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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 have been received from Cllr Jake Berriman, Leader and Cabinet Member for People, Place and Partnerships, Committee Members Cllr Gary Mitchell, Cllr Peter James and Cllr Karl Lewis and Officer Jenny Ashton, Senior Manager for Community Wellbeing.
The Committee received the following disclose of interests by Members relating to items to be considered at the meeting: 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.
The Chair was authorised to sign the Minutes of the previous meetings on 12th June as a correct record. Proposer: Cllr Corinna Kenyon-Wade Seconded: Cllr Bryan Davies The Chair was authorised to sign the Minutes of the previous meetings on 20th June as a correct record. Proposer: Cllr Pete Lewington Seconded: Cllr Bryan Davies
The Deputy Leader and Cabinet Member for a Fairer Powys, Councillor Matthew Dorrance, introduced the item. He explained that the Council had committed to delivering 350 new council homes for social rent by 2031, and Welshpool had been identified as a high-demand area with limited land availability. The Berriew Street Car Park, a brownfield site owned by the Council, had been proposed for development to help meet this housing need. The site had been selected in collaboration with other service areas, and the transfer of the land to the Housing Revenue Account (HRA) had been proposed at an affordable value, in line with the Council’s corporate asset policy and legal advice. Councillor Dorrance emphasised that the development would support the Council’s strategic objectives and alleviate housing pressures in the area. Points raised by the Committee: Responses received from Officers or Cabinet Members: Legal and Financial What had been the constraint or concern around Community Asset Transfer (CAT) regulations. It was clarified that the transfer had not been a Community Asset Transfer (CAT). Officers explained that both the Housing Revenue Account (HRA) and the General Fund were integral parts of the Council, and the transfer had been an internal accounting process rather than a transfer to a separate entity. The HRA had been required to pay a capital receipt to the General Fund, in line with legal and policy requirements, but the asset had remained within the Council’s ownership. Why had the affordable value (£280k) been so much lower than the market value (£520k). Who had determined this figure and on what basis. Officers explained that the affordable value had been determined through a formal viability assessment process. This process had considered the cost of building homes to Welsh Government standards, the lower rental income from social rents (which in Welshpool were less than half of market rents), and the long-term costs of maintenance and management over a 60-year period. The residual land value had then been calculated based on what could be afforded while still delivering viable social housing. Had the transfer complied with the Local Government Housing Act 1989 and all legal regulations. The Portfolio Holder confirmed that legal advice had been sought and that the Council’s legal officer had reviewed the proposal. It was stated that the report would not have been brought forward if there had been any risk of non-compliance with the law, including the Local Government and Housing Act 1989. Local Impact What consideration had been given to the loss of 400+ parking spaces, especially for community use and events. The Portfolio Holder acknowledged the significant reduction in parking spaces but stated that the decision had been based on usage data and observations indicating that the car park had been underused. It was confirmed that alternative parking provision existed in Welshpool, and that the Council had committed to working with local groups such as the Scouts to ensure continued access and parking for their facility. How often had the car park been full. Had robust data been available to support this. Officers confirmed that data from ticket machines had been analysed, and the machine with the highest usage had been in the area of the car park not proposed for development. The introduction of a parking app had made data collection more complex, but the existing data had supported the conclusion that the car park had not been full on most days. Had the Council used recent or historical data to assess car park usage. It was confirmed that both recent and historical data had been considered. Ticket machine data had been analysed, and officers had also conducted site visits. It was acknowledged that changes in parking technology had affected data collection, but the available evidence had supported the conclusion of underuse. Had the underutilisation of the car park been due to higher parking charges. The Portfolio Holder noted that while parking charges may have influenced usage, the Council had not observed a significant reduction in usage following changes to parking fees. Had the needs of local businesses and events been considered in this development. It was stated that the needs of local businesses and events had been