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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 progress achieved since November 2025 in relation to the operation, support and effectiveness of the Cloud-based Planning IT system; (ii) support the measures under consideration to strengthen the project management arrangements for the future procurement and implementation of critical ICT systems; and (iii) request that a further report be presented to the Committee in twelve months’ time detailing the effectiveness of the new Planning ICT System and outlining potential new technological developments that may further improve the Service’s productivity, along with details of the effectiveness of the measures taken to date to strengthen the Council’s project management of the procurement, compatibility and management of critical ICT systems
Resolved: subject to the above comments – (i) in accordance with its role in managing risk for better service delivery, to receive the Corporate Risk Register Summary (Appendix 1b) to the report; (ii) to note the upcoming risk management workshops for elected members and Senior Leadership Team (SLT) members and to acknowledge that the full day SLT workshop is likely to lead to significant revision of the current Corporate Risk Register, supported with best practice guidance from the Council’s Corporate Insurers; (iii) to acknowledge the rationale for and the reinstatement of Risk 48 (Recruitment and Retention) onto the Corporate Risk Register; (iv) to support the proposed change in the reporting schedule for the Corporate Risk Register, from four light-touch updates to two thorough reviews that will be formally reported upon per year – in March and September and the full schedule, including Corporate Risk ‘Deep Dives’ as outlined in Appendix 3 to the report; and (v) supports the agreed actions following the Internal Audit review of the Risk Management Strategy in November 2025, which were to: · review the corporate “Managing Risk in Services” documentation to formalise a timeline for strategy review at least every 3 years; and · review the corporate risk strategy “Managing Risk in Services” to propose more detail on service risk assessment and risk monitoring, and interaction with the Corporate Risk Register.
Resolved: (i) to confirm that as part of its consideration it had read, understood and taken account of the Well-being Impact Assessment (Appendix 1 to the report); and (ii) that subject to the observations provided to support the measures taken to date, following consultation with all stakeholders, with respect of procuring a new Digital Services Platform/Customer Relationship Management (CRM) system for the Council.
Resolved: subject to the inclusions and amendments agreed during the meeting, to confirm its programme of future work as set out in Appendix 1 to the report.
Apologies for absence were received from Councillors Bobby Feeley, Alan Hughes and Will Price.
No declarations of a personal, or a personal and prejudicial nature in any of the Committee’s business were declared.
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 29 January 2026 were submitted. The Committee: Resolved: that the minutes of the Performance Scrutiny Committee meeting held on 29 January 2026 be approved as a true and accurate record of the proceedings. Matters arising: pages 8 to 11, business item 5, ‘Christ the Word Catholic School Update’ – in response to an enquiry the Scrutiny Coordinator confirmed that correspondence had been sent to the office of the Bishop for the Catholic Diocese of Wrexham extending an invitation to him to attend the Committee’s meeting on 16 July 2026, for the next scheduled discussion on the school’s progress in delivering the Post Inspection Action Plan (PIAP). Members emphasised that his attendance at that meeting would be greatly appreciated.
Decision as recorded
Resolved: subject to the above observations to – (i) acknowledge the progress achieved since November 2025 in relation to the operation, support and effectiveness of the Cloud-based Planning IT system; (ii) support the measures under consideration to strengthen the project management arrangements for the future procurement and implementation of critical ICT systems; and (iii) request that a further report be presented to the Committee in twelve months’ time detailing the effectiveness of the new Planning ICT System and outlining potential new technological developments that may further improve the Service’s productivity, along with details of the effectiveness of the measures taken to date to strengthen the Council’s project management of the procurement, compatibility and management of critical ICT systems
