Loading
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 and concerns to – (i) acknowledge the support provided and progress made to date in delivering the Post Inspection Action Plan (PIAP) and the local authority and school support plan following the 2022 Estyn Inspection of the school; (ii) request that a further progress report be provided to the Committee in six months’ time and that approximately one month prior to that meeting an up-to-date summary version of the Post Inspection Action Plan (PIAP) be circulated to both elected and coopted members of the Committee for information; and (iii) extend an invitation to the Bishop of the Catholic Diocese of Wrexham to attend the meeting.
Agreed that including a summary of the procedure and the outcomes of the process might be beneficial. • Confirmed that maintaining contingency plans was very important when reviewing the budget and any departmental overspends. Members were reminded that the authority held a reserve for unforeseen circumstances and challenges. • Thanked Members for raising concerns regarding the 2026/27 budget gap. It was confirmed that this was the fourth consecutive year in which the gap had exceeded £20m, highlighting the need for continued improvement. Work was ongoing through the Budget and Transformation (BAT) Board to identify how the authority could operate more cost‑effectively and differently to reduce the gap. This Board met on a fortnightly basis to monitor the development of transformational projects put forward by services. Members were reminded that a formula determined the distribution of funding between authorities, while the ‘quantum’ represented the total funding available. The Lead Member felt there was scope for further discussions with Welsh Government and others regarding the process, and for increased pressure on Ministers to secure adequate funding for Welsh authorities. • Confirmed that a thorough review of all services and potential income‑generation measures had taken place. The majority of income‑generating services were demand‑led, and therefore dependent on levels of usage. • Reminded Members that planning fees were statutory and set by Welsh Government. Recent changes may influence the service’s income targets. • Stated that the funding formula was available on the Welsh Government website, where the inputs to the Revenue Support Grant could be viewed. Some data sets used in the formula were historic, but WG planned to update these. The majority of the funding was based on up‑to‑date data, with a smaller proportion based on historic information. In the view of the Head of Finance and Audit, the quantum available for allocation remained insufficient. Although WG had increased the funding settlement, it did not meet the £550m identified by the Welsh Local Government Association (WLGA) as the increased cost of delivering services across Wales. • Confirmed that the authority was engaging with consultations and contributing to national discussions on data and its value in the formula. • Agreed to send correspondence to Welsh Government outlining Members’ concerns regarding the level of funding allocated to local authorities in light of increased service demand and rising costs. The Lead Member also felt that early engagement with the new WG administration would be important. • Highlighted that the income category within the report had been somewhat disappointing. Some measures introduced to try and improve income generation had not met the anticipated income thresholds, and services needed to be realistic about the level of income they could generate. Members were made aware of work with CIPFA which benchmarked Denbighshire’s income generation against other local authorities. The objective of this exercise was to make sure that the Council was not missing out on income generation opportunities and to explore if best practice elsewhere could be applied in Denbighshire. • Confirmed that a report was due to be presented to the Strategic Governance Board (SGB) for Denbighshire Leisure Limited (DLL) regarding the impact of proposed increases in charges on income generation for the forthcoming year. • Informed Members that the report covered WG funding levels, the latest pressures, and the current efficiency position. It did not include details on Council Tax increases; this information would be available the following month. A Member Budget Workshop had been arranged to discuss the final budget report. Proposals and associated information would be included in Cabinet papers and subsequent County Council papers, which would be public documents. At the conclusion of a comprehensive discussion the Committee: Resolved: subject to the above observations and consideration being given to the suggestions put forward on how to improve the quality of information provided in future reports to – (i) acknowledge the impact of the Welsh Government’s (WG) Provisional Settlement 2026/27 as detailed in Section 4.1 of the report and the associated updated budget pressures and savings outlined in Sections 4.2 and 4.3 of the report; (ii) request that the Lead Member for Finance write to the Welsh Government’s (WG) Cabinet Secretary for Housing and Local Government to reiterate the disparity which exists between the level of funding provided to local authorities to deliver all services and the continual growth in demand for the provision of statutory services; and (iii) that representations be made to the new Welsh Government administration, post the 2026 Senedd elections, on matters relating to local government funding and the ever increasing demand for statutory services.
Resolved: subject to the above observations, and consideration being given to the actions and report presentation improvements identified, to acknowledge the Council’s performance in delivering - (i) its Corporate Plan during the period from April to September 2025; and (ii) its Panel Performance Assessment Action Plan to date.
