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The Scrutiny Programme Committee met on 16 September 2025. It questioned the Cabinet Member for Community (Services) on recycling and waste collection and on fly tipping, and the Chair will write to the Cabinet Member after each session. It also approved the Scrutiny Annual Report 2024/25, the membership of new panels and working groups, and the work programme, and appointed Councillor Peter May as a non-voting co-opted Member.
In accordance with the Code of Conduct adopted by the City and County of Swansea, the following interests were declared: Councillor M Jones declared a personal interest in minute 20 ‘Scrutiny of Cabinet Member Responsibilities: FlyTipping Reduction and Enforcement – Councillor Cyril Anderson, Cabinet Member for Community – Services’
In accordance with the Local Government (Wales) Measure 2011, no declarations of Whipped Votes or Party Whips were declared.
Resolved that the Minutes of the Scrutiny Programme Committees held on 15 July 2025 be approved and signed as a correct record, subject to Councillor S M Jones apologies being recorded.
There were no public questions.
The Chair referred to the changes that have altered the balance of the Committee. Following a request from Councillor Peter May, the Committee was asked to appoint him as a non-voting Co-opted Member of the Scrutiny Programme Committee for the remainder of the 2025-2026 Municipal year. This would enable Councillor Peter May to continue to contribute to the Committee, having served on the Committee for the past 3 years. Resolved that Councillor Peter May be appointed as a non-voting co-opted Member.
The Cabinet Member for Community (Services) assisted by the Head of Building Services & Waste, Group Leader, Waste, Group Leader Parks & Cleansing and Team Leader Enforcement discussed the Recycling / Waste Collection Service. An update was provided on issues that had impacted collection services across the City & County during 2024. Operational challenges, staffing, vehicle reliability, performance, recycling rates and coordination with street cleansing were addressed. Committee questioning and discussion focussed on the following: · Staffing and Recruitment – Officers outlined the processes of reviewing the staffing model and confirmed that Recruitment had began to fill 16 driver positions. Interviews would take place towards the end of September for the 44 carrier positions. Priority would be given to existing staff and agency workers applying for new roles. The objective was to have all positions filled with staff trained and ready in time for the Christmas period. · Training - The Committee noted that the typical training period for new staff would comprise a one day induction (for those staff coming via the agency). Full timers were subject to the Council’s 3 day comprehensive induction process. Following formal induction, staff benefitted from support and coaching. · Vehicle Reliability - The Officers stated that a few minor warranty issues had been resolved and no major works were planned. The new fleet was fully under Council ownership and maintenance. The majority of vehicles were diesel with a few electric models that hade performed reliably even in cold weather (however, their range limits them to single shifts). To improve service resilience, two spare vehicles had been added and “mop-up crews” to ensure all rounds are completed daily. These changes had led to improved collection rates and more consistent performance with few missed areas compared to previous updates. · Service Reliability and Missed Collections: Officers reported that there was an expectation for 100% completion rate for waste collection rounds, acknowledging occasional one-off missed collections due to communication issues or timing errors. However, repeated missed collections were being investