


(3)       T H A T a further report be brought back to Cabinet on the issues raised in Appendix 1 to the Appendix of the report titled ‘’Review of the Governance arrangements of the Joint Education Service proposals for improvement June 2013’’.


Reasons for decisions


(1)       To note the contents of the report.


(2)       To provide for scrutiny and review of the Auditor General's letter.


(3)       To receive a further report regarding the ‘’Review of the Governance arrangements of the Joint Education Service proposals for improvement June 2013’’.  



C2041                        CHRISTMAS GRANTS 2013 (L) (SCRUTINY – CORPORATE RESOURCES) –


Members were apprised of the Christmas grants for 2013.


In previous years Town / Community Councils had been requested to submit suitable "Christmas feature" projects for CASH funding, and pensioner and similar organisations had been invited to apply for financial assistance towards provision of a Christmas lunch for their members. (Minute No. 1840).


In respect of Christmas CASH, the sum made available to Town / Community Council's last year and the year before was £450. The total cost of this grant was £11,700 per annum.


In respect of pensioner and similar organisations Christmas lunches, the sum made available last year and the year before was £4 per capita. The total cost of this grant was approximately £9,000 per annum.


The responsibility for approving the allocation of CASH grants had been delegated to the Director of Resources in consultation with the relevant Cabinet Member.


Financial provision had been made for grants within the policy revenue budget 2013/14.


This item was taken in stages due to the declarations of interests that were made, resolution 2 was taken first


This was a matter for Executive decision.




(1)       T H A T the per capita sum to be made available to pensioner and similar organisations for Christmas Lunches 2013 be increased to £4.25


(2)       T H A T the sum to be made available to each Town / Community Council for Christmas CASH funding 2013 be increased to £475, with the exception of Penarth Town Council, Barry Town Council and Llantwit Major Town Council, which will be dealt with seperatly in the further recommendations below;


Councillor L Burnett declared her interest in this item as an elected member of Penarth Town Council and left the room


(3)       T H A T the sum to be made available to Penarth Town Council for Christmas CASH funding 2013 be increased to  at £475.


Councillor B Brooks, Councillor S. Egan, Councillor R. Curtis declared an interest in this item as elected member’s of Barry Town Council and left the room


(4)       T H A T the sum to be made available to Barry Town Council for Christmas CASH funding 2013 be increased to £475.


Councillor G John declared an interest in this item as an elected member of Llantwit Major Town Council and left the room


(5)       T H A T the sum to be made available to Llantwit Major Town Council for Christmas CASH funding 2013 be increased to £475.


Reason for decisions


(1-5)    To award grants in accordance with the approved scheme.


C2042                        MEDIUM TERM FINANCIAL PLAN 2013/14 TO 2016/17 (L) (SCRUTINY – CORPORATE RESOURCES ) –


Approval was sought for the draft Medium Term Financial Plan 2013/14 to 2016/17.


The budget strategy for 2014/15 was approved by Cabinet on 15 July, 2013 (Minute No. C1427). This established a baseline for services to prepare initial revenue budgets for 2014/15 based on the cost of providing the current level of service and approved policy decisions and including any net savings target. It also set out the timetable to be followed and required directors to review savings already approved, with a view to implementing them ahead of the target date and to consider areas for further savings.


The purpose of the Medium Term Financial Plan was to link the Council’s strategic planning process with the budget process and to ensure consistency between them. potential shortfalls and provide the financial framework for the next 3-5 years.


The draft Medium Term Financial Plan was attached to the report and covered the period 2013/14 to 2016/17. An Executive Summary was included at pages 2 – 6 of the Plan. Welsh Government had not yet given any indication of local government funding levels for 2014/15 to 2016/17. However, the timeframe for the budget process necessitates use of the best available evidence at the time if a balanced budget was to be achieved by the statutory date. The assumptions made in the Plan were, therefore, based upon the outcome of the Chancellor’s Spending Review, its anticipated impact upon Wales and the subsequent views of key commentators (including the Welsh Local Government Association) as to the prospects for local government funding over the next few years being severely curtailed by Welsh Government.


