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RESOLVED to approve the minutes of the 19 May as an accurate reflection of the meeting.
RESOLVED to: • review the draft Annual report at Appendix 1. • subject to 1, agree for the Chair of Democratic Services to endorse the Democratic Services Committee Annual Report 2024 - 2025 to a future Council meeting.
RESOLVED: • that the Committee approve the draft Work Programme for the 2025-2026 Municipal Year
RESOLVED: 1. to consider the feedback obtained from the Member Survey 2025 as outlined within the report; 2. to consider the proposals put forward in respect of actions to be taken forward to address Members Comments, as outlined within section 10 of the report; 3. Subject to 2.1(ii) to agree for the Head of Democratic Services to take forward the actions outlined with section 10 of the report.
RESOLVED: • to consider the proposed draft Member Development Programme appended at Appendix 1. • subject to Members comments to agree the proposed programme and to monitor its delivery throughout the Municipal Year. • subject to 2. notification of the training scheduled is provided to all Members at the earliest opportunity to maximize attendance.
RESOLVED: • To consider the work undertaken in respect of 21st Century Councillor. • To acknowledge that Members did not feel undertaking a collaborative project with the University of Birmingham, in conjunction with Mr D McKenna, building upon the 21st Century Councillor work, would add value or be beneficial for new and existing members, ahead of the 2027 Local Government Elections. • To instruct the Head of Democratic Services to engage with the appropriate outside bodies to discuss work that can add value.
RESOLVED to note for information the response which was drafted and submitted by the Committees Chair and Vice Chair.
RESOLVED to note the information report.
The Chair welcomed everyone to the first meeting of the Democratic Services Committee of the new Municipal Year and welcomed all new Members to the committee.
In accordance with the code of conduct, the following declarations were made in relation to: Ø County Borough Councillor J Edwards – Item 7 - Personal Interest – “My employer is a partner on the HDRC”
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RESOLVED to approve the minutes of the 19 May as an accurate reflection of the meeting.
It was RESOLVED to approve the minutes of the 19 May as an accurate reflection of the meeting.
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RESOLVED to: • review the draft Annual report at Appendix 1. • subject to 1, agree for the Chair of Democratic Services to endorse the Democratic Services Committee Annual Report 2024 - 2025 to a future Council meeting.
The Service Director of Democratic Services & Communication presented the draft annual report for the 2024–25 Municipal Year for the Committee’s consideration and approval. He highlighted the Committee’s strength in fostering a partnership between Members and Officers, which empowered Officers to effectively support Members in fulfilling their responsibilities to residents. The Chair stated that the Annual Report reflected the broad scope of the Committee’s work and expressed his appreciation for the opportunity to Chair it. He thanked Members for their contributions, and extended his thanks to the Vice-Chair, Service Director, and Officers for their support throughout the Municipal Year. The Chair highlighted the work of the Notice of Motion Working Group as a key achievement, noting that the Committee had been the appropriate forum for reviewing this. The cross-party collaboration had produced a mechanism more aligned with the needs of Members and the public, and the Chair confirmed it would remain on the Committee’s work programme. He acknowledged the Committee’s continued efforts to provide resources and support to Members, and valued involvement in the Member Development Programme. He emphasised the importance of equipping Members with the right tools and knowledge to serve their communities effectively. Regarding the Members Portal, the Chair noted significant progress in content development, while recognising that further improvements in functionality were needed. He concluded by welcoming improvements to the weekly Members update, based on Member feedback, and highlighted the review of the multi-location meeting policy, ensuring a consistent experience for all Members, whether attending in person or virtually. A Member, complimentary of the report, noted the range of training available including the WLGA Leadership course. The Chair, in relation to the WLGA Leadership Course noted this was a great experience and felt it would be useful to have a version for all Members. A Member welcomed the report and was particularly pleased to see upcoming work in 2025–26 on Member questions in Council and looked forward to the Council Peer Panel Assessment results. He found the winter preparation training especially useful and suggested similar sessions for other departments, such as Streetcare, to help newer Members understand operations and reporting lines. He also felt more could be done to promote webcasting, noting that some residents were unaware they could watch meetings live. The Service Director of Democratic Services & Communication thanked the Member and acknowledged the importance of his point regarding feedback from Member Development sessions. He agreed that clarifying service responsibilities helped Members in their day-to-day roles and reduced the need for such questions to be raised during scrutiny. A Member acknowledged the value of WLGA leadership training, noting its emphasis on collaboration. He viewed RCT’s balanced approach, neither Member, nor Officer-led, as a strength. He welcomed the open-door policy, which allowed for ongoing relationship building and support without waiting for formal training sessions. The Service Director of Democratic Services & Communication again acknowledged that the Member highlighted a very important point and agreed that there wasn’t always a need to wait for a structured meeting, to find the answers to questions, which in turn supported work with residents. Following discussions Member RESOLVED to: • review the draft Annual report at Appendix 1. • subject to 1, agree for the Chair of Democratic Services to endorse the Democratic Services Committee Annual Report 2024 - 2025 to a future Council meeting.
