Wrthi'n llwytho
Does dim crynodeb o'r cyfarfod hwn eto. Caiff crynodebau eu hysgrifennu pan fydd y cyngor yn cyhoeddi'r cofnodion, sef ei gofnod swyddogol o'r hyn a benderfynodd cyfarfod. Maen nhw fel arfer yn ymddangos ychydig wythnosau ar ôl y cyfarfod.
The Chair welcomed everyone to the meeting.
There were no declarations of interest.
The minutes of the meeting held on 4th December 2025 were approved as a true and accurate record.
Members considered the items from the Cabinet Forward Work Programme.
Members considered the report as circulated within the agenda pack. Members queried whether the document would be updated once the various areas of uncertainty were clarified and the associated work streams progressed, noting that the current version referenced elements such as the development of council tax policy during the budget‑setting process and the Innovation and Continuous Improvement Programme. It was suggested that, as these strands of work advance, there may be scope to produce a more detailed strategy to reflect the emerging detail. Officers acknowledged that the strategy was intentionally high level, explaining that it was designed to outline the projected budget gap over the forthcoming three years. They highlighted that this approach was consistent with the position across Welsh local authorities, given the significant challenges in maintaining a medium‑term financial strategy in the context of ongoing uncertainty around multi‑year funding settlements from the Welsh Government. Officers confirmed that the high‑level document would be supplemented with further detail as work progressed. Following the completion of the budget for the coming year, a more comprehensive Continuous Improvement and Transformation Programme would be brought forward, providing greater detail on the measures intended to address the budget gaps projected for the second and third years of the plan. Additional work streams would similarly be developed and reported through Scrutiny and Cabinet as they matured. Members raised a query regarding references in the report to historical under‑ and overspends, together with realisable savings, and sought clarity on whether these matters were being fully addressed within the forthcoming budget or whether they would continue to be managed throughout the Medium Term Financial Plan. Members recalled previous scrutiny discussions where certain base budgets appeared not to be aligned appropriately, with specific examples including the parking budget and building maintenance. They noted that, without detailed visibility of the current budget proposals, it was difficult to determine whether all such areas had been reviewed comprehensively or whether further work would be required over the medium term. In response, officers advised that the position involved a combination of both immediate and ongoing actions. It was explained that the Medium Term Financial Strategy and annual budget effectively become outdated shortly after preparation due to changes in circumstances, making continuous review necessary. Officers confirmed that building maintenance had been incorporated within the proposals agreed for public consultation earlier in the day, ensuring that this budget area was placed on a firmer financial footing. Regarding car parking, the Committee was informed that the interim Head of Service had been tasked with undertaking a full review. No additional funding had been allocated within the budget for car parking at this stage, as it was anticipated that the outcomes of the review would address the underlying issues. Members were advised that work already completed this year on the multi-storey car park had significantly reduced the overspend, and further improvements were expected as the review progressed. Officers emphasised that all such budget areas remain subject to continuous monitoring. Regular quarterly reports are submitted to Cabinet and Scrutiny, and any emerging in‑year pressures will be considered as part of the next iteration of the Medium Term Financial Strategy. Officers advised that this approach aims to ensure both immediate corrective action and longer‑term financial sustainability. Members discussed the alignment of the budget to the Council’s corporate priorities and questioned whether further work remained to be undertaken in addressing areas where departmental allocations had historically remained unchanged for long periods. Members sought clarification on whether this issue was being incorporated into the wider Medium Term Financial Strategy or whether the budget was considered to be sufficiently aligned to the corporate plan at this stage. Officers advised that, overall, the budget was aligned appropriately to the Council’s corporate plans. It was highlighted that approximately seventy per cent of the Council’s overall budget was allocated to education and social services, which continued to represent the authority’s principal areas of expenditure. Officers commented that they were frequently asked whether undertaking a zero‑based budgeting exercise would be beneficial; however, given the finite level of resources available, the current strategic approach was considered to be reasonable and proportionate. Officers also drew attention to further evidence of improved alignment within the Authority’s performance and financial planning. Reference was made to item 6A on the agenda, the half‑year monitoring report on the delivery of the Corporate Strategy, which demonstrated a more holistic approach to performance reporting. Instead of presenting performance indicators and action updates in isolation, the Authority was increasingly incorporating updates from the strategic risk register, workforce data, well‑being objectives, corporate complaints and compliments, and budget overspends and underspends. This was enabling a clearer and more integrated view of how the Council’s financial position, strategic risks and service performance related to its well‑being objectives and corporate priorities. Officers confirmed that this approach remained a work in progress but emphasised that the direction of travel was positive. Members highlighted the importance of achieving clear alignment between the budget, the corporate strategy and the broader priorities of the Council. Attention was drawn to the distinction between statutory services and the wider elements of the corporate plan, with Members observing that the strategy referenced statutory services alongside innovation and continuous improvement work. It