The basis of these latest assumptions, therefore, could in no way be guaranteed and any changes to the figures used could have a significant financial impact. However, every indication was that restrictions in public sector funding would continue for the foreseeable future and the failure to prepare for further reductions now could have far greater consequences for service delivery in the future.


Initial projections presented the following picture showing a projected additional cumulative revenue shortfall to 2016/17 of about £25.7 million.


Matching Predicted Resources to Expenditure







Real Term Decrease in Resources




Cost Pressures




Existing Corporate Savings Targets




Costs to be met within Schools




Additional Shortfall





In arriving at this shortfall, there would inevitably be additional cost pressures arising between now and 2016/17 which were unknown and little provision had been made for service development.


A key outcome from the 2012 Budget Review was to identify the relative priorities between different services given the financial challenges which lay ahead and to set specific financial strategies for Education & Schools and Social Services.  In light of the level of savings to be found by 2016/17, a review would be undertaken to ascertain whether it was viable to continue with these approved financial strategies 


Other options which were recommended within the Plan for exploration as part of the 2014/15 budget process were:


·        Further reviewing the level of cost pressures with a view to managing demand within allocated budgets and mitigating pressures.

·        Services funding their own residual cost pressures through reviewing their existing budgets and revised/alternative means of service provision.

·        Services meeting their own pay and price inflation, superannuation increase etc through reviewing their staffing structure in line with changes to service delivery and workforce planning requirements.

·        A review of the continuation of the financial strategies already in place.

·        Pursuing further forms of alternative service delivery in order to attempt to maintain the level of services while reducing the cost of provision.


From a Capital Programme perspective, the expected decrease in the Council’s General Capital Funding allocation in 2014/15 and specific capital grants from WG for 2014/15 onwards, coupled with limited capital receipts, gave the Council little room for manoeuvre in progressing its priorities in this area. As such the Council looked to mitigate this situation as part of the 2013/14 Final Capital Programme proposals in so far as it was able by reappraising all schemes and looking to progress only those which were deemed to be a key corporate priority whilst also seeking to gain assurance that such schemes were delivered on time and within budget. This had resulted in a Capital Programme being agreed for the period 2013/14 to 2017/18. Any amendments would be dependent on future funding levels and for the most part were expected to relate to changes in phasing of the existing approved programme.


At the meeting the Leader highlighted paragraph 14 of the report by saying that although the figures contained within the Medium Term Financial Plan must be treated with caution, particularly due to the uncertainty surrounding the predictions of expected resources, the Plan was currently indicating a significant increased shortfall of available funding to 2016/17 of £25.7M that with existing savings targets amounted to £40.1M over the next three years.  


This was a matter for Executive decision, however it is a matter for Council to approve the final 2014/15 budget proposals.




(1)       T H A T the contents of the draft Medium Term Financial Plan for 2013/14 to 2016/17 be approved.


(2)       T H A T Directors be required to report back to Cabinet by 18 November, 2013 on progress in bringing forward areas for savings already agreed for future years together with their additional proposals for future savings and the implications for future service delivery.


Reason for decisions


(1&2)  To facilitate the integration of medium term financial planning into the corporate planning and budget process.





Approval was sought for a scheme of revenue support.


On 18 May, 2011 (Minute No. C1325 refers), Cabinet was updated on the bids submitted to the Heritage Lottery Fund and the Big Lottery Community Asset Transfer Fund by Penarth Arts and Crafts Ltd (PACL) to support the refurbishment project.


The refurbishment scheme had now been on site since October 2012 and the scheme was nearing completion. A series of opening events were planned between September and December 2013 and the details could be found on the dedicated website


Earlier in the year a review of governance arrangements was undertaken and a new Board of Trustees and a Pavilion Director were now in place.


The Project Team had been providing update reports to the range of project funders and the scheme remained on course in terms of programme and cost.


The Pavilion Director had reviewed the Project Business Plan originally produced in 2009 and had provided to officers a new business plan indicating the business model to be utilised and the expected visitor numbers and income levels which might be achieved. The Business Plan had been submitted to provide the base data in support of the revenue grant now being sought in line with the original approval.