Resolved: subject to the above observations to – (i) acknowledge and congratulate the Council’s Library Service on its performance against the 6th Framework of Welsh Public Library Standards during 2024/25; and (ii) request that a further progress report be presented to the Committee in January 2027. The Chair thanked the Head of Housing & Communities Service for her time and wished her well in her future career. The Head of Housing & Communities Service, thanked all Members for the opportunity to attend Scrutiny during her time in Denbighshire. She stated that the Library Service had been one of her greatest responsibilities during her professional career. She shared that she had found the change to library opening hours very upsetting due to the impact it had on both staff and customers. She praised the Principal Librarian and her team, noting that they had worked extremely hard to ensure the continuation of vibrant community spaces. She encouraged all Councillors to engage with and commit to the future of libraries, to use the facilities themselves, and to encourage residents to visit and participate in library services. The Principal Librarian informed the Committee that Corwen Library had recently reopened and encouraged everyone to visit. An official opening would be arranged once the staffing had been fully embedded.
Resolved: subject to the above to confirm its programme of work as set out in Appendix 1 to the report.
None.
Councillor Andrea Tomlin declared a personal interest in business item 5, ‘Christ the Word Catholic School Update’ on the basis of her grandson being a pupil at the school. Coopted Member Collete Owen declared a personal interest in business item 5, ‘Christ the Word Catholic School Update’ in her capacity as an education advisor for the Catholic Diocese of Wrexham.
No items of an urgent nature had been drawn to the Chair’s attention prior to the commencement of the meeting.
The minutes of the Performance Scrutiny Committee meeting held on 6 November 2025 were submitted. The Committee: Resolved: that the minutes of the Performance Scrutiny Committee meeting held on 6 November 2025 be approved as a true and accurate record of the proceedings. Matters arising: Item 5, ‘Review of Cabinet Decision Relating to a Viability Report on Cefndy Healthcare’: a query was raised on the progress made to date with this particular matter following Cabinet’s decision to pause the closure of the Service for six months pending further exploratory work being undertaken by all stakeholders with a view to compiling a financially viable business case that would secure Cefndy’s future sustainability. In response the Committee’s Vice-Chair advised that a Working Group comprising of six elected members, Heads of Service, trade unions and officers had met the previous day to agree the terms of reference for the working group. This Group would have the support of a project manager and be provided with a small budget to undertake its work. The intention was for the Group to meet on a monthly basis and report its finding to one of the Scrutiny Committees in due course. The Corporate Director: Governance and Business/Monitoring Officer confirmed that the six-month time period granted by Cabinet when pausing the decision had commenced on the day of the Working Group’s first meeting and not the date the decision was taken. All councillors would be briefed on the Group’s progress via briefing/progress reports circulated to them. Councillor Gwyneth Ellis emphasised the importance of all councillors being provided with information on a regular basis as this would encourage greater cooperation between Cabinet and Scrutiny.
Decision as recorded
Resolved: subject to the above observations and concerns to – (i) acknowledge the support provided and progress made to date in delivering the Post Inspection Action Plan (PIAP) and the local authority and school support plan following the 2022 Estyn Inspection of the school; (ii) request that a further progress report be provided to the Committee in six months’ time and that approximately one month prior to that meeting an up-to-date summary version of the Post Inspection Action Plan (PIAP) be circulated to both elected and coopted members of the Committee for information; and (iii) extend an invitation to the Bishop of the Catholic Diocese of Wrexham to attend the meeting.
The Chair welcomed Lead Member for Education, Children and Families along with officers to the meeting. Lead Member for Education, Children and Families thanked the Committee for the opportunity to present an update report (previously circulated) on Christ the Word Catholic School in Rhyl. She reminded Members the core Estyn inspection had been conducted in May 2022. The inspection resulted in the school being placed in special measures and identified five key areas of improvement: • Safeguarding • Leadership • Teaching and learning • Curriculum provision • Progressive development of pupils’ skills It was stressed, in response to the findings, that the school had experienced substantial change, including leadership adjustments, new management structures, and strengthened partnerships with the Regional School Improvement Service until May 2025 when the responsibility for school improvement services reverted to the local authority. Specific interventions had been introduced to address the shortcomings highlighted by Estyn. The report provided an update on areas where improvement had taken place and identified those that still required further support. Members were introduced to Lucy Feliciello, the Acting Headteacher, who attended the meeting to support officers. The Head of Education reaffirmed the support being offered to help the school improve and move out of special measures. Although several improvements had been made, he emphasised that some areas still required development. He informed Members that the most recent Estyn monitoring inspection visit, undertaken before the end of the year, had been the most positive to date. The Chair thanked all officers for attending to respond to Members’ questions. During the discussion, the following matters were explored in greater detail: • Members discussed the history of the school and the reasons for its establishment as a through school. • The school was a voluntary aided (VA) institution, meaning it was state‑funded but affiliated with the Catholic Diocese. The building was owned by the diocese, and the governing body was responsible for recruiting staff and oversaw the school’s ethos. A strong working relationship existed between the Education Service and the Catholic Diocese. • The requirement for the Headteacher of a VA school to be a practising Catholic who attended Mass weekly was consistent across Wales. While this requirement did not impede the appointment process, it naturally reduced the pool of eligible applicants. As with any