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The decisions as the council's minutes record them. A plain-language summary follows once it has been written.
AGREED to note the report and to request a follow-on report at a future meeting.
AGREED to note the report.
AGREED to note the report.
AGREED to note the contents of the Forward Work Programme presented subject to the following: · A follow-on report related to Domiciliary Care · The Chair encouraged Committee Members to contact Duncan Hall, Executive Corporate Lead Officer: Finance and Procurement before 02.02.26 if they had any suggestions in relation to the 2026-27 budget setting process.
Donna Pritchard, Corporate Lead Officer: Porth Gofal apologised for her inability to attend the meeting.
Condolences were extended to Donna Pritchard, Corporate Lead Officer: Porth Gofal and family on the loss of her mother.
There were no disclosures of Personal and Prejudicial Interests (including whipping declarations) from Committee Members.
Decision as recorded
AGREED to note the report and to request a follow-on report at a future meeting.
Councillor Alun Williams (Cabinet Member for Through Age and Wellbeing) presented the report on the options for the future delivery model of Domiciliary Care and Enablement, requested as part of the Budget Task and Finish Group in advance of the 26/27 formal Budget Setting process. He explained that the Social Services and Well-being (Wales) Act 2014 established statutory duties for local authorities, health boards, and Welsh Ministers to promote the well-being of individuals requiring care and support, as well as carers. Domiciliary care delivered professional assistance in individuals’ homes, supporting daily living and fostering independence through personal care, household tasks, and companionship. The level of care was determined via a needs assessment, conducted collaboratively between the individual and a professional, leading to a co-produced care and support plan tailored to the person’s requirements. A 2021 review of the domiciliary care market led to the rejection of a fully in-house model due to concerns over capacity, potential negative impact on the private sector, recruitment challenges, increased operational costs, and the need for a substantial management structure. Instead, a mixed model was adopted: in-house services provide short-term and complex care, while most packages were delivered by independent providers under a procurement framework agreement. This approach was refined through retendering, the introduction of multi-package costing, and enhanced support for independent providers, including the adoption of the real living wage and incentive schemes. At present, Ceredigion currently offered a range of service options to meet assessed care needs, delivered through both in-house and commissioned providers as outlined in the report. This mixed model aimed to maximise independence, ensure timely support, and maintain flexibility in meeting the diverse needs of Ceredigion’s residents. Councillor Alun Williams proceeded to provide an overview of the following as outlined in the report: · Service Overview Data (April–September 2025) · Community Care Sector – Key Challenges · Continuing Domiciliary Care Demand Upward Trend 2025/26 and impact into 2026/27 · Welsh Government (WG) Grant Funding: Pathways of Care Investment (2025 onwards) · Potential options for future service delivery of domiciliary care (in parallel with the core Enablement provision): Option 1 - Remain with the status quo. In-house Targeted Care & Enablement, incorporating short-term bridging. - Independent Sector Domiciliary Care outsourced. Option 2 - Move to a full in-house domiciliary care service model within the in-house Targeted Care & Enablement Service. - Development of the Enablement Service parallel provision. Option 3 - Develop the current Targeted Care & Enablement Service including bridging into a Hybrid model. - In-house Targeted Care & Enablement incorporating short-term bridging. - In-house Dom Care Service with a % of the Dom Care Market Share. It was noted that further work would be needed to explore the potential impacts of the three options noted above. Members were provided with the opportunity to ask questions which were answered by Officers and Councillor Alun Williams. The main points raised were as follows: · It was noted there were several factors behind exploring future delivery models, including service pressures, an increase in the number presenting to Social Care with more complex needs and local government finances. The Pathways of Care Transformation Fund provided aspects of funding to support the ongoing domiciliary care incentives; however, additional funding would always be welcomed. · Recruitment to social care roles was a national challenge, but there were campaigns to attract people to the roles. It was noted that WG were currently exploring the potential of developing a National Care Service to support Social Care in moving forward. · Members raised concerns that the current model was unsustainable as people were living longer and their aspirations to remain at home for as long as possible had changed, which had subsequently resulted in a greater demand for services. It was acknowledged that hospitals were under increasing pressure to discharge patients; however, concerns were raised with the delays to care packages and the closure of cottage hospitals to facilitate recovery. It was noted that the aim was to promote independence in the home as it produced better outcomes. · It was noted that Local Government funding had become unsustainable as opposed to Social Care, and therefore a UK-wide review should be conducted. The Executive Corporate Lead Officer: Finance and Procurement explained that although WG had consulted on increasing the weekly maximum charge of £100 for adult non-residential care and support in 2024, WG had decided against implementing this. · The Centre for Independent Living based in Penmorfa, Aberaeron provided opportunities for early support and intervention. In addition, the Technology Enabled Care and Sensory Service was key in moving forward to try to take advantage of any technological changes that could aid the public. · It was suggested that a workshop be held to provide a greater overview of the service; however, following discussion, it was agreed that a further report be provided at a future meeting, to include case studies and extend an invitation to independent providers. It was AGREED to note the report and to request a follow-on report at a future meeting.
