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There is no summary of this meeting yet. Summaries are written once the council publishes the minutes, which are its official record of what a meeting decided. They usually appear a few weeks after the meeting.
Apologies were received from Committee Members County Councillors Bryan Davies, Chloe Masefield, Liz Rijnenberg and Officers Jane Thomas - Director or Corporate Services and Paul Bradshaw - Head of People.
There were no disclosures of interest by Members relating to items to be considered at the meeting
The Committee did not receive any disclosures of prohibited party whips which a Member has been given in relation to the meeting in accordance with Section 78(3) of the Local Government Measure 2011.
It was noted that, due to an error, minutes which had already been approved by the Committee were presented. It was agreed that the minutes of the October meeting would be presented at the next meeting, alongside those for the current meeting. In regard to the Questions from Councillors document, a query was raised around the costs. While a service response was provided, it was confirmed that the figures would be finalised by the end of the financial year. A request was made by Committee that these figures be reported back to the committee, and this was noted as an action.
It was stated that the Rural Enterprise Policy was intended to be presented in December, although it was explained that this depended on the consideration of consultation responses and any necessary revisions to the policy. The committee was assured that updates would be provided to the Chair and Vice-Chair.
A presentation on strategic sites for economic development was delivered by Daniel Burgess, with additional context provided by Councillor Glyn Preston. · It was explained that strong demand for commercial property had been identified, particularly in Newtown. · Emphasis was placed on aligning the Local Development Plan (LDP) and funding programmes to support sustainable business growth. · The importance of affordability and viability was highlighted, rather than focusing solely on “easy wins.” · Opportunities for cluster growth in sectors such as renewables, agri-food, tourism, and digital industries were outlined. · Placemaking projects and support through the Mid Wales Growth Deal were referenced as key drivers for development. · The need for transparent frameworks and community input in identifying opportunity areas was stressed. Points raised by the Committee: Responses received from Officers or Cabinet Members: Community and Stakeholder Engagement Had the Council done enough to engage communities and, if so, what specific actions had been taken. Officers confirmed that the Council did undertake consultation exercises but acknowledged that these could be generic. They explained that while broad consultation fulfilled statutory requirements, it did not always capture the views of those most affected. For this reason, they stressed the importance of more targeted engagement, particularly with businesses and individuals who had a direct stake in local economic growth. Officers highlighted that hearing from employers about workforce planning and local needs was invaluable and that investing time in focused engagement brought significant benefits. Were recent consultations genuinely targeted. Officers confirmed that recent events were targeted. They cited an example of a three-hour in-person event where several speakers addressed companies with a genuine interest in economic development. They also referred to an upcoming event in Hay-on-Wye, which was expected to attract participants whose livelihoods were directly linked to the issues under discussion. What methods were used to identify and invite relevant businesses and were multiple communication channels employed to ensure participation. Officers explained that targeting was achieved through the use of a detailed business database, which allowed invitations to be directed to those most relevant to the consultation. They confirmed that multiple communication channels were used to maximise participation and ensure that key stakeholders were reached. Were officers willing to provide presentations to town and community councils to engage them more actively. Officers welcomed this suggestion and confirmed that they were willing to engage with town and community councils, though questions were raised around the practicalities. They emphasised that local intelligence was valuable and that closer collaboration with these bodies would strengthen the Council’s engagement efforts. Targeted Consultation and Business Intelligence What was the Council’s approach to targeted engagement, including the use of business databases and GDPR compliance. Officers explained that the Council maintained a detailed business database, which was used to identify and invite relevant stakeholders to consultation events. They confirmed that all engagement activities were carried out in compliance with GDPR requirements to ensure data protection and confidentiality. How was feedback from businesses being captured and used to inform strategic decisions. Officers stated that feedback was collected during targeted events and through follow-up discussions. They emphasised that this information was analysed and used to shape strategic priorities, ensuring that economic development plans reflected the needs and aspirations of local businesses. Were future consultations intended to include emerging industries and innovative sectors. Officers confirmed that future