Wrthi'n llwytho
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Apologies for absence were received from County Councillors C Hall, C Millichap, D Thomas, M Dorrance, R Devlin and G Preston. Officers; Judith Hickey, Mari Thomas, Jane Thomas, Debby Jones.
There were no declarations of interest from Members relating to items for consideration on the agenda.
The Committee did not receive any disclosures of prohibited party whips which a Member has been given in relation to the meeting in accordance with Section 78(3) of the Local Government Measure 2011.
The Committee considered the minutes of the previous meeting held on 3rd July 2026 and reviewed them as a true and accurate record. The minutes were then proposed, seconded and agreed as a true and correct record of the meeting.
The Committee reviewed the responses received from Cabinet in relation to previous scrutiny recommendations. Members noted that the majority of recommendations had been accepted by Cabinet. Discussion focused on Q3 Performance recommendation 5, which had been recorded as rejected. Members queried this categorisation, highlighting that officers had subsequently agreed to review how performance narratives were presented within the Corporate Scorecard to ensure they better reflected performance measures, particularly where indicators were rated red. Officers acknowledged that action had been taken in response to the concerns raised and agreed that the recommendation should more accurately be recorded as partially met rather than rejected. The Committee agreed that the recommendation tracker should be amended accordingly and that officers would ensure the agreed actions were reflected in future reporting arrangements.
Background Officers outlined the overall forecast position, highlighting the key budget pressures and savings assumptions affecting the service. Information was provided on delegated school budgets, including school balances and deficit positions, together with the financial challenges facing a number of schools. Officers also explained the continuing pressures associated with Additional Learning Needs (ALN) provision and the impact these pressures were having on service budgets. Members were advised of proposed virements within the service and the reasons these budget transfers were considered necessary. In addition, officers provided background information on the historic deficit associated with the management of the Crickhowell High School sports centre and library facilities, together with the proposed actions to address the issue. The presentation also covered grant funding received by the service and other significant financial movements affecting the forecast position. Points raised by the Panel: Responses received from Officers or Cabinet Members. School Budgets and Financial Sustainability • Members welcomed the inclusion of more detailed information on delegated school balances and deficits, noting that it provided a clearer picture of the financial position across schools. • Concern was expressed about the overall level of school deficits, particularly within secondary and all-age schools, and the continuing pressures facing schools in balancing their budgets. • Members questioned the effectiveness of budget planning and sought assurance that schools were receiving appropriate financial support, challenge and guidance from the Council. • Discussion highlighted the increasing difficulty of delivering savings where staffing costs represented the largest area of expenditure. • Members requested that future revenue monitoring reports include information on the profiling of savings throughout the financial year to improve transparency and scrutiny. The Cabinet Member and officers acknowledged the financial pressures facing schools and advised that a number of schools continued to operate with deficit budgets due to a combination of falling pupil numbers, increasing staffing costs and rising demand for support services. It was explained that regular challenge and support were provided to schools through finance officers and education services to assist with budget planning and recovery arrangements. Officers recognised the importance of transparent reporting and agreed to consider how future reports could provide additional information on savings profiling and the delivery of budget reductions throughout the year. Assurance was provided that financial sustainability remained a key area of focus and that schools in the most challenging positions were receiving targeted support. Crickhowell High School Sports Facilities and Library Deficit • Significant discussion focused on the historic deficits associated with the management of public sports facilities and the library at Crickhowell High School. • Members expressed concern regarding the scale of the deficits and the outstanding loan balance. • Questions were raised about governance arrangements, accountability, the sustainability of school-run commercial activities and compliance with the Scheme for Financing Schools. • Members sought assurance that delegated school budgets had not subsidised the operation of community facilities. • There was support for a more detailed review of the circumstances that had led to the financial position, including consideration of governance and business planning arrangements. Officers explained that the historic deficits related to community sports facilities and library operations which had been managed through arrangements separate to the