essential job specification criteria, this limited the number of potential candidates. Recruitment to the headship had been challenging, although officers remained hopeful of a successful appointment. • Christ the Word Catholic School was one of 16 schools in the Wrexham Diocese, all of which had practising Catholics as headteachers. • Officers confirmed that vacancies existed on the school’s governing body. Recruitment processes were in place to attract volunteers, and it was not unusual for schools to experience such vacancies. A county‑wide recruitment campaign was planned. Although challenging, the governor role was considered rewarding. • Members were advised that Welsh Government was undertaking a national review of governing bodies. • The Authority had used its statutory powers to appoint additional representatives to strengthen and support the governing body. These appointments were made by the Head of Education and were kept under continual review. • Recruitment for a permanent headteacher had been undertaken several times but had not yet been successful. Any appointment had to follow a rigorous national recruitment process and required the National Professional Qualification for Headship (NPQH). It was hoped that a further recruitment attempt would take place during the current academic year. • It remained a statutory requirement in both Wales and England for a VA Catholic School to appoint a practising Catholic as its Headteacher. This requirement was non‑negotiable. • Measuring improvement and identifying remaining areas for development were key elements in supporting the school’s progress. Improvements were monitored by the governing body, which challenged school leadership and reviewed improvement reports and the post‑inspection action plan (PIAP). The Council’s School Improvement Team held open and challenging discussions with leaders. Denbighshire officers attended governing body meetings to support and monitor progress. Estyn visited the school termly and provided reports outlining findings from each visit. The school also had internal monitoring systems in place. • Officers noted that data collection in certain areas had been challenging. They stressed the importance of accurate data to demonstrate progress effectively. It was pleasing to report that attendance levels in the primary sector were improving, although improving attendance levels at the secondary sector was still challenging. • Christ the Word Catholic School was the only school in Denbighshire subject to any category of Estyn monitoring. Officers acknowledged that progress had taken longer than usual due to a range of challenges. Only Estyn could determine when the school would be removed from special measures. All possible support was being provided to embed sustainable improvements. • Officers hoped to recruit a permanent Headteacher during the academic year, with the intention of having them in post for the next school year. A rigorous recruitment process was in place. • The number of registered pupils had continued to grow, and there were no concerns regarding pupil numbers. • The Acting Headteacher confirmed she had been in post for six weeks, but already knew the school, staff, and pupils well. Five clear priorities had been identified, and all staff were working towards achieving them. • Officers confirmed that a summary of the action plan could be provided to Members. Estyn monitored the plan and provided feedback. • It was not within the governing body’s powers to override the requirement for the Headteacher of a Catholic school to be a practising Catholic. • Officers explained that it was essential for pupils attending a Catholic school to understand its ethos. Many families and pupils who were not of the Catholic faith still chose the school due to its values. All children, regardless of faith background, were welcome. The Catholic Life and Mission Committee, part of the governing body, monitored the school’s Catholic ethos. Approximately 10% of registered pupils were believed to be practising Catholics. • Members were reminded that the school had been formed through the merger of a junior and high school in Rhyl. Lifelong schools could be highly successful. The Head of Education, Children and Families remained open to reviewing and considering future school models and did not consider the lifelong structure to be a barrier to improvement. • Officers believed that the Covid‑19 pandemic had had a greater impact on the school because it had only been open for six months before lockdown. • Staff remained the school’s most valuable resource. Staff at Christ the Word Catholic School were subject to greater scrutiny than most schools within Denbighshire due to the special measures status, which added additional pressures. Staff wellbeing was therefore a key priority, and both the authority and the diocese continued to provide support. • It was felt important to provide clarity to staff regarding expectations. All staff received high‑quality training and support to fulfil their roles effectively. • Safeguarding was a priority within the school. Estyn had noted strengthened safeguarding procedures and a strong focus on pupil safety during its most recent inspection. The Education Welfare Team continued to work closely with the school on safeguarding matters with the priority now to embed the importance of safeguarding and understanding of the relevant procedures throughout the school. • All staff, including support staff, had access to My Concern, or a clear process for reporting any safeguarding concerns. • Officers emphasised that the main priority moving forward was the appointment of a permanent Headteacher with the vision and leadership skills required to lead the school out of special measures, to sustain the improvements going forward, and build upon them for the future. Support continued to be provided to the leadership team to ensure all staff were contributing to the school’s improvement journey. • Members suggested that an update report be presented to Performance Scrutiny Committee in six months’ time and that an invitation be extended to Bishop Peter to attend. At the conclusion of an in-depth discussion, the Committee: Resolved: subject to the above observations and concerns to – (i) acknowledge the support provided and progress made to date in delivering the Post Inspection Action Plan (PIAP) and the local authority and school support plan following the 2022 Estyn Inspection of the school; (ii) request that a further progress report be provided to the Committee in six months’ time and that approximately one month prior to that meeting an up-to-date summary version of the Post Inspection Action Plan (PIAP) be circulated to both elected and coopted members of the Committee for information; and (iii) extend an invitation to the Bishop of the Catholic Diocese of Wrexham to attend the meeting.
