The Visible Services and Streetscene Scrutiny Committee met to discuss performance monitoring and future scrutiny items, as well as to review the Environment and Regeneration business plans. The committee noted the business plans and requested a report on Safari Collection rounds be added to the Forward Work Programme.

Business Plans

The committee reviewed the Environment and Regeneration Business Plans for 2025/2026. The plans support the council's Corporate Strategy 2025/2028, which aims to create a more prosperous, fairer, and greener Neath Port Talbot. The corporate strategy contains 58 strategic aims, woven into four well-being objectives, which show how the council contributes to the social, economic, cultural and environmental well-being of Neath Port Talbot and to the seven national well-being goals contained within the Well-being of Future Generations (Wales) Act 2015.

The business plans included:

• Engineering and Transport
• Planning & Public Protection
• Property & Regeneration
• Streetcare

Each plan included an overview of the service, key actions and measures to deliver progress against the Corporate Strategy's Wellbeing Objectives, support required from the Enabling Programme, the direction of travel, and how it translates into individual staff objectives/targets.

The plans also addressed cross-cutting goals such as:

• Cost of living / poverty prevention
• Climate change & decarbonisation
• Supporting the Welsh language & its culture
• Equalities, inclusion and diversity

The plans also included a self-assessment for 2024/2025, which looked at what worked well and what didn't work so well, and what improvements would be made across service delivery following the learning.

The committee noted the report following scrutiny.

Engineering and Transport Business Plan

The Engineering and Transport Business Plan includes a total expenditure of £17,907,805, against a net budget of £3,086,274. Savings and income generation proposals include:

• Increase in fees and charges
• Reduction on the Council revenue spent on local bus support and utilising Welsh Government grants only to support the bus network.
• Cutting on call rota and relying instead on private transport providers
• Increase in charges to external organisations using the councils fleet repair services
• Additional External Income
• Increased charges on training courses provided to external organisations.
• Reduction of the maintenance budget which is relied upon for bridge inspection works and regular small-scale maintenance. The budget also covers retaining structures.

The plan identifies how it uses the five ways of working¹ in its planning and delivery of services, including collaboration with Welsh Government Energy Service to aid in the fleet vehicle transition to net Zero vehicles, and collaboration with all the Welsh local authorities via the CSSW Engineering & CSSW Bridges Groups.

Key actions for 2025/2026 include:

• Continue to undertake new Highways Strategic records duties
• Secure a greenspace officer position or improve the service level agreement with the Biodiversity section to improve on service delivery, whilst offering services externally consultants, developers and contractors to income generate.
• Implement the as yet unknown outcomes of full SAB review with SuDS CoP (Community of Practice) and Welsh Government – Impact on current service delivery and resources
• Neath Transport Hub – to bring rail and bus services together facilitating multimodal journeys and meet the ambitions of the Llwybr Newydd.
• Cymmer Improvement scheme – highway improvements to prevent community severance due to failing structure.
• Implement the Dyffryn Rhondda river protection scheme
• Undertake Principal & General Inspection of 568 Bridges & over 2000 Highway Structure in order to keep the Public Highway Network safe & open
• Undertake Statutory Inspections on the 607 disused coal tips within the County Borough to ensure Public Safety
• Undertake Statutory Inspections on Large raised Reservoirs and Dams owned by the Authority to ensure Public Safety
• Active Travel improvements to enable walking, cycling and wheeling for purposeful journeys subject to available funding.
• Work with Transport for Wales to deliver Welsh Government's transport strategy and develop a transport system fit for the 21st Century.
• Develop new financial packages and introduce new Transport Management software to improve service delivery
• Investigate and introduce additional opportunities for the in - house community services transport fleet.
• Work with Welsh Government to deliver zero emissions buses on key transport corridors.
• Retender and rationalise 50% of home to school contracts for Sep '25. Ensuring Community Benefits are included
• Understand/ Negotiate the Local Bus funding mechanism for the 25/26 financial year to protect the Council from future budget pressures whilst maintaining the service to the public.
• Introduce DBS Policy for Passenger Transport Operators and staff for adoption by Cabinet.
• Improve service resilience in order to maintain passenger transport services, succession planning that address the new demands and changing local and regional position in terms of transport expertise.
• Develop and implement a 5-year plan for fleet services
• Install the new vehicle telematics system to all fleet vehicles
• Plan vehicle renewals with a focus on transition to net zero targets in line with Welsh Government policy while considering additional cost forecasts.
• Introduce a bilingual chatbot on the council website to make parking appeals easier for members of the public.
• Introduce bilingual virtual resident permits to make applying for parking permits easier and faster for members of the public
• Resurface and reline St. Mary's Car Park
• Work with the DVSA and internal teams to gain Earned Recognition for Neath Port Talbot County Borough Council Fleet Services.
• Delivery of Healthy Travel Charter to incorporate Pool Bike provision for staff.
• Update report on Welsh Government 20mph and newly released guidance
• Introduce Neath Port Talbot Cycling Club

