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The decisions as the council's minutes record them. A plain-language summary follows once it has been written.
Resolved: subject to the above observations to – (i) acknowledge the success to date in securing funding through the Shared Prosperity Fund and Levelling Up Fund, and to commend all teams and individuals across the organisation for their delivery to a high standard of projects delivered so far, noting in particular the work of the Matrix Team for their coordination of delivery and support of governance amid tight timelines; and (ii) agree and endorse the lessons learned as outlined in Appendix B, along with the pertinent themes for positioning the Authority well for securing future funding as detailed in Appendix C.
Resolved: subject to the comments provided to – (i) support the suggested amendments to the Corporate Risk Register as at February 2025 (Appendix 2); (ii) recommend that consideration be given as part of the next scheduled review of the Register to the risk to the Council’s reputation as a corporate body from continual negative press and media coverage: and (iii) endorse the status and risk appetite of each risk (as detailed in Appendix 3), the appropriateness of risk owners and the effectiveness of risk controls.
Resolved: subject to the observations provided, to support the proposed plan to develop learner wellbeing, attendance, behaviour, and support learners in poverty.
Resolved: subject to the above observations - (i) having reviewed the information provided regarding the current situation in relation to internet and telephony connectivity in Denbighshire confirmed it understood the present position; (ii) congratulated all parties with respect of the continual progress achieved to date; and (iii) requested that a further progress report on connectivity issues be presented to the Committee in twelve months’ time.
Resolved: subject to the above, to confirm the Committee’s forward work programme as detailed in Appendix 1 to the report.
Apologies for absence were received from Councillor Alan Hughes. Following the sad passing of the Committee’s Chair, Councillor Hugh Irving, the meeting’s proceedings were chaired by the Committee’s Vice-Chair, Councillor Gareth Sandilands. Councillor Sandilands paid tribute to Councillor Irving’s dedicated and distinguished service to public life. Particular reference was made to his role as Chair of Performance Scrutiny Committee, a position he had held since 2022 up until his death. He conveyed the Committee’s condolences to Councillor Irving’s family and friends prior to all in attendance observing a minute’s silence in his memory. The Committee was advised that two of the vacant positions on its membership how now been filled with the appointments of Councillors James Elson and Will Price. Both were welcomed to their first meeting by the Vice-Chair.
The following members declared a personal interest in business item 7, ‘Additional Education Funding’: Councillor Will Price as his wife was employed at Rhyl High School. Neil Roberts as a Governor at Ysgol y Parc, Denbigh.
No items of an urgent nature had been raised with the Vice-Chair or the Scrutiny Coordinator prior to the commencement of the meeting.
The minutes of the Performance Scrutiny Committee meeting held on 13 March 2025 were submitted. It was: Resolved: that the minutes of the Performance Scrutiny Committee meeting held on 13 March 2025 be confirmed as a true and accurate record of the proceedings. Matters arising: Page 8, Minutes of the previous meeting. In response to an enquiry the Scrutiny Coordinator advised that dates for the commencement of the Task and Finish Group established to ‘Review the Roll-out of the New Waste and Recycling Service’ would be announced once confirmation was received from Group Leaders that they were in agreement with the political make-up of the Task and Finish Group. The Corporate Director: Governance & Business/Monitoring Officer advised that the nominations received from each Member Area Group had resulted in the membership being slightly out of synch with the Council’s overall political balance. As a result, all Group Leaders had been consulted to determine if they were content with the political composition. A further reminder had been sent out to Group Leaders the previous week, therefore it was anticipated that the membership would be confirmed within the forthcoming week. The Leader undertook to resolve the matter with the Corporate Director: Governance & Business/Monitoring Officer by the end of the week.
Decision as recorded
Resolved: subject to the above observations to – (i) acknowledge the success to date in securing funding through the Shared Prosperity Fund and Levelling Up Fund, and to commend all teams and individuals across the organisation for their delivery to a high standard of projects delivered so far, noting in particular the work of the Matrix Team for their coordination of delivery and support of governance amid tight timelines; and (ii) agree and endorse the lessons learned as outlined in Appendix B, along with the pertinent themes for positioning the Authority well for securing future funding as detailed in Appendix C.