Decision as recorded
Agreed that including a summary of the procedure and the outcomes of the process might be beneficial. • Confirmed that maintaining contingency plans was very important when reviewing the budget and any departmental overspends. Members were reminded that the authority held a reserve for unforeseen circumstances and challenges. • Thanked Members for raising concerns regarding the 2026/27 budget gap. It was confirmed that this was the fourth consecutive year in which the gap had exceeded £20m, highlighting the need for continued improvement. Work was ongoing through the Budget and Transformation (BAT) Board to identify how the authority could operate more cost‑effectively and differently to reduce the gap. This Board met on a fortnightly basis to monitor the development of transformational projects put forward by services. Members were reminded that a formula determined the distribution of funding between authorities, while the ‘quantum’ represented the total funding available. The Lead Member felt there was scope for further discussions with Welsh Government and others regarding the process, and for increased pressure on Ministers to secure adequate funding for Welsh authorities. • Confirmed that a thorough review of all services and potential income‑generation measures had taken place. The majority of income‑generating services were demand‑led, and therefore dependent on levels of usage. • Reminded Members that planning fees were statutory and set by Welsh Government. Recent changes may influence the service’s income targets. • Stated that the funding formula was available on the Welsh Government website, where the inputs to the Revenue Support Grant could be viewed. Some data sets used in the formula were historic, but WG planned to update these. The majority of the funding was based on up‑to‑date data, with a smaller proportion based on historic information. In the view of the Head of Finance and Audit, the quantum available for allocation remained insufficient. Although WG had increased the funding settlement, it did not meet the £550m identified by the Welsh Local Government Association (WLGA) as the increased cost of delivering services across Wales. • Confirmed that the authority was engaging with consultations and contributing to national discussions on data and its value in the formula. • Agreed to send correspondence to Welsh Government outlining Members’ concerns regarding the level of funding allocated to local authorities in light of increased service demand and rising costs. The Lead Member also felt that early engagement with the new WG administration would be important. • Highlighted that the income category within the report had been somewhat disappointing. Some measures introduced to try and improve income generation had not met the anticipated income thresholds, and services needed to be realistic about the level of income they could generate. Members were made aware of work with CIPFA which benchmarked Denbighshire’s income generation against other local authorities. The objective of this exercise was to make sure that the Council was not missing out on income generation opportunities and to explore if best practice elsewhere could be applied in Denbighshire. • Confirmed that a report was due to be presented to the Strategic Governance Board (SGB) for Denbighshire Leisure Limited (DLL) regarding the impact of proposed increases in charges on income generation for the forthcoming year. • Informed Members that the report covered WG funding levels, the latest pressures, and the current efficiency position. It did not include details on Council Tax increases; this information would be available the following month. A Member Budget Workshop had been arranged to discuss the final budget report. Proposals and associated information would be included in Cabinet papers and subsequent County Council papers, which would be public documents. At the conclusion of a comprehensive discussion the Committee: Resolved: subject to the above observations and consideration being given to the suggestions put forward on how to improve the quality of information provided in future reports to – (i) acknowledge the impact of the Welsh Government’s (WG) Provisional Settlement 2026/27 as detailed in Section 4.1 of the report and the associated updated budget pressures and savings outlined in Sections 4.2 and 4.3 of the report; (ii) request that the Lead Member for Finance write to the Welsh Government’s (WG) Cabinet Secretary for Housing and Local Government to reiterate the disparity which exists between the level of funding provided to local authorities to deliver all services and the continual growth in demand for the provision of statutory services; and (iii) that representations be made to the new Welsh Government administration, post the 2026 Senedd elections, on matters relating to local government funding and the ever increasing demand for statutory services.