consultations would include emerging industries and innovative sectors. They explained that work was already underway to identify opportunities in areas such as digital technology, renewable energy, and advanced manufacturing, and that engagement with these sectors was considered essential for long-term economic growth. Transport Integration and Strategic Corridors Were major routes such as the A470 and A44 included in growth corridor planning. Officers confirmed that major routes, including the A470 and A44, were considered in growth corridor planning. They emphasised that transport connectivity was a key criterion for site development and that strategic corridors were being aligned with economic priorities. Were sustainable transport options—rail, bus, and active travel—being considered for access to new sites. Officers acknowledged that historically it had been difficult to align the region’s two main public transport systems—bus and rail. They expressed hope that improvements could be achieved under the new delivery model operated by Transport for Wales, which was now managed in-house by Welsh Government. They confirmed that sustainable transport options, including active travel, were being considered as part of the planning process. How did economic development plans align with the recently approved Regional Transport Plan and was freight movement being addressed alongside passenger travel. Officers stated that the Regional Transport Plan was seen as a vital component of the strategic growth framework and confirmed that economic development plans were being aligned with it. They also acknowledged the importance of improving freight movement and confirmed that discussions were ongoing to enhance regional infrastructure for both passenger and goods transport. Property Ownership, Availability, and Development Who owned the work units under discussion—Powys County Council, Welsh Government, or private stakeholders. Officers explained that while the aspiration was to retain as many units in-house as possible to generate rental income, capital constraints meant that a blended approach was anticipated. Some units would be retained by the Council, while others might be sold after groundwork was completed, particularly where there was strong private sector demand. Was the Council’s role primarily as a broker and how had the Council collaborated with partners to address shortages of medium and large units. Officers confirmed that the Council often acted as a broker and worked closely with Welsh Government and private stakeholders to address shortages. They acknowledged that availability of medium and large units was limited and that strategic partnerships were essential to overcome this challenge. What was the feasibility of creating new sites versus repurposing existing ones and had the Council considered utilisation of vacant spaces in areas such as Llanidloes. Officers stated that feasibility assessments were carried out on a case-by-case basis. They confirmed that vacant spaces in areas such as Llanidloes were being considered, but noted that structural and economic factors often influenced decisions on whether to repurpose or build new units. Repurposing and Cost Considerations Had repurposing older buildings been explored as a cost-effective alternative to new builds. Officers explained that while repurposing was desirable where appropriate, it was not always viable. They noted that structural integrity could be compromised when alterations were made and that, in many cases, it was cheaper to build new units than to adapt existing ones. What was the estimated cost per square foot for new construction and had structural limitations affected the viability of repurposing. Officers stated that the cost of new construction was often around £150 per square foot. They confirmed that structural limitations were a significant factor in determining whether repurposing was feasible. What was the Council’s influence over planning and building regulations to facilitate adaptive reuse. Officers confirmed that the Council worked within existing planning and building regulations but sought to use available flexibility to support adaptive reuse where possible. They cited examples of town centre regeneration projects funded through Welsh Government placemaking initiatives. Future Industries and Innovation What work had been undertaken to map potential future uses for vacant sites, particularly for industries less reliant on traditional infrastructure. Officers explained that work was underway to identify future uses for vacant sites, with a focus on industries that did not rely on traditional infrastructure. Had consideration had been given to sectors such as IT, energy, and digital industries, and how towns could be prepared for modern working practices. Officers confirmed that these sectors were being considered and that efforts were being made to improve digital connectivity and grid infrastructure to support them. They emphasised that preparing towns for modern working practices was a key priority. Were robotics and green tourism part of the strategy and had consideration been given to how Powys could position itself to attract large scale projects, such as data centres. Officers stated that positioning Powys to attract large-scale projects was a strategic goal. They confirmed that robotics and green tourism were included in the economic development framework and that engagement with business communities was being expanded to identify barriers and opportunities. Business Taxation and Wider Economic Factors Was the