considered. It was also emphasised that new residents would contribute to the local economy and that the development would support the vitality of the town centre. The Council had also committed to accommodating events where possible. Had the Council looked at car parking provision across Welshpool as a whole. The Portfolio Holder confirmed that the Council had considered parking provision across the town. It had been noted that there were other car parks nearby, including one adjacent to a supermarket, and that active travel and public transport were also being promoted as alternatives to car use. Why had another field (mentioned in a resident email) not been considered for development instead. Officers stated that they had not been aware of the alternative site mentioned in the resident’s email. It was explained that the Council’s preference had been to develop brownfield or greyfield sites, such as the car park, in order to protect green spaces for future generations. Housing Design and Local Need How would the new homes meet energy efficiency and climate resilience standards. Officers confirmed that all new homes would be built to the highest environmental standards mandated by Welsh Government. The homes would be energy efficient, use electricity as the primary heating source, and be designed to be low maintenance and long-lasting. The Council’s housing design guide and standard house types would be used to ensure quality and consistency. Would the type and style of homes meet local demand and support the homelessness strategy. It was confirmed that the housing mix had been based on data from the Homes in Powys register, reflecting local demand. The homes would be designed to blend with the local style and would be suitable for long-term use, supporting the Council’s homelessness strategy by providing secure, affordable housing. Would these homes be for Powys residents only, or also for asylum seekers. The Portfolio Holder clarified that the homes proposed in this development would be for Powys residents. Participation in the Home Office asylum dispersal scheme was a separate matter and would not affect the Council’s existing social housing programme. Project Delivery and Risk Management What had been the key risks to delivering this project (e.g., planning delays, cost increases). Officers identified several risks, including planning delays, rising construction costs, and potential changes in grant funding. It was confirmed that these risks had been assessed, and mitigations had been built into the project plan. The most significant risk identified had been the potential for a change in Welsh Government policy following the next Senedd election, which could affect the availability of social housing grant funding. Had mitigations been factored in for planning, funding, and construction risks. Yes, officers confirmed that mitigations had been factored in. The service had assessed the risks and had confidence in its ability to manage them. The project had been designed to be deliverable within the current policy and funding framework, with contingencies in place for known risks.
Scrutiny made the following observations: The Committee noted that: • The proposal supported the Council’s strategic aim to increase social housing in Welshpool. • The development would deliver 32 new council homes in Welshpool, addressing a significant housing need with 414 applicants listing the town as their first choice. • The transfer of the land from the General Fund to the Housing Revenue Account (HRA) complied with legal and financial regulations. • The affordable land value had been calculated using the Council’s Corporate Asset Policy and viability assessments. • Alternative parking provision existed in Welshpool, and the most-used section of the car park would remain accessible. • The housing scheme would not be affected by the Asylum Seeker Dispersal Programme. The Committee welcomed that: • The development would deliver 32 new energy-efficient, low-maintenance homes designed to meet climate resilience standards. • The Council had committed to working with local stakeholders, including the Scouts, to mitigate the impact of reduced parking. • The homes would be designed to fit local style and appearance. The Committee requested that: • Cabinet carefully consider the contents of a resident’s email regarding the reduction in parking and provide a full response to the resident. • Cabinet ensure that the concerns raised by the Scouts and other community users of the site are addressed in the development process. The Committee expressed concern of: • The reduction of parking spaces from 450 to 56 could negatively impact community groups, local businesses, and events by limiting accessibility and participation. Scrutiny’s Recommendation Accept (plus Action and timescale) Partially Accept (plus Rationale and Action and timescale) Reject (plus Rationale) 1. That the email received by Committee Members from a local resident be forwarded to Cabinet for full consideration before any decision is made, and that a response be sent to the individual concerned. 2. Committee supported with the proposal.