The Leader Councillor Jason McLellan introduced the report (previously circulated) to the Committee The report outlined the positive delivery of projects in Denbighshire and the Levelling Up Funding (LUF) gained. The report also outlined the lessons learnt from the initial funding rounds application process and emphasised the need for a clear governance path going forward. The Corporate Director for Economy and Environment stated the report highlighted the Council’s success in gaining Post-Brexit Funding with three successful Levelling Up Fund (LUF) Bids which it had supported being awarded funding. The Insight, Strategy and Delivery Manager provided further details to the Committee from the report. The report summarised lessons learnt from delivering Levelling Up Funding (LUF) and Shared Prosperity Fund (SPF) projects to assist in positioning Denbighshire County Council well for any future high-value funding that became available. It was important to note that approach and timescales for programme and project design, applications and implementation were wholly dictated by UK and Welsh Government. Appendix A set out an example of the current process and approach taken to prepare and apply for, deliver, and report on the Shared Prosperity Fund (SPF) applications. It included information on what steps were taken, who was involved and some reflections which had been fed into a wider Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis which also included consideration of programmes delivered with Levelling Up Funds. Further information on the SWOT analysis was provided in Appendix B to the report. The response to LUF opportunities had been led by the Economic and Business Development Team in terms of submission of the applications. The response to the SPF and the Plan for Neighbourhoods programme, (formerly called the Long-term Plan for Towns), was led collaboratively by Housing and Communities and Corporate Support Service - Performance Digital and Assets (CSS-PDA). The delivery phase once in receipt of grant award letter had been led by the “Matrix Team” set up within CSS-PDA to deliver both the LUF and SPF programmes. While the team sat within CSS-PDA, it was fully funded by the external grant funding and reported day-to-day via a matrix management arrangement to the Head of Planning, Public Protection and Countryside Sevices, for LUF and to the Head of Housing and Communities, for SPF. Including the application stage and delivery stage, the draw on capacity across the organisation had been significant. A representative from the Senior Leadership Team (SLT) was required to lead each programme as the Senior Responsible Officer (SRO) with significant time commitments and complexity, on top of already high workloads for those individuals. Calls on institutional capacity varied in terms of time and resource depending on the programme development phase, project aims and complexity. Elected member and community involvement in the selection of SPF and LUF projects was illustrated as: · SPF projects derived from the corporate plan which had been approved following extensive public and member engagement · Details of governance arrangements for both funds had been shared with all councillors · Local Core Partnership Board established for SPF - creation and board membership endorsed by Cabinet in 2023 · Communication plans shared with members as developed (strengthened after LUF round 1) · Member Area Group (MAG) regularly updated on individual projects and on progress with their deliverability · Officer teams liaised with local members prior to relevant delegated decisions · Final list of LUF projects endorsed by Cabinet. It was noted that requirements and thus the ability to communicate and engage on the funds was governed in large by information and timelines shared by UK/Welsh Government. Officers had reported that these communications were initially low on substance, then late compared with other funds, and that funder expectations evolved significantly after launch. The track record to date for LUF and SPF painted a very positive picture and reflected the effectiveness of the One-Council approach to working. Looking ahead, there remained significant uncertainty around the future funding landscape beyond delivery of the SPF (confirmed to March 2026) and LUF 3 (confirmed to March 2028). Appendix C provided details on the themes that would be pertinent for the Council to position itself well for the future. The Vice-Chair thanked Officers for the report and questions were welcomed form members. Members enquired on the role and responsibilities of the new City, Town and Community Council’s (CTCC) Liaison Officer specifically working with City, CTCC. The Corporate Director for Economy and Environment informed the Committee that the first role of the Liaison Officer would be to start a dialogue with councils to obtain information on the support they required. The role would develop over the coming months By the end of the two-year contract the Council would be in a position to measure the impact of the post through the quality of relationships and the number of funding streams secured by all stakeholders through effective partnership working. Members further added, it would be helpful if the Liaison Officer could help councils develop a silo of ideas for future projects in order for them to