Officers had reviewed the Business Plan and, although the document set out a methodological assessment of operational matters, opportunities and income streams, officers had identified that the risks to the deliverability of this project still centred on the financial viability of the first few years of operation. The bid to the Council sought funding support over the first five years of operation as per the original discussions of 2010-11 and proposed a revenue support grant of £20000 per annum over that period.


The view of officers was that the inherent risk to the project was the validity of the financial projections contained in the report during the first 12-20 months of operation as this was the period within which any shortfalls in income projections could seriously impact upon cash- flow requirements.


In order to give appropriate levels of support, officers proposed that the revenue support be targeted to the first 20 months of operation at the Pavilion and that 20 monthly payments of £5000 be made to provide, overall, the £100,000 of revenue support agreed in 2011.


This was a matter for Executive decision.




(1)       T H A T the progress made to date be noted.


(2)       T H A T the proposed Revenue Support Scheme be approved and that the Director of Resources, in consultation with the Head of Legal Services and the Leader be given authority to enter into an appropriate drawdown agreement with Penarth Arts and Crafts Limited.


Reasons for decisions


(1)       To provide a full update on the proposal.


(2)       To provide appropriate authority for the revenue support and the legal agreement proposed.





Approval was sought for the Vale of Glamorgan Local Deposit Plan to be a basis for a statutory six week public consultation exercise commencing in November, 2013.


Part 6 of the Planning and Compulsory Purchase Act 2004 placed a duty on each local authority in Wales to prepare a Local Development Plan (LDP).  The Town and Country Planning (Local Development Plan) (Wales) Regulations 2005 prescribed the form and content of the LDP and made provision for the procedure to be followed in its preparation.


The Deposit Plan provided a sustainable land use framework to guide the growth and ensure the environmental protection of the Vale of Glamorgan over the fifteen year period from 2011 to 2026.  Following adoption, the LDP would be used to guide and control development and investment within the authority, providing a basis for consistent and appropriate decision making.


The LDP Regulations require the Local Planning Authority to prepare an ‘initial consultation report’ detailing the results of the Draft Preferred Strategy consultation and this document would be made available alongside the Deposit Plan during the public consultation period.  That Consultation report would be a summary of the main issues raised as a result of the consultation undertaken on the Draft Preferred Strategy, and reflected the details provided in the report to Cabinet on 3rd February 2010.  A copy of the Initial Consultation report was available via:


As a result of the Council's decision to prepare a replacement Deposit LDP the Welsh Government approved an amended LDP timetable on 28th June 2013.  The revised timetable showed the Deposit Plan being subject to a statutory six week public consultation in September / October 2013 and showed an indicative adoption date of January 2017.


Since the approval of the Draft Strategy in early 2010 and the Council's decision to prepare a Replacement Deposit Plan in January 2013 there had been a number of significant changes to the Deposit Plan.


In October 2010, the UK Government decided not to proceed with the proposed Defence Training College at St. Athan.  Notwithstanding this decision, the UK Government maintained that St. Athan remained a key location for military and associated training activity.   St. Athan to Cardiff Airport had also been designated as an Enterprise Zone, with a particular emphasis on the aerospace sector.  The Deposit Plan fully embraced this designation with St Athan being identified as a suitable area for mixed land uses to include large employment and housing allocations as well as accompanying infrastructure and the Airport being an important transport hub together with it being an opportunity for inward business investment (Strategic Policy SP 2 refers).


There had also been extensive developments in national and regional policy, as well as progressive initiatives on topics such as climate change, design, sustainable development and affordable housing.  There had also been additional statistics published in respect of demographics for the Vale of Glamorgan, including parts of the 2011 Census and data on births, deaths and migration.  The Deposit Plan had taken on board this new information, with additional objectives and refinement of the Strategic Policies to ensure compliance with the latest planning guidance and to reflect the Council’s own aspirations for managing development during the Plan period.