The Lead Member for Finance presented the report (previously circulated) updating the Committee on the Welsh Government’s Provisional Funding Settlement for Local Government 2026/27 and its implications for setting a balanced budget for 2026/27. Denbighshire County Council, along with all other authorities across Wales, continued to face acute financial pressures. The provisional funding settlement from Welsh Government (WG) issued in November 2025 resulted in a headline increase of 2.7% compared with 2025/26. WG had allocated additional in‑year funding for teaching and non‑teaching pay awards, as well as the increase in employers’ national insurance contributions. These elements had been incorporated into the base budget, meaning the real‑terms increase was 5%. In December 2025, WG announced a budget agreement with Plaid Cymru, which led to a further uplift in the expected settlement—an overall increase of £14.686m, or 6.8%. Budget pressures totalling £21.011m had been identified for 2026/27, marking the fourth consecutive year in which pressures exceeded £20m. While the increase in settlement was welcomed, it did not fully fund the identified pressures, meaning a combination of savings and Council Tax increases was still required to set a balanced budget. Given the ongoing work to deliver savings and develop a more transformational approach, the proposals to reduce costs by approximately £3.1m did not include reductions to services. Officers were instead focusing on more cost‑effective methods of working and delivering services differently. Members’ attention was drawn to the reference to Planning Enforcement. A full business case was being developed to review the pressure experienced by the service. The business case would provide a detailed analysis to determine the next steps required to support the service. The Lead Member offered her thanks to the Head of Finance and Audit and the wider team for their dedicated work in continuing to balance the budget. The Chair thanked the Lead Member for her detailed introduction. In response to Members’ questions, the Lead Member and the Head of Finance and Audit: • Welcomed Members’ comments on the complexity of the process. They explained that it took considerable time to complete, to forecast accurately, and to identify areas requiring additional support and funding. Numerous meetings had been held with Heads of Service to review pressures and explore different and more efficient ways of working. • Stressed that it had been a substantive settlement from Welsh Government. The accounts were being reviewed further to ensure each statutory service continued to be provided. • Stated that the original figures included in the MTFP (April 2025) identified minimum pressures of £13m and maximum pressures of £26m, with a central estimate of £20.4m. The figure included in the report—£21m—demonstrated that officers had forecasted the pressures accurately. The most important element remained the level of funding settlement received from Welsh Government. • Agreed that including a summary of the procedure and the outcomes of the process might be beneficial. • Confirmed that maintaining contingency plans was very important when reviewing the budget and any departmental overspends. Members were reminded that the authority held a reserve for unforeseen circumstances and challenges. • Thanked Members for raising concerns regarding the 2026/27 budget gap. It was confirmed that this was the fourth consecutive year in which the gap had exceeded £20m, highlighting the need for continued improvement. Work was ongoing through the Budget and Transformation (BAT) Board to identify how the authority could operate more cost‑effectively and differently to reduce the gap. This Board met on a fortnightly basis to monitor the development of transformational projects put forward by services. Members were reminded that a formula determined the distribution of funding between authorities, while the ‘quantum’ represented the total funding available. The Lead Member felt there was scope for further discussions with Welsh Government and others regarding the process, and for increased pressure on Ministers to secure adequate funding for Welsh authorities. • Confirmed that a thorough review of all services and potential income‑generation measures had taken place. The majority of income‑generating services were demand‑led, and therefore dependent on levels of usage. • Reminded Members that planning fees were statutory and set by Welsh Government. Recent changes may influence the service’s income targets. • Stated that the funding formula was available on the Welsh Government website, where the inputs to the Revenue Support Grant could be viewed. Some data sets used in the formula were historic, but WG planned to update these. The majority of the funding was based on up‑to‑date data, with a smaller proportion based on historic information. In the view of the Head of Finance and Audit, the quantum available for allocation remained insufficient. Although WG had increased the funding settlement, it did not meet the £550m identified by the Welsh Local Government Association (WLGA) as the increased cost of delivering services across Wales. • Confirmed that the authority was engaging with consultations and contributing to national discussions on data and its value in the formula. • Agreed to send correspondence to Welsh Government outlining Members’ concerns regarding the level of funding allocated to local authorities in light of increased service demand and rising costs. The Lead Member also felt that early engagement with the new WG administration would be important. • Highlighted that the income category within the report had been somewhat disappointing. Some measures introduced to try and improve income generation had not met the anticipated income thresholds, and services needed to be realistic about the level of income they could generate. Members were made aware of work with CIPFA which benchmarked Denbighshire’s income generation against other local authorities. The objective of this exercise was to make sure that the Council was not missing out on income generation opportunities and to explore if best practice elsewhere could be applied in Denbighshire. • Confirmed that a report was due to be presented to the Strategic Governance Board (SGB) for Denbighshire Leisure Limited (DLL) regarding the impact of proposed increases in charges on income generation for the forthcoming year. • Informed Members that the report covered WG funding levels, the latest pressures, and the current efficiency position. It did not include details on Council Tax increases; this information would be available the following month. A Member Budget Workshop had been arranged to discuss the final budget report. Proposals and associated information would be included in Cabinet papers and subsequent County Council papers, which would be public documents. At the conclusion of a comprehensive discussion the Committee: Resolved: subject to the above observations and consideration being given to the suggestions put forward on how to improve the quality of information provided in future reports to – (i) acknowledge the impact of the Welsh Government’s (WG) Provisional Settlement 2026/27 as detailed in Section 4.1 of the report and the associated updated budget pressures and savings outlined in Sections 4.2 and 4.3 of the report; (ii) request that the Lead Member for Finance write to the Welsh Government’s (WG) Cabinet Secretary for Housing and Local Government to reiterate the disparity which exists between the level of funding provided to local authorities to deliver all services and the continual growth in demand for the provision of statutory services; and (iii) that representations be made to the new Welsh Government administration, post the 2026 Senedd elections, on matters relating to local government funding and the ever increasing demand for statutory services.