Performance measures include:

• C02 emissions from council operated vehicles
• First time pass rates for Heavy Good Vehicles
• Number of Principal Inspections of Bridges
• Kilometres of future walking or cycling routes improved or extended, thereby transitioning to existing routes on the Active Travel Network Maps
• Number of visits to schools
• Percentage of Contracted ALN Taxi Operators and Home to School bus operators satisfied with support they receive from Passenger Transport
• Percentage of Contracted subsidised local bus operators satisfied with support they receive from Passenger Transport
• Percentage of community Transport schemes who have received Grant Funding
• Percentage of Local Bus services subsidised by Passenger Transport
• Road Safety – Killed or seriously injured: Child casualties (0-15 years)
• Road Safety – Killed or seriously injured: Pedal cyclists casualties (all ages)
• Road Safety – Killed or seriously injured: Young Drivers (16-24 years)
• Road Safety – Killed or seriously injured: Older Drivers (75 years and over)
• Road Safety – Killed or seriously injured - Motorcyclists (all ages)
• Percentage of Highway planning applications responded to within 21 days
• Percentage of Drainage planning applications responded to within 21 days
• Percentage of watercourse consenting applications responded to within 8 weeks

Planning and Public Protection Business Plan

The Planning and Public Protection Business Plan includes a net budget of £4,747,851. Savings and income generation proposals include:

• Delivered through increased income target. Potential to achieve without increasing fees.
• Delivered through recharging of officer time where appropriate and reduction of the materials budget for Giants Grave
• Trimming of the following budget lines: statutory advertising; other advertising; and professional fees
• Trimming of professional fees budget line. Will result in reduced ability to commission external consultants to assist with the Local Development Plan work programme.
• Delivered through increase in income generation from fees for Statutory Orders; reduction in advertising budget; and reduction in expenditure of 'Other Services' budget line
• Delivered through reduction in expenditure and increased income generation target over and above existing target
• Delivered through a combination of the removal of Dangerous Structures out of hours cover; reduction of the 'Works in Default' budget line; and reduction in car allowance budget line.

The plan identifies how it uses the five ways of working in its planning and delivery of services.

Key actions for 2025/2026 include:

• BUILDING CONTROL
  • We will assess all reported Dangerous Structures within 3 hours of receiving a report and use powers available under The Building Act 1984, sections 77 & 78 to remove the danger where necessary.
  • We will carry out annual inspections on all certified sports grounds and stands, issue General Safety Certificates and Special Safety Certificates as required under the Safety at Sports Grounds Act 1975 and Fire Safety of Places of Sports Act 1987.
  • We will process all Demolition Notices served in accordance with the procedures set out under The Building Act 1984, sections 80. 81 & 82.
  • We will process and inspect all types of notification for Building Work to enforce compliance with the relative requirements of The Building Regulations 2010, ensuring buildings are safe, accessible and energy efficient.
  • We will work to actively detect Unauthorised Building Work and pursue an application to enforce compliance with the relative requirements of The Building Regulations 2010, ensuring buildings are safe, accessible and energy efficient, where necessary acting under the Building Act 1984, section 35 & 36 through the courts.
• DEVELOPMENT MANAGEMENT
  • Continue to work with our internal and external consultees to deliver quality development quickly.
  • Strengthen project team working within the Authority to deliver strategic projects.
  • Continue to provide an effective enforcement function in the public interest, working in partnership with other regulatory functions of the Authority.
• PLANNING POLICY (LDP / COUNTRYSIDE & WILDLIFE)
  • Work to ensure residents have access to high quality sustainable housing and prevent homelessness
  • Work with communities and partners to engender a greater sense of stewardship, encouraging them to take a more active role in the ongoing management and improvement of their local environment.
  • Work to help nature recover and to improve the quality of, and access to, our natural environment;
  • Strengthen planning and partnership arrangements so that greater weight is given to conserving and improving the local heritage, environment and culture.
  • Continue to support and encourage volunteering at council owned nature sites.
  • Consider the State of Nature report to determine the priorities of Neath Port Talbot Nature Partnership.
  • Establish a programme of training and development to enable our workforce to contribute to the conservation and enjoyment of our local environment, heritage and culture.
  • Extend opportunities for children, young people and citizens to learn about their local environment, heritage and culture.
  • Maintain the Public Rights of Way network.
  • Drive the implementation of the Biodiversity Duty Plan.
  • Further develop the Neath Port Talbot Nature Partnership.
  • Apply for and deliver external grant funded projects to manage, improve and create new council sites for the benefit of nature and local communities.
  • Engage with key partners to scope out the possibilities of joint working in the short, medium and long term with the view to making our communities more sustainable and resilient.
  • Increase engagement by the workforce and citizens with the climate change and nature emergencies.
  • To prepare, engage with stakeholders and undertake consultation on the Replacement Local Development Plan Preferred Strategy, setting out the council's growth and spatial strategies for the county borough for 2023 – 2038.
• GENERAL ENVIRONMENTAL HEALTH
  • We will provide a reactive service to investigate Environmental Health complaints (including poor housing conditions, public health pests, statutory nuisances, unsafe workplaces, contaminated land and air pollution), with the agreed time scales and best practice standards set by the All-Wales Expert panels.
  • We will provide a statutory Dog Warden service to deal with stray dogs and refer cases of Dangerous Dogs to the Police and Dog Welfare concerns to the RSPCA.
  • We will provide an affordable Pest Control treatment service for residents and businesses in Neath Port Talbot, while expanding income generation activities to include the management of Japanese Knotweed and other invasive species on private land.
  • We will provide non-statutory technical advice and guidance, where resources allow, to the public, businesses and partners such as Planning, Licensing, Event Safety Group, Community Safety Problem Solving Group (review of business advice service and consultancy fees to be undertaken).
  • Strengthen stakeholder and customer engagement arrangements from the public, elected Members and partner organisations, including satisfaction surveys, to help identify service priorities and co-design the future of the service, so that greater weight is given to improving the public image of General Environmental Health.
  • Produce team specific intervention plans to include service standards and performance management arrangements.
  • Ensure all staff undertake the necessary Continuous Professional Development in accordance with the requirements set out in the All Wales Expert Panel's Best Practice Standards to ensure they are competent to undertake their duties. We will ensure every member of staff has a personal development plan and a programme of training and development established to enable our workforce to address the challenges of succession planning.
• TRADING STANDARDS, FOOD & HEALTH PROTECTION
  • Ensure traders in Neath Port Talbot operate in an environment that is fair and equitable.
  • Work with partner agencies across the region to protect the public health of Neath Port Talbot residents.
  • We will produce a delivery plan and enforcement review for the food standards, food hygiene and feed service on an annual basis, in accordance with the Food Standards Agency framework agreement.
  • Develop and agree a service level agreement with the Health Board to deliver Health Board Health Protection priorities.
  • We will undertake interventions of all food and feed businesses in accordance with the Food Law (Code of Practice) and feed law code of practice and prioritise the interventions based on risk to public health and protection of the food chain.
  • We will investigate cases of communicable diseases in accordance with the agreed time scales set by the All-Wales Expert panel on Communicable Diseases.
  • We will manage the Food Hygiene Rating scheme within Neath Port Talbot on behalf of the Food Standards Agency.
  • We will process all food hygiene interventions in accordance with agreed procedures and protocols with the Food Standards Agency to ensure the Food Hygiene Ratings are displayed on the FSA website in a timely manner.
  • As part of our work in protecting the food chain, we will investigate breaches of farmed animal welfare and carry out risk-based inspection.
  • We will ensure all suitably qualified staff undertake the necessary CPD training in accordance with the Food Law code of practice and feed law codes of practice to ensure Officers are competent to undertake their duties.
  • We will respond to intelligence received in respect of non-compliant and unsafe consumer products, carry out surveys and sampling exercises and deal with breaches proportionately.
  • We will respond to intelligence received in respect of the sale of age restricted goods to persons under the age of 18, carry out test purchasing exercises and liaise with partners in dealing with non compliant traders. We will investigate reports of rogue trader activity and deal with proportionately and appropriately.
  • We will inspect weighing and measuring equipment on a risk basis within the county borough and carry out checks on packaged products to ensure weight and volume declarations are correct.
  • We will assess and as appropriate investigate reports of counterfeit products being sold in the county borough and dealt with them appropriately and proportionality.
  • Where appropriate we will share intelligence and work with partners in areas of common interest.
  • Establish a programme of training and development to enable our workforce to address the challenges of succession planning and recruitment / retention issues throughout the Trading Standards and Environmental Health professions and to maintain competency in all areas of those professions.
  • Establish and agree a work plan with the Swansea Bay University Health Board in accordance with the service level agreement with the Authority.