Council in conversation with Welsh or UK Government regarding business taxation, including business rates and national insurance contributions. Officers acknowledged that business taxation was an important consideration and confirmed that discussions with government on these issues would be beneficial. They noted that national insurance increases had had a significant impact on small businesses. Were lobbying efforts planned to address concerns about the impact of taxation on business growth. Officers agreed that lobbying was necessary and stated that work would be undertaken to raise these concerns with the relevant authorities. Support for SMEs and Start-Ups Had the Council sufficient premises to support start-ups and small businesses. Officers explained that while the Council owned a number of starter units, availability was limited. They confirmed that efforts were being made to address this through strategic projects and partnerships. Were shared or incubator spaces being considered to help new enterprises grow without prohibitive costs. Officers stated that shared and incubator spaces were being considered as part of the Council’s approach to supporting start-ups and small businesses. How was the balance between developing large units and smaller, flexible spaces to meet diverse business needs being met. Officers confirmed that achieving this balance was a key priority and that both large units and smaller, flexible spaces were included in the Council’s economic development plans. Scrutiny made the following observations: The Committee noted that: • Targeted consultation events had taken place, such as the Workshop in Newtown, which attracted over 90 businesses. • The Council maintained a detailed database of businesses for engagement purposes. • The Council was exploring opportunities to repurpose vacant buildings through placemaking and regeneration funding. The Committee requested that: • Officers produce a shareable crib sheet or summary document to help ward members engage businesses in their areas. • Town and community councils be included in future engagement, potentially via regional sessions or Sustainable Powys events. • Future mapping of vacant and underused sites includes consideration of emerging industries and modern working practices. The Committee remained unconvinced of: • Whether current consultation efforts sufficiently reached all relevant businesses, particularly those not yet engaged or aware of available support. • The effectiveness of existing transport integration in supporting economic development, especially in rural areas. The Committee expressed concern of: • The limited availability of medium and large workshop units and the barriers to developing such sites. • The affordability of new builds, with construction costs cited at £150 per square foot. • The lack of clarity around ownership and future use of legacy industrial units, such as those in Llanidloes and Carno. Scrutiny’s Recommendation Accept (plus Action and timescale) Partially Accept (plus Rationale and Action and timescale) Reject (plus Rationale) 1 Proactively map out potential uses for vacant sites and underused sites, considering industries that may not be fully established and likely to grow. 2 Continue and expand targeted consultation with businesses to ensure developments meet actual and future needs, especially in emerging sectors like digital, energy, and green industries. 3 Town and community councils be included in future engagement—potentially through regional sessions or Sustainable Powys events—and a shareable crib sheet or summary document be produced to help ward members engage businesses in their areas. 4 Demonstrate greater alignment between economic development and transport planning, particularly to support access to new employment sites via sustainable modes (rail, bus, active travel). 5 Create a regular newsletter or similar communication channel - to share relevant information with local businesses. 7 Consider initiating or strengthening lobbying efforts in key areas identified through scrutiny and stakeholder engagement, particularly where there are known barriers to economic development or infrastructure investment.
A series of reports on delivered savings across multiple service areas was presented by Anne Phillips and Heads of Service, with an introduction provided by Councillor David Thomas. • It was explained that the reports followed a common structure, referencing the council’s corporate and strategic equality plan, Stronger, Fairer, Greener, and its three core objectives. • Each report included an Appendix A, which assessed the impact of savings using indicators such as “Y” for impact, “N” for no impact, and “P” for positive impact. • The purpose of the reports was stated as providing an overview of savings delivered and evaluating their potential impact on residents, communities, and corporate objectives. • It was noted that members had previously requested more detailed information on savings delivery beyond year-end outturn reports, and this approach was introduced in response to that request. • Total savings of approximately £1.4 million were reported, achieved through measures such as reductions in utility costs, consultancy budgets, and increased use of grant funding instead of core budgets. • Undelivered savings of just under £50,000 were noted, primarily due to contract variations involving Freedom Leisure, with these carried forward to the following year. • It was confirmed that no negative impacts had been identified from the savings made, as they were considered