was noted that the corporate strategy includes a range of non‑statutory services that are highly valued by residents, such as environmental services, tourism, events, sport, well‑being initiatives and other visible community‑focused functions. Members discussed the balance between statutory duties and wider corporate priorities, noting past instances where an overemphasis on statutory services had led to reductions in valued discretionary services. Members were concerned that similar emphasis within the current strategic documentation could send an unintended message as the Council progresses significant innovation and improvement work. Officers clarified that the Council delivers a broad mix of statutory and discretionary services, all of which contribute to residents’ well‑being. They emphasised that statutory services can still be delivered more efficiently, with ongoing work in areas such as social care and housing. Officers highlighted that the corporate strategy reflects resident‑informed priorities and that focusing too heavily on a statutory versus non‑statutory distinction is unhelpful. They outlined that the Innovation and Continuous Improvement Programme will drive transformative changes over the next five years to improve service delivery. Officers reassured Members that integrating the Medium Term Financial Strategy with transformation activity and the corporate strategy places the Council on a clear path of improvement. Members discussed the balance between statutory duties and wider corporate priorities, noting past instances where an overemphasis on statutory services had led to reductions in valued discretionary services. Members were concerned that similar emphasis within the current strategic documentation could send an unintended message as the Council progresses significant innovation and improvement work. Officers clarified that the Council delivers a broad mix of statutory and discretionary services, all of which contribute to residents’ well‑being. They emphasised that statutory services can still be delivered more efficiently, with ongoing work in areas such as social care and housing. Officers highlighted that the corporate strategy reflects resident‑informed priorities and that focusing too heavily on a statutory versus non‑statutory distinction is unhelpful. They outlined that the Innovation and Continuous Improvement Programme will drive transformative changes over the next five years to improve service delivery. Officers reassured Members that integrating the Medium Term Financial Strategy with transformation activity and the corporate strategy places the Council on a clear path of improvement. Members noted the explanation and were satisfied that their concerns regarding the terminology used in the report had been addressed. Members emphasised the importance of recognising how reductions in non‑statutory services can have wide‑ranging effects on residents and on the delivery of the Council’s corporate objectives. Examples were given, such as inadequate winter gritting preventing people from travelling to work, and national cases where changes to home‑to‑school transport had forced individuals to leave employment. Members stressed that decisions within one directorate often impact others and highlighted the need for stronger cross‑directorate communication. Officers acknowledged this and confirmed that improving joint working remained a priority, noting existing projects where close collaboration was essential. Members also reflected on recent changes to parking charges, which demonstrated how even small service adjustments can have unintended consequences, and welcomed the commitment to a more joined‑up and interconnected approach. Officers confirmed that the plan would be reviewed annually, with a view to considering the forthcoming three years. Following scrutiny, the report was noted.
There were no items to consider from the Scrutiny Committee Forward Work Programme.
Members considered the performance monitoring items.
Members considered the report as circulated within the agenda pack. The Corporate Strategy contains four well‑being objectives, each supported by a number of strategic aims, with the operational actions required for delivery set out within Heads of Service business plans. Officers explained that quarterly updates from Heads of Service formed the basis of the report. Based on the information received, 98% of strategic aims were currently on track. Of the 58 performance measures monitored, 28 were reported as on track, with officers noting that some measures were annual or had not yet commenced, which accounted for the difference between the two sets of figures. Officers highlighted that, in addition to the service updates, the Council had begun incorporating wider data sets into its performance monitoring approach. This included financial pressures, compliments and complaints, strategic risks and budgetary information. Officers emphasised that this represented an early stage in strengthening the monitoring framework, and that further progress was expected by the time the Quarter 3 report was presented. The intention was to improve the interrogation and triangulation of these data sources to provide a more comprehensive and informed picture of how the Council was performing against its well‑being objectives. Officers reiterated that this was part of an ongoing journey to ensure a more robust, holistic and integrated approach to performance management. Members commented that the report presented was now far more rounded and comprehensive, welcoming both the level of detail included and the clarity provided through the appendices and business plan actions. It was noted that the document had become a useful tool to understand key considerations at a glance, particularly as it brings together both performance information and the associated financial context. Members highlighted the value of the report’s transparency, especially where areas were shown as performing well while simultaneously experiencing overspending. Acknowledging such caveats within the report was considered important in ensuring that Members had a full and balanced view of performance and financial pressures across the organisation. Officers confirmed that the results of the employee survey have been received and are currently being analysed. The feedback of the survey should be received in February. Officers confirmed that there has been a higher response rate than the last survey. Following scrutiny, the report was noted.
