Wrthi'n llwytho
Y penderfyniadau fel y mae cofnodion y cyngor yn eu cofnodi. Bydd crynodeb mewn iaith glir yn dilyn pan fydd wedi'i ysgrifennu.
AGREED: that the Chairperson, on behalf of the Committee, writes to the Cabinet Member/Director conveying the observations and recommendations of the Committee when discussing the way forward.
AGREED: that the Chairperson, on behalf of the Committee, writes to the Cabinet Member/Director conveying the observations and recommendations of the Committee when discussing the way forward.
Apologies had been received from Cllr Green, Cllr Robinson.
None received.
The minutes of the previous meeting held on 15th April, 2025 were approved as correct and signed by the Chairperson.
Y penderfyniad fel y'i cofnodwyd
AGREED: that the Chairperson, on behalf of the Committee, writes to the Cabinet Member/Director conveying the observations and recommendations of the Committee when discussing the way forward.
The Chair introduced the item which gave Members of the Committee an opportunity to gain an understanding of key areas of work for the Directorate during 2025/26, and allowed Members to explore the key challenges, opportunities, priorities and risks facing the Directorate and the work to address these. Importantly, this item also allowed Members to identify where scrutiny may be of assistance in 2025/26. For this scrutiny, the Chair welcomed Neil Hanratty – Director of Economic Development, Donna Jones – Assistant Director, County Estates, Jon Day – Operational Manager – Investment & Tourism, Jon Maidment - Head of Parks, Sport, Harbour Authority, Chris Barnett - Project Manager - Economic Development, Major Projects. Members were provided with a presentation, after which the Chairperson invited questions and comments from Members. Members raised questions regarding the Allotment Strategy and how well this was succeeding, especially around communications, as many queries had been raised relating to allocating empty plots, waiting lists, delays in receipt of invoices and issues with repairs being carried out. Officers explained that there are 2,500 customers, and quarterly meetings are held with stakeholder groups. New software offering real time information will be available on sites soon. Officers also explained that limited budgets are causing challenges in terms of response times and repairs. A Welsh Government Allotment Grant is being applied for to alleviate some of this pressure. Members asked questions around if there are issues with resources currently in place, and if this needs to be considered. Officers stated that the situation regarding resources and stretch budgets should be improved by the new software which will free up staff for more engagement. There is also work being carried out to review Tenancy Agreements, and plan for Local Management Agreements being considered for 2026/2027, which should further reduce pressure on resources and staff. However, officers acknowledged there are resourcing issues. Members asked questions about the process of following up on replacement of felled trees. Officers explained that there is a 3-year rotation on inspecting, maintaining and replanting if a tree has been felled and this is being monitored in conjunction with Coed Caerdydd, as well as developing a plan considering the costs associated with this. Other budgetary cost increases were associated with Storm Daragh. The budget is being helped by social funding from Cardiff Tree Fund. Officers highlighted that Street Tree replacement can be challenging and replanting on soft verges is more successful, and less costly and is the way forward. Members asked whether there was any data on the number of applications received to use parks and open spaces and what criteria is used to agree this use. They were advised that officers could provide this information and were advised that there is no technical evaluation or matrix in place when deciding on use of Bute Park and other green spaces for events, but this is agreed on a case-by-case basis and both budgetary and environmental concerns are considered. Officers added that organisations are asked to include environmental improvements and benefits as part of business cases and this may be included in agreements – tree planting, recycling bins, benches etc. Officers stated that it is important for parks to be enjoyed but not at any cost. Officers stated that there are financial benefits to the Council to agreeing these events, and recent examples are the 5 events due to happen at Blackweir in the next few months and the income generated is being put back into budgets to maintain these spaces and make them sustainable for this use as well as into the Major Events budget to help with the costs of the Music Festival. Members asked about how staff are supported as many of the steps in the Corporate Plan fall into this Directorate. Officers stated that there is pressure on staff and they are supported through involving staff at all levels in setting priorities, objectives and milestones, and monitoring the success of these. There is inevitably some slippage on this, but expectations need to be realistic based on resources available. Members asked if there is anything in the Allotment Strategy to include people who cannot manage a full plot and if there have been anything done to reduce or remove plastic or to reduce the carbon footprint at events. Officers explained that there are smaller plots available through the allotment strategy, raised bed plots have been created, and joint tenancy agreements are available, so that those who cannot manage a full plot or have mobility issues can still access an allotment Officers added that most carbon emissions from events are caused through travel, so events being held in the City Centre leads to more chance of public transport being used. Fixed stages (8 weeks on site) are used at Cardiff Castle which reduces emissions as less vehicles need to be involved less frequently, and this has worked well. In addition, officers are looking at recycling, working with the One Planet Cardiff team and recognise that they can focus on reducing plastics use by working more with event organisers. Members asked what steps were being taken to maintain staff resourcing, skills and technical knowledge within the Directorate as this was identified as a risk. Officers explained that this was being reviewed by looking at the age profile of the team and succession planning. There is also a Volunteering Programme in place and this is a route that has been used to plug skill gaps. Roles have been reviewed when vacancies arose and not automatically filled but looked at to see what would best fit the needs of the team and service. By looking at this restructure, funding has been released to help fund trainees and apprentices. Member asked if there was a deadline for Roath Dam and officers advised that it is May 2029, and there are ongoing conversations with National Resources Wales. Members asked how confident the team are that they can deliver what they need to deliver with the resources they currently have. Officers explained that there is a high degree of confidence in targets set in the Corporate plan, and this is attributed to the planning which is developed with teams and the collaboration between teams to achieve these. Due to budget and resource restrictions, it may take a little longer than planned. Members asked how the Economic Development Team interface and work with the Cardiff Capital Region Corporate Joint Committee (CJC). Officers stated that working relationship between Economic Development team and Cardiff Capital Region Corporate Joint Committee (CJC) are good at service level, and the experience Officers from Cardiff bring is valued. It has brought positive developments with access to other funding streams and strong officer to officer links. Members asked about GLL not meeting the contractual targets in the presentation – officers provided assurance that the reference to GLL not meeting targets in the presentation was about deescalating this concern related to contract conditions not being fulfilled. The risk was raised post COVID and, since then, improvements have been made. The plan is to deescalate this risk to Directorate level to be monitored. Members asked if the £50,000 budget for the work with Ash die back is going to be sufficient. They were advised that the situations with Ash Trees and Ash Die back is being monitored and managed, and that in some early stages of die back, there is resilience being observed. The budget of £50,000 allocated to this is used to monitor and remove any trees that are a hazard. This is being monitored, and additional funding allocation would help but there are competing demands on the Parks budget. AGREED: that the Chairperson, on behalf of the Committee, writes to the Cabinet Member/Director conveying the observations and recommendations of the Committee when discussing the way forward.