The Head of Planning, Public Protection and Countryside Services, alongside the Head of Corporate Support Service: Performance, Digital & Assets, the Development Management & Building Control Manager and the Business Partner, presented the Planning IT System Update and Wider Approach report (previously circulated). Prior to introducing the report, the Head of Planning, Public Protection and Countryside Services thanked his team for their work and dedication in operating the system, and Members for their support during the period of transition. The report provided Members with an update on progress since the Committee’s November 2025 report on the operation, support and effectiveness of the Cloud-based Planning IT System. It also outlined measures taken and approaches under consideration to strengthen project management arrangements for the procurement and implementation of critical ICT systems, informed by learning from the transition. Officers advised that the Committee would recall that the November 2025 report had highlighted significant negative impacts arising from the system transition, including supplier failings in training and aftercare. This had led to a backlog of planning applications and operational difficulties in a system intended to improve efficiency and customer service. At that meeting, Officers had escalated concerns with the supplier, highlighting contractual failings. Members had supported this approach and had requested a progress update. Since November 2025, significant progress had been made. Following correspondence from the Head of Service, the supplier had committed to closer engagement with the Planning Team. Training workshops addressing key areas, including performance monitoring, legal agreements, consultations and decision notices, had been delivered at no cost. Officers emphasised that this enhanced support had been essential. The supplier had also been made aware of scrutiny concerns and findings from a Wales Audit report highlighting shortcomings in their support. Monthly account meetings with the supplier had continued, with improved engagement and a stronger focus on resolving outstanding issues. Actions arising from these meetings were detailed in Appendix A. Whilst the impact of the transition had been significant, Officers were satisfied that a more constructive working relationship with the supplier had been established. The planning application process had improved and, although further technical issues were anticipated, more effective mechanisms were in place to address them. A key learning from the project had been the absence of dedicated project management / project team resource, which had impacted delivery, oversight and risk management. The experience had highlighted the limitations of relying on operational service staff alone to manage complex, business-critical digital implementations. A review of existing and planned ICT system procurements and implementations for 2026/27–2027/28 had been completed. The following systems had been identified as time and business-critical due to their impact on frontline services and statutory functions, and steps had already been taken to strengthen project management across these programmes: • Social Care System Implementation • Digital Services Platform (including Customer Relationship Management) • Housing Systems • Waste Operations Management and In-Cab System Consideration had also been given to further improvements outlined in Appendix B. These were to be reviewed by the Corporate Executive Team (CET) and Senior Leadership Team (SLT) in May/June, ahead of the Digital Strategy being presented to Cabinet in July. Strengthening oversight, prioritisation and resourcing of critical systems would place the organisation in a stronger position to deliver complex digital change effectively and securely. In response to members questions – • Officers clarified that there had been a super user for the new system when it was implemented, however, they had retired shortly after the implementation of the new system. • Members were reassured that there were sufficient project managers for the projects identified above currently, although there was currently one vacancy within the team. The Monitoring Officer also added that quarterly progress reports on resource capacity for current and upcoming projects were submitted to CET. • regarding staff welfare; Officers reassured Members that there had been ongoing dialogue with officers within the team to ensure that any issues or concerns were discussed. Confirmation was provided that there had been no increase in staff sickness in the Planning Team or the Project Management Team due to the IT issues, which was a testament to the teams’ hard work and dedication. • On the statement “whilst this was a one-off event, the impact is still felt within the team”, as outlined in Appendix A of the report. Officers clarified that the issue had been a one-off relating to the transition to the new system. Whilst officers would continue to remember its impact on them lessons had been learned from the experience, which would be applied in the future to ensure that a similar issue did not occur again. • regarding the operation of two Planning systems running in tandem and whether there were any active planning applications on the older system, officers confirmed that there were no outstanding applications on the old system. Nevertheless, all historic applications remained on the old portal and had not been transferred to the new system, this portal was now for ‘back office’ use only. • Officers confirmed they were satisfied with the new system. It was fit for purpose, with ongoing updates planned to further improve functionality. Emerging technologies, including Artificial Intelligence (AI), was also being explored to enhance the system for both residents and officers. • on whether the Council had pursued financial recompense from the Planning ICT system provider for the issues encountered. Officers clarified that the matter had been considered; however, given the improved working relationship