Decision as recorded
Resolved: subject to the above observations, and consideration being given to the actions and report presentation improvements identified, to acknowledge the Council’s performance in delivering - (i) its Corporate Plan during the period from April to September 2025; and (ii) its Panel Performance Assessment Action Plan to date.
The Deputy Leader and Lead Member for Corporate Strategy, Policy, Equalities and Strategic Assets presented the Corporate Plan Performance Update report to the Committee (previously circulated). She drew Members’ attention to Appendix 4 of the report. This document was an infographic that captured the Council’s performance from April 2024 to March 2025. It had been produced following a request from Members for more user‑friendly performance information. The document provided an attractive and easy‑to‑read summary of achievements and ongoing challenges. It was confirmed that the document would be made available in full across all communication channels, as well as being broken down into segments to be shared in bite‑sized pieces via social media. The Lead Member for Corporate Strategy, Policy, Qualities and Strategic Assets offered her thanks to the Strategic Planning officers for their work in producing the infographic. She also recognised the achievements of all teams across the Council that collectively contributed to this work. Members’ attention were drawn to Appendix 2, which provided details of the first draft of a Corporate Plan scorecard. This had been produced manually to demonstrate a simplified view of performance. When reviewing performance for the year, a pattern of mixed performance levels was noted. An update on progress towards delivering the nine improvement actions identified in the previous report was included in Appendix 1. Members were informed that one additional improvement action had been identified through discussions: for the Prosperous Board to review the performance management framework for the theme, and to consider the application and effectiveness of the well‑being impact assessment tool within the strategies, plans, and projects under the theme’s scope. The action was proposed because many of the weakest-performing measures reflected challenges linked to socio‑economic disadvantage, and some measures were not readily or frequently available, making performance evaluation more difficult. More thorough interrogation of strategies, plans, and projects through timely and regular well‑being impact assessments might identify opportunities to drive socio‑economic change and mitigate environmental risks affecting economic outcomes. The Head of Corporate Support Service – Performance, Digital & Assets expressed her thanks to those who had contributed to creating the document, including Heidi Barton‑Price, who had recently retired, and Emma Horan, who had taken up a secondment with Countryside Services. She wished them both well for the future. The Insight, Strategy and Delivery Manager reported that within the Corporate Plan framework, around 11% of indicators were rated red for the quarter, compared with 16% in quarters 3 and 4. Of the data that included trend information, 57% showed an improving trend, 30% were worsening, and 12% remained unchanged. Continued progress had been made across Social Care, mental health, community benefits, and carbon reduction. It was encouraging that 89% of Denbighshire’s schools had adopted a whole‑school approach to mental health, up from 69%. Members also heard that the proportion of Denbighshire Council contracts containing community benefits had increased, following a dip in quarter 1. Securing community benefits increased the value of Council spending within the community. The Council’s net carbon position had improved by 24.6% in the past year, reducing emissions from 12,653 tonnes to 9,537 tonnes, marking a 33% reduction since the baseline year. It was also noted that the Council had supported 192 properties with air‑source heat pumps and solar systems, contributing to improved energy ratings and lower running costs for residents. Members heard that, in pursuit of becoming an Ecologically Positive Council by 2030, the authority had exceeded its interim 2024–25 targets. Although only 53.7% of Category 1 road and pavement safety repairs had been made safe within the target timeframe—below the target—officers emphasised the significant improvement since quarter 1. A strong improvement within a single quarter had been recorded. From the data presented, officers highlighted key areas requiring urgent attention, particularly in Economic Development and Education. Officers continued to work with services to support and better understand the data and position. The Chair thanked all officers and the Lead Member for their detailed and comprehensive papers and presentation. Responding to members’ questions the Lead Member and officers: • advised that red, amber, yellow, green (RAYG) status did not always accurately reflect current performance. Whilst performance may be improving it may still be within a ‘red’ threshold. Similarly, performance may be slowly getting worse, but it could still remain within the ‘green’ threshold status. Therefore, RAYG did not always illustrate an accurate account of performance. It was therefore always important to have regard to the direction of the trajectory when assessing performance. • confirmed that the information that would be included in the Annual Performance Self-Assessment report would be triangulated with feedback received via the Citizens Voice process. This would balance validated data against public perception of the services provided. • Advised that some of the Key Performance Indicators (KPIs) were reported on a national basis, with some collated on a quarterly basis, others reported annually. However, the loss of specialist data analyst personnel may make the work of effectively using datasets to improve service provision and delivery more challenging. • Agreed to explore the viability of including actual figures as well as percentages within the report where appropriate. Officers agreed to raise the matter with Heads of Service, seeking them to justify reasons why this would not be possible when reporting specific data sets. • agreed that having ‘live’ performance data available on the Council’s website for the public to view would aid transparency in reporting the Council’s performance. Nevertheless, it would entail a significant risk of being used against the Council by being analysed and reported out of context. An added complication would be the frequency of reporting and the fact that not all data sets were ‘live’. • Advised that the Single Access Route to Housing (SARTH) indicators related to the social housing need and were compiled with data obtained from several organisations. Officers agreed to liaise with the Communications Team with a view to publishing an article/communications to residents on how to register to be included on the SARTH Register. The Committee congratulated officers on the very useful and informative infographic produced to illustrate the Corporate Plan highlights from April 2024 to March 2025. The Chair thanked the Lead Member and officers for the thorough discussion and comprehensive report. Following an in-depth discussion the Committee: Resolved: subject to the above observations, and consideration being given to the actions and report presentation improvements identified, to acknowledge the Council’s performance in delivering - (i) its Corporate Plan during the period from April to September 2025; and (ii) its Panel Performance Assessment Action Plan to date.