low-level and internal to services. • For Highways, Transport and Recycling, savings were achieved through adjustments such as bus fare increases, ditching budget reductions, and removal of cardboard recycling banks, with the latter now completed. • Positive outcomes were highlighted, including feedback from Radnorshire–Presteigne on street lighting changes, which supported dark skies initiatives and environmental goals. Points raised by the Committee: Responses received from Officers or Cabinet Members: Clarity was requested as to what stage was a decision made not to proceed with a saving if its impact assessment showed a poor or very poor rating, or a high risk. Why were some high-risk proposals still carried forward. Officers explained Impact assessments were conducted by individual services when proposing savings. Any savings put forward were expected to be deliverable. Where an assessment identified a high risk, mitigation measures were applied. If risks were not mitigated, the decision on whether to proceed rested with the service, but ultimately, final decisions were made during the budget-setting process by Cabinet, not solely by officers. It was acknowledged that most low-impact savings had already been taken, so remaining proposals were medium- to high-impact and challenging. Corporate Services and Finance How was the £110k finance transformation saving calculated, given that manual tasks were reduced but staff remained employed. The saving was achieved through vacancy management rather than redundancies. Manual tasks were removed via automation and the introduction of AI and bots, reducing the need for certain roles. Posts were left unfilled, and the associated salary costs were removed from the budget, which accounted for the £110k saving. What did “not yet” mean in Appendix A under the reduced leisure management backlog budget. Officers clarified that “Not yet” indicated that the full impact of the reduction had not been assessed at the time of reporting. The backlog budget was reduced as part of the savings requirement, but the service was monitoring the situation to understand any future implications. At present, there was no immediate impact, but this would be reviewed over time. Could future reports include overachievement as well as savings. Officers agreed this could be explored through performance reporting. Digital Services Which specific council objectives had been affected by the reduction in digital services staffing, given the report stated a “limited impact”. The reduction in staffing levels in Digital Services led to a slight increase in workload and limited impact on the pace of delivery. Officers confirmed that further detail on which council objectives were affected would be provided as a follow-up, as no representative from Digital Services was present to give specifics during the meeting. Community Wellbeing What was the vision for the library service in future years, given that grant funding had supported current provision. The Library Service continued to operate within budget and maintained 14 library buildings. Grant funding was described as supporting service delivery. The vision was to keep libraries open while exploring opportunities for efficiency, including collaboration with other services. Were there plans to co-locate libraries with other services to reduce costs. Officers explained that co-location was considered an option for the future if it best served communities, but there were no current plans to implement it. What was the purpose of the “consultant’s budget policy unit” mentioned in the savings report. It was clarified that the “policy unit” was a historical name for a budget line within Community Wellbeing where some central costs and salaries were held. The consultant’s budget was historically used for engaging consultants for research, data, or specialist work. This budget was reduced to help meet savings targets. Highways, Transport and Recycling How had rolled-over savings been managed given overspend risk. Around 83% of savings had been achieved; remaining proposals were challenging and under review. Given the decrease in fare-paying bus passengers after fare increases, should the council consider reducing fares in future Officers explained that setting bus fares requires balancing affordability with maintaining sustainable services. Welsh Government had introduced a £1 fare for 5–21-year-olds, which was expected to encourage bus use. Early signs of growth were noted, and pricing strategy would continue to be reviewed as part of a long-term approach. Would a flat bus fare (e.g., £2) be a viable option to encourage greater use of public transport The suggestion was acknowledged as worth considering. Officers noted that the average income per passenger was around £2, and the minimum fare was £1.30. While a flat fare could simplify the system and potentially increase usage, it might deter short-trip users. The idea would be explored further. Was there a working paper analysing the impact of parking charges on local businesses and shopping behaviour Officers explained that a review conducted with Aberystwyth University found little correlation between parking charges and high street footfall. Research suggested that shopping habits and destination appeal had more influence than parking fees. However, public perception remained that charges affected business. Were car park usage figures up or down compared to previous years, and could updated data be provided It was noted that usage was ahead of forecast as of August, influenced by seasonal factors, good