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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 Sian Cox, Adrian Jones, Gary Mitchell and Chloe Masefield, Cabinet Members County Councillors Richard Church, Matthew Dorrance, David Thomas and Glyn Preston and Officers Clive Pinney and Jenny Ashton.
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.
Background: Matt Parry, Chief Officer of Place gave a presentation, supported by Heads of Service and Senior Officers, covering Highways, Transport & Recycling (HTR), Economic Development, Climate activity, Planning & Regulatory Services, Housing Services, and mandatory training and budget performance. · HTR reported steady progress, digital improvements, increased use of pay‑by‑phone, and continued challenges in meeting the Welsh Government’s recycling target of 70 percent, with performance at 67.1 percent. Savings of £3.74m against a £4.4m target had been delivered, with £506k unachievable. · Economic Development reported 5 off‑track measures out of 10, including delays in carbon literacy training and changes in carbon‑accounting requirements. Business data processing times and collaborative project delivery were highlighted. · Planning & Regulatory Services reported strong performance overall, with bottlenecks in determining planning applications due to staffing, and several targets incorrectly flagged red due to system errors. Food hygiene and standards remained a high‑risk area with significant statutory pressures. · Housing Services reported continued strong operational performance in Quarter 3 despite staffing changes, with successful leasing schemes, empty‑property initiatives, and strong tenant satisfaction. Complexity of homelessness cases was highlighted as a factor affecting staff wellbeing. · Mandatory training compliance showed good progress overall but highlighted gaps in GDPR, cybersecurity, fraud awareness and safeguarding. Budget information showed the Directorate in surplus at this point in the year. Points raised by the Committee: Responses received from Officers or Cabinet Members: HTR Members asked why recycling performance was at 67 percent and below the 70 percent target and if performance was expected to recover. It was explained that dry summer conditions had reduced garden‑waste tonnage and that charging for DIY waste at household recycling centres had reduced throughput. Enforcement officers had been deployed to improve participation, and it was stated that last year’s figure had been 69.7 percent and that although the target was challenging, officers were aiming for improvement. Did depot‑based electric charging support full, daily operational vehicle use and how was work time managed when vehicles needed charging mid-way through the day. It was explained that larger refuse vehicles had sufficient range for a full shift, though smaller vehicles travelling longer distances might require mid‑day charging depending on conditions. Officers stated that staff could continue duties on foot, for example parking enforcement or inspection work, while the vehicle charged. Were updates to recycling routes linked to EV vehicle range. It was explained that route optimisation would take EV limitations into account, but testing had shown that the longest routes could be completed on a single charge. Why had the EV‑charging‑point target had increased from 18 to 25 when previous years’ targets had not been achieved. It was explained that charging‑infrastructure work was ongoing and grant‑dependent, with progress expected by Quarter 4. Members asked whether reduced recycling routes had caused increased fly‑tipping. Officers explained that fly‑tipping fluctuated unpredictably, with some increase visible but consistent with historical patterns. Why were £506k of savings unachievable. Officers stated that verge‑maintenance savings were blocked by contractual issues, winter‑maintenance delays had affected savings, and two unfunded posts and back‑office restructuring added pressure. Were income‑generation decisions (such as car‑parking charges) assessed for wider economic impact. It was explained that cross‑service discussions took place to avoid cost‑shunting, and the aim was to recover costs without making services unaffordable. Members asked whether the rights‑of‑way digital tool improved service delivery. Officers stated that reporting improvements helped prioritisation, though resources remained limited. Members asked whether pay‑by‑phone usage was proving successful. It was confirmed that uptake was high, and further data would be provided. ECONOMY AND CLIMATE Members asked why carbon‑literacy training was off track. It was explained that procuring suitable training had been difficult and cost‑sensitive. A train‑the‑trainer model had been put in place to reduce long‑term cost. How many staff were expected to be trained and what the value of carbon literacy training would be to residents. Officers stated that 300–500 staff per year was the ambition and that improving staff understanding of climate and nature emergencies would support better service delivery. Members asked why economic‑development slides contained little explicit reference to economic improvement. It was explained that many economic‑development measures sat within the Council’s Corporate Strategic Equality Plan, particularly under tackling poverty, and therefore were not included in this specific report. How had changes in carbon‑accounting methodology affected procurement. Officers noted that annual carbon‑accounting cycles meant Quarter 3 figures were not yet due, and earlier scrutiny sessions on the route‑map provided detail on the Council’s approach. PLANNING AND REGULATORY SERVICES Members asked what the delays were in determining planning applications. It was explained that staffing shortages and regional work with other authorities to improve information quality were contributory factors, though recruitment was underway. Members asked whether an integrated performance‑improvement plan existed. It was explained that an Integrated Business Plan and a Food Standards Agency action plan were in place. Recruitment challenges and long competency periods for officers limited progress What were contingency measures if recruitment or ICT improvements failed. Officers noted that multiple strands were being pursued, including