with the supplier and ongoing system improvements, there was no intention to pursue recompense. • on the provision of a member report functionality, containing up to date information on planning applications in their wards, officers advised that they were exploring the feasibility of establishing a ‘dashboard’ for members. Members suggested that a further update be provided, and it was proposed that a report be presented to the Committee in twelve months’ time outlining the effectiveness of the new Planning ICT System and any potential technological developments to further improve service productivity. At the conclusion of a comprehensive discussion the Committee thanked officers for the work that had been carried out with the system and: Resolved: subject to the above observations to – (i) acknowledge the progress achieved since November 2025 in relation to the operation, support and effectiveness of the Cloud-based Planning IT system; (ii) support the measures under consideration to strengthen the project management arrangements for the future procurement and implementation of critical ICT systems; and (iii) request that a further report be presented to the Committee in twelve months’ time detailing the effectiveness of the new Planning ICT System and outlining potential new technological developments that may further improve the Service’s productivity, along with details of the effectiveness of the measures taken to date to strengthen the Council’s project management of the procurement, compatibility and management of critical ICT systems
Decision as recorded
Resolved: subject to the above comments – (i) in accordance with its role in managing risk for better service delivery, to receive the Corporate Risk Register Summary (Appendix 1b) to the report; (ii) to note the upcoming risk management workshops for elected members and Senior Leadership Team (SLT) members and to acknowledge that the full day SLT workshop is likely to lead to significant revision of the current Corporate Risk Register, supported with best practice guidance from the Council’s Corporate Insurers; (iii) to acknowledge the rationale for and the reinstatement of Risk 48 (Recruitment and Retention) onto the Corporate Risk Register; (iv) to support the proposed change in the reporting schedule for the Corporate Risk Register, from four light-touch updates to two thorough reviews that will be formally reported upon per year – in March and September and the full schedule, including Corporate Risk ‘Deep Dives’ as outlined in Appendix 3 to the report; and (v) supports the agreed actions following the Internal Audit review of the Risk Management Strategy in November 2025, which were to: · review the corporate “Managing Risk in Services” documentation to formalise a timeline for strategy review at least every 3 years; and · review the corporate risk strategy “Managing Risk in Services” to propose more detail on service risk assessment and risk monitoring, and interaction with the Corporate Risk Register.
The Lead Member for Corporate Strategy, Policy and Equalities, alongside the Head of Corporate Support: Performance, Digital & Assets and the Strategic Planning & Performance Officer, presented the February Review of the Corporate Risk Register and the Review of the Council’s Risk Management Approach report (previously circulated). The report presented the Committee with the February 2026 review of the Corporate Risk Register (Appendices 1a and 1b), taking into account the Corporate Risk Appetite (Appendix 2). It also informed the Committee of proposed changes to the Council’s Corporate Risk Management approach. Managing risk processes effectively would place the Council in a better position to safeguard against potential threats and exploit opportunities to improve services. The agreed Risk Management Strategy required that the Corporate Risk Register was reviewed regularly by Cabinet and the Senior Leadership Team (SLT), and twice yearly by Performance Scrutiny Committee and the Governance and Audit Committee. The Council currently had 14 Corporate Risks on the Register. Risk 48 (Recruitment and Retention) had been reinstated on the Corporate Risk Register following a recommendation from the Governance and Audit Committee and agreement by SLT. When available, findings from an Internal Audit follow-up review of workforce planning and an Audit Wales thematic review would inform a future review of this risk. Officers guided Members through the critical risks within the register. These were: • Risk 01: The risk of a serious safeguarding or practice error, where the Council had responsibility, resulting in serious harm or death. • Risk 21: The risk that the integration of health and social care services between Betsi Cadwaladr University Health Board (BCUHB) and Denbighshire County Council (DCC) did not progress further. • Risk 50: The risk that Welsh Government’s (WG) commitment to eliminate profit from the care of Children Looked After resulted in an unstable or unsuitable supply of placements. • Risk 51: The risk that the economic and financial environment worsened, resulting in the Council’s inability to set a balanced budget. • Risk 52: The risk that, in meeting the statutory requirement to set a balanced budget each year, services were scaled back to an unacceptable level due to insufficient funding (core, Housing Revenue Account (HRA), and