Wrthi'n llwytho
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RESOLVED: that Councillor Moultrie be elected as Chairperson for the meeting.
RESOLVED: That the Chairperson writes to the Cabinet Member on behalf of the Committee expressing their comments and observations captured during the way forward.
Y penderfyniad fel y'i cofnodwyd
RESOLVED: that Councillor Moultrie be elected as Chairperson for the meeting.
The Committee was informed that the Chairperson had sent his apologies for today’s meeting. In accordance with the Committee Meeting Procedure Rules Part 4, paragraph 6.1 of the Council’s Constitution, the Committee would need to elect a Chairperson for the meeting. RESOLVED: that Councillor Moultrie be elected as Chairperson for the meeting.
Apologies were received from Cllr Lee Bridgeman
The following declaration of interest was received: Item 4 (Appendix 1) Cllr Calum Davies Personal Employed by Persimmon Homes
The Minutes of the previous meeting held on 16 April 2024 were approved as a correct record.
Y penderfyniad fel y'i cofnodwyd
RESOLVED: That the Chairperson writes to the Cabinet Member on behalf of the Committee expressing their comments and observations captured during the way forward.
Members were advised that this item would allow Members to undertake a pre-decision scrutiny of the Education Investment Strategy 2024-2033, prior to its consideration by Cabinet on 23 May 2024. The Chairperson welcomed Councillor Sarah Merry (Deputy Leader and Cabinet Member for Education); Melanie Godfrey (Director of Education & Lifelong Learning) who had joined the meeting online; Richard Portas (Programme Director for the School Organisation Programme); Michele Duddridge-Friedl (Operational Manager, School Organisation Programme Strategy); Brett Andrewartha (School Organisation Programme Strategy) and Jennie Hughes (Head of Inclusion, Education & Lifelong Learning) to the meeting. Councillor Merry was invited to make an opening statement which was followed by a presentation to Members by Richard Portas. Members were provided with an outline of the Education Investment Strategy Caerdydd 2024-2033 including the strategy content; the purpose of the strategy; the case for change; stakeholder feedback and vision, principles and strategic aims. In addition, details were provided on the Sustainable Communities for Learning Rolling Programme 2024-2033 including investment principles, data and projects. Members were invited to ask questions and make comments; the discussion is summarised as follows: There was widespread support across the Committee for the Strategy document, rolling programme and other supporting documents. Members particularly welcomed the clear, focused and evidence-based approach for both the Cabinet papers and the presentation given by Richard. Members referred to special educational needs and disabilities (SEND) services in Bristol and the £54m bailout by the Government and asked if Cardiff was exposed in a similar way with its SEN services. Officers reassured Members that as a local authority Cardiff was not in the same position. They referred to numerous examples in the media in relation to the challenges of ALN which local authorities were facing some of which were experiencing more acutely in terms of funding and options available to them. Cardiff was seeking to put interventions in place which would require investment. Members asked questions in relation to funding of ALN proposals in the past (whether they had previously been an afterthought) and current programmes, demand for places, ensuring ALN was suitably future proofed, the ‘step change’ focus towards putting ALN at the heart of core school funding, further information on any impact of changes already introduced in this area and the link between permanent exclusions, ALN and ensuring these pupils had access to education. Officers advised Members that when looking at previous programmes the big commitment around ALN was significant at band B. Over the last few years the number of ALN spaces had increased significantly. The increasing growing demand had been difficult for many local authorities to deal with and keeping up with the demand. For Cardiff it was a step change in thinking and in moving forwards to meet those demands. ALN was not an afterthought and it featured heavily in education programmes in the past but also must feature in future plans as well. When the Covid pandemic had happened Band B had the largest amount of cash inputted in investing in transformational change and investing in ALN. There had been some significant unprecedented events which had seen the need in certain areas to increase. There had also been evidence of research which demonstrated the increasing needs in terms of autistic spectrum, complex needs and survival rates. A multitude of factors meant that in terms of the scale of investment, as part of the investment programme, some of it had rolled on from band B. Cardiff had responded to those needs locally in various different ways. Members asked officers to elaborate on the move from fixed bands of funding to a rolling programme of projects. Officers responded that it allowed the Authority to plan further forward than the 4 to 5 year funding allocations that operated previously. Members were advised that the reason the Welsh Government had introduced the rolling programme was that it allowed for continuity of programmes. It had meant that Cardiff had planned more broadly about the categories of projects being considered. Cardiff was now able to react to demands as they arose and allowed for more strategic thinking. Members asked about the relationships and continuity with the Welsh Government (WG). Officers responded that the new Secretary of State was now considering the Programme and the relationships were good. Officers liaised with the WG on a monthly basis and the draft plan was progressing through the approval process. Members were encouraged to hear that it was not envisioned that there would be any delays to ministerial approval for the Programme. Members asked about the impact of school deficits on the Programme. Officers responded steps would be taken to develop a funding strategy to run alongside the projects and to ensure any schemes limited additional burdens on the estate. The business cases would be addressed from a capital and revenue perspective on the estate as a whole. In terms of ALN, for example, the impacts on out of county and all ALN pupils would be analysed and a financial strategy developed at that point. Members sought assurances that risk to sources of funding (particularly Welsh Government) had been considered and addressed as far as possible. Officers responded that funding depended on the