In particular, the change to the Housing Requirement Figure (Strategic Policy 3 refers).  The Draft Preferred Strategy (December 2007) identified the need for 7500 dwellings over the Plan period which equated to the Regional Housing Requirement Figure.  However, this figure had now increased to 9950 in the Deposit Plan derived from the 2008 based Welsh Government Local Authority projections.  This figure had also considered the statistics that had been released for the 2011 Census as well as the latest 2011 population projections.  Full details on this could be found in the Housing Supply Background Paper (2013) at


Perhaps of most significance was the fact that this Deposit Draft Plan comprehensively identified and allocated land for the services and facilities that would be needed to support the additional residential and employment growth to 2026.  This Deposit Plan contained significantly more detail and evidence than its predecessor on where new educational facilities (Policy MG 6), new Community Facilities (Policy MG 7), new health facilities (Policy MG 8), new transport proposals (Policies SP 7 and MG 16) and new open space allocations (Policy MG 25) were required as a result of the additional housing and employment allocations.


Deposit Plan Structure

The structure of the Deposit Plan largely reflected the guidance contained within the Welsh Government’s LDP Manual (June 2006) and was as follows



National, Regional and Local Policy Context

The Spatial Profile of the Vale of Glamorgan

Vision and Objectives

LDP Strategy

Managing Growth in the Vale of Glamorgan

Managing Development In the Vale of Glamorgan

Delivery and Implementation

Measuring Success


Proposals Map

Constraints Map



In terms of housing, the Deposit Plan would allocate land for the provision of 10450 (9950 plus a reserve site of 500 units) new dwellings over the Plan period. The 9950 dwellings would comprise allocations of 7329 dwellings on 45 sites, plus the reserve housing site of 500 units.  The remainder of the dwellings would be provided by the development of sites with extant planning permissions (175 at April 2011), and by the development of unallocated windfall sites (2448 dwellings).  In order to ensure the efficient use of land, a minimum density of 30 dwellings per hectare would be required, save for the minor rural settlements where a density of 25 dwellings per hectare would generally apply.


Residential Settlement Boundaries

The Deposit LDP had defined residential settlement boundaries around the key settlement of Barry, the service centre settlements and the primary settlements in order to protect their setting and encourage brown field development opportunities.  Development outside of these identified settlement boundaries would only be permitted where it consisted of either small-scale rounding off of the settlement or for affordable housing which responded appropriately to its local context.  A more flexible approach was applied in the minor rural settlements, where no residential settlement boundaries were identified in order to consider on a case by case basis any future limited and appropriate opportunities for infilling and rounding off.


Affordable Housing

The Local Housing Market Assessment (2010) revealed that a significant proportion of the Vale of Glamorgan’s population was unable to meet their housing needs through the private housing market.  In order to help address this issue, the Deposit Plan would expand opportunities to maximise the provision of affordable housing in respect of both social rented and low cost housing for sale.  This would be achieved by setting percentage targets for sites (policy MG 4 refers), promoting the re-use / rehabilitation of existing older housing stock and through the implementation of a ‘rural exceptions’ policy (policy MD 6 refers).



The Deposit LDP provided land for the development of employment allocations of both strategic and local importance.  The strategic employment land allocations included the development of land at the proposed aerospace business park, St. Athan, land to the south of Junction 34 of the M4 near Hensol and land adjacent to Cardiff Airport and Port Road, Rhoose. Local employment allocations included the development of land on a range of sites throughout the Vale of Glamorgan.



The Deposit LDP favoured a large number of transport improvements that serve the economic, social and environmental needs of the Vale of Glamorgan and promoted the objectives of the Regional Transport Plan.  In particular, the Plan supported the ongoing implementation of the National Cycle Network Route 88 which generally ran in an east west direction through the Vale of Glamorgan, several bus prioritisation improvements, as well as identifying the electrification of the Vale of Glamorgan Railway Line.  A new Barry Island Link Road was proposed as part of the Barry Waterfront development proposals which would help to reinforce existing links. Further proposals included a northern access road in connection with employment and residential proposals at St Athan, as well as a new road link between the A48 and Llantwit Major Road as part of a residential allocation at Cowbridge and road improvements to the Cross Common junction Dinas Powys and to the north of the A48 at Bonvilston.  The Deposit Plan also recognised the need for improvements on Five Mile Lane and the B4265 at Gileston Old Mill in order to facilitate access to the St. Athan to Cardiff Airport Enterprise Zone.