Members considered the report as circulated within the agenda pack. Members queried if the demographic of the workforce could be added to this report. Officers agreed to add it to further reports, however the limitations of the information was recognised understanding that not all employees would disclose the information. Following scrutiny, the report was noted.
Members discussed the information presented regarding stress‑related sickness absence and its financial impact on the Council. Officers confirmed that three categories of stress‑related absence were recorded: post‑traumatic stress disorder, work‑related stress and non‑work‑related stress. The associated sick‑pay costs were reported as £7,081 for post‑traumatic stress disorder, £500,578 for work‑related stress and £1,024,000 for non‑work‑related stress. Officers clarified that these figures did not represent additional expenditure, as sick pay forms part of an employee’s entitlement; however, they highlighted that the Council experiences a significant loss of productivity as a result. It was noted that additional costs sometimes arise where agency staff are required to cover absences, although it is difficult to link these directly to stress‑related cases. Officers further advised that stress had been the Council’s leading cause of sickness absence for many years, including during previous periods of organisational review. As a result, substantial investment had been made in measures to support employee mental health. This work is delivered collaboratively between Health and Safety and Human Resources teams. Officers outlined the range of support measures available to employees experiencing stress, whether work‑related or personal. Managers are required to meet with affected staff to complete a stress risk assessment, usually with HR present, and sometimes with Health and Safety colleagues in attendance. This process identifies both workplace and personal stressors and allows managers to agree supportive measures such as flexible working arrangements, temporary adjustments to working hours, and the redistribution of workload or projects while the employee receives appropriate support. Officers acknowledged that addressing personal stress can be more challenging, but confirmed that the assessment process still enables managers to identify reasonable adjustments and signposting options. Members were informed that the Council operates an Employee Assistance Programme providing a 24/7 in‑the‑moment support line, formal counselling sessions, and a range of practical tools including cognitive behavioural therapy workbooks. Officers noted that financial pressures are a common contributing factor to stress and explained that the Council’s salary finance portal offers budgeting advice, options to reduce household bills and access to a salary advance of up to forty per cent of earnings for unexpected costs, alongside a savings option through payroll deduction. Officers also highlighted the availability of real‑time sickness information across most of the workforce, enabling managers to receive immediate prompts on actions required when an employee reports sick. Comprehensive resources, including briefing notes, templates and videos, have been developed to support managers, with stress risk assessments forming the first step for any stress‑related absence. The Committee was advised that the Council has trained thirty‑three mental health first aid champions who act as an informal support route for employees who may not wish to approach their manager, HR or their trade union. These champions provide signposting to both internal and external sources of help. Officers also referenced the wide range of mental health resources available on the Council’s internal system. Members queried if there was online access to courses for employees including health & safety, first aid and Welsh learning courses. Officers confirmed that these courses were available online for members. Members noted the importance of keeping training up to date to try and alleviate staff sickness. Following scrutiny, the report was noted.
Members considered the report as circulated within the agenda pack. Members received clarification on the financial implications of health and safety civil claims referenced within the executive summary. Officers advised that the estimated cost of such claims totalled approximately £92,000. They confirmed that the Council maintains insurance arrangements through an external provider for any individual claim exceeding £200,000. For claims valued below £200,000, responsibility lies with the Council’s own insurance section, which manages these costs from a dedicated funding pot established to cover such liabilities. Officers explained that this approach enables the authority to deal with lower‑value claims internally while ensuring financial protection against higher‑value cases. Members training is available on Thinqi. Following scrutiny, members noted the report.
Members noted the Budget 2026/2027 scrutiny meeting schedule to take place on Thursday 5th February. Updates to the Forward Work Programme were noted. The Forward Work Programme was noted.
There were no urgent items.
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.