grant funding). Members were also informed that two risks within the register had been downgraded: • The residual risk score for Risk 34 (insufficient regulated care) had been de-escalated from ‘B2 – Critical Risk: Likely / High Impact’ to ‘C2 – Major Risk: Possible / High Impact’. This reflected improved availability of domiciliary care following sustained efforts to increase capacity. • The residual risk score for Risk 53 (failure to realise benefits from Transformational Programmes and Major Projects) had been downgraded from ‘B2 – Critical Risk: Likely / High Impact’ to ‘C2 – Major Risk: Possible / High Impact’. This reflected progress in the Transformation Programme and stronger control arrangements. Officers advised that, in reviewing the Council’s approach to risk management at a dedicated SLT session, consideration would be given to the November 2025 Internal Audit review of the Risk Management Strategy. This included actions to review the corporate risk strategy, “Managing Risk in Services”, to provide greater detail on service risk assessment, monitoring, and its interaction with the Corporate Risk Register. In response to members’ questions the officers advised: • that whilst Members rightly had concerns regarding adverse press coverage relating to the Risk Register, particularly Risk 01, it was important to realise that the headline which appeared in the press and media was aimed at grabbing readers’ attention. This risk was shared across local authorities and should be included in the Register as a major risk due to the seriousness of its consequential impact, it was acknowledged that the media portrayal could damage the Council’s reputation. Officers acknowledged the concern and noted the challenge posed by sensationalised reporting despite all efforts to provide media outlets with the full narrative behind the ‘risk’. • that the previous removal and subsequent reinstatement on the register of the risk relating to Recruitment and Retention highlighted the fact that the Register was a dynamic and fluid document, with risks escalating or de-escalating as circumstances changed. Recruitment and retention issues varied across services and were also reflected in individual service risk registers. • that with respect of Risk 21, the integration of health and social care services remained a significant concern, particularly in light of projected demographic changes, including an ageing population and falling birth rates. Officers advised that this related to long-term planning and that the Risk Register provided a high-level overview, with committees able to scrutinise specific areas in more detail. Ongoing work with partners, including BCUHB, third sector organisations and, where appropriate, the private sector, was highlighted, as was the work that would be undertaken as part of the Marmot project to promote and develop health equity. • that changes were reported to CET and Lead Members in between committee reporting cycles but not routinely shared more widely. They agreed to consider how this might be improved. It was confirmed that there was not standardised format for the presentation of the Risk Register across Welsh authorities. • that this recruitment and retention remained a significant issue across Wales. Measures such as succession planning and career pathways had been implemented. A report on Recruitment, Retention and Workforce Planning was scheduled for presentation to Performance Scrutiny Committee in July. Following an in-depth discussion the Committee: Resolved: subject to the above comments – (i) in accordance with its role in managing risk for better service delivery, to receive the Corporate Risk Register Summary (Appendix 1b) to the report; (ii) to note the upcoming risk management workshops for elected members and Senior Leadership Team (SLT) members and to acknowledge that the full day SLT workshop is likely to lead to significant revision of the current Corporate Risk Register, supported with best practice guidance from the Council’s Corporate Insurers; (iii) to acknowledge the rationale for and the reinstatement of Risk 48 (Recruitment and Retention) onto the Corporate Risk Register; (iv) to support the proposed change in the reporting schedule for the Corporate Risk Register, from four light-touch updates to two thorough reviews that will be formally reported upon per year – in March and September and the full schedule, including Corporate Risk ‘Deep Dives’ as outlined in Appendix 3 to the report; and (v) supports the agreed actions following the Internal Audit review of the Risk Management Strategy in November 2025, which were to: · review the corporate “Managing Risk in Services” documentation to formalise a timeline for strategy review at least every 3 years; and · review the corporate risk strategy “Managing Risk in Services” to propose more detail on service risk assessment and risk monitoring, and interaction with the Corporate Risk Register.
Decision as recorded
Resolved: (i) to confirm that as part of its consideration it had read, understood and taken account of the Well-being Impact Assessment (Appendix 1 to the report); and (ii) that subject to the observations provided to support the measures taken to date, following consultation with all stakeholders, with respect of procuring a new Digital Services Platform/Customer Relationship Management (CRM) system for the Council.
