Wrthi'n llwytho
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RESOLVED: To Elect Councillor R Bevan as Chairperson for the 2025-26 Municipal Year
RESOLVED: To elect Councillor P Wong as Vice Chairperson for the 2025-26 Municipal Year
RESOLVED: • To note the leadership roles and responsibilities of the Chair and the Chief Executive within the CJC and the scope of their strategic oversight. • Scrutinise the CJC leadership in respect of the Committee’s overarching priorities, including strategic development, regional investment and democratic governance. Identify any areas for further exploration or follow-up as part of the JOSC’s Work Programme
RESOLVED: Members endorsed the proposed actions set out in paragraph 5.2-5.10 of the report as a framework for strengthening the effectiveness and impact of the JOSC going forward.
RESOLVED: • A second draft of the annual report would be prepared, incorporating Members feedback, with particular attention given to: · Recording both achievements and areas for development. · Recognising the transition from the City Deal to CJC · Highlighting the challenges encountered during the year; and · Setting out priorities for scrutiny The revised draft would be circulated to members for comment prior to sign off by the chair.
In accordance with the code of conduct there were no declarations of interest received
Y penderfyniad fel y'i cofnodwyd
RESOLVED: To Elect Councillor R Bevan as Chairperson for the 2025-26 Municipal Year
RESOLVED: To Elect Councillor R Bevan as Chairperson for the 2025-26 Municipal Year
Y penderfyniad fel y'i cofnodwyd
RESOLVED: To elect Councillor P Wong as Vice Chairperson for the 2025-26 Municipal Year
RESOLVED: To elect Councillor P Wong as Vice Chairperson for the 2025-26 Municipal Year
The minutes of the meeting held on 6 March 2025 were approved as an accurate record
Y penderfyniad fel y'i cofnodwyd
RESOLVED: • To note the leadership roles and responsibilities of the Chair and the Chief Executive within the CJC and the scope of their strategic oversight. • Scrutinise the CJC leadership in respect of the Committee’s overarching priorities, including strategic development, regional investment and democratic governance. Identify any areas for further exploration or follow-up as part of the JOSC’s Work Programme
The Chair welcomed the portfolio holders to the meeting and noted the Committee’s intent to use the session as an opportunity for open and honest reflection on key strategic issues, particularly governance, delivery, and member engagement across the work of the CJC. The Committee welcomed Councillor Mary Ann Brocklesby, Chair of the South- East Wales CJC, and Kellie Beirne, Chief Executive. The session formed part of the Committee’s ongoing programme to engage directly with CJC leadership and to scrutinise progress, strategic intent and areas of concern across the CJC’s evolving functions. The Chair of the South- East Wales Corporate Joint Committee reflected on the broader journey of the Cardiff Capital Region (CCR) from its early days under the City Deal arrangement to its current statutory footing under the CJC. She emphasised the increased complexity of delivering across regional boundaries, the importance of collective accountability among the ten partner local authorities, and the role of scrutiny in helping the CJC deliver stronger outcomes for communities. The Chief Executive provided a high-level overview of the year’s work, outlining the establishment of CCR Energy Ltd, the issues that emerged around procurement at the Aberthaw site, developments in strategic governance, the upcoming Gateway Review process, and the CJC’s efforts to embed a systems-based approach to regional delivery. Members used the engagement session to raise a wide range of questions, many of which focused on governance failures, transparency, and the role of scrutiny in high-risk and high-value areas of work. Several members raised serious concerns about the procurement process used at Aberthaw and questioned the governance arrangements surrounding CCR Energy Ltd. Members asked when the company was established, how decisions were made, and what role scrutiny had in its oversight. The Chief Executive acknowledged that the process had fallen short of expected standards, with an inappropriate procurement route taken and insufficient transparency in the company’s early governance arrangements. The Chief Executive confirmed that an independent legal review is now underway and that its findings will be made available in a public form, subject to legal advice. She accepted that scrutiny should have been informed at an earlier stage and committed to improving visibility and access to emerging risks. Members were assured that wider governance reviews are now being undertaken across all delivery arms to prevent similar issues in the future. Concerns were also raised about job creation and economic benefit claims. Members queried the reliability of data presented around employment outcomes and asked how future Gateway Reviews would capture not just the quantity, but the quality and sustainability of jobs created. Members were advised that a more sophisticated benefits framework is being developed and that future reviews would place a stronger emphasis on social value, equity, and local economic impact. Members questioned how the CJC intends to better engage scrutiny earlier in decision-making processes, particularly for investment, transport and innovation. Members called for more structured engagement, access to forward plans, and clarity on where scrutiny can intervene before key decisions are taken. Officers acknowledged that scrutiny had often been brought in too late and committed to working with the scrutiny officer to develop a clearer governance map and forward look schedule, allowing for earlier and more meaningful input. Several members raised concerns regarding the environmental and strategic implications of demolition decisions on tidal infrastructure in the Severn Estuary. While officers confirmed that the CJC is not the lead authority in those matters, they recognised the CJC’s regional interest and strategic influence, and welcomed the Committee’s proposal to scrutinise this issue further in the future. Several members also raised broader points about the transition from City Deal to the CJC, noting continued uncertainty about the CJC’s statutory powers, funding model and delivery responsibilities. There was a shared view that clearer communication is needed both internally and publicly, and that scrutiny has a role to play in supporting this clarity. The Chair thanked both guests for their contributions and acknowledged their openness in responding to difficult and complex matters. He noted that the session had highlighted several strategic issues for the Committee to take forward over the course of the municipal year. RESOLVED: • To note the leadership roles and responsibilities of the Chair and the Chief Executive within the CJC and the scope of their strategic oversight. • Scrutinise the CJC leadership in respect of the Committee’s overarching priorities, including strategic development, regional investment and democratic governance. Identify any areas for further exploration or follow-up as part of the JOSC’s Work Programme
Y penderfyniad fel y'i cofnodwyd
RESOLVED: Members endorsed the proposed actions set out in paragraph 5.2-5.10 of the report as a framework for strengthening the effectiveness and impact of the JOSC going forward.