school's delegated budget. Assurance was provided that there had been no inappropriate cross-subsidisation of delegated school funding. It was acknowledged that the position had developed over a number of years and that lessons had been learned regarding governance, oversight and financial management. Officers confirmed that the proposed actions were intended to resolve the outstanding position and provide greater financial clarity going forward. The Cabinet Member recognised members' concerns and supported further consideration of the issues and lessons arising from the arrangements. Additional Learning Needs (ALN) and Specialist Provision • Members supported investment in specialist ALN provision but sought reassurance that support for learners with ALN in mainstream schools would be maintained. • Concerns were raised regarding increasing demand for ALN provision and the impact this was having on school budgets. • Members highlighted the importance of early intervention and preventative support in meeting learners' needs and reducing future pressures on services. • Questions were raised regarding vacant posts within support services and the potential impact on vulnerable children and young people. The Cabinet Member and officers advised that investment in specialist ALN provision was intended to meet increasing levels of need and reduce reliance on costly out-of-county placements where appropriate. Assurance was provided that support for learners with ALN in mainstream schools remained a priority and that work continued to strengthen inclusion across all settings. Officers emphasised the importance of early intervention and highlighted ongoing efforts to ensure that learners received support at the earliest possible stage. It was acknowledged that demand for ALN services continued to grow and would remain a significant financial pressure for the authority Staffing, Recruitment and Supply Costs • Members recognised the challenges schools faced in managing staffing levels whilst maintaining educational standards. • Concerns were raised regarding expenditure on agency staff and supply teachers, and requests were made for comparative information on the costs of agency and directly employed staff. • Discussion also highlighted the pressures being experienced by school leaders and staff as a result of increasing demands and limited resources. Officers acknowledged the challenges associated with recruitment, retention and workforce planning across schools. It was explained that agency and supply staffing were used where necessary to maintain service delivery and educational provision, although efforts continued to minimise costs wherever possible. Officers recognised the pressures being experienced by school leaders and staff and advised that support continued to be provided to schools in managing workforce changes and budget pressures. The Cabinet Member acknowledged the importance of maintaining staffing levels that supported educational outcomes whilst remaining financially sustainable. School Reorganisation and Transport Costs • Members requested information on how home-to-school transport costs were being monitored alongside savings generated through school reorganisation proposals. • It was suggested that future reports should provide clearer information on the wider financial implications of reorganisation decisions. Officers advised that transport implications formed part of the assessment process for school reorganisation proposals and were considered alongside wider financial and educational impacts. It was recognised that transport costs could vary depending on individual circumstances and that ongoing monitoring was required to understand the full financial implications of organisational changes. Officers agreed that clearer information could be provided within future reports where appropriate. Revenue Budget Management and Virements • Members queried the need for several budget virements at Quarter 1 and sought clarification on whether some pressures could have been anticipated during budget setting. • Questions were raised regarding the purpose and justification for specific virements, including those relating to staffing support, specialist provision and digital infrastructure. • Members also sought clarification regarding approval processes and governance arrangements for virements and reserves. Officers explained that the virements presented within the report reflected changing operational requirements and emerging pressures identified through the budget monitoring process. It was noted that virements formed part of normal financial management arrangements and enabled resources to be aligned with current service priorities and demands. Clarification was provided regarding the purpose of individual virements and the governance arrangements governing their approval. The Cabinet Member expressed satisfaction that appropriate financial controls remained in place and that the virements supported effective budget management. Risk Management and Future Financial Pressures • Concern was expressed about the proportion of the Council's risk budget that had already been committed early in the financial year. • Members discussed the potential implications of further financial pressures emerging during the year and emphasised the importance of protecting educational outcomes and services. Officers advised that the use of the risk budget reflected a prudent approach to managing known financial pressures across