ICT automation, retraining staff, alternative‑intervention methods and external consultancy capacity, though the professional labour market remained extremely limited. Members asked who set KPI targets and why statutory targets were not always set at 100 percent. It was explained that statutory expectations were 100 percent, but resource‑based service KPIs had been set at achievable levels. What were the consequences were of failing to meet statutory inspection levels. Officers clarified that high‑risk premises were prioritised, but lower‑risk premises would remain uninspected without additional capacity. Health and safety risks were highlighted, and Cabinet funding proposals were in progress to address backlogs. What was the cost of using out‑of‑county inspectors. It was explained that consultant inspections typically cost around £250, varying by experience. Officers agreed that this was not optimal, but noted that internal recruitment remained difficult. Members asked about licensing‑related training and enforcement (e.g., underage drinking). It was explained that training was offered through licensing teams and night‑time‑economy initiatives, though officer competency frameworks took significant time to complete. Why had health and safety inspection targets had increased sharply from 5 percent to 70 percent. Officers clarified that targets were based on Welsh Government intervention themes, such as hot tubs or gas safety, and scheduling issues reflected competing workloads, including food inspections and infectious‑disease response. HOUSING Members asked for further information about proposals to strengthen absence management. It was explained that increasing stress‑related absence was observed due to staff dealing with highly complex homelessness and support cases. More office presence was being encouraged to help staff debrief and reduce isolation Members asked for clarification around the data on tenant satisfaction. Officers stated that satisfaction remained high, particularly for voids at 91 percent, though rising costs of materials and works were creating pressures. Were all void properties required to be brought up to Welsh Housing Quality Standard (WHQS). Officers noted that voids were refurbished to WHQS as this was more efficient than undertaking major works while occupied. Planned‑programme works continued for non‑void properties. Were properties purchased from private landlords immediately brought up to WHQS. It was explained that WHQS requirements were costed into acquisition decisions. Homes needing disproportionately high investment were not purchased. Members asked whether insulation companies going into liquidation would create costs for Powys. Officers clarified that Powys‑supervised works on council properties were not expected to incur major re‑work costs. For private households using external companies, the Council provided advice but could not oversee works directly. MANDATORY TRAINING What were the obstacles to improving mandatory‑training completion rates. Officers shared that frontline roles in HTR and catering/cleaning made training access difficult. Work was underway to shorten courses and improve accessibility. Some areas used group sessions effectively.
Scrutiny made the following observations: The Committee endorsed that: • The Directorate had made steady progress across Highways, Transport & Recycling (HTR), Planning, Economic Development and Housing during Quarter 3. • Digital improvements—including the Rights of Way reporting portal and increased Pay-by-Phone use - had enabled officers to prioritise workload. • Recycling performance challenges had been clearly explained, with contributing factors identified and corrective action underway. • Financial performance remained largely stable, with savings achieved in several areas despite some unavoidable shortfalls. The Committee welcomed that: • Some progress had been made on environmental improvements, active travel work and depot decarbonisation initiatives. • Additional enforcement officers had been recruited to support recycling, waste awareness and fly tipping prevention. • Mandatory training completion for staff in HTR and other frontline services showed signs of improvement through group based training delivery. The Committee requested that: • Officers correct data input errors and system anomalies in KPI dashboards, especially where red ratings did not reflect actual performance. • More detail be provided on economic development outcomes, as slides focused heavily on climate related measures rather than core economic outputs. • Carbon literacy training plans be clarified, including timelines, capacity and benefits to residents. • Future performance reports break down mandatory training compliance by service area. • That the service undertakes a balanced and joined up assessment of income generation proposals, particularly in relation to their wider impacts on local economies. The Committee remained unconvinced of: • The rationale behind certain performance targets, particularly where targets had increased significantly without proportional increases in capacity (e.g., health & safety inspections). The Committee expressed concern of: • The sustained challenge in meeting statutory food hygiene and food standards inspection requirements due to workforce shortages and specialist recruitment difficulties. • The increasing pressure on staff wellbeing within Housing and frontline services as they supported residents with complex needs. • The risk that increased income generation measures—particularly carparking charges—could have unintended negative consequences for local businesses and town centres. • The potential impact of fly tipping in some communities and the need for consistent monitoring. Scrutiny’s Recommendation Accept (plus Action and timescale) Partially Accept (plus Rationale and Action and timescale) Reject (plus Rationale) The Committee request the service to provide a consolidated Performance Improvement Plan covering statutory requirements, current performance and backlogs, planned improvement actions and timescales, workforce and recruitment issues, the use and cost of external inspectors, risks and contingencies, and an update on the new ICT system. This should focus particularly on food hygiene, food standards, TENs, licensing, and health and safety.