The Portfolio Holder for a Greener Powys, Councillor Jackie Charlton, introduced the winter maintenance paper. She explained that the policy had been significantly updated following a review of the outdated 20-year-old framework. The revised policy had introduced a structured tier system for route prioritisation, based on guidance from the National Winter Service Research Group (NWSRG). A public consultation had been held in 2023, followed by a local member consultation in 2024. The new matrix aimed to ensure a fairer and more consistent approach to winter gritting across Powys. Points raised by the Committee: Responses received from Officers or Cabinet Members: Policy Background Why had the policy been updated and what had been the rationale for the changes. It was explained that the previous winter maintenance policy had been over 20 years old and had led to inconsistent service delivery across Powys. Routes had been approved on an ad hoc basis, sometimes influenced by non-strategic factors. The revised policy had introduced a structured tier system based on guidance from the National Winter Service Research Group (NWSRG), aiming to ensure a fairer, more consistent, and evidence-based approach. Route Prioritisation How had the tier system been structured and what did each tier represent. Officers explained that the new policy included five tiers (excluding trunk roads). Tier 1 covered emergency routes, Tier 2 included key services such as hospitals and schools, and Tier 3 covered community routes like strategic bus routes. Tiers 4 and 5 were not included in precautionary treatments and would rely on grit bins or be treated reactively in severe weather. Why had school routes been classified as Tier 5. Officers clarified that education facilities themselves had been included in Tier 2, ensuring access to schools. However, feeder routes used by school buses and taxis from across catchment areas had been placed in Tier 4 or 5, as it had not been feasible to grit every possible route. This approach was consistent with the previous policy. How had the impact of cutting 250 miles of gritting routes been assessed, especially for emergency access. Officers stated that the changes had not constituted a cut of 250 miles, but rather a reclassification and change in treatment frequency. Emergency access would still be ensured through the Council’s winter plan, which remained unchanged. In whiteout or extreme weather, emergency protocols would be activated. Risk Management Had the potential cost of increased accidents due to reduced gritting been considered. Officers confirmed that the policy had been developed using NWSRG guidance and had been designed to be “reasonably practicable” in legal terms. While accident data had not been explicitly modelled, the approach balanced risk, cost, and available resources and was expected to withstand legal scrutiny. Had mitigations been factored in for emergency situations. Officers explained that the winter plan, which covered emergency responses such as whiteout conditions, had not changed. The Council would continue to coordinate with emergency services and use its 4x4 fleet and volunteer drivers to ensure access to vulnerable areas. Community Support What would happen if residents were unable to access or use community grit bins. It was acknowledged that grit bins had limitations, particularly for residents with mobility issues. However, local communities, town and community councils, and county councillors would be encouraged to support vulnerable residents during severe weather. The Council had also committed to replacing salt piles with grit bins to reduce waste and improve accessibility. Could grit bins be numbered or mapped for easier reporting. The Committee suggested that bins be numbered or included in the Council’s mapping system to allow residents to report when bins were empty. Officers agreed to explore this and acknowledged the need for a more strategic and digital approach to grit bin management. Financial Considerations Why had the purchase and installation of 100 salt bins cost £40,440 Officers explained that the cost included not only the bins but also site assessments, levelling, installation, and ensuring stability. It was noted that the figure had since been improved, and the Council had used part of its highways funding to support the rollout. What had the £130k under-delivered saving been for? Officers explained that the £130,000 had been a long-standing savings target for winter maintenance within the Highways, Transport and Recycling (HTR) service. The proposed changes in the winter maintenance policy had been expected to deliver £87,000 of that target, leaving a residual shortfall to be addressed through other means. Had the Council used average data to estimate savings and treatment frequency. Officers confirmed that the policy had been based on historical averages, such as 120 gritting actions per year. The 10% treatment rate for Tier 3 community routes had been based on the frequency of prolonged cold spells or heavy snow in recent years. Consultation and Member Engagement Had local knowledge and resident feedback been used in shaping the new policy. Officers confirmed that a public consultation had been conducted in 2023, followed by a local member consultation in late 2024. Feedback from residents and councillors had been incorporated into the revised tiering system. However, it was acknowledged that engagement levels had varied, and only a small number of councillors had attended one-to-one sessions. How many councillors had 1-to-1 sessions with officers about their routes. Officers reported that six councillors had attended one-to-one sessions, and a further four or five had submitted email responses. Four drop-in sessions had been arranged, but attendance had been limited. Could each councillor have been sent their route and tier information. Officers confirmed that route and tier information had been sent to Members in September and October 2024. Trunk Roads and External Funding Had any of the £1.2 million from Welsh Government been used for winter maintenance. Officers clarified that the £1.2 million had been revenue funding for highways maintenance, not capital. It had been earmarked for preventative maintenance rather than winter gritting. A Member Development session had been scheduled to provide further detail on how the funding would be used. What would happen if the trunk road authority did not agree to increase their contribution. Officers stated that discussions with the trunk road authority had been positive, and it had been expected that they would agree to a revised contribution. Even if the percentage contribution increased, the overall cost to the authority would likely decrease due to reduced vehicle usage.