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RESOLVED: • that the Committee approve the draft Work Programme for the 2025-2026 Municipal Year
The Service Director of Democratic Services & Communication presented a draft Work Programme for Members’ comment and approval, outlining proposed items for the Committee’s consideration during the 2025–2026 Municipal Year. In addition to statutory annual business, the Director noted that, following a Council resolution on 24th September, a report on participation in democracy would be brought to a future meeting. An additional item was also identified regarding correspondence response standards between the Council and elected Members, including MPs and MSs, where Democratic Services could add value. The Director concluded by acknowledging the longer list of items included, which would be scheduled as appropriate. The Chair acknowledged he was happy with the Work Programme, noting there was a wide range of matters to consider, including the Social Media Working Group and items referred from Council. He emphasised the importance of scheduling a date for the youth participation report. Regarding the webcasting update, the Chair looked forward to reviewing the report to identify potential improvements, particularly around hybrid voting arrangements, and felt it was a timely opportunity to revisit voting procedures. A Member noted the report at item 8 regarding the 21st Century Councillor work, felt more could be done, particularly on diversity, democracy, and promoting the Councillor role as a job, and suggested adding it to the Committee’s long list, given the limited time before the elections. The Service Director of Democratic Services & Communication acknowledged the Member made a valid point and that this was a priority, in the Council cycle, and would provide that work programme time. A Member sought clarification around the timelines for youth engagement sessions. The Service Director of Democratic Services & Communication confirmed that they would like to bring forward, at pace, the work in respect of young voter participation. A Member, in respect of webcasting and hybrid meetings, felt it would be good to look at the technology. The Members also felt, where it said Members safety, if it could be changed to Members safety and wellbeing, as felt it was important to think about mental wellbeing as well. The Chair acknowledged that the support was there, in terms of health and wellbeing, and it was important for Members to reach out to Democratic Services. The Service Director for Democratic Services & Communication agreed the Member had raised an important point, emphasising that Member wellbeing, particularly health, was a high priority. He noted increased use of occupational health services and stressed the importance of promoting these to Members. He also highlighted the need to distinguish between wellbeing and safety, referencing real incidents faced by Members and the confrontational nature of current political discourse. He stated that Member safety was a vital area of work that should be prioritised. A Member touched on wellbeing but felt it was also important to remind Councillors of the code of conduct, and the values and standards, which should be upheld. It was important to be conscious of how other Councillors, and Officers, were treated, as that had a big impact on people’s wellbeing, and party politics should be put to one side. The Member suggested that formal training should be provided, in respect of the wellbeing of Councillors and what was, and how, it was said. A Member praised the support he personally had received from the Service Director and Council Business Manager, in respect of wellbeing. A Member also added that Members were also there for each other and felt there was a lot of work that could be done for a kinder type of politics, which should come from within. A Member sought clarification around the education of democracy in schools and asked if this was a piece that should be brought in, in respect of diversity, youth engagement and education. The Service Director of Democratic Services & Communication agreed that this would be a fundamental part, and would be driven by the Committee, and was a key component, and provided further clarity, around schools, and priorities, following the pandemic. It was important for them, in the current climate, to identify what was misinformation and what is factual information, so they can independently come to a view of the democratic process. The Chair acknowledged the visits by schools to the Council, so the message was out there, but there was more to do. The Member highlighted the importance of having a civic head e.g., Mayor, to promote the independent democracy, which was not to be underestimated. The Member felt that as part of the review, it would be worth considering having a Youth Mayor, again. The Service Director of Democratic Services & Communication clarified the former Youth Mayor role, and acknowledged its mixed impact, whilst noting the absence of a civic budget. He felt current youth engagement methods, such as sharing scrutiny work programmes with youth councils, were more effective. While recognising the value of a Youth Mayor, he emphasised the need for the most impactful ways for young people to have their voices heard. A Member welcomed the visits by young people in education, to the Chamber, but felt it was important to link in with those not attending mainstream education, as they needed to be a part of the process. A Member, noted the recent home to school transport changes, and advised that only 13 children were engaged with, so acknowledged there was still work to do. Following discussions Member RESOLVED: • that the Committee approve the draft Work Programme for the 2025-2026 Municipal Year
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RESOLVED: 1. to consider the feedback obtained from the Member Survey 2025 as outlined within the report; 2. to consider the proposals put forward in respect of actions to be taken forward to address Members Comments, as outlined within section 10 of the report; 3. Subject to 2.1(ii) to agree for the Head of Democratic Services to take forward the actions outlined with section 10 of the report.