be ready for submitting should funding become available. Members queried why it was only the Chief Executive and the Corporate Director for Economy and Environment who were tasked with horizon- scanning for potential funding and questioned if Heads of Service should be involved in the process. The Corporate Director for Economy and Environment explained that the Chief Executive and himself only took the lead on the process, Heads of Service were involved throughout the process. Members questioned if the list of LUF Projects was available and where they could be found. The Corporate Director for Economy and Environment clarified the list was available on the Council’s website and undertook to share the link with Committee members following the meeting. Clarity on the funds available was requested, specifically in rural areas and questions were raised regarding how these areas could benefit from the funding. The Corporate Director for Economy and Environment informed the Committee that rural areas (mostly in the former Clwyd South and Clwyd West UK Parliamentary Constituency areas) had been awarded a number of LUF Projects which had either been or were in the process of being delivered. Many projects were also supported in their applications by Denbighshire Voluntary Services Council (DVSC). Members were pleased that the importance of contributions from residents and businesses was mentioned in the report as it was crucial that ideas would broadly come from them. Members discussed that when funding was applied for, applications needed to be very specific with details on exactly how the funding would be spent. Due to the length of the application process, when funding was granted, the details of the project might have changed, and funding was no longer needed for some aspects of the project. Members questioned how this was dealt with in the initial bid process to build in a level of flexibility when funding was applied for. The Corporate Director for Economy and Environment explained that there had been many approaches used when applying for funding particularly relating to LUF and SPF, both of which had tight timescales in regard to submitting applications. It was important to ensure that project plans were prepared to an advanced stage as possible and ready to be finalised when appropriate funding became available to enable bids to be submitted. It was important to build into project plans an element of flexibility that would enable them to be tailored to meet the needs of the funding stream. Members questioned the steps that had been taken to ensure that there were no kneejerk reactions when funding was announced in the future which could lead to projects being developed on the hoof without being thought through properly. The Corporate Director for Economy and Environment emphasised the needed to be prepared by having plans ready to be submitted. The Vice-Chair thanked officers for the report and the Leader for attending and answering members’ questions. Following an in-depth discussion, the Committee: Resolved: subject to the above observations to – (i) acknowledge the success to date in securing funding through the Shared Prosperity Fund and Levelling Up Fund, and to commend all teams and individuals across the organisation for their delivery to a high standard of projects delivered so far, noting in particular the work of the Matrix Team for their coordination of delivery and support of governance amid tight timelines; and (ii) agree and endorse the lessons learned as outlined in Appendix B, along with the pertinent themes for positioning the Authority well for securing future funding as detailed in Appendix C.
Decision as recorded
Resolved: subject to the comments provided to – (i) support the suggested amendments to the Corporate Risk Register as at February 2025 (Appendix 2); (ii) recommend that consideration be given as part of the next scheduled review of the Register to the risk to the Council’s reputation as a corporate body from continual negative press and media coverage: and (iii) endorse the status and risk appetite of each risk (as detailed in Appendix 3), the appropriateness of risk owners and the effectiveness of risk controls.
The Lead Member for Corporate Strategy, Policy and Equalities introduced the Corporate Risk Register report (previously circulated) to the Committee. The Corporate Risk Register was developed and owned by the Corporate Executive Team (CET) alongside Cabinet. The previous in-depth review had been presented to the Committee in November 2024. The Council currently had 14 Corporate Risks on the Register. Risk 48 was proposed to be de-escalated to a service level and no new risks had been added. The Council would then have 13 Risks on the Register. The Insight, Strategy and Delivery Manager provided further details on the Corporate Risk Register to the Committee. Risk 21: The risk that the integration of health and social care services between Betsi Cadwaladr University Health Board (BCUHB) and the Council did not develop further, the Residual Risk Score had been heightened from C2 Possible/High Impact to B2 Likely/High Impact in accordance with the current situation. Following the CET “deep dive” into Risk 48: The risk that recruitment and retention issues led to a loss of expertise and capacity resulting in poor or inadequate performance, CET