Performance measures include:

• BUILDING CONTROL
  • Percentage of full-plan applications checked within 15 working days during the year.
  • Percentage of full-plan applications approved first time.
• DEVELOPMENT MANAGEMENT
  • Percentage of all planning applications determined in time.
  • Percentage of major planning applications determined during the year within 8 weeks or 16 weeks if Environmental Impact Assessment and/or with an agreed extension of time.
  • Percentage of planning appeals dismissed.
  • Percentage of enforcement cases where complainants are notified in writing of the outcome within 12 weeks (84 days) of receipt.
• PLANNING POLICY
  • Replacement Local Development Plan – deliver the work programme and ensure progress of key stages are in accordance with the published Delivery Agreement timetable.
  • Biodiversity Action Plan – percentage of actions either completed or implementation in progress prior to the next reporting round.
  • Area of biodiversity / green space / nature reserves / green infrastructure within the Council's ownership to help address the climate and nature emergencies and help improve the health and well -being of our residents.
  • Public Rights of Way – number of public access improvement projects carried out on the network.
• GENERAL ENVIRONMENTAL HEALTH
  • Number of PM10 breaches in the Air Quality Management Area (Port Talbot/Taibach).
  • Percentage of private water supplies where a risk assessment has been carried out in accordance with drinking water standards.
  • Percentage of processes with an Environmental Permit that were liable to a programmed inspection that were inspected for compliance.
  • Percentage of Health and Safety interventions undertaken that were liable for proactive inspected for compliance.
  • Percentage of Houses in Multiple Occupation that were liable to a proactive inspection that were inspected.
  • Welsh Data Unit Measure: Percentage of empty houses brought back into use, were subject to direct action and enforcement.
• TRADING STANDARDS, FOOD & HEALTH PROTECTION
  • Food Hygiene – percentage of food establishments that meet food hygiene standards.
  • Food Hygiene – percentage of high-risk businesses that were liable to a programmed inspection that were inspected.
  • Trading Standards – percentage of significant breaches that were rectified by intervention during the year.
  • Trading Standards – percentage of high-risk businesses that were liable to a programmed inspection that were inspected.
  • Trading Standards – redress obtained for consumers or victims of crime by service actions.

Property and Regeneration Business Plan

The Property and Regeneration Business Plan includes a net budget of £5,664,891. Savings and income generation proposals include:

• Increased income from the lease of floorspace within the Quays and possible changes to the Concierge/ facilities site officer roles.
• Changes to the management of facility.