Scrutiny made the following observations: The Committee noted that: • The Winter Maintenance Policy required modernisation. • A new tiered gritting matrix had been introduced, based on national best practice. • Salt bins were to be installed in areas previously served by salt piles, improving accessibility in rural communities. • The strategy aimed to deliver £87k in savings against a long-standing £130k target. • Local communities and councillors were expected to support the use and maintenance of grit bins. The Committee welcomed that: • The updated policy introduced a structured approach to route prioritisation. The Committee requested that: • The Winter Maintenance Policy be formally updated and communicated to all members, including route and tier information. • The Council explore digital solutions (e.g. QR codes or numbering systems) to improve grit bin monitoring and reporting. • That the Council continue to monitor and evaluate the impact of the changes, particularly in rural areas. The Committee remained unconvinced of: • The assumption that all residents would be able to access and use community grit bins effectively. • The robustness of the data used to justify route reductions, particularly in light of changing weather patterns and car parking charges. The Committee expressed concern of: • The potential isolation of rural communities due to proposed reductions in gritting routes. • The risk of increased accidents and emergency access issues resulting from reduced winter maintenance coverage. Scrutiny’s Recommendation Accept (plus Action and timescale) Partially Accept (plus Rationale and Action and timescale) Reject (plus Rationale) Recommend that the policy be updated and clearly framed as a risk-based approach rather than a cost-saving measure. Support the preferred option (Option 2) of the Winter Maintenance Strategy.
Councillor Jackie Charlton, Cabinet Member for a Greener Powys, introduced the Climate and Nature Annual Report. This was the first full-year report since the establishment of the Climate and Nature Steering Group and represented a significant milestone. The report summarised progress across six key workstreams: buildings, land, nature and rivers, mobility and transport, governance, and energy and supply chain. It also included updates on collaborative projects such as the Severn Water Management Scheme. Councillor Charlton highlighted that the report was intended to support transparency and accountability, and that a new route map and key performance indicators were being developed to guide future work. She emphasised that the strategy was not just about compliance but about transformation, and that it aligned with the Council’s broader sustainability goals. Points raised by the Committee: Responses received from Officers or Cabinet Members: Purpose and Scope What was the purpose of the Climate and Nature Annual Report. It was explained that this was the first full-year report since the establishment of the Climate and Nature Steering Group. It represented a significant milestone in tracking progress against the Council’s climate and nature emergency declarations. The report covered six key workstreams: buildings, land, nature and rivers, mobility and transport, governance, and energy and supply chain. Was the report intended to propose changes. The report was for information only. It served as a tool for transparency and accountability, helping to evaluate how effectively climate and nature considerations were being embedded into governance, risk management, and service delivery. Report Format and Accessibility Why were there two different versions of the report. Councillor Charlton, Cabinet Member for a Greener Powys, explained that the longer version had been the original internal working document, containing detailed narrative and technical content. The shorter version had been produced for public engagement, with simplified language and links to further information, to make it more accessible and digestible for a wider audience. Could the report be made more visual or summarised. It was acknowledged that future reports should be more visual and easier to read. She expressed a desire to produce a version suitable for schools and the general public, with infographics and clearer summaries. This would depend on available resources. Deliverables and Actions Had the deliverables listed in the report actually been completed. Officers confirmed that the deliverables listed had been achieved, but many had been high-level or foundational in nature. It was explained that the original action plans had been based on the Netherwood Commission’s recommendations. As understanding and engagement had grown, the Council had begun developing more detailed and long-term action plans, which would be completed by September 2025. What are the next steps, and will there be a long-term plan. Officers confirmed that a new route map and a set of key