Y penderfyniad fel y'i cofnodwyd
AGREED: that the Chairperson, on behalf of the Committee, writes to the Cabinet Member/Director conveying the observations and recommendations of the Committee when discussing the way forward.
The Chair introduced the item which gave Members of the Committee an opportunity to gain an understanding of key areas of performance information, monitoring systems and improvement arrangements that make up the Directorate’s performance management framework. It gave the opportunity to identify whether it would be worthwhile for this committee to receive performance reports and whether there is anything Members would like to recommend for inclusion in the 2025/26 work programme for this committee. For this scrutiny, the Chair welcomed Neil Hanratty – Director of Economic Development, Donna Jones – Assistant Director, County Estates, Jon Day – Operational Manager – Investment & Tourism, Jon Maidment - Head of Parks, Sport, Harbour Authority, Chris Barnett - Project Manager - Economic Development, Major Projects. Principal Scrutiny Officer explained that this was an opportunity to look at the performance management framework, the performance information the service area gets, the monitoring systems and how this drives improvement. Members asked about if monitoring systems show, areas where performance is flagging and whether support is in place. Officers advised that, to feed into the Corporate Plan monitoring, they use the corporate framework of reviewing priorities, targets and key steps within teams, management teams, SMT and quarterly reports to Cabinet. In addition, officers monitor risk registers and respond to internal and external audits. Personal reviews and objectives for staff are taken seriously and staff are encouraged to request training for development of skill sets. A lot of work is also done to reduce sickness/absence and officers advised that HR come to SMT to look at a league table they have of sickness absence across directorates, to help identify areas of concern. Any poor performance identified is addressed by Managers and staff through discussion initially, or in PDR if more relevant, and training opportunities are offered. Poor performance is also monitored by reviewing feedback from public and elected members and identifying any trends, with concerns raised at Directorate management meetings and at bi-monthly meetings with the relevant Cabinet Member. Officers added that a supportive approach to staff is taken, looking to understand why there are performance issues and what support is needed, with disciplinary action taken if needed. Members asked how areas to review for audit were chosen and officers advised that audit areas for review were chosen by the service area and by internal audit, as part of regular monitoring. This helped identify areas of concern to be addressed and areas doing well and officers explained they found internal audit to be a very useful tool. Any areas identified for audit by the Welsh Audit Office come from that body. Members asked how good performance is acknowledged and officers assured that good performance by staff is recognised and staff are told what a good job they are doing, face to face, as well as during the PDR process. The Senior Management Assurance Statement looks at what has gone well and Managers are encouraged to give recognitions for good performance. An example of this was given when apprentices have qualified. Officers stated that the service looks to promote staff internally where possible and encourages training and development to retain skills and knowledge. Officers clarified that the contract with GLL is being carefully managed and that improvements have been made, with monthly and quarterly meetings with GLL. There is as much support as possible in place. Members asked whether PDRs would be used to inform the proposed Parks Restructure. Officers explained that the restructure is mainly based on service needs, budget savings required and that restructures often provide opportunities, but that PDRs are not used to inform the restructure, as the restructure focuses on the post rather than the person. AGREED: that the Chairperson, on behalf of the Committee, writes to the Cabinet Member/Director conveying the observations and recommendations of the Committee when discussing the way forward.
None.
The meeting terminated at 6.25pm.
Rhaid i gynghorwyr ddweud pan fydd ganddyn nhw gysylltiad personol â rhywbeth sy'n cael ei drafod, fel swydd, eiddo neu aelod o'r teulu. Mae buddiant sy'n rhagfarnu yn ddigon cryf i'r cynghorydd adael yr ystafell fel arfer a pheidio â chymryd rhan.
Caiff datganiadau eu darllen o'r cofnodion unwaith y byddan nhw wedi'u cyhoeddi.
Yn rhestru cynghorwyr presennol y cyngor yn unig. Nid yw aelodau cyfetholedig, swyddogion a chyn-gynghorwyr yn cael eu dangos.