Wrthi'n llwytho
Bu'r pwyllgor yn edrych ar dri eitem: sut mae'r Cyngor yn mesur ac yn cymharu ei berfformiad, cynnydd y system gyllid ac adnoddau dynol newydd Oracle Fusion, a sefsefyllfa gyllidebol mis 4 ar gyfer 2026/27. Ar bob eitem, cytunodd y pwyllgor y bydd y Cadeirydd yn ysgrifennu at Aelod y Cabinet gyda sylwadau ac argymhellion y pwyllgor. Datganodd un cynghorydd fuddiant personol yn yr eitem Oracle Fusion.
None received.
Cllr Caruana declared a personal interest in Item 5 – Oracle Fusion Programme as he has a family member that works for the Authority.
The minutes of the meeting held on 9th September 2026, were agreed as a correct record 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 conveying the observations and recommendations of the Committee when discussing the way forward.
The Chairperson advised Members that this item provided a policy development opportunity to discuss the challenges of benchmarking in corporate planning and performance assessment. For the item, the Chairperson welcomed Cllr Leo Thomson, Cabinet Member, Finance, Modernisation & Performance; Dylan Owen, Operational Manager, Policy & Improvement and Jacob Choudry-Ball – Performance & Insight Manager. The Cabinet Member was invited to make a statement after which the Committee received a presentation on the Council’s planning and performance framework and the opportunities and challenges associated with benchmarking local authority performance. Members were advised that the framework, approved in 2022, provides a structured approach to developing the Corporate Plan, setting performance measures and targets, monitoring delivery through quarterly reporting, and undertaking statutory self-assessment through the Mid-Year Assessment and Annual Wellbeing Report. Officers highlighted that the framework had been subject to regular internal and external review and had received positive assurance from Governance and Audit Committee, Internal Audit, Audit Wales and previous scrutiny activity. The Chairperson invited questions and comments from Members. In discussing the current performance management arrangements, officers outlined how the Corporate Plan is structured around seven wellbeing objectives, with each objective supported by priority areas, delivery steps and key performance indicators (KPIs) linked to accountable Cabinet Members and lead directorates. Members noted the role of the Corporate Performance Dashboard in providing publicly accessible quarterly updates, including performance results, targets, trends and narrative information on delivery. Officers explained that performance evaluation was primarily based on progress against locally agreed targets and trends over time, with benchmarking information used where appropriate to provide additional context. Members explored the development of benchmarking arrangements and sought clarification regarding the Welsh Local Government Association (WLGA) benchmarking framework. In response, officers advised that all Welsh local authorities report measures included within the framework and that the new arrangements would improve access to comparative performance information. It was noted, however, that only a limited number of measures currently aligned directly with Cardiff’s existing Corporate Plan indicators and that further work would be undertaken during the next Corporate Plan review to consider whether additional benchmarked measures should be adopted. The Committee discussed the practical value of benchmarking and questioned whether comparative information had led directly to changes in performance measures or service delivery. Officers acknowledged that the Council’s approach had historically focused on measuring outcomes that reflected Cardiff’s own priorities rather than adopting measures solely because they were comparable with other authorities. It was nevertheless recognised that benchmarking and wider peer-to-peer engagement could support organisational learning by identifying examples of good practice and innovation in other councils. Examples were provided of collaborative work with other authorities on data-sharing arrangements and policy development, demonstrating how external experience could inform local improvement activity. Members further considered the difficulties associated with benchmarking performance across local authorities. Officers highlighted challenges including the unique characteristics of Cardiff as a capital city, variations in how performance measures are defined and calculated, differences in local circumstances, and delays in the availability of comparative data. The Committee noted that some indicators which appeared similar across authorities could in practice measure different outcomes, creating a risk of misinterpretation if comparisons were made without understanding the underlying methodology. Members accepted that benchmarking information was most useful when considered alongside local context and trends rather than as a standalone assessment of performance. Discussion also focused on the appropriateness of corporate targets and whether the generally positive performance reported through the Corporate Performance Dashboard indicated that targets were sufficiently stretching. Members questioned how the Council assured itself that performance targets remained ambitious while also being realistic and achievable. In response, the Cabinet Member and officers emphasised that target setting formed part of a robust corporate planning process involving Cabinet, Scrutiny Committees and the Scrutiny Performance Panel. Members were advised that targets were regularly reviewed and challenged through both political and managerial processes, and that benchmarking information could provide an additional tool for testing whether target levels remained appropriate in future years. The Committee also considered the relationship between performance management, financial sustainability and workforce performance. Members highlighted the importance of focusing on major service areas and organisational priorities where incremental improvements could deliver significant benefits. Particular reference was made to workforce management, sickness absence performance and the use of comparative learning from other authorities. Officers advised that the Council’s performance framework was closely linked to the transformation programme and budget strategy, with key indicators designed to monitor activities that could reduce demand, improve outcomes and help manage financial pressures over the longer term. AGREED: that the Chairperson, on behalf of the Committee, writes to the Cabinet Member 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 conveying the observations and recommendations of the Committee when discussing the way forward.