The Service Director Democratic Services and Communications (RCTCBC) presented the report following a training session delivered by the Centre for Governance and Scrutiny (CFGS) to Members of the Corporate Joint Committee’s Joint Overview and Scrutiny Committee (JOSC), by proposing a series of actions set out in the report to strengthen the Committee’s effectiveness and impact. Members raised several points in strengthening its governance and scrutiny arrangements ad also highlighted broader themes that apply across the region. Members emphasised the importance of information being shared with elected representatives in a clear and timely way. They reflected that public confidence is best maintained when Committees can scrutinise decisions with full knowledge of the issues and developments involved. Members noted that as a relatively new organisation, the CJC must continue to refine its structures to ensure that the right checks and balances are in place. There was a strong wish to see greater clarity on Committee remits and responsibilities, to avoid duplication and to ensure that scrutiny focuses on the most important areas. Members underlined that residents ultimately expect transparency on how public money is managed, and that scrutiny should reflect this by considering both the detail of projects and the wider governance framework. In response, the Service Director Democratic Services and Communications advised the independent review into the Aberthaw procurement process is currently in progress with the findings expected in the autumn, the Governance and Audit Committee will play a central role in overseeing this. A joint piece of work with the Scrutiny Committee will be sought at the appropriate time. The Service Director recognised members concern that scrutiny must be well supported and fit for purpose. They have reassurance that a clearer overview of the CJC’s governance framework and committee structure will be shared, to help members understand where responsibility sits and how scrutiny can most effectively contribute. He also confirmed officers willingness to return with further updates and to work closely with members in refining the scrutiny process so that it is robust, transparent and aligned with the organisation’s wider governance. RESOLVED: Members endorsed the proposed actions set out in paragraph 5.2-5.10 of the report as a framework for strengthening the effectiveness and impact of the JOSC going forward.
Y penderfyniad fel y'i cofnodwyd
RESOLVED: • A second draft of the annual report would be prepared, incorporating Members feedback, with particular attention given to: · Recording both achievements and areas for development. · Recognising the transition from the City Deal to CJC · Highlighting the challenges encountered during the year; and · Setting out priorities for scrutiny The revised draft would be circulated to members for comment prior to sign off by the chair.
The Service Director presented the draft annual report for consideration. He explained that that annual report provided a summary of the work undertaken during the previous year, highlighted progress made in strengthening scrutiny arrangements and reflected on the transition from the City Deal to the Corporate Joint Committee. Members welcomed the opportunity to review the document but expressed several views regarding its content Several Members felt that the report should more clearly reflect the challenges the Committee had faced during the year, as well as its achievements. It was noted that while attendance at meetings had been much improved compared with earlier years, further work was required to ensure scrutiny is operating as effectively as possible. Members emphasised the importance of transparency and openness in how scrutiny is reported, with recognition that lessons learned should be captured honestly and clearly. Reference was made to the need for the annual report to acknowledge the significant organisational change brought about by the establishment of the CJC, and the effect this has had on scrutiny arrangements. It was suggested that greater emphasis should be given to forward-looking priorities and areas for improvement, including how scrutiny can contribute to strengthening governance and oversight. The Service Director responded to Members by confirming that the annual report was to provide a high-level overview of the Committee’s work, but agreed that members’ comments should be reflected in a revised draft. Officers also reiterated their commitment to supporting the Committee in developing its role as the CJC continues to evolve. Following discussion, it was RESOLVED: • A second draft of the annual report would be prepared, incorporating Members feedback, with particular attention given to: · Recording both achievements and areas for development. · Recognising the transition from the City Deal to CJC · Highlighting the challenges encountered during the year; and · Setting out priorities for scrutiny The revised draft would be circulated to members for comment prior to sign off by the chair.
A Member raised concerns regarding the diversion of heavy goods vehicles following the restrictions on the Severn Bridge. Members noted that the diversion routes had resulted in increased traffic though a number of local communities, with associated impacts on congestion, road safety, and air quality. Concerns were expressed about the adequacy of consultation and communication with affected authorities and residents. Members also highlighted the potential economic and environmental consequences of prolonged diversions if alternative arrangements were not considered. In response, the Service Director Democratic Services and Communication advised that further information would be sought from transport partners on the diversion and a report brought back to Committee at an appropriate time. The Committee agreed that this was an issue of regional significance and requested that a further update be brought back once information had been sought from officers.
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.
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