weather, and the introduction of mobile app payments and blue badge charges. Officers committed to providing the most up-to-date figures in a follow-up report. Planning and Regulatory Services Had burial fees been benchmarked against churchyard costs, and why was the council among the top three most expensive in Wales. It was clarified that burial fees had been benchmarked against other local authorities, not churches. The council was among the top three most expensive in Wales. Fees were not increased last year to monitor trends, but income still fell short of cost recovery. Officers agreed that benchmarking against churches could provide useful insights. Why had the annual licence fee for local businesses increased significantly—from £36 for three years to around £98 per year—and what consideration was given to the impact on struggling businesses. Officers explained that licensing fees were set based on the cost of delivering the service. The increase reflected actual service costs and compliance requirements. Officers acknowledged the pressure on businesses but confirmed that fees were aligned with statutory obligations. Did the council undertake any marketing to promote income-generating services or was it reliant on demand alone. Officers stated that marketing varied by service. For example, Building Control actively marketed its services and remained competitive, while other services relied on being the sole provider. Demand was also influenced by external factors such as cost-of-living pressures and upcoming changes to planning fees. Given the shortage of Environmental Health Officers (EHOs), was the council using freelance officers or paying other councils to cover gaps Officers noted that the council had experienced recruitment challenges and had occasionally relied on consultants, including one sourced from Scotland, due to national shortages. Efforts were underway to “grow our own” through graduate posts, but this approach takes time to develop expertise. Was the grading system placing additional pressure on EHOs and were there delays in inspections and issuing grades. Officers acknowledged that the grading system added pressure, and there were delays in inspections due to staff shortages and sickness. Officers confirmed that resources were being reallocated, and AI solutions were being explored to improve resilience Scrutiny made the following observations: The Committee noted that: • The savings reports were produced in response to member requests and Audit Wales recommendations for greater transparency. • Some savings were achieved through natural staff turnover and process automation, such as the use of AI in finance. • Some savings had been carried forward due to delays or external factors, such as high interest rates or contractual issues. The Committee welcomed that: • Officers had managed to deliver savings in challenging circumstances, often through creative use of grant funding. • The majority of savings in community wellbeing and housing services were achieved with minimal impact on service users. The Committee requested that: • Future savings reports include information on areas where financial performance had exceeded expectations, such as overachievement. • Impact assessments be presented with clearer categories or notes, rather than simple yes/no indicators. • Reports distinguish between budget impact and resident impact and align risk and impact reporting more effectively. • Benchmarking be carried out against other providers (e.g. churchyards for burial services) to identify cost efficiencies. • Officers consider the feasibility of a flat-rate bus fare to encourage public transport use. • Statutory duties be flagged in future performance reports, with commentary where targets were not met. The Committee remained unconvinced of: • Whether the current presentation of impact assessments accurately reflected the effect on residents, particularly in areas like bus fare increases and drain clearance. • The adequacy of enforcement targets in planning, with concerns raised about the length of time taken to investigate breaches. The Committee expressed concern of: • The high number of savings rolled over in Highways, Transport and Recycling (HTR), and the projected overspend in that service. • The long-term impact of reduced ditching and drain clearance on flooding and road erosion. • The affordability and competitiveness of cemetery fees, and the declining demand for council-run burial services. • The difficulty in recruiting and retaining Environmental Health Officers and Trading Standards Officers, particularly in food hygiene and standards. Scrutiny’s Recommendation Accept (plus Action and timescale) Partially Accept (plus Rationale and Action and timescale) Reject (plus Rationale) That future savings reports include information on areas where financial performance has exceeded expectations (i.e., overachievement), in addition to detailing savings and shortfalls. That future reports include more detailed impact assessments, using clearer categories or notes instead of just yes/no answers—especially when the impact is uncertain or mixed. That future reports clearly show when budget savings have an impact on services or residents, rather than suggesting there is none. That benchmarking be carried out against church venues to explore whether they deliver services at lower cost, and to identify any practices or efficiencies that could inform future savings or service delivery improvements. That statutory duties be flagged in performance reports, with commentary on non-compliance.