agreed to de-escalate this risk from the Corporate Risk Register to a Service level. It was considered more appropriate for any recruitment and retention issues to be evaluated and managed by Heads of Service, for their service areas through their Service Risk Register (as the level of this risk would vary between services). The first Senior Leadership Team (SLT) “deep dive” had been undertaken on Risk 14: The risk of a health & safety incident resulting in serious injury or the loss of life, with the Inherent Risk Score being heightened from C2 Possible/High Impact to B2 Likely/High Impact. The Residual Risk Score remained unchanged at E2 Rare/High Impact. The Committee were assured that financial risks had an ongoing and detailed process in place to ensure that those risks were constantly monitored as part of general budget discussions. The Vice-Chair thanked Officers for the report and welcomed questions. Members requested further details on the reasons why it was determined that Risk 21 – the risk that the integration of health and social care between BCUHB and the Council did not develop further and was now worse than in previous iterations of the Register. This risk had been on the Register for a number of years and questions were raised regarding if the relationship between BCUHB and the Council was strained or precarious. The Corporate Director for Social Services and Education stated that the relationship between BCUHB and the Council was a positive one that was continually being worked on. There were challenges at times due to frequent changes in personnel, restrictions relating to policy which were out of BCUHB and the Council’s control etc. Nevertheless, DCC’s relationship with BCUHB was very important and on a practitioner level were good and were working effectively. Members questioned if there were effective controls in place to manage Risk 31 relating to fraud and corruption. The Monitoring Officer stated that the Council was confident but not complacent, there was a zero tolerance to fraud in the organisation with a robust process in place. The Council had a Fraud and Corruption Strategy in place and the Internal Audit (IA) team carried out proactive exercises annually both locally and regionally, with the Council regularly participating in exercises with the National Fraud Initiative (NFI). In response to a question on controls in place for Risk 53 ‘the risk that Transformational Programmes and Major Projects benefits were not fully realised’, which was a very ‘live’ risk, CET and SLT would both be monitoring the risk scores relating to this risk closely as business transformation work progressed, in order to ensure that the most appropriate controls and measures were in place to manage this risk. This was another risk that the Governance and Audit Committee had identified as one to monitor closely. Members stated that in recent months the Council, due to various decisions, had received a vast amount of negative media (including social media) coverage and exposure. Despite this, a risk relating to the Council’s credibility did not appear on the Register. Questions were raised regarding why reputational risk was not considered as a risk worthy of being included on the register. The Head of Corporate Support Service: Performance, Digital, and Assets advised that such a risk regarding the Council’s reputation had not been considered as a corporate risk however, this would be taken as feedback to CET for consideration at its next review of the Register. The Vice-Chair thanked Officers for the report. Following detailed consideration, the Committee: Resolved: subject to the comments provided to – (i) support the suggested amendments to the Corporate Risk Register as at February 2025 (Appendix 2); (ii) recommend that consideration be given as part of the next scheduled review of the Register to the risk to the Council’s reputation as a corporate body from continual negative press and media coverage: and (iii) endorse the status and risk appetite of each risk (as detailed in Appendix 3), the appropriateness of risk owners and the effectiveness of risk controls.
Decision as recorded
Resolved: subject to the observations provided, to support the proposed plan to develop learner wellbeing, attendance, behaviour, and support learners in poverty.
The Lead Member for Education, Children and Young People introduced the report (previously circulated) to the Committee. The report detailed the intended spending of the 500K transferred to Education to develop learner wellbeing, attendance, behaviour and support learners in poverty. This was a response to the agreed amendment at Full Council on February 20th, 2025. The Head of Education provided further details on the report’s contents to the Committee. The additional funding would in turn address many issues children dealt with daily: apathy, despondency and more worrying mental health and well-being which had increased significantly since 2018. Most if not all referrals from schools to the Education Welfare Service had a repeating theme of the above issues. Although the additional funding was for the Education Department the department always worked in close collaboration with schools and discussed this funding with a focused group of Head Teachers. Their views were that to realise maximum benefit from the additional money it should