The Lead Member for Corporate Strategy, Policy, Equalities and Strategic Assets, alongside the Head of Corporate Support Services: People and the Business Partner, presented the Customer Contact – Transformation Project Update (previously circulated). The report provided an update to the Committee on the latest position ahead of the purchase of a new Digital Services Platform / Customer Relationship Management (CRM) system, following consultation with all stakeholders. The Council operated with numerous points of customer contact across a wide range of access channels, many of which were unique to individual officers, teams, or services. Contact details were widely circulated through published materials and retained by customers following previous interactions, resulting in inconsistent entry points and limited oversight of enquiries and their resolution. In addition, the organisation maintained multiple CRM systems, each with its own infrastructure and cost. These systems were not integrated, preventing the creation of a single customer record. Whilst residents increasingly preferred to self-serve through online forms and digital channels, many enquiries still triggered manual back-office workflows due to outdated systems, policies, and procedures. With advances in technology and growing expectations for accessible and flexible services, there was significant opportunity to modernise the Council’s approach by expanding digital channels, streamlining processes, and improving the customer experience. As part of the transformation programme, a review of customer contact had been agreed and three broad workstreams had been identified: • Workstream 1 - Centralise all ‘front door’ contact centre functions where possible • Workstream 2 - Implement a new Digital Services Platform / CRM system, including AI • Workstream 3 - Develop a single self-service offer for residents (e.g. an app enabling access to their own account), including AI Officers clarified that, due to the current CRM system expiring in February 2027, priority had been given to Workstream 2, although preparatory work had also informed the other two workstreams. Members were advised of the engagement undertaken by officers in recent months, which had included Member Area Group meetings (MAGs), nominated representatives from each service (current and potential future users), and customer contact staff, in a bid to understand all stakeholders’ needs. The objective was to purchase a system that would act as a ‘single front door’ for customers to gain access to the Council. In response to the Committee’s enquiries officers advised: • that during periods of high call volumes and resident contact the pressures on Customer Services could be extremely high. At present during high demand, a small contingency of staff could be deployed to help relieve the pressure. Whilst the new system would not fully resolve high call volumes, it would improve resilience and enable the service to manage demand more effectively. • that they were well aware of problems encountered in the past with the integration of new systems, and as a result dedicated project management arrangements had been established and would remain in place right through the implementation phase with a view to securing a smooth transition to the new system. Robust and rigorous testing of all aspects and system functions would be undertaken before implementation. They also agreed to explore opportunities for Members to be involved in user testing at a later stage. • that with regards to security of information on a self-service application, Members were reassured that it would be secure and would require user authentication. However, it was clarified that this would not form part of the initial implementation and remained an aspiration for later phases. • that the requirement for the new digital platform to integrate with all current Denbighshire County Council systems had been written into the tender specification. • the aim was to purchase a cloud-hosted system which would include a back-up and recovery function. Whilst not all functions, such as the Single Point of Access (SPoA) would be fully integrated from ‘go-live’ date the intention was to purchase a tailored platform which could be built upon going forward as services evolved. • that both the current CRM and the new system would be used alongside each other until all relevant case data could be closed down or could be migrated over to the new platform as appropriate.. • that there would be no job losses as a result of the new system. The Customer Services team was a small team. The new system would release time for staff to deal with other tasks. • That whilst the system would deliver benefits for residents, it was recognised that not all residents were confident in using technology; therefore, maintaining staffing levels within one-stop shops remained necessary. • Members expressed frustration with the current system, noting that cases were sometimes closed before being fully resolved. Officers acknowledged these concerns and reassured Members that the new system would represent an improvement, with enhanced tracking and case management capabilities. Members highlighted the need for a robust exit strategy to be in place for the transition from the current system to the new platform. The Committee also emphasised that users, particularly residents, should play a key role in the system’s development. It was suggested that frequent users of the current C360 system be engaged to support the design of the new system. At the conclusion of a comprehensive discussion the Committee: Resolved: (i) to confirm that as part of its consideration it had read, understood and taken account of the Well-being Impact Assessment (Appendix 1 to the report); and (ii) that subject to the observations provided to support the measures taken to date, following consultation with all stakeholders, with respect of procuring a new Digital Services Platform/Customer Relationship Management (CRM) system for the Council.
Decision as recorded
Resolved: subject to the inclusions and amendments agreed during the meeting, to confirm its programme of future 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 11 June 2026. There were originally five items on the agenda however, the Scrutiny Coordinator informed the Committee that the Chair had agreed to a request to defer the presentation of the Recruitment, Retention and Workforce Planning item until July’s meeting. It was also clarified that the findings of review of the rollout of the waste and recycling service would not be available until the autumn, as the Task and Finish Group was yet to conclude its work. 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 15 May 2026 and would discuss any proposals submitted along with allocation of Transformation Programme projects to each of the scrutiny committees for detailed examination. The Committee: Resolved: subject to the inclusions and amendments agreed during the meeting, to confirm its programme of future work as set out in Appendix 1 to the report.
The Vice-Chair provided a verbal summary to the Committee of the various topics discussed at March’s meeting of the Capital Scrutiny Group (CSG), which included provision of a Streetscene Workshop in Llangollen, capital investment received from the National Lottery Heritage Fund towards National Landscapes projects, other small scale and schools’ capital projects along with investment in natural flood management. Meeting concluded at 1.05pm.
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