The plan identifies how it uses the five ways of working in its planning and delivery of services.

Key actions for 2025/2026 include:

• Deliver the Sustainable Communities for Learning Programme
• Programme management of Social Services transformation projects
• Delivery of councils regeneration projects
• Deliver the council's new Regeneration & Economic Development Strategy
• Deliver the council's Economic Development service – supporting growth of indigenous businesses, attracting new investment and encouraging business start-ups
• Establish a strong gateway to business support to help diversify the local economy and increase its resilience to current, and future economic shocks, such as those impacted by the recent transition of Tata Steel by helping existing businesses to grow, establishing new enterprises, attracting new investment and delivering targeted programmes that enable local people to benefit from the employment created through new investment
• Continue to deliver heritage projects and support external Heritage groups to help maintain and improve the borough's heritage legacy
• To lead the delivery of the UK Shared Prosperity Fund 2025/26 Transition Year funding programme to deliver council priorities to benefit our communities, businesses and visitors.
• To deliver the Swansea Bay City Deal regional Homes as Power Stations project including the Financial Incentives Fund and Supply Chain Fund with a focus on the decarbonisation of housing
• To deliver the Swansea Bay City Deal Supporting Innovation and Low Carbon Growth programme
• To provide the Programme Management Office function for Levelling Up Fund Round 2 and Round 3 projects, UK Shared Prosperity Fund and Swansea Bay City Deal projects.
• To lead on the establishment of a cross directorate strategic funding programmes coordination system.
• To direct and lead the strategy, policy and management of the council's land and property estate.
• Review, update and deliver the councils DARE strategy
• Establish the council's carbon baseline and develop a supporting strategy to respond to climate change which includes the Net Zero action plan to 2030
• To promote Net Zero within our communities and local businesses.
• To deliver the council's Building Maintenance Programme.
• Assist in, deliver and maintain assets in line with the council's Net Zero Strategy.
• Deliver capital projects in council buildings
• Develop and deliver strategic capital projects under the Tata transition programme
• Attracting investment and creating sustainable jobs across the economy, including working with partners, on the establishment and delivery of the Celtic Freeport.
• Lead Neath Port Talbot input into identified strategic projects
• Continue to implement the Corporate Landlord model to ensure a more coordinated and efficient management and maintenance of the council's property estate together with buy -in from other service areas.
• Asset Challenge – To provide the right property, fit for purpose, in the right place, to meet current service needs and plans for the future
• Corporate accommodation strategy - increase occupancy and maximise utilisation to release surplus council assets.
• Develop a new Disposal & Acquisition Strategy
• Review the existing Community Assets Strategy (in consultation with community organisations) to streamline and improve the process
• Deliver a programme of disposals in line with the Capital Receipts Programme and target set down in the Financial Plan and link this into the new Disposal and Acquisition Strategy
• Maximise occupancy and income through timely lease renewals, rent reviews, service charges and management of debt.

Performance measures include:

• Number of Jobs created and/or safeguarded as result of financial support from the council
• Private sector investment levered into the local economy as a result of support delivered via the council
• Number of Tata Steel Start up grants, supply chain and resilience fund enquiries dealt with.
• Number of business enquiries assisted resulting in advice, information or financial support being given to existing companies through our Business Team
• Number of new business start -ups (other than ex Tata employee related) supported by the council
• Number of heritage projects and heritage groups assisted
• Amount of external funding secured to deliver regeneration projects
• Number of regeneration projects completed
• Percentage 4 hour emergency jobs completed
• Percentage 24 hour emergency jobs completed
• Percentage 7 day urgent jobs completed
• Percentage services measuring customer satisfaction
• Percentage of non-operational commercial Property Let.
• Percentage reduction in the amount of category C and D accessibility audited properties
• Percentage of Major Projects completed on time
• Percentage of Major projects completed within budget
• Decrease the CO2 emissions from council operations on an annual basis to work towards meeting the net zero agenda (Reduction of measure is dependent on cross council activity and support to be achieved)
• Increase in the number of EV charge points installed across Neath Port Talbot
• Increase in the total number of energy and renewable energy schemes within Neath Port Talbot schools

Streetcare Business Plan

The Streetcare Business Plan includes a net budget of £31,567,526. Savings and income generation proposals include:

• Reduce Asset Surveys budget
• Increase fees and charges for use of the highway
• Start street lighting dimming earlier at 22.00hrs as opposed to 01.00hrs
• Increase in fees and charges associated with cemeteries to more align with those set by Bridgend County Borough Council.