Decision as recorded
AGREED to note the report.
Duncan Hall, Executive Corporate Lead Officer: Finance and Procurement provided an overview of the quarterly Controllable Revenue Financial Monitoring report and quarterly Capital Financial Monitoring report for Quarter 2 2025-26 presented to Cabinet on 02.12.25. The Budgets for each Service were actively monitored and reviewed on a regular basis, to assess the timing of income and expenditure, as well as the forecasted year-end position and ensuring corrective action was taken wherever possible and as appropriate. At the quarter 2 point in the year, a broadly breakeven position was forecasted on the Controllable Budget for the year, with a very small projected overspend of £21k showing against a budget of £209.2m (0.01% of the 25/26 Budget). An overview of the following as outlined in the report was provided: · Post Budget Setting Update · Budget Performance - Key Challenges (High-end Children’s placements and use of agency staff within Social Care) · Budget Performance – Council Tax (including Premiums) · Budget Performance – Service Positions In relation to the Capital Programme, there had been a failure of the existing Screwpumps on Glanyrafon Industrial Estate and a temporary solution had been installed with the assistance of Dŵr Cymru at the time of writing the report. A more permanent solution was being explored. Duncan Hall explained that the Aberaeron Coastal Defence Scheme reached a practical completion on 30.09.25, with all aspects of the site returned to the Council by 10.10.25. There was a 12-month period where any snagging or defects (bar latent defects which were covered by a longer timeframe) would be raised for rectification by the main contractor. Under the terms of the contract, 2.5% (£848k) of the main contract sum was being retained by the Council during this period to ensure any matters arising were attended to. Within the main construction contract, there were c175 individual compensation events which related to variations on the construction contract. Within the adverse variations, there were only 4 items that individually exceeded £500k in value. These were an additional cost due to the original scheme completion date being 02.12.24, but with scheme completion occurring on 30.09.25 – there was an overrun of c43 weeks. The scheme’s original £31.6m budgeted cost was funded by £26.9m from Welsh Government (85%) and £4.7m by the Council (15%). As the full cost of the overspend (£4.0m) falls to the Council to fund at the time of writing the report, several external funding avenues were being actively explored and some of those discussions remained ongoing. The final funding position would be reported in due course. Members were provided with the opportunity to ask questions which were answered by Duncan Hall and Councillor Gareth Davies. The main points raised were as follows: · It was noted that recruitment was a constant area of work for the People and Organisation service, and Officers worked hard to promote the benefits of working for the local authority, such as the pension scheme. · In relation to a query on the collection rate of Council Tax, it was noted that 1.2% was equivalent to circa £900k; however, the Officer explained that the service continued to collect the Council Tax owed beyond the financial year therefore this figure was not a true reflection of the situation. The Officer provided an explanation of the difference between earmarked reserves and general balances upon a Member’s request. · Following Tregerddan Care Home’s closure, staff were given the opportunity to transfer to Hafan y Waun Residential Care Home. It was noted that the demand for agency staff at Hafan y Waun Care Home was mostly driven by the setup inherited from the previous provider; however, the use of agency staff at the facility was moving in the correct direction. · In relation to Aberaeron’s Coastal Defence Scheme, the Project Board would hold a reflection session before it concluded its work. The Officer clarified there was a contingency plan included in the project, but as there were ongoing discussions on funding the overspend, it was not appropriate to share further details at present. A detailed report on how the scheme was managed, funded and lessons learnt would be presented to the Thriving Communities Overview and Scrutiny Committee in the new year. To date, approximately 27,000 people had walked the new breakwater walkway. It was AGREED to note the report.