The Chairperson advised that this item deals with implementing a major new system to deal with the Council’s Finance, HR and recruitment needs and outlines the business planning to deliver this new system by November 2027. For this item the Chairperson welcomed Councillor Leo Thomson, Cabinet Member for Finance, Modernisation & Performance;Ian Allwood, Chief Finance Officer & Interim S151 Officer and Dean Thomas, Operational Manager CTS & Operational Finance. The Cabinet Member was invited to make a statement after which the Committee received a presentation on progress with the Oracle Fusion Programme, which will replace the Council's SAP, DigiGov and TalentLink systems with a single Oracle Fusion Cloud Enterprise Resource Planning (ERP) system for finance, procurement, HR, payroll and recruitment services. Members noted that Cabinet approved the Full Business Case in March 2026 and that implementation remains on track for go-live in November 2027. The Committee heard that the programme represents one of the Council's most significant business change projects in recent years, with an anticipated impact on all employees. The presentation focused particularly on staff engagement, business readiness and change management arrangements designed to support staff through the transition to new ways of working. Members were advised that a Business Readiness Group would be established, bringing together senior representatives from across service areas to support implementation, monitor impacts and address barriers throughout the programme. Officers outlined the programme governance arrangements, implementation approach and extensive communications strategy, including staff briefings, newsletters, a dedicated SharePoint site, engagement with schools, trade unions and stakeholders, and the recruitment of change champions. Members noted that significant work had already been undertaken with service areas and subject matter experts to inform system design and ensure business processes were appropriately reviewed as part of the implementation. The Chairperson invited questions and comments from Members. In discussing progress since the award of the contract, officers advised that the programme remained on schedule and that all key milestones had been achieved to date. While the pace and scale of work were substantial, no significant deviations from the approved programme had arisen. Members also heard that resources had been dedicated to the programme to ensure implementation activity did not adversely impact business-as-usual services. Particular discussion focused on the implications for schools. Members raised questions regarding lessons learned from the implementation of the Arbor system and the support that would be required for schools throughout the transition. Officers advised that extensive lessons learned exercises had been undertaken and that engagement with headteachers and school representatives was already underway. Members were assured that schools would receive tailored support and communication and that previous issues experienced during system transitions would inform planning for Oracle Fusion. The Committee also explored arrangements for training, staff support and accessibility. Officers confirmed that training would be delivered through a combination of face-to-face and digital approaches, supported by extensive self-help resources within the Oracle system. Members highlighted the importance of ensuring support remained available for employees who may be less confident in using digital systems, including staff without regular access to computers and those working remotely. Officers acknowledged these concerns and confirmed that a sustainable support model would continue beyond implementation, with flexibility retained for those unable to transition immediately to fully digital processes. Members welcomed the emphasis placed on staff engagement and cultural change, noting that the Committee had previously recommended that stakeholder engagement form a central part of the project. Questions were also raised regarding benchmarking with other authorities and organisations already using Oracle Fusion. Officers advised that engagement was taking place with other local authorities and users of the system to identify lessons learned and share good practice. The Committee welcomed the comprehensive approach being taken to communications, training and change management. Members emphasised the importance of maintaining appropriate levels of engagement while avoiding unnecessary information overload or training being delivered too far in advance of implementation. Officers confirmed that detailed training activity would be concentrated closer to the November 2027 go-live date and acknowledged the valuable feedback provided by Members, which would inform the ongoing development of the programme's learning and development strategy. AGREED: that the Chairperson, on behalf of the Committee, writes to the Cabinet Member 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 conveying the observations and recommendations of the Committee when discussing the way forward.