Background: A report was presented by Richard Batt: Service Manager for Housing Communities and Mark Davies: Service Manager for Housing Quality • Officers presented the annual Housing Revenue Account (HRA) Business Plan, noting it is a ring‑fenced landlord account separate from the general fund. • It was reported that the service had undergone significant staffing changes due to retirements but had still achieved strong performance improvements. • Repairs and void turnaround times had been reduced by 32%, call‑centre abandoned calls had dropped to 3%, and 91% of new tenants were satisfied with their homes. • Progress on the new homes programme included 118 completed homes, acquisitions exceeding targets, and active exploration of turnkey and package‑deal delivery routes. • Officers confirmed reductions in homelessness presentations and temporary accommodation use following the introduction of the homelessness triage system. • Rent increases of 4.3% were explained as necessary to maintain service standards, and Powys remained the cheapest social landlord locally. • Strong outcomes were reported from the financial inclusion team, particularly around income maximisation and early support for tenants. Points raised by the Committee: Responses received from Officers or Cabinet Members: Empty Properties, Acquisitions & Leasing Could further information be provided about the role of the empty‑properties officer, specifically about their achievement of having secured 29 homes. Officers noted that an 18‑month project had been established to identify empty properties—often above shops in town centres—and that tracking owners had been harder than expected; once owners were found, grant availability was usually their first question. The 29 homes were described as a strong outcome for a new scheme that would be continued, particularly to unlock one‑bed flats needed in every town. Clarification was sought on the operation of Leasing Scheme Wales and whether shop premises or offices could be converted into residential accommodation. Officers shared that Powys had signed up to Leasing Scheme Wales and would proactively pursue opportunities, including leases of 5–20 years. It was further explained that conversions would depend on planning, with existing empty flats above businesses seen as ideal; offices could be considered where planning allowed. New Build Delivery, Contractors & Workforce How achievable the target of 350 homes by 2031, given the range of delivery routes. Officers were confident in meeting the target due to continued progress in new builds and strong performance in acquisitions, although the latter depended on market availability. Why were some contractors unwilling to tender for new‑build schemes and what actions had been taken to encourage contractor participation. Officers explained that contractors usually plan work programmes 18–24 months ahead and that Powys, as a newer client, initially created uncertainty. Despite this, five schemes went to tender in the autumn and attracted interest. It was noted that one scheme had received no tenders twice due to contractors being busy in nearby regions, but a third attempt had generated interest. Why were turnkey or off‑the‑peg schemes being used and how were small building firms were being engaged. Officers clarified that turnkey and package‑deal arrangements were being used to speed up delivery, and that SMEs could still approach the council with smaller plots. Officers stated that many smaller firms preferred selling on the open market, but Powys remained open to all sizes of proposals. Were workforce shortages—particularly in the trades—limiting delivery, and how were apprentices being recruited, trained and retained. It was explained that recruitment had brought in skilled trades now able to deliver internal works such as kitchens and bathrooms. Officers said they wished to increase apprenticeship numbers, and discussions with colleges were taking place to enable more on‑site experience, including using void properties. Officers acknowledged that there was some risk of apprentices leaving for higher private‑sector wages, but the council remained committed to training and supporting them. Stock & Project Management Why had the 68‑bed extra‑care scheme in Brecon appeared to have stalled and who held responsibility for due diligence and project oversight. Officers noted that the project was undergoing an urgent development review due to design challenges. Officers noted that responsibility for due diligence lay with the housing association leading the scheme. It was explained that for a Powys‑led scheme, oversight would sit with the design team, architects, employer’s agents and internal governance arrangements. How would accountability operate if similar design or planning issues arose in a Powys‑led development. Officers explained that accountability would rest with the council’s own design and project‑governance arrangements, including its architects and employer’s agents, who would manage due diligence and technical oversight. Asylum Dispersal Scheme Members asked whether asylum‑dispersal properties would be drawn from new builds, acquisitions, or existing stock. It was explained that the council was not directly sourcing these properties. The Home Office contractor, Clear Springs, sought accommodation mainly from the private rented sector and was required to consult the council and partners on each proposed property. Were locations focused on larger towns or dispersed more widely across rural areas. Officers stated that locations depended on where Clear Springs identified suitable properties. The council provided comments on each property’s suitability but did not select sites itself. What were the