approval of a business case. By that stage a strategic outline case and an outline business case would have been developed. The Authority liaised closely with the WG throughout the projects which meant they were fully aware of what was being delivered and what was being achieved. There were a number of gateways that had to be followed by the Authority and funding was never guaranteed. From conversations with the WG officials it had been discerned that Cardiff’s Education Programme was delivering. Members were advised that education programmes across the country were a efficient way of delivering large amounts of capital projects across the country. If there were underspends it was quite often the Education area that benefitted from that funding. Locally the Authority had developed momentum in its Education Programme over recent years and strived to ensure that continued. Members requested further clarity around risks relating to surplus primary school places in particular, that could rise to 23% during the life of the Programme. Officers responded that birth rates and troughs occurred over a 25 year cycle. There was a need to make sure the estate was as efficient as possible. It could be seen from early modelling that the payback period of reorganisations could be a long period of time which was one of the reasons for the potential use of the collaboration and federation model in addressing some of the school-based challenges. There was also a need to consider the growth of Welsh Medium education in addition and how that changed the dynamic and also falling populations in catchment areas. Officers advised that there were a number priorities across the city but these would need to be addressed in a certain order. It was felt that condition Ds would be something that the WG would advise needed to be addressed first. The next step would be to look at where the biggest impacts would be. Members noted the reference in the report to reviewing catchment areas to respond to the need for more inclusive and accessible Welsh and English medium places and to support active travel and that these were two significant underling proposals behind the decision- making process. Members also referred to changes in the funding model for Cathays High School. The figures in the report relating to a figure of £96m which had originally been £38 m. Members asked what the implications of that was on rest of the Programme. Members also referred to the capacity of Willows High School over Cathays High School given Cathays took a significant majority of children from outside its catchment area. Officers responded that when considering taking Willows forward and undertaking the engagement they considered the size of the school. Historically, Willows High School had struggled to secure many first preferences and birth rates had been dropping over a long period of time. Careful consideration had to be taken in the context of the wider city. Cantonian High School had been brought forwards to 8FE with post 16. This was all taken into consideration. The aim had not been to bring forward too high a level of surplus in future by bringing forward the proposals now. Officers advised that Cathays did currently take a number of children from the Willows High School catchment. The new location for Willows would be closer to Butetown and it was anticipated that Butetown families would send their children to the school. Officers were fully aware of the need to look at catchment positions in that area as well as other areas. Cathays was a really important catchment strategically as a city centre school. If Cathays was removed it would result in transport problems. Members were assured that careful consideration had taken place in relation to bringing forward the correct site. Members referred to the figure of £96.9m and asked if the funding model was now different and still comprised a two thirds contribution from WG. Officers advised that WG prioritised colleges ahead of schools and that the funding would probably not be available to deliver Cathays in any form which was the reason it was brought into grant funding. Members noted that the post 16 provision for the Willows proposal was different from surrounding secondary schools. Clarification was sought on the thinking behind adopting it and whether it might be a material factor in parents considering not sending their children to the school. Officers advised that the decision had been considered carefully. A visioning exercise had taken place around the Willows looking at renaming, rebranding that school where possible. The importance of developing learning pathways was emphasised. It was not just a building project but there were strong links with CAVAC. Conversations had taken place with the new Assistant Director of Education to help support the move forwards in a coherent way. The importance of supporting those children in their learning opportunities was stressed. Members asked if there were asylum seekers and refugee policies and strategies in place to ensure need was addressed. Officers advised that refugees tended to have a temporary settled status. At a time when birth rates were dropping, a number of schools supported them in the short term. Whilst there were significant numbers and pinch points, generally speaking they tended to have more of a temporary status. Members were advised there was not a specific policy around admitting refugees and that the admissions code was followed in line with all other children. Officers advised that colleagues in the Education Department were liaising closely with the Home Office and other partners to monitor families coming in and out of Cardiff in terms of where they were housed. Within the primary age phase, it was helpful to schools in terms of their intake and budget. One of the issues was children in temporary housing generally who may be accommodated for weeks or months and whether they should be undertaking a number of house moves or provided with transport to support them in their local school. In terms of school places required the overall figures were quite low. There were no concerns that there would be a significant impact on the numbers planned in any community. Members asked if a 3-19 model had been considered with new build schools. Members highlighted the advantages of children attending the same school from nursery to further education and the resulting cost savings. The initial costs of the building would be high but also the utility costs would be centred in one building and would affect the travel to school too. If parents were taking their children to primary and secondary school they would only have the one school to travel to. Officers responded that it was not an