The Deposit Plan allocated land for convenience retail development at the Barry Waterfront strategic site. 


Waste Management

The Deposit Plan identified 3 preferred sites for the development of waste management solutions to meet the Vale of Glamorgan’s requirements identified in the Regional Waste Plan (2008).  New waste management facilities may also be permitted on suitable existing and allocated B2 employment sites in accordance with national planning guidance.



The Deposit Plan sought to provide for a continuous supply of Minerals throughout the Plan period.  It also provided a Policy to consider proposals during the Plan period for the extraction of Minerals as well as outlining how applications for the exploration of shale gas would be considered.



The Deposit Plan encouraged proposals which sought to promote the Vale of Glamorgan as an all year round tourism and leisure destination, with a particular emphasis on Barry.  In rural areas, sustainable tourism was encouraged, in particular rural diversification which helped to support the local economy.  In addition to further enhance the offer of quality bed spaces in the Vale, land was allocated at Cottrell Park Golf Course for a major new hotel and luxury Spa.


Habitats Regulation Assessment (HRA) of the Vale of Glamorgan LDP Deposit Plan

In accordance with the EC Habitats Directive, the Council had previously undertaken a screening exercise to establish whether the LDP was likely to have a significant effect on European sites of nature conservation importance.  The Vale of Glamorgan contained the Dunraven Special Area of Conservation (SAC) and its boundary formed part of the Severn Estuary Special Protection Areas (SPA).  Other European Sites that could potentially be affected by the LDP within adjacent local authority areas and which were considered in this report and Kenfig (SAC) Cefn Cribwr Grasslands (SAC), Blackmill Woodlands (SAC) and Cardiff Beech Woods (SAC).


Sustainability Appraisal (SA) Report

Although the SA/SEA and LDP preparation were separate processes, it was essential that they were well integrated.  The SA/SEA process needed to inform the LDP process to ensure that the adopted LDP was one that promoteed sustainable development.  ODPM/WG guidance (2005) stated that the SA/SEA process was an iterative one that needed to guide the development of the LDP.  In accordance with the guidance, the Council had prepared a Sustainability Appraisal Report, which tested the LDP Deposit Plan against the Sustainability Appraisal framework and which built upon the previous assessment work of the 2012 Deposit Plan, and had concluded that the Deposit Plan was a more sustainable Plan than its predecessor.  A copy of the SA Report was available at


Next stage

When the Council consulted on the Deposit Plan, it must advertise the consultation in accordance with the LDP Regulations and notify those parties identified in the Community Involvement Scheme (including statutory consultees), allowing six weeks for representations to be made.  The approved Delivery Agreement (June 2013) showed that the public consultation was to have taken place during September and October 2013.  However, it was envisaged that the Deposit Plan consultation would commence in early November 2013 and continue into December 2013.  It was imperative that the six week consultation period closes before the Christmas break to allow a clear, uninterrupted six week period.  As a consequence it was envisaged that consultation would commence during the first full week of November and current indications suggested that consultation would commence on the 8th November, 2013.  The consultation would include communication with all those individuals and organisations that were included within the Council's LDP data base, placing copies of the Deposit Plan on the Council's web site and at Deposit locations and issuing press releases relating to the same.  In addition it was proposed to undertake various staffed exhibitions across the Vale of Glamorgan.


Those making representations on the Deposit Plan would be encouraged to do so on a standard form, setting out clearly any supporting representation or objection. Objectors would also be required to indicate what test(s) of soundness the Plan was considered to fail, and indicated what changes to the Plan were sought.  This information would inform the Inspector’s consideration of the soundness of the LDP, including implications for the sustainability appraisal.


All representations received by the Council that sought to change the Deposit Plan by adding a new site, or by altering or deleting a proposed site, must be advertised by the Council as soon as reasonably practicable after the end of the six week consultation period, allowing a further six week period for representations to be made on them.  It was envisaged that this consultation on the "alternative sites" stage would be undertaken during 2014, with the specific date being confirmed nearer the time.


At the meeting the Cabinet Member for Regeneration, Innovation, Planning and Transportation, explained that she was extremely pleased in bringing this report forward.