services. It was acknowledged that uncertainty remained within a number of budget areas and that careful monitoring would continue throughout the financial year. The Cabinet Member recognised members' concerns and reiterated the importance of maintaining financial resilience whilst protecting key education services and outcomes. Officers confirmed that emerging risks would continue to be reported through the established budget monitoring arrangements. Grants and External Funding • Members noted the receipt of additional grant funding and sought clarification on how funding allocations would be approved, monitored and utilised. • Questions were raised about the effectiveness of specific grant-funded initiatives and the outcomes being delivered through those programmes. Officers welcomed the additional grant funding received and explained that funding allocations would be managed in accordance with grant conditions and governance requirements. Assurance was provided that grants were subject to monitoring arrangements and that outcomes would be assessed as part of normal performance and financial reporting processes. Officers highlighted the positive contribution that external funding made in supporting targeted interventions and service delivery. Financial Systems and Reporting • Members discussed the implementation of the Council's new financial management system and sought assurance that schools continued to receive timely and accurate financial information. • Concerns were raised regarding budget monitoring arrangements, governor reporting and access to financial data during the transition period. Officers advised that the implementation of the new financial management system was progressing and that work continued to embed the new processes across services and schools. It was acknowledged that the transition had presented challenges; however, officers reported that support was being provided to schools and governors to ensure continued access to financial information. Assurance was given that reporting arrangements would continue to develop as the system became fully established. The Cabinet Member welcomed the improvements expected from the new system and supported ongoing work to strengthen financial reporting and budget monitoring arrangements. Actions for Service Areas from the discussion: Action Lead Officer Timescale Completed Amend the Scrutiny Recommendations Tracker to record Recommendation 5 as "Partially Met" rather than "Refused". Senior Scrutiny Officer Following the meeting and prior to publication minutes. 11/09/2026 Review and improve the presentation of performance narratives within the Corporate Scorecard to ensure commentary better reflected performance results, particularly where indicators were rated red. Director of Education / Heads of Service For inclusion in the next Corporate Scorecard reporting cycle. Provide additional information within the future ALN Strategy report to include ALN provision within mainstream schools as well as specialist provision. Director of Education / Head of Service When the ALN Strategy report is presented to the Committee. Incorporate relevant post-16 education and future pathways updates within forthcoming reports rather than bringing a separate scrutiny item. Director of Education and relevant service leads As future reports relating to education transformation are presented. Consider opportunities for Member engagement at an early stage in the review of the Strategic Outline Programme (SOP). Director of Education During development of the next SOP review programme. Provide further information through future work programming regarding delegated school funding and financial oversight arrangements. Director of Education and Head of Finance Through future Work Programme discussions. Include additional information in future financial monitoring reports regarding the profiling and delivery of savings across the financial year. Head of Finance From the next quarterly revenue monitoring report onwards. Provide comparative information, where available, on the costs of agency and supply staff compared with directly employed staff. Director of Education / Head of Finance At the next appropriate financial monitoring report or briefing. Provide clearer information in future reports on the transport cost implications associated with school reorganisation proposals. Director of Education in conjunction with Transport Service Officers Within future school reorganisation and financial monitoring reports.
1. Cabinet should prepare a dedicated report regarding the Crickhowell High School sports facilities and library arrangements, setting out the rationale for the proposed virements, the financial position, lessons learned, and future arrangements, with the report to be subject to further scrutiny. 2. A strengthened business case, governance and accountability framework should be developed for any future school-operated business or community-focused school commercial venture, with robust scrutiny of proposals before implementation. 3. Future quarterly revenue monitoring reports should include profiled savings delivery information and associated risks, enabling members to compare planned savings against actual delivery throughout the year. 4. Quarterly monitoring reports should include the financial impact of school reorganisation programmes on home-to-school transport expenditure, allowing members to assess the relationship between school reorganisation savings and transport costs.