be invested in: · Increasing capacity of Family Link Worker Support · Additional staff to work with families · Not only getting children into school but keeping them in school. · Increasing Education Welfare Team Capacity · Increasing Family Engagement Officers to develop parental engagement An initial focus on attendance would improve the wellbeing of the most disengaged families and focus on families who may be living in poverty. It was acknowledged that in the first year the Education Department would not be able to address all areas but would focus on certain ones. The proposed spending plan aimed to address the recommendations raised by Estyn in its January 2024 thematic report on improving attendance in schools. It would also aim to meet the needs of schools to improve attendance and in turn improve behaviour and wellbeing. Members were guided through a costing’s breakdown (totalling 500K) reflecting how the money would be spent on Education in Denbighshire which included recruiting Family Link Workers and Family Engagement Officers, Educational Psychologists, Welfare Officers and Behaviour Support staff, as well as modernising the data analysis system. The Vice- Chair thanked officers for the report and questions were welcomed from the Committee. The report referred to a focus group of Headteachers and further clarity was sought on which areas and sectors of the county they represented. The Head of Education informed the Committee that the focus group was made up of Headteachers from across the authority and from the whole range of education provision provided in Denbighshire. Meetings had also been held with the Principal Education Psychologist, the Lead of Education Support, the Inclusion Officer, the Early Years Lead and the Additional Learning Needs (ALN) Lead, with all being involved in the strategic planning of the proposed spending of the additional 500K. Members noted the report stated a total of 9 officers would be recruited and questioned if they were available to be recruited in the area. The Head of Education stated the recruitment of 9 officers would increase the capacity of the teams already in place. Recruitment was difficult, but it was hoped with the £500K being a recurring amount in the budget year on year, the posts would be permanent, and this would be appealing to potential applicants. The Head of Education was confident that the proposals did not equate to the Service ‘spreading their resources too thinly’, the objective was to increase capacity in a number of specialist teams to enable them to target and support the most vulnerable pupils and families. The neuro-profiling aspect of the work would not replace the Health Service’s obligations in relation to neurodevelopmental assessments, it would just assist the Education Service to determine the support need by the child to enable them to engage and participate in their education. If Cabinet approved the proposals put forward the Service was aiming to start the recruitment process immediately. The impact of the investment would be borne out in various data sets, including pupil attendance data, Pupil Attitude to Self and School (PASS) surveys, Healthy Schools data and via focus groups etc. Whilst it would be difficult to differentiate the impact of the additional funding by itself, both quantitative and qualitive data should demonstrate the overall improvement achieved due to the investment made. On the matter of income received from Fixed Penalty Notices (FPNs) the Head of Education confirmed that monies received from them was not paid into the Service’s Budget. He also confirmed that the data reported by Sky News recently on the number of FPNs issued by Denbighshire County Council was inaccurate. He did not know from where they had sourced their information, but it had not been provided by the Council. Members questioned what measures could be put in place to avoid last minute unquantified/ unresearched (be they well-meaning or not) proposed amendments being made when setting the Council’s budget, as this caused problems for officers and members and did not reflect to residents that the Council planned and managed its budget setting process effectively. The Monitoring Officer stated that a process/protocol was being developed in conjunction with the Section 151 Officer to try and avoid last minute amendments, this would be presented to all members prior to the budget setting meeting at Full Council in 2026. The Vice-Chair thanked Officers for the report. At the conclusion of a comprehensive discussion on the proposals put forward in the report for utilising the additional £500K allocated to the Education Service as part of the 2025/26 budget setting process, the Committee: Resolved: subject to the observations provided, to support the proposed plan to develop learner wellbeing, attendance, behaviour, and support learners in poverty.
Decision as recorded
Resolved: subject to the above observations - (i) having reviewed the information provided regarding the current situation in relation to internet and telephony connectivity in Denbighshire confirmed it understood the present position; (ii) congratulated all parties with respect of the continual progress achieved to date; and (iii) requested that a further progress report on connectivity issues be presented to the Committee in twelve months’ time.