The Director of Development Services commented that there would be a statutory consultation period of six weeks held between November and December 2013. He further commented that the consultation period could not be more or less than the statutory six weeks and due to the specific regulations any comments made before or after this period would not be taken into account.


In referring to recommendation 7, the Director made reference the fact that the comments of Scrutiny, Planning and Community Liaison committees would be brought before Cabinet in due course.


 This was a matter for Executive decision.




(1)       T H A T the Deposit Plan, the Sustainability Appraisal Report and the Habitats Regulation Assessment be approved for public consultation purposes.


(2)       T H A T a six week public consultation on the Deposit Plan, the Sustainability Appraisal Report and the Habitats Regulation Assessment takes place prior to Christmas, during November and December 2013 and that any representations received after the close of the consultation period are not accepted and not regarded as duly made.


(3)       T H A T the Director of Development Services, in consultation with the Cabinet Member for Regeneration, Innovation, Planning and Transportation, be authorised to agree the arrangements for the public consultation exercise.


(4)       T H A T the Director of Development Services, in consultation with the Cabinet Member for Regeneration, Innovation, Planning and Transportation, be authorised to make any necessary minor typographical changes and associated amendments to the Deposit Plan proposals and constraints maps as well as the associated background documents.


(5)       T H A T following the close of the public consultation on the Deposit Plan, the Sustainability Appraisal report, and the Habitats Regulation Assessment, the Director of Development Services be authorised to undertake a 6 week public consultation in respect of any alternative sites promoted for development through the Deposit period.


(6)       T H A T a further report be presented to Cabinet in 2014 on the representations received to the Deposit Plan, the Sustainability Appraisal Report, the Habitats Regulation Assessment and the alternative sites promoted through the Deposit period.


(7)       T H A T the Planning Committee, the Scrutiny Committee (Economy and Environment) and the Community Liaison Committee be consulted on this report.


Reasons for decisions


(1)       To ensure that the LDP is prepared in accordance with the LDP Delivery Agreement (June 2013) and to satisfy the requirements of the LDP Regulations.


(2)       To ensure that the LDP is prepared in accordance with the LDP Delivery Agreement (June 2013) and to satisfy the requirements of the LDP Regulations.


(3)       To facilitate the preparation of the Vale of Glamorgan LDP.


(4)       To facilitate the preparation and accuracy of the Vale of Glamorgan LDP.


(5)       To ensure that the LDP is prepared in accordance with the LDP Delivery Agreement (June 2013) and to satisfy the requirements of the LDP Regulations.


(6)       To ensure that Cabinet are kept informed of progress on this matter.


(7)       To ensure members of the Planning Committee, the Scrutiny Committee (Economy and Environment) Committee and the Community Liaison Committee are consulted.





Approval was sought to put in place a process to appoint a main contractor for the eastern promenade works programme.


Following the bid submission made by the Vale of Glamorgan Council in February 2013, the Welsh Government approved a first tranche of grant funding for the Barry Island Urban Realm Programme amounting to £632,000. That grant allocation was to cover the costs associated with the delivery of the capital works to provide a car park at Nell's Point and the consultancy/design fees associated with the development of the remainder of the Urban Realm Programme across the Island. On 18 June, 2013 a further report was provided to the Barry Regeneration Area Board giving an estimated breakdown of costs associated with the various elements of the programme and recommending that the rest of the funding be allocated to allow urgent progression of the scheme. That recommendation was accepted and a second grant approval was provided by Welsh Government on 17 July, 2013.


Progress on the schemes to date had been as follows;


Nell's Point car park works and marketing.

Early in the process the Councils Project Management Unit  (PMU) submitted a request to the Planning Department querying whether prior notification of demolition would be required for the first stage of site works relating to the removal and crushing of the slab foundation on site. The Planning Department indicated prior notification would not be required and Visible Services procured a specialist contractor to commence this work in early May following the Project Board approval of the scheme on 3 May, 2013. A separate Planning Application for the main construction works was also submitted by the PMU acting as agent. That application was determined by the Planning Committee on the 6 June, 2013 following site inspection and was approved subject to conditions relating to time period of approval, landscaping and construction methodology.  The second stage construction works progressed through to mid July and the scheme provided some 550 car parking spaces and events area (the latter increasing the car parking available when not in use to circa 610 spaces).  Minor completion works had continued and subject to the installation of barriers the scheme works were complete.