Points raised by the Panel: Responses received from Officers or Cabinet Members. Capital Programme Delivery and Project Monitoring • Members sought assurance that major education capital projects were progressing in accordance with approved timescales and budgets. • Questions were raised regarding the progress of individual schemes, particularly the proposed new build for Ysgol Calon Cymru, and the completion dates for key project stages. • Members highlighted the importance of clearer reporting on project milestones, timescales and budget performance to enable effective scrutiny of delivery. • Concerns were expressed that the level of capital expenditure achieved by Quarter 1 appeared low in comparison to the total capital budget and that the report did not provide sufficient context to assess whether expenditure was on target. • Members requested greater visibility of planned expenditure profiles against actual expenditure to aid understanding of programme delivery throughout the year. Officers advised that capital expenditure was typically lower during the first quarter of the financial year, as a significant proportion of expenditure occurred later in the project cycle once procurement, design and construction phases progressed. It was explained that expenditure profiles varied between schemes and that Quarter 1 figures did not necessarily reflect the eventual level of programme delivery. Officers confirmed that major education projects continued to be monitored through established project management and governance arrangements. In relation to Ysgol Calon Cymru, officers provided an update on project progress and outlined the anticipated next stages of delivery. The Cabinet Member acknowledged the Committee's request for clearer reporting and recognised the value of providing additional context around project progress and expenditure profiles in future reports. Strategic Outline Programme (SOP) and Long-Term Capital Planning • Members expressed concern regarding the limited detail available within the published capital programme and sought greater transparency around long-term investment priorities. • Questions were raised regarding the forthcoming review of the Strategic Outline Programme and whether it could result in significant changes to capital investment priorities. • Members requested early scrutiny involvement in the review process and sought sight of proposals before formal submission where possible. • Concern was expressed that current capital programme information did not provide sufficient project-level detail for members to fully understand future investment plans. Officers advised that work on the next iteration of the Strategic Outline Programme was ongoing and would be informed by Welsh Government requirements, demographic information, school condition data and educational priorities. It was explained that the programme would continue to evolve as priorities and funding opportunities developed. Officers acknowledged the Committee's wish for early involvement and indicated that opportunities for scrutiny engagement would be considered as proposals progressed. The Cabinet Member recognised the importance of member engagement in shaping future education investment priorities. School Estate, Demography and Future Need • Members discussed the condition of the school estate and recognised the need to balance investment in new facilities with addressing the challenges associated with ageing buildings. • Questions were raised regarding how decisions on the location and scope of new school developments were informed by projected pupil numbers, housing growth and changing demographic patterns. • Members sought assurance that future capital investment decisions were aligned with Local Development Plan assumptions, school capacity data and long-term educational need. • Discussion also explored the potential role of area schools and how future changes to the school estate might address surplus places and demographic pressures. Officers confirmed that pupil projections, demographic trends, housing growth data and school capacity information were considered when assessing future investment needs. It was explained that capital planning formed part of a longer-term strategic approach to ensuring that educational provision remained sustainable and fit for purpose. Officers advised that decisions regarding future school provision would continue to be evidence-based and informed by the Council's wider strategic planning processes. The Cabinet Member emphasised the importance of ensuring that investment decisions delivered the greatest benefit for learners whilst making effective use of available resources. Welsh-medium Education and Capital Investment • Members questioned the rationale for creating additional Welsh-medium provision in areas where Welsh-medium schools already had surplus places. • Concerns were raised regarding the balance between Welsh-medium and English-medium provision, particularly where English-medium schools were experiencing capacity pressures. • Questions were asked about the evidence used to support proposals for language category changes and whether local demand and community views had been fully considered. • Members discussed the wider strategic approach to Welsh-medium expansion across Powys and whether provision was being developed consistently across all catchment areas. • Clarification was sought regarding opportunities for members and the public to submit objections as proposals progressed through the statutory process. Officers explained that proposals relating to Welsh-medium provision formed part of the Council's strategic commitment to increasing opportunities for Welsh-medium education and delivering national Welsh language objectives. It was noted that demand, capacity, demographic information and long-term educational planning considerations were all taken into account when assessing proposals. Officers advised that changes to language categories and school organisation proposals would be subject to statutory consultation processes, allowing stakeholders and the public an opportunity to provide feedback. The Cabinet Member recognised the concerns raised by members and reiterated that any future proposals would be subject to appropriate consultation and evidence-based decision-making. Financial Management and Capital Reporting • Members sought clarification