Decision as recorded
Resolved: subject to the above observations to – (i) acknowledge and congratulate the Council’s Library Service on its performance against the 6th Framework of Welsh Public Library Standards during 2024/25; and (ii) request that a further progress report be presented to the Committee in January 2027. The Chair thanked the Head of Housing & Communities Service for her time and wished her well in her future career. The Head of Housing & Communities Service, thanked all Members for the opportunity to attend Scrutiny during her time in Denbighshire. She stated that the Library Service had been one of her greatest responsibilities during her professional career. She shared that she had found the change to library opening hours very upsetting due to the impact it had on both staff and customers. She praised the Principal Librarian and her team, noting that they had worked extremely hard to ensure the continuation of vibrant community spaces. She encouraged all Councillors to engage with and commit to the future of libraries, to use the facilities themselves, and to encourage residents to visit and participate in library services. The Principal Librarian informed the Committee that Corwen Library had recently reopened and encouraged everyone to visit. An official opening would be arranged once the staffing had been fully embedded.
The Chair along with the Lead Member for Welsh Language, Culture and Heritage confirmed it was the last meeting for Liz Grieve in her role as the Head of Housing & Communities Service. On behalf of the Committee, they offered thanks for her dedication and hard work and best wishes for the future. The Lead Member for Welsh Language, Culture and Heritage introduced the annual report (previously circulated), which detailed the Library Service’s performance against the National Standards for 2024/25. He reminded Members that this period had seen substantial changes within the Library Service. The report demonstrated that Denbighshire had met 12 of the 13 Core Entitlements in full and 1 in part. Of the five quality indicators with targets, Denbighshire had fully achieved three, achieved one in part, and had not met one. The report provided a positive reflection of the service throughout the period, while also highlighting areas of concern. Reductions in opening hours and staffing levels had affected the service, and although the service had continued to operate effectively within the shorter opening hours, this had placed additional pressure on staff. He also emphasised concerns regarding the budget and its impact on the effective running of the service. The report further referenced the contribution of volunteers. It was important not to misunderstand the role of volunteers. Volunteers were not intended to replace experienced staff; rather, they enhanced and added value to the service provision. The Head of Housing & Communities Service, along with the Principal Librarian, reminded Members that library services in Wales were assessed against national Performance Standards. A self‑assessment was completed at the end of each financial year and submitted to Welsh Government, who forwarded it to consultants to produce an evaluative report. This report, received in October 2025, was therefore not completely current. Officers had submitted an appendix setting out activities undertaken during the current financial year. The Head of Housing & Communities Service hoped Members would recognise that officers were aware performance appeared to have dipped slightly in certain areas and that work had already commenced to address these. She concluded by stating that despite the reduction in opening hours partway through the 2024/25 financial year, the service continued to perform well across all areas. Although the opening hours standard would not be met going forward, officers had made a conscious effort to maximise library accessibility, support staff, and continue delivering a high‑quality service. The Chair thanked the Lead Member and officers for their detailed introduction and opened the discussion for debate. Councillor Martyn Hogg praised the work of his local library, noting it remained a thriving community asset. He described the atmosphere as welcoming and positive and expressed his belief that library usage had evolved, with libraries becoming thriving and safe spaces for all. He asked whether the change in opening times had affected footfall and whether consideration had been given to attracting more community groups to utilise library facilities. In response, the Head of Housing & Communities Service welcomed the positive feedback Members had shared. Some performance figures had not been included due to the introduction of a new national library management system, which affected data availability. It was also acknowledged that some libraries were experiencing issues with footfall ‘counters’. New technology to address these issues would be installed imminently. As opening hours had only reduced from June 2024, the report did not represent a full financial year of the new operating pattern. Feedback from staff and users had been positive, with visitors continuing to make good use of the service despite reduced hours. Libraries seemed as busy as they had always been, probably due to more people being in attendance at the same time due to the change in opening hours. Officers remained committed to organising special events and hosting activities and organisations. The service was open to discussions with community groups or third‑sector organisations wishing to use the buildings for meetings and activities. Councillor Gwyneth Ellis reminded Members that a working group had been established to review library opening hours and explore alternative ways of