Decision as recorded
AGREED to note the report.
Councillor Catrin M S Davies (Cabinet Member for Culture, Leisure and Customer Services) presented the report on the cost of the current provision of Leisure / Wellbeing services by Ceredigion County Council compared to alternative operating models / providers. She explained that during the meeting held on the 16.09.25, a report and presentation were provided by the CLO: Porth Cymorth Cynnar and Corporate Manager: Wellbeing Centres. A challenge was raised during discussions in respect of the costs of operating the service and in particular, the increase in staffing costs and whether the Council should consider alternative models of delivery including other providers in the county who appear to manage to operate facilities at a lower cost and with less staff. The follow-on report presented considered the implications of an alternative service delivery model for the provision of leisure and wellbeing facilities within the Council and did not include the Physical Activity & Play Team. An overview of the following as outlined in the report was provided: · Models of Service Delivery in Operation in Wales · Potential Benefits and Challenges of Alternative Service Delivery Models · Current Operating Costs of Ceredigion Council Leisure / Wellbeing Facilities (Opening Hours & Staffing, Financial Information, Capital Investment) · Usage Levels of Facilities and Summary Councillor Catrin M S Davies stated the current in-house provision’s contribution to Ceredigion residents’ health and wellbeing was crucial, particularly to their physical, emotional and social wellbeing. It also played a key role in enabling residents to live independently at home for as long as possible, and it would be worrying should the NERS programme end if the facilities were outsourced. She extended her thanks to the service’s dedicated staff who did their best for the health and wellbeing of Ceredigion’s residents. Members were provided with the opportunity to ask questions which were answered by Officers and Councillor Catrin M S Davies. The main points raised were as follows: · Committee Members were supportive of the Leisure / Wellbeing services remaining in-house for various reasons, including to maintain a close relationship with local communities as early support and prevention was key. Members credited the service’s staff for their support to residents. · Employee costs had increased by nearly £500k due to fixed sum pay awards and utilities were provided as part of the corporate contract. · From a marketing and promotion perspective, the service had a Marketing Officer and Porth Cymorth Cynnar had recently received approval for a TikTok account. In addition, there had been an increase in the uptake of the Ceredigion Actif app and there was a plan in place to promote the cost of using the Council’s facilities. · The importance of ensuring Ceredigion’s residents were treated equally and had the same level of provision was highlighted; it was noted that decisions around key localities of services and provision across the county was a decision taken by previous political administrations. It was noted that any changes to current arrangements would need to be considered during the budget-setting process. · Due to commercial sensitivity, it was difficult to gain a true account of external providers’ finances without engaging a consultant to formally explore potential alternative service delivery models. It was noted that the current provision provided more than a building, and it was impossible to place a cost on the health and wellbeing of Ceredigion’s residents. It was AGREED to note the report.
Decision as recorded
AGREED to note the contents of the Forward Work Programme presented subject to the following: · A follow-on report related to Domiciliary Care · The Chair encouraged Committee Members to contact Duncan Hall, Executive Corporate Lead Officer: Finance and Procurement before 02.02.26 if they had any suggestions in relation to the 2026-27 budget setting process.
It was AGREED to note the contents of the Forward Work Programme presented subject to the following: · A follow-on report related to Domiciliary Care · The Chair encouraged Committee Members to contact Duncan Hall, Executive Corporate Lead Officer: Finance and Procurement before 02.02.26 if they had any suggestions in relation to the 2026-27 budget setting process.
It was AGREED to confirm the minutes of the meeting held on 24.10.25. Matters arising: None.
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