regarding the distinction between committed expenditure and actual expenditure within the capital programme monitoring information. • Questions were raised regarding whether capital expenditure was progressing at the rate anticipated when budgets were approved. • Members highlighted the need for improved reporting to demonstrate progress against planned expenditure throughout the financial year. Officers clarified the distinction between committed expenditure and actual expenditure within the capital monitoring report. It was explained that approved budgets often included expenditure that was contractually committed but not yet reflected in actual spend figures at Quarter 1. Officers acknowledged the Committee's comments regarding report presentation and advised that they would consider whether additional information could be included to improve understanding of programme performance. The Cabinet Member expressed confidence that appropriate arrangements were in place to monitor expenditure and manage the capital programme. Planning Contributions and Funding Pressures • Questions were raised regarding the Council's approach to securing Section 106 contributions from significant housing developments and the role these contributions could play in supporting education infrastructure. • Members discussed increasing construction and project costs and the potential implications for the affordability and prioritisation of future capital schemes. Officers advised that Section 106 contributions were secured where appropriate through the planning process and could be used to support educational infrastructure where relevant. It was explained that the availability and application of developer contributions depended upon the specific circumstances and legal agreements associated with individual developments. Officers acknowledged that increasing construction and project costs continued to present challenges for capital planning and budget management. The Cabinet Member noted that affordability considerations formed an important part of project appraisal and prioritisation. Climate Change and Report Accuracy • Members identified inaccuracies within the report, including references to the previous financial year within the climate change section. • It was suggested that future reports should provide stronger information regarding the environmental and carbon reduction benefits expected from capital investment projects. Officers acknowledged the inaccuracies identified within the report and undertook to ensure that these were corrected in future reporting. It was recognised that climate change considerations formed an important element of capital investment planning. Officers advised that environmental sustainability, carbon reduction and energy efficiency measures were considered as part of the development of major capital projects. The Cabinet Member welcomed the Committee's observations and supported the inclusion of clearer information regarding environmental benefits within future reports where appropriate. Actions for Service Areas from the discussion: Action Lead Officer/Service Timescale Completed Consider providing clearer capital monitoring information, including planned expenditure profiles against actual expenditure, in future capital monitoring reports. Head of Finance / Finance Officers Future Capital Monitoring Reports Consider providing greater project-level detail within future capital reports to support scrutiny of major education capital schemes. Director of Education and Finance Officers Future Capital Monitoring Reports Explore opportunities for earlier Scrutiny Committee engagement during the development and review of the Strategic Outline Programme (SOP). Director of Education During development of the next SOP Consider including clearer information on the environmental and carbon reduction benefits associated with major capital schemes. Finance Officers / Sustainability Officers Future Capital Monitoring Reports
• Future quarterly capital reports should include profiled expenditure against actual expenditure, enabling Members to assess the rate of delivery against planned capital spending throughout the financial year. • Cabinet should provide greater project-level detail within the long-term Capital Programme and forthcoming Strategic Outline Programme (SOP) review, allowing Members to better understand the scope, prioritisation and anticipated delivery of future capital schemes. • Future quarterly capital monitoring reports should include milestone, timescale and budget tracking information for all major education capital schemes, to strengthen oversight of project delivery, identify slippage at an earlier stage and improve transparency regarding project performance.
The Committee reviewed the forward work programme and discussed the scheduling of forthcoming scrutiny activity. Members noted that the programme had been subject to several changes due to meeting timetables and the pre-election period. Members requested that the planned item on ALN Specialist Centre Provision be expanded to include consideration of ALN provision within mainstream schools. Officers agreed that additional information could be provided alongside the planned ALN Strategy report to give a broader overview of support available in mainstream settings. The Committee also discussed the ongoing work relating to post-16 education and future pathways. It was agreed that, rather than duplicating a recent member briefing session, future reports would include clearer references to post-16 implications where relevant. Members were advised that an update on post-16 developments could be incorporated into the planned transformation update. Members highlighted the need for early scrutiny involvement in the forthcoming review of the Strategic Outline Programme (SOP) for school capital investment and requested sight of proposals at an early stage where possible. Concerns were also raised regarding oversight of delegated school funding and how specific grants and allocations were utilised by schools. It was agreed that further discussions would take place through future work programming arrangements to determine the most appropriate way for members to consider these matters. The Committee noted the updated work programme and agreed the additional areas for future consideration.
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