reintroducing hours or resources. She felt it would have been beneficial for the papers to reference the work of the Library Working Group. The Head of Housing & Communities Service noted that the authority had a limit of 300 words to submit to Welsh Government, and therefore the work of the group had not been included in the narrative. The Lead Member for Welsh Language, Culture and Heritage confirmed that the working group had met to discuss opening times and facilities. Members heard that Rhyl Library had benefited from extending its opening hours due to one of the former High Street banks using it as a banking hub, whilst Rhuddlan Town Council had agreed to support the funding of Rhuddlan Library and had formed a Friends of the Library group. It was hoped that other City, Town, and Community Councils would adopt similar collaborative approaches to support Denbighshire’s library service. He reiterated his ambition to see library hours restored to previous levels. The Vice-Chair thanked officers for the report and acknowledged the considerable changes the service had experienced. Referring to section 4.7 of the covering report, he sought further information on staff training, upskilling opportunities, and how staff and volunteers were being kept motivated. He also emphasised the need for up‑to‑date data to support Committee discussions. Officers confirmed that additional training had been provided during the period. Professional development continued for employees, although it was sometimes challenging for staff to attend due to their commitment to their roles. Training remained essential to ensure staff were confident in using relevant systems and processes. The Principal Librarian organised an annual conference to support staff awareness and development. Volunteers played an important role in supporting the service, though they did not replace professionally qualified staff; instead, they added value and support. Members were informed that the service had utilised the Work Start scheme, offering individuals 12‑week work opportunities. Officers explained that the annual report would always follow the timescales dictated by national reporting requirements. Performance data on the service business plan was updated quarterly on Verto, and Members were welcome to access it at any time. Following a wide-ranging discussion, the Committee: Resolved: subject to the above observations to – (i) acknowledge and congratulate the Council’s Library Service on its performance against the 6th Framework of Welsh Public Library Standards during 2024/25; and (ii) request that a further progress report be presented to the Committee in January 2027. The Chair thanked the Head of Housing & Communities Service for her time and wished her well in her future career. The Head of Housing & Communities Service, thanked all Members for the opportunity to attend Scrutiny during her time in Denbighshire. She stated that the Library Service had been one of her greatest responsibilities during her professional career. She shared that she had found the change to library opening hours very upsetting due to the impact it had on both staff and customers. She praised the Principal Librarian and her team, noting that they had worked extremely hard to ensure the continuation of vibrant community spaces. She encouraged all Councillors to engage with and commit to the future of libraries, to use the facilities themselves, and to encourage residents to visit and participate in library services. The Principal Librarian informed the Committee that Corwen Library had recently reopened and encouraged everyone to visit. An official opening would be arranged once the staffing had been fully embedded.
Decision as recorded
Resolved: subject to the above to confirm its programme of work as set out in Appendix 1 to the report.
The Scrutiny Coordinator introduced the report and appendices (previously circulated) seeking members to review the Committee’s Forward Work Programme. The next meeting of the Performance Scrutiny Committee was scheduled for the 12 March 2026. There were two substantial agenda items listed for that meeting. They were to do with Building Control and Customer Contact Project (Transformation Project). Appendix 2 was the Scrutiny Proposal form; Members were encouraged to complete the form with any proposals for areas of discussions at future Scrutiny meetings. The Scrutiny Chairs and Vice Chairs Group (SCVCG) were due to meet on the 26 March 2026 and would discuss any proposals submitted. The SCVCG last met on 12 January 2026 at which they referred one item to the committee for a future meeting. The SCVCG requested Performance Scrutiny Committee to scrutinise the effects of implementing the Procurement Act 2023 and how the new regulations would affect how the Council procured services. It was listed under future items until officers confirmed when was best to present the report to the Committee. Appendix 3 was the Cabinet forward work programme and appendix 4 provided Members with an update on the recommendations from the previous meeting. The Chair thanked the Scrutiny Co-ordinator for the detailed update. The Committee: Resolved: subject to the above to confirm its programme of work as set out in Appendix 1 to the report.
None. Meeting concluded at 1.35pm
Councillors must say when they have a personal link to something being discussed, such as a job, a property or a family member. A prejudicial interest is one strong enough that the councillor usually leaves the room and takes no part.
Declarations are read from the minutes once they are published.
The council hasn't recorded attendance for this meeting.
Lists the council's current councillors only. Co-opted members, officers and former councillors aren't shown.