Approval was given by Cabinet in March 2013 to take forward the marketing of both the Nell's Point site and the adjoining former conveniences site. Since that time officers had been working on the marketing brief and had undertaken a procurement exercise to appoint agents to take forward the marketing.  Following a competitive tender process the Council (as funder of the work and land owner) had appointed Knight Frank as the agent.


The Council's Landscape Team were managing the procurement and implementation exercise. Given that the Report of the 18th June 2013 to the Barry Regeneration Area Board indicated a variety of risks associated with the Urban Realm Programme a suggestion was made that the Maslin Parks works be held in abeyance until the Eastern Promenade works programme had been tendered and tender submissions evaluated in order that appropriate contingency funding might be retained.  The Board indicated that it would not wish the Maslin Park element of the programme to be delayed, reduced or dropped from the programme and that consideration should be given to other programme elements.


Since the last BRA Board meeting Council officers had reviewed the Council’s own funding provision and following an update report on the proposal and tenders submitted a submission for use of delegated powers was made on 7 August, 2013 and agreement was given to utilise £120,000 of the Barry Regeneration Area Project Development Fund to pay for the Maslin Parks works.  Following that approval the contract with Wicksteed Leisure Limited had been agreed and works had commenced on site with a programme running through until late October 2013.


General Urban Realm works and artworks.  The options relating to resort management and comprising signage, benches, railings, lighting and interpretation etc would follow on from the baseline surveys/reviews undertaken by Powell Dobson/Atkins and by the officers from PMU/Tourism and resort management.


The Causeway and Footpaths. Given that the options relating to the development of improved walking and cycling facilities on the Barry Island Causeway would all impact upon the adopted highway the Council's Highways Design team was taking the design lead in respect of the causeway scheme and the related designs/routes being considered for footpath development.  Although not affecting the overall programmes critical path works in this location would severely impact upon island access and will need to be programmed to reduce such impact and risk.  A feasibility report had been produced which contained a number of design options providing for:


An on carriageway mandatory cycle lane

An on carriageway advisory cycle lane

An off carriageway shared walking and cycle path

An off carriageway partially segregated scheme


Option 3 was the preferred option and could be achieved subject to bridge evaluation.  However the feasibility report highlighted that this option could require the relocation of BT infrastructure currently running across the bridge and that the relocation costs of this work could amount to an additional cost implication of £178,000.  The cost estimate for Option 3 was indicated at £398,000 even without such diversion costs and at present, therefore, given the tendered costs associated with the Eastern Promenade it was not considered that this element of the programme was either affordable or good value for money if the costs approach £573,000.  The BT costs would continue to be reviewed and an update provided in due course.


This was a matter for Executive decision.




(1)       T H A T the progress made to date be noted.


(2)       T H A T authority be granted for the Director of Development Services, in consultation with the Cabinet Member for Regeneration, Innovation, Planning and Transportation, to appoint a main contractor for the Eastern Promenade works programme.


(3)       T H A T delegated powers be given to the Head of Legal Services, in consultation with the Director of Development Services and the Managing Director to review, issue and sign, as appropriate, the contract documentation required for the works to proceed.


(4)       T H A T the Urgent Decision procedure, in accordance with Article 13.09 of the Council's Constitution, be implemented in respect of the above recommendations.


(5)       T H A T the remaining £79k available Capital programme funding on the Eastern Shelter structural repairs be vired from Visible Services to the Barry Island Urban Realm Programme account as contribution to the works proposed.


Reasons for decisions


(1)       To provide a full update on the proposal.


(2)       To provide appropriate authority for the award of contract.


(3)       To provide appropriate authority to enable the contract documentation to be put in place.


(4)       To provide authority to take this matter forward urgently in order to meet the programme deadlines for works and grant spending in the current financial year.


(5)       To allow appropriate financial management.