performance indicators (KPIs) were being developed. These would guide the Council’s work through to 2030 and would be reported on annually. The next annual report would include more visual content and clearer progress tracking. Emissions and Carbon Accounting Why did the Council’s carbon emissions increase despite all the work done. It was explained that the increase had been due to changes in the Welsh Government’s carbon accounting methodology, which now included school transport and supply chain emissions. They noted that the Council was exploring its own internal carbon accounting to better reflect local progress. It was also acknowledged that some emissions increases had resulted from staff returning to offices post-COVID. Could the Council produce its own carbon accounts. Councillor Jackie Charlton, Cabinet Member for a Greener Powys, stated that she had requested internal carbon accounts to better reflect the Council’s actual progress. Daniel Burgess, Head of Economy and Climate, confirmed that this was being explored, particularly to account for savings from electric vehicles and energy-efficient procurement. What had “fleet and business travel growth” referred to. Officers explained that this referred to increased staff travel to offices following the pandemic. While commuting and homeworking emissions had decreased, business travel had increased, contributing to the overall rise in emissions. Why were active travel routes not included in the emissions reduction section. It was clarified that active travel routes had not been included because the Council’s carbon accounting focused on services it directly controlled—such as buildings, fleet, and procurement. Active travel, being territorial and largely dependent on individual behaviour, had not been included in the Council’s service-based carbon accounts. However, it was acknowledged the importance of active travel and agreed to raise the issue with Welsh Government. Risks What were the key risks to delivering the climate and nature strategy. Officers identified limited staff resources and funding as key risks. Diane Reynolds, Director of Economic Development and Growth, noted that the Council had not always been able to maximise available grants due to capacity constraints. Officers added that procurement and contract management were areas requiring further development to reduce emissions. Was the Council confident in meeting its 2030 net zero target. Officers expressed cautious optimism. They acknowledged the scale of the challenge but stated that the route map and KPIs would provide a clearer trajectory. The Council was actively seeking external funding and working across departments to embed climate considerations. Were the eight Netherwood priorities that were off-track now being addressed Officers confirmed that all eight priorities were being actively worked on. The Council planned to revisit and reassess them in light of the new route map and KPIs, and to reflect progress in the next annual report.
Scrutiny made the following observations: The Committee noted that: • The Climate and Nature Annual Report reflected significant progress, including LED lighting upgrades and EV fleet expansion. • The Council’s carbon emissions had increased, partly due to changes in data reporting and increased staff travel post-COVID. The Committee welcomed that: • A new route map and set of key performance indicators (KPIs) were being developed to guide future work • The Council was exploring electric vehicle options and infrastructure improvements to support sustainability goals. • The Council had drawn in significant external funding, including £7million from the Shared Prosperity Fund. • The breadth of work and congratulated officers on this achievement. The Committee requested that: • The Climate and Nature Annual Report include clearer timelines and a visual summary of progress, including KPIs. • Active travel routes be discussed with Welsh Government and considered in future climate planning. The Committee remained unconvinced of: • The Council’s ability to meet its 2030 net zero target without additional resources and structural changes. • The clarity of some deliverables listed as “achieved” in the report, which appeared to be in progress. The Committee expressed concern of: • The Council’s rising carbon emissions despite significant investment in sustainability initiatives. • The impact of limited staff capacity on the Council’s ability to access grants and deliver climate actions. Scrutiny’s Recommendation Accept (plus Action and timescale) Partially Accept (plus Rationale and Action and timescale) Reject (plus Rationale) • Recommend that the Council engage with Welsh Government to explore how active travel routes and networks can be better integrated into climate and emissions planning. • Recommend that future reports include a robust set of Key Performance Indicators (KPIs) to track progress more clearly.