The plan identifies how it uses the five ways of working in its planning and delivery of services.

Key actions for 2025/2026 include:

• Have succession plans in place
• Work with energy team to reduce energy usage
• Update fees and charges
• Report outcome of part night lighting trial to Members
• Complete planning application for Giants Grave Solar Scheme and make 'spend to save' bid to corporate finance
• Complete update of Flood Risk Strategy and Action Plan. Managing risk in light of extreme rainfall, seeking Member approval
• Continue to develop Highways Asset Management Plan including Active Travel considerations and update highways Status and Options Report
• Obtain approval for 2025/26 works programme and produce with others a prioritised works programme for 2026/2027
• Work with Fleet Management Review team to towards minimising and decarbonising service transport
• Progress flood alleviation schemes
• Work with Digital Services to improve the management of pot holes
• Deliver contribution to 25/26 works programme
• Review deployment of resources
• Improve asset management of bus shelters, benches, park fences, playgrounds etc.
• Develop and implement new policies around playground improvement and allotment management
• Embed the crematorium into Neighbourhood Services
• Deliver an updated approach to managing the opening and closing of parks and garden
• Deliver contributions to the agreed works programme
• Complete tree management survey and report outcome to members
• Produce joint report with planning on burial spaces as part of Replacement Local Development Plan process
• Work with Fleet Management Review team towards minimising and decarbonising service transport
• Continue dialogue and works coordination with Tai Tarian
• Maintain Environmental Standards as far as possible in context of budget constraints
• Review management of Japanese Knotweed
• Put in infrastructure for next area of Margam Cemetery ready for burials.
• Progress a working group with other service areas to create a coordinated approach to working with volunteer groups
• Develop a Memorialisation Policy in collaboration with Leisure, Heritage, Culture and Tourism.
• Advance Waste Strategy Action Plan - minimise landfill, maximise reuse, recycling and composting.
• Optimise Rounds
• Pursue grant funding where possible
• Increase management of sickness absence
• Work with Fleet management review team towards minimising and decarbonising service transport
• Undertake programme of spend using EPR monies as final allocation award received.
• Renew Recycling fleet
• Engage with Welsh Government & UK Governments over implementation of Deposit Return Schemes and Extended Producer Responsibility
• Maximise service reliability

Performance measures include:

• Percentage of 24 hr Emergency jobs completed.
• Average number of days to repair all street lamp failures
• Number of properties flooded
• A Roads in poor condition
• B Roads in poor condition
• C Roads in poor condition
• Average time to repair publicly reported pot holes
• No. of fly tipping incidents reported
• Percentage of successful waste enforcement prosecutions/ penalties
• Percentage of fly tipping reports subject to prosecution, fixed penalty notices or restorative action
• Number of successful dog fouling prosecutions including fixed penalty notices
• Average No. of days taken to clear fly tipping
• Number of other Fixed Penalty Notices and prosecutions other than fly tipping and dog fouling
• Percentage of streets that are clean
• Total area of designated biodiversity 'bee friendly' areas
• Number and percentage of playgrounds identified as satisfying annual inspections
• Number and percentage of allotment plots being utilised as per tenancy agreement
• Percentage of waste reused, recycled or composted.
• Percentage of missed refuse collections
• Percentage of missed recycling collections
• Kilogram of waste per household

Selections of items for future scrutiny

The committee requested that a report on Safari Collection rounds be added to the Forward Work Programme. The Forward Work Programme was then noted.