The Service Director of Democratic Services & Communication advised that the report aimed to present feedback from the Member survey conducted before the Council AGM. He acknowledged the statutory duty under Section 6 of the Local Government Measure 2011 to survey Members on meeting schedules, support, and resources. He thanked Members for their positive feedback and the Democratic Services Team for their support. The Council Business Manager presented a detailed overview of the Member survey results. Members expressed satisfaction with the facilities at Llys Cadwyn, noting that their input during the relocation helped ensure their needs were met. Feedback on safety, refreshments, political rooms, hotdesking, the Members Lounge, and Committee rooms was generally positive. Parking remained a concern, although no formal complaints had been received. Members were encouraged to report any issues directly. While hotdesking was welcomed, challenges around shared workspaces were acknowledged, and feedback would be used to improve arrangements. Members were positive about the support from the Council Business Unit, with many relying on officers for constituent queries. The Council Business Manager thanked the team and reiterated the value of a case management system to improve tracking and response times. Ongoing frustrations with the Member Customer Care line were noted, and Members were reminded to use the correct reporting channels to avoid confusion. Communication improvements were highlighted, including the continued success of daily and weekly updates introduced during the pandemic. Enhancements to the weekly update were made following Member feedback, and further suggestions were welcomed. Training received high satisfaction ratings (93%), though accessibility remained an issue. Efforts were being made to offer sessions at varied times and formats, with 1:1 support available. Interactive sessions were included in the upcoming Member Development Programme. Digital support was well received, and thanks were extended to colleagues. The survey also gathered views on Member safety and conduct, with a reminder of expected standards of behaviour. The Council Business Manager concluded by emphasising the survey’s value in aligning services with Member needs and confirmed its continued use in future years. A Member acknowledged it was very pleasing to see that the vast majority of Members were satisfied with the services provided, whilst being somewhat baffled by the high proportion of Members who had put ‘unknown’ in relation to facilities provided at Llys Cadwyn in respect of provision of refreshments, political rooms, Member area and committee rooms. A Member was disappointed to note the number of Members that hadn’t responded, particularly as the process was over a length of time and felt there was a little bit of work that needed to be done to get everyone engaged. The Chair acknowledged the benefits of coming to Llys Cadwyn, which was part of socialising, as well as doing the job, acknowledging this assisted relationships, regardless of political background. A Member shared that they visited Llys Cadwyn for wellbeing reasons and found conversations beneficial, encouraging others to attend. They suggested that non-respondents to the questionnaire were likely content. They recommended including a question in future surveys about visit frequency to Llys Cadwyn, and expressed interest in Fairtrade coffee, whilst suggesting displaying RCT-owned artwork to brighten the space. The Member also requested clarification on customer care feedback and plans regarding hotdesking. The Service Director of Democratic Services & Communication acknowledged that they encouraged Group Leaders to encourage their respective group colleagues, to complete the survey. The Service Director provided clarity around the delay in delivering changes to customer feedback and shared Members’ frustration. The Council’s digital improvement team, while small, played a vital role in driving efficiencies under the MTFP. Although the team prioritises this work, their capacity was stretched across the organisation. To progress, Democratic Services were exploring quick wins through external applications, which offered more immediate control and benefits for Members. Additionally, the Council’s forthcoming digital strategy included procuring a new CRM system, which presented a key opportunity to deliver the feedback tracking functionality requested by Members at the start of the electoral term. This would also support efficiency by reducing duplicate requests and improving issue tracking. Once implemented, the new CRM system was expected to enable many of the desired functions using the latest available technology. The Service Director for Democratic Services & Communication confirmed that Member feedback on hotdesking has been taken into account with initial steps including exploring reconfiguration of the office space to improve the working environment and better distinguish areas for Members and Officers. While co-location of Democratic Services Officers and Members had clear benefits, it must be balanced with the needs of other departments sharing the space. The hotdesking model remains central to the Council’s accommodation strategy, aimed at maximising use of facilities. The goal is to maintain flexibility, allowing spaces to be used by different individuals on different days, while