implications for the 30‑year HRA plan. Officers confirmed that no detrimental impact on the HRA plan was expected. Officers noted that, if the expression of interest progressed, family‑sized homes could be provided in high‑demand areas and matched by equivalent stock provision. How frequently had Clear Springs consulted Powys and how were potential properties were assessed for suitability. Officers shared that consultation occurred every time a potential property was identified. Officers stated that return rates to date had been low but that statutory consultation with partners such as police and health services took place each time. Housing Allocations & Homelessness Triage Clarification was sought on how the new housing triage system was operating and how it was affecting homelessness prevention and housing allocations. Officers explained that the triage pilot, introduced in June, had reduced homeless presentations and temporary accommodation use. Homeless households had fallen from 279 to 251, and temporary accommodation cases from 291 to 256. Officers stated that Welsh Government funding had been secured for staffing and that an evaluation with staff was under way to refine the system. Rent Levels, Affordability & Financial Support Was the proposed rent rise (inflation + 1%) manageable for tenants. It was explained that a 4.3% rise had been proposed to maintain service standards amid increasing material and labour costs. Officers confirmed that Powys remained the cheapest social landlord in the area. Had increasing rents might caused affordability concerns or hardship for some tenants. Officers acknowledged that affordability was reviewed carefully each year. Officers stated that tenant scrutiny had taken place and that the rise was considered necessary to maintain service levels. What support was available through financial‑inclusion officers for tenants at risk of financial difficulty. It was explained that financial‑inclusion officers provided early support, including income maximisation and budgeting assistance. Officers reported strong outcomes and positive feedback, noting this work was central to preventing arrears and homelessness. Wider Community Impacts What were the potential pressures on GP, dental and school places resulting from new housing delivery or asylum placements. It was explained that the health board was a statutory consultee and would identify pressures relating to health services during consultation on asylum placements. Officers noted that school‑place planning fell within the council’s remit and that concerns raised by members would be recorded for future discussions with relevant partners. How were these pressures being raised with partners and statutory consultees. Officers stated that the health board, as a statutory consultee, would automatically identify and raise any service‑pressure concerns during the consultation process, and officers would note members’ concerns for future discussions.
Scrutiny made the following observations: The Committee endorsed that: • Housing Services had continued to make strong progress despite significant staffing changes, including reduced repair and lettings turnaround times and improved call centre performance. • The acquisitions programme, newbuild developments and turnkey schemes had helped maintain momentum towards the 350-home target. • The homelessness triage pilot had reduced homelessness presentations and the use of temporary accommodation. • The financial inclusion work had successfully supported tenants to maximise income, avoid arrears and prevent eviction. The Committee welcomed that: • Officers had introduced innovative approaches to tackling housing need, including empty homes work, acquisitions, and exploration of Leasing Scheme Wales. • Apprenticeship and skills development work with local colleges was helping address future workforce shortages. • Contractor interest in new‑build schemes had improved following recent procurement activity. • Tenant satisfaction remained high, particularly regarding void standards and repairs. • Rent levels within the Council’s housing stock remained the lowest among local social housing providers. The Committee requested that: • Officers ensure that concerns about GP, dental and educational capacity were highlighted appropriately in discussions connected to asylum dispersal arrangements. • Further information be provided about training, procurement and stock management processes with the Property and Housing maintenance teams, with focus on how staff are supported to purchase materials and how materials are managed, including surplus. The Committee remained unconvinced of: • The resilience of certain service targets that were heavily dependent on external factors such as contractor availability, market conditions, and specialist workforce shortages. The Committee expressed concern of: • The ageing and limited construction workforce, which posed risks to long term stock investment and newbuild delivery. • Rising material and labour costs and the implications for maintaining affordability for tenants. • Delays and design issues affecting external development schemes, such as the Brecon extra care facility, due to the knock-on impact on freeing up other housing. Scrutiny’s Recommendation Accept (plus Action and timescale) Partially Accept (plus Rationale and Action and timescale) Reject (plus Rationale) That a workforce and apprenticeship strategy be developed to address skills shortages and secure future delivery of stock investment and newbuild programmes. That the acquisitions, empty homes and turnkey delivery routes be formalised to ensure the 350home commitment is achieved sustainably.
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