A performance update for Quarter 2 was presented by Matt Perry, covering key measures within economic development and growth. · It was reported that planning application processing times had accelerated significantly, with a working group established to identify and address blockages. · Tourism infrastructure projects were noted as being underway, with four linked to toilet improvements funded through the Brilliant Basics programme and others associated with the Marches initiative. · An administrative error in the report regarding the target for tourism projects was acknowledged, and clarification was provided that the correct figure should reflect current delivery progress. · Concerns regarding energy retrofit quality were highlighted, with officers explaining that guidance was available through Warm Wales, although enforcement of standards remained outside council control. · Heating safety checks were reported as a priority, with efforts made to access 100% of properties across all heating types, including gas, oil, electric, solid fuel, and air source heat pumps. · It was noted that some residents had refused access for essential safety work, requiring legal intervention. · Legal access was confirmed as requiring a court order, and it was reported that progress had been delayed due to the absence of a housing solicitor following staff departures. · Recruitment of a new solicitor was identified as essential to enable enforcement action where access was refused. Points raised by the Committee: Responses received from Officers or Cabinet Members: What were the six tourism infrastructure projects referred to in the report. Officers clarified that they were linked to the Brilliant Basics funding programme and included improvements to visitor facilities and signage. Details were provided in the tourism strategy. All six projects were on track, with some already in delivery phase. Officers noted that progress updates would be shared in the next quarterly report. Why did the target show ‘six in 2027’ instead of the current year—was this an administrative error. The target reflected the completion date for the projects, not the start date. Officers confirmed this was correct and aligned with funding timelines. How frequently was the council monitoring individuals placed in bed and breakfast accommodation, and what challenges were faced in meeting targets. Officers explained that monitoring was carried out weekly, with reports produced to track occupancy and support needs, but challenges included staffing shortages and increased demand for temporary accommodation. What progress had been made on the Enhanced Homelessness Pilot, and how was it helping to prevent homelessness. The pilot, launched in July, focused on early intervention and wraparound support for individuals at risk of repeat homelessness. Officers reported positive outcomes, including a reduction in repeat cases and improved engagement with support services. Negotiations were underway to purchase properties for council-run accommodation as part of the pilot’s long-term strategy. Why had the number of monitored cases dropped to 80 after 12 months, and what factors contributed to this reduction. Officers stated that the drop to 80 cases was attributed to successful rehousing initiatives and improved prevention strategies under the pilot scheme. Officers noted that the council had secured additional properties and strengthened partnerships with housing providers, which reduced reliance on temporary accommodation. What steps were being taken to purchase properties for council-run bed and breakfast accommodation, and how would this improve support for repeat homelessness cases. The council was actively negotiating the purchase of three properties to provide self-contained accommodation. This approach aimed to reduce costs, improve monitoring, and deliver tailored support for individuals with complex needs, including those experiencing repeat homelessness. How was the council preparing for upcoming Welsh Government legislation that would increase responsibilities around homelessness. Preparations included reviewing staffing levels, updating policies, and securing additional funding streams. Officers confirmed that the legislation would require more proactive prevention work and increased capacity for temporary accommodation. What were the main concerns around energy retrofit quality, and how was the council ensuring contractors met required standards. Officers stated that concerns centred on poor workmanship and inconsistent quality in retrofit installations. Officers explained that guidance was available through Warm Wales, but enforcement was limited because homeowners contracted work directly. The council was implementing stricter quality checks, contractor vetting, and training to improve standards. How was the council addressing heating safety and access issues, particularly where residents refused entry for essential checks. Officers confirmed that legal notices were issued where necessary, and out-of-hours appointments were offered to improve access. Social services were engaged to encourage compliance, and court orders were pursued in cases where entry was refused. Why had the council been without a housing solicitor, and what impact did this have on progressing legal action for access. Recruitment difficulties had delayed the appointment of a housing solicitor, which impacted the ability to progress court orders for access. Officers noted that previous solicitors had moved on to senior roles, and a new appointment was now in place to address the backlog of cases. What were the differences between performance measures 133 and 148, and why were they reported separately. Officers clarified that measure 133 related to initial response times for enforcement cases, while measure 148 tracked full case resolution, including compliance and closure. Officers explained that separate reporting provided clarity on performance at different stages of the enforcement process. Scrutiny suggested the following actions: Action Service Area Provide a clear and accurate list of the six tourism infrastructure projects, including those linked to the Brilliant Basics programme, and ensure this is reflected correctly in future reports. Correct the administrative error in the performance report where the target was incorrectly shown as “six in 2027” and confirm the correct timeline for delivery. Include more detailed commentary in future performance reports to explain variances, targets, and progress against measures. Ensure that performance measures are clearly defined and distinguish between similar indicators (e.g., measures 133 and 148) to avoid confusion. Review enforcement performance targets and consider whether improvements can be made to reduce case resolution times below the current 84-day standard. Provide updates on actions taken to reduce enforcement backlogs and outline plans for improving resilience in enforcement services, including recruitment and cross-training. Share progress updates on homelessness prevention initiatives and property acquisition for council-run temporary accommodation in future reports. Improve clarity in reporting by adding explanatory notes where targets are missed or measures are marked “green” despite delays.
No responses received.
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