The Chairperson advised that this item provided an opportunity for pre-decision oversight of the budget position at month 4 2026/27. For this item the Chairperson welcomed Cllr Leo Thomson, Cabinet Member, Finance, Modernisation & Performance and Ian Allwood, Chief Finance & Section 151 Officer. The Cabinet Member was invited to make a statement after which the Committee received a presentation on the Month 4 Budget Monitoring Report for 2026/27. Members were advised that the Council was projecting a net revenue overspend of £1.633 million at year end, comprising directorate overspends of £4.133 million partially offset by a £2.5 million underspend in the capital financing budget. The report also highlighted projected General Fund capital programme slippage of £46.723 million and performance against agreed savings proposals. The Chairperson invited questions and comments from Members. In response to questions regarding the financial position of Children's Services and Adult Services, officers confirmed that the projected overspends reflected the full utilisation of the £3 million Children's Services contingency and £1 million Adult Services contingency. Members discussed the ongoing volatility of care package costs, particularly in Children's Services, and the actions being taken to manage expenditure. Officers explained that work continued to review high-cost placements, support packages and funding contributions, including discussions with health partners where appropriate. It was noted that the month four position reflected a prudent assessment and that directorates would continue efforts to reduce projected overspends during the remainder of the financial year. The Committee explored the £2.120 million projected overspend within Education and Lifelong Learning and the continuing demand pressures associated with Additional Learning Needs (ALN) provision and home-to-school transport. Officers outlined the significant increase in ALN placements from September and noted that investment in specialist resource base places and special school provision was intended to reduce reliance on more costly out-of-county placements. Members raised concerns regarding the impact of ALN pressures on school budgets and mainstream provision. Officers acknowledged these challenges and advised that the position would continue to be monitored as the impact of the expanded provision became clearer. Members also considered the £1.007 million projected overspend within Development and Growth. Officers clarified that, unlike the previous year, the overspend was not related to City Hall events income but reflected pressures across a number of service areas including Cardiff International White Water, the Tennis Centre and property-related income streams. Assurance was provided that management teams were actively seeking opportunities to improve the financial position and that projections remained under review. Discussion also focused on the delivery of savings proposals. Officers reported that efficiency and income savings were currently projected to achieve 82% of their target, while change programme savings were projected to achieve 67%. Members questioned whether savings targets in demand-led services remained realistic given continuing pressures in adult and children's social care. Officers advised that all savings proposals were supported by detailed delivery plans, although some carried a higher degree of complexity and risk due to their transformational nature. Members noted that improving performance against savings targets would be a key priority over the coming months. The Committee further discussed broader pressures facing local government finances, including the cumulative impact of annual savings requirements, increasing service demand and inflationary pressures. Members acknowledged the challenges faced by officers in managing the Council's budget and recognised the importance of securing sustainable funding arrangements for local authorities. Reference was made to ongoing concerns regarding ALN funding and the need for early intervention and preventative approaches to manage future demand. In considering income generation, Members sought clarification on the improved performance of the Civil Parking Enforcement account. Officers advised that the projected in-year surplus reflected increasing moving traffic offences, improved recovery rates of penalty charge notices and increased parking fee income, rather than any significant change in operational enforcement practices. AGREED: that the Chairperson, on behalf of the Committee, writes to the Cabinet Member conveying the observations and recommendations of the Committee when discussing the way forward.
None received.
Y penderfyniad fel y'i cofnodwyd
RESOLVED: to note the report.
RESOLVED: to note the report.
4th November 2026, 4.30pm.
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.
Caruana: Buddiant personol ar Oracle Fusion Programme
Mae aelod o'r teulu yn gweithio i'r Awdurdod.
Yn rhestru cynghorwyr presennol y cyngor yn unig. Nid yw aelodau cyfetholedig, swyddogion a chyn-gynghorwyr yn cael eu dangos.