improving layout and functionality. Proposed changes would be tested over the coming weeks, with the aim of achieving a practical balance without incurring significant additional costs. A Member disagreed that Members should have their arm twisted to fill in a survey, recognising that they were all adults, and that Members should not shy away from their responsibilities. The Chair acknowledged the need to be flexible in terms of hot desking, recognising a lot of work could be done at home as well, so it was about getting the balance right. Following discussions Member RESOLVED: 1. to consider the feedback obtained from the Member Survey 2025 as outlined within the report; 2. to consider the proposals put forward in respect of actions to be taken forward to address Members Comments, as outlined within section 10 of the report; 3. Subject to 2.1(ii) to agree for the Head of Democratic Services to take forward the actions outlined with section 10 of the report.
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RESOLVED: • to consider the proposed draft Member Development Programme appended at Appendix 1. • subject to Members comments to agree the proposed programme and to monitor its delivery throughout the Municipal Year. • subject to 2. notification of the training scheduled is provided to all Members at the earliest opportunity to maximize attendance.
The Council Business Manager presented the draft Member Development Programme for the Municipal Year, seeking Member endorsement. She noted the programme was fluid and would evolve through the PDR process and Member requests. As in previous years, it includes tiered training, open sessions and targeted sessions for individuals or small groups, with flexibility for wider Member participation. While the draft was comprehensive, ongoing PDRs may reveal further needs, although Interestingly, following PDR’s, most Members felt less training was needed than in previous years but welcomed the option to request additional support anytime. The Council Business Manager highlighted plans for informal ‘Hints and Tips’ sessions and site visits to enhance practical learning, subject to capacity and service delivery considerations. Continued collaboration with Occupational Health and ICT would support Member wellbeing and digital skills, with ICT surgeries planned at Llys Cadwyn. Training linked to the Health Determinants Research Collaboration would help Members interpret data in reports. Work was underway with Cwm Taf Morgannwg partners to deliver Climate Change training, a widely requested area. Members were reminded to book training via the portal, which supports tracking and evaluation. The Business Unit is also promoting external opportunities, including WLGA programmes, with recent events listed in the draft. A Member felt the biggest take away was not waiting for training, but to ask if needed, including bespoke training, A Member felt that training should be more targeted to reflect individuals’ varying needs and interests. They raised two main points: first, questioning how integrated staff training was, and expressing that Councillors should not be treated differently in terms of access and attendance. Secondly, they suggested exploring external providers, citing Inspire to Work as an example from their professional experience, and asked whether other agencies could offer more relevant training for the Council, while also incorporating WLGA courses with a stronger councillor focus. They noted that, aside from the excellent leadership course, WLGA sessions had often felt dull and lacking in engagement. They recommended reviewing training providers to ensure sessions were delivered by qualified trainers rather than relying solely on internal officer-led content. The Service Director for Democratic Services & Communication acknowledged the Member’s valid point, noting it had been discussed with the Chair and Vice-Chair as part of a potential future piece of work. He highlighted the distinction between staff and Members, explaining that while Officers are required to complete mandatory training (e.g., cyber security), Members are not subject to the same obligations. He emphasised that expectations around Member training should be set by Members themselves. Statutory requirements include code of conduct training and specific training for regulatory committee roles, but beyond that, training is based on individual need. He noted that some councils have adopted policies encouraging Members to undertake certain training via group leaders, and suggested this could be explored further, potentially as a legacy project for the next council term post-2027. A Member expressed that the training received had been excellent and echoed previous comments. They were particularly looking forward to upcoming sessions, including media training, digital improvement, and AI Copilot. They raised a point about low feedback rates, suggesting that placing feedback links in the session chat, rather than sending them by email, could improve response rates. The Member also supported the Members comments about service briefings and visits, noting ongoing confusion around Directorate structures and roles, and proposed more direct discussions with Directors to clarify responsibilities. Finally, they suggested incorporating training on community tensions, expanding beyond the existing misinformation sessions. The Chair acknowledged the training