Councillor Jackie Charlton, Cabinet Member for a Greener Powys, introduced the Sustainable Resource Strategy for 2025–2030. It was explained that the strategy had been developed following a 12-week public engagement process and in partnership with WRAP Cymru and Local Partnerships working on behalf of the Welsh Government. The strategy aligned with Welsh Government’s circular economy goals and focused on reducing waste, increasing reuse and repair, improving recycling rates, and enhancing infrastructure. Councillor Jackie Charlton outlined the five key aims of the strategy: reduce, reuse and repair; increase recycling; improve household waste recycling centres; raise awareness and enforcement; and invest in infrastructure. It was noted that the strategy would support the Council’s climate and nature emergency commitments and help secure future investment. Points raised by the Committee: Responses received from Officers or Cabinet Members: Public Engagement and Communication What had been learned from the public engagement. Engagement had shown public support for the strategy. Key feedback included the need for clearer communication, more reuse and repair facilities, and better support for residents in flats and communal housing. The Council had updated the strategy to reflect this feedback. Why was the conversion rate for the online survey so low. It was acknowledged that this had been a recurring issue across consultations. While the Council had used multiple engagement methods, including depot visits and social media, it was recognised that the need to register with the “Have Your Say” platform might deter some users. Officers agreed to explore ways to improve engagement and reduce drop-off rates. Would future engagement be more targeted. It was confirmed that future engagement would be more focused, especially when implementing specific changes. Officers noted that engagement would continue as part of the strategy’s rollout. Performance How close was the Council to meeting the 70% recycling target. The Council was very close to meeting the 70% target for the last financial year. Final figures were still being verified, but the Council was in active discussions with Welsh Government and confident in its trajectory. What were the financial implications of missing the target. Officers explained that for every percentage point below the 70% target, the Council could face a fine of approximately £100,000. However, Welsh Government had shown a willingness to work with authorities rather than impose penalties, provided there was a clear plan in place. Behaviour Change and Enforcement How would the Council address residents who do not recycle. Officers explained that a combination of awareness campaigns, education, and targeted interventions would be used. Enforcement would be a last resort. The Council was also working with landlords and housing associations to improve recycling in flats and communal areas. What about residents who want to recycle but are doing it incorrectly. It was noted that many residents were eager to recycle but lacked clear information. The Council planned to improve communications, including clearer labelling and guidance on items like composite coffee cups. Officers also highlighted the importance of supporting residents in communal housing and those with specific needs (e.g. nappies, incontinence waste). Booking System and Site Management Would the booking system be evaluated Officers confirmed that a six-month evidence-based review would be conducted. The system had already provided valuable data on usage patterns, and adjustments had been made to increase capacity at peak times. Members reported some missed collections; what had caused these and would the fleet management strategy be reviewed in light of this. It was acknowledged that there had been recent issues with vehicle breakdowns and staffing shortages, particularly in the north. Officers explained that the Council was exploring options to increase fleet resilience, including hiring additional vehicles, and purchasing second-hand vehicles. This was whilst awaiting new vehicles which may be electric in line with zero carbon aspirations. Future Planning Would the Council invest in new infrastructure. The strategy included plans to invest in infrastructure to support decarbonisation and improve recycling capacity. Officers noted that the strategy would help the Council secure funding from Welsh Government for future projects. Would the Council expand the use of recycling litter bins in public spaces. Officers confirmed that new bins were being introduced where appropriate, but there was no blanket replacement programme. Each request would be assessed based on need and location. How did Wales compare to other countries in recycling performance. Officers noted that Wales was ranked second in the world for recycling, behind Austria. England was ranked 11th. The Council had worked closely with Welsh Government and WRAP Cymru to align with national policy and share best practice. The committee made the following observations: The Committee noted that: • The Council had undertaken a 12-week public engagement process, including depot days, community council engagement, and online surveys. The Committee welcomed that: • There was positive feedback from residents following the introduction of the booking system at HWRC’s and the ability of this system to enable the collection of detailed usage data • The Council had already begun analysing data from the booking system to inform service improvements and had extended opening hours at some sites in response to demand. • The Council had secured funding for new dual recycling litter bins and was replacing street bins where appropriate. • The Council had committed to developing a more visual and accessible format for future reports, including summaries and easy-read versions. The Committee requested that: • The Council conduct a six-month evidence-based review of the HWRC booking system and associated changes, including charges for DIY waste. • The Council continue to evaluate the effectiveness of awareness campaigns and explore further engagement with hard-to-reach groups, including residents in flats and communal housing. • The Council promote the use of Welsh in recycling centres, following positive feedback from residents. The Committee remain unconvinced of: • The extent to which the strategy’s engagement process captured the full range of public opinion, given the low conversion rate (11%) from site visits to survey completions. The Committee expressed concern of: • The impact of vehicle breakdowns, staffing shortages, and route inefficiencies on waste collection reliability, particularly in rural areas. • The contamination of communal bins in multi-occupancy housing and the need for targeted interventions in these areas.
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