The Lead Member for Welsh Language, Culture and Heritage in his capacity as the Lead Member for Broadband and Digital Strategy introduced the report (previously circulated) to the Committee. The report provided information on the internet and telephony status of properties in Denbighshire. 83% of premises in Denbighshire had the equipment to have fibre broadband installed. The Digital Officer provided further details on the report’s contents to the Committee. Out of the 50,725 premises in Denbighshire, 2,580 premises received internet speeds lower than 30Mbs and 1,074 premises received internet speeds lower than 10Mbs. The UK Government and Openreach had signed a deal to upgrade 3,667 premises in Denbighshire via the Project Gigabit scheme. It was important to note that the property list did not specifically target the hard-to-reach premises that suffered with less than 30mbps speeds. Some properties may not be upgraded to full fibre until the scheme ended in September 2030. Denbighshire was doing well compared to other local authorities in Wales in relation to internet connection. The relationship between Openreach and the Digital Officer had been crucial in the success of internet connectivity of Denbighshire premises. The Vice-Chair thanked Officers for the report. Members questioned how likely it was that places such as Llangollen and Dyserth would achieve a far higher build progress score in the forthcoming years. Openreach’s Partnership Director for Wales and the West of England explained that there was a great amount of work in the pipeline to commence over the coming years which involved a team of 2,000 engineers. The UK Government had set a UK-wide target of having 99% of UK premises able to access full fibre by 2030, therefore the Welsh and Denbighshire target should be similar. Welsh Government (WG) had announced in 2024 that it had extended its high-speed broadband scheme. Nevertheless, a point would be reached where it would become cost prohibitive to roll-out this service to every premises, particularly in very rural or sparsely populated areas. The Digital Officer added that Llangollen and Dyserth would be at 75% connectivity by 2026. Members sought clarity on the availability of future Gigabit vouchers and questioned whether there were any similar schemes planned for the future. The Partnership Director for Openreach stated that the Gigabit vouchers were limited. He advised that because of Project Gigabit, the UK Voucher Scheme was currently unavailable but may become available again in future. It was therefore important to connect as many premises as possible under the current contract. Officers confirmed that WG Access Broadband Cymru vouchers could be used for satellite installation costs, but the monthly contract costs of these systems were sometimes prohibitive for users. Members requested reassurance on the future of the Digital Officer post. The Principal Manager for Youth and Community Resilience stated that the Digital Officer post had been funded corporately since 2020. During the last financial year, the post was funded partly by SPF which enabled the post to be extended as a result of the funding. Moving forward it was hoped that external grant funding would be sourced to ensure the continuation of the role. Members asked if when the report was next brought to Performance Scrutiny Committee, data could be provided on the number of residential premises and business premises connectivity separately. The Digital Officer explained that separating premises into categories was difficult, the Regulator OFCOM only provided a premises figure, and the data was not broken down into business or residential connectivity numbers. The Digital Officer stated he would be able to provide members with a connectivity report for their ward areas upon request. Members were encouraged to e-mail their request for this to him following the meeting. The Vice-Chair thanked officers for the report. At the conclusion of the discussion, the Committee - Resolved: subject to the above observations - (i) having reviewed the information provided regarding the current situation in relation to internet and telephony connectivity in Denbighshire confirmed it understood the present position; (ii) congratulated all parties with respect of the continual progress achieved to date; and (iii) requested that a further progress report on connectivity issues be presented to the Committee in twelve months’ time.
Decision as recorded
Resolved: subject to the above, to confirm the Committee’s forward work programme as detailed in Appendix 1 to the report.
The Scrutiny Coordinator introduced the report and its appendices (previously circulated) to members seeking them to discuss the Forward Work Programme for the Committee. An agenda item on Library Services and One Stop Shop Provision was scheduled to be brought to the Committee’s June meeting. In response to a request from the Lead Member, the Vice-Chair permitted the deferral of its presentation until the 17 July meeting. The Committee’s Forward Work Programme was attached in Appendix 1. The next meeting was on the 12 June 2025 and there were two items scheduled for the meeting: · Council Performance Self-Assessment 2024 to 2025 · Planning Software System The Cabinet Forward Work Programme was attached in Appendix 3 for information and Appendix 4 contained information on the progress of the Committee’s resolutions. The Scrutiny Chairs and Vice-Chairs Group (SCVCG) had met on the 28 April. No items discussed had been referred to the Committee. However, the SCVCG had agreed to transfer a historical item, listed under ‘Future Issues’ on the Committee’s Forward Work Programme on ‘Health and Social Care and Rebalancing of Social Care Agenda in the Denbigh area’, to Partnerships Scrutiny Committee as it felt it fitted better under the remit of that Committee. Members were encouraged to submit a Member Proposal Form if they had any item they wished to be considered at the next SCVCG meeting on the 30 June 2025. It was: Resolved: subject to the above, to confirm the Committee’s forward work programme as detailed in Appendix 1 to the report.
The Vice-Chair informed members that he was scheduled to be interviewed by Estyn later in the week on the scrutiny of education related matters. Estyn met with the Chair of the relevant scrutiny committee on an annual basis to discuss Scrutiny’s work with respect of examining the delivery of educational services in Denbighshire. Meeting concluded at 4.45pm
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