area that had been promoted necessarily. The data was being analysed to see how it panned out as to whether there were models that were best practice or not. Quite often it was down to the strong leadership of schools whether they worked. That was not to say that they were discounted but they were not currently part of Education strategy. The Cabinet member added that the original proposal for the Willows was to look at a 3-18 model. It was something that had been looked at and considered. Members asked how soon there would be an impact on the ALN provision. The question was also asked if there was any additional tailored provision for permanent exclusions as colleagues were dealing with the highest number of exclusions. In addition, if there was any provision in the pipeline to engage with pupils as it was not feasible for them to be out of school provision. Members were advised that a proposal had been brought forward recently to extend the PRU over at the existing Fitzalan Site doubling the size of the school from 90 to 180 directly supporting some of that cohort. In doing so supporting the provision for anxious non-attenders and behavioural type issues. The Authority had also been growing the community teaching teams recently establishing a base at Severn Road. The EOTAS team was in place and also a whole range of support provided. There were various ways children who were not able to attend the mainstream curriculum were supported and there had been city wide ALN investment. The Authority wanted to ensure Special schools were appropriate for the numbers that required them with ALN and PRUs for others with revolving doors, for those that needed it, bringing them back into mainstream provision. Officers advised that there was a well-established process for enabling young people who had been permanently excluded to have a fresh start in a new school. It involved secondary schools working together to agree on an exchange of placements making sure there were opportunities for young people to make a fresh start at a new school. Some of the children permanently excluded may have additional learning needs, may need to move on to specialist provision either following exclusion or at a later point. There were also developments in the city linked to PRU developments and a tuition service involved in developing alternative provision and outdoor learning. Members asked about carbon reduction methods in schools and what plans were in place to make education buildings more efficient. The question was asked whether Category D schools were being focussed on or whether there were specific plans for all educational buildings. Officers responded that there were a range of activities in place at the moment from the behavioural side of things. Two posts had recently been appointed to the curriculum team and Cardiff Commitment Team looking specifically at the curriculum with schools around carbon reduction and a whole range of issues. They utilise core data sets assessing every single building in the city including schools and looking at the components of that and aggregating into a rank score and league table across the city. In terms of the actual buildings a contractor had been appointed on the refit procurement and the Authority was identifying which schools to bring forwards. The first tranche of funding was in excess of £1m and a number were coming through in the next 6-7 months. The Authority would be tackling some of the quicker wins first – LED lighting and PVs. In terms of investment in the estate generally Members were advised that the best way of reducing carbon was to make sure builds were efficient and there were embodied carbon targets and operational carbon targets. The Authority aimed to make buildings as energy efficient as they could. Members referred to the impact of falling birth rates and the strategy of federating schools. The question was asked if it was still a decision by individual schools and governing bodies or if it would be a decision when a school had reached a reduced intake. Officers responded that the strategy was collaboration and federation so not necessary a federation approach. It had been brought forward as a school led approach. There were a number of different ways of bringing forward that collaboration. It could be two schools sharing equipment through to the end Federations. The preference was that the schools bring it forwards themselves. There were the options in legislation that the Authority could bring forward LA federations but that was not something that had been brought forward in the city previously as the preference was for schools to initiate them. Members asked what mapping was being carried out to understand what communities and individual children were going to need. Further, concerns had been raised around Willows not having a sixth form provision. Willows could be a really good community focussed school and would serve an area with challenging needs and then for those children to have to leave at 16 the continuity would be disappointing. Members asked if there was time to reconsider sixth forms and how they could be more community focussed. Officers responded that with Willows and other projects brought forward recently there had been a full engagement exercise. This did not just consist of statutory engagement but also developing that statutory engagement to include members of the community and school community to try and find out what was right for the local area. A large part of the mapping was carried out at that stage to understand the local area and make the sure school was fit for purpose. It was noted that Willows, specifically, would be a good community focused school. Plans were being developed to make sure there was a good community focussed school in place. It had core facilities of 8 forms of entry and was designed in a way that could be easily expanded and future proofed. For the sustainability of school officers assured Members that it was the right school and the right provision. Members referred to new LDPs coming forward. There was a considerable amount of housing proposed for the southern arc. Members asked if the flexibility was to bring in more pupil places and increase the offer for Willows. Officers responded that some of the sites were very constrained. It was difficult to estimate what every housing area would need. The catchment areas were not fixed long term as had to be able to respond to changing population demands. RESOLVED: That the Chairperson writes to the Cabinet Member on behalf of the Committee expressing their comments and observations captured during the way forward.
None.
Provisional – 11 June 2024 at 4.30 pm.
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