last year on safety, but acknowledged they could look to increase training or support on safety. The Service Director for Democratic Services & Communication acknowledged the Member’s suggestions, particularly around community cohesion. He noted this was an evolving area of work across the Welsh public sector, referencing a recent Senedd statement on “Hate Hurts Wales” and the growing focus on tackling misinformation. He explained that RCT, with support from the Chief Executive, had volunteered to lead on this work in partnership with the Commissioner’s Office, especially given concerns in northern valley communities. He emphasised that the project was still developing, with a focus on early intelligence gathering and response, and highlighted the critical role of elected Members in supporting this effort. The Service Director for Democratic Services & Communication acknowledged the continued efforts with the Swap Shop sessions, noting that while attendance remained low, participating Members found them valuable and appreciated the discussion format. He encouraged group leaders to promote participation within their groups and suggested introducing additional content. He also proposed informally gathering feedback from individual Directors once the new management structures were in place following their implementation on 1st November. The Council Business Manager, with regard to the Members query, in respect of changes in management structures advised that some of that information was already on the portal, but would look to ensure it was all updated following the implementation of the changes in November. Following discussions Member RESOLVED: • to consider the proposed draft Member Development Programme appended at Appendix 1. • subject to Members comments to agree the proposed programme and to monitor its delivery throughout the Municipal Year. • subject to 2. notification of the training scheduled is provided to all Members at the earliest opportunity to maximize attendance.
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RESOLVED: • To consider the work undertaken in respect of 21st Century Councillor. • To acknowledge that Members did not feel undertaking a collaborative project with the University of Birmingham, in conjunction with Mr D McKenna, building upon the 21st Century Councillor work, would add value or be beneficial for new and existing members, ahead of the 2027 Local Government Elections. • To instruct the Head of Democratic Services to engage with the appropriate outside bodies to discuss work that can add value.
The Council Business Manager explained that the report before Members, highlighted the good work undertaken by the University of Birmingham in conjunction with Mr D McKenna, in respect of the role of the 21st Century Councillor and sought Members consideration whether any work could be taken forward in this area by the Committee to assist new and re-standing Members for the 2027 Local Government Election. It was noted that the report listed the work undertaken by the University, highlight the evolving role of a Councillor, which Members could identify with. The Council Business Manager summarised, paragraph 5.5 of the report, which identified potential areas of work including:- · Engagement and awareness raising with future candidates. · Establishing a Robust and Meaningful Member Induction Process. · Making a positive impact. · Community Engagement. The Council Business Manager concluded that, dependent on Members feedback in relation to the proposal, the Head of Democratic Services could work with the University of Birmingham to build upon a scope for Members further consideration. A Member agreed on the importance of supporting all Members, whether new or long-standing, in fulfilling their roles. While he supported the areas of work outlined in section 5.5 of the report, he also referenced section 5.3, expressing confidence in Officers’ ability to determine the best support for Members. He praised the support he had received as both a newly elected and returning Member and recommended that the work be led by RCT Officers under the Head of Democratic Services. He concluded that external consultants could be considered later if further support was needed. The Service Director of Democratic Services & Communication thanked the Member for his endorsement and confidence in Officers to progress the proposed actions. He noted that informal feedback from the PPA session had been highly positive regarding Democratic Services, reinforcing the Member’s view of the team’s capability. He explained that the report was brought forward in recognition of other Councils exploring similar opportunities, as discussed at a WLGA Heads of Democratic Services meeting. Some Councils had already engaged external support to gain independent perspectives, though he emphasised that this was not about reinventing the wheel. He also noted the relevance of the University of Birmingham’s UK-wide work, while highlighting the distinct differences between local government in Wales and England. A Member praised the open and trusting relationship between Members and Officers, stating that any issues would be raised promptly without waiting for formal meetings. He expressed concern over a one-size-fits-all approach and felt confident in the current workings of the Democratic Services team, preferring not to replicate less effective models elsewhere. The Chair noted, that notwithstanding the knowledge base of the consultants, he had the utmost confidence in the Head of Democratic Services, the Council Business Manager, and the team, to pull together sufficient materials to ascertain and support these in house. The Chair noted there was reference on the WP to already working with the Committee on the Member Induction Programme and working with future candidates and was more than confident that the work planned would suffice. A Member noted that the WLGA was already working with the University of Birmingham on the topic, and relevant information would be provided. She praised the ten characteristics of a Councillor and suggested they be used in promotional materials. While the Member felt the University’s work on increasing diversity in democracy could be beneficial, she believed much of it could be delivered in-house using existing tools such as videos, school and college partnerships, and enhanced candidate support. She suggested that the focus should be on rolling out social media campaigns, interactive webinars, and pop-up democracy events. A Member asked if there was any learning to be gained from participating in the proposal, that would benefit Members. The Service Director of Democratic Services & Communication noted that Mr D. McKenna, an experienced practitioner, had previously supported training. He acknowledged the PPA report and other valued resources, which positioned the Council well in terms of experience, particularly in delivering regional scrutiny functions. He suggested that external input, such as consultancy support from Mr McKenna or similar, could add some value by offering critical analysis and supporting the ambitions and direction outlined in the report. A new Member on the Committee also agreed in-house would be the way forward. A Member expressed concern that the work appeared overly academic and stressed the need for a more hands-on approach. He supported recommendation 2.1(iii) of the report, which proposed engagement with the University to explore the project’s scope, noting that while some information would be useful, time and effort should be focused. He felt the Council should concentrate on specific areas, particularly immigration and diversity inclusion, highlighting the need to address community misunderstandings and improve awareness around immigration in RCT. The Chair still felt there was the confidence in the Head of Democratic Services and his team, to be able to get a grip of that and understand it, recognising that going to outside bodies, were not always in touch with what was going on in local communities, taking on board Members comments. A Member felt it was important to have those eyes out there, and acknowledged there had been a huge change step in the last year, which would continue over the next few years, so there was a need to direct the Head of Democratic Services to go out there and potentially scope what’s on offer, and highlight those points where more education was needed, and bringing that back, and articulate that into what Members need to be aware of, going forward for communities. A Member agreed that there was a need to concentrate on areas where support was needed, and didn’t feel the report was that. area Following discussions Member RESOLVED: • To consider the work undertaken in respect of 21st Century Councillor. • To acknowledge that Members did not feel undertaking a collaborative project with the University of Birmingham, in conjunction with Mr D McKenna, building upon the 21st Century Councillor work, would add value or be beneficial for new and existing members, ahead of the 2027 Local Government Elections. • To instruct the Head of Democratic Services to engage with the appropriate outside bodies to discuss work that can add value.
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RESOLVED to note for information the response which was drafted and submitted by the Committees Chair and Vice Chair.
The Service Director of Democratic Services & Communication referenced Members to the information report before them noting the feedback from the Chair and Vice-Chair was provided in response to the Welsh Government Consultation, in respect of those arrangements. Members RESOLVED to note for information the response which was drafted and submitted by the Committees Chair and Vice Chair.
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RESOLVED to note the information report.
The Service Director of Democratic Services & Communication referenced Members to the information report before them to highlight, for the record, the support that is provided in respect of Members Safety. It was noted that this was an ongoing part of the Work Programme, Committee. A Member, referring to paragraph 4.4, believed the listed email address for South Wales Police was incorrect and suggested it be verified. They noted that SWP had updated their preferred contact methods to the online reporting tool and the 101 phone line and believed the same applied to their Facebook and Twitter (X) accounts. The Service Director of Democratic Services & Communication explained that those changes had not been communicated from a Member Safety perspective, but thanked the Member, and explained that he would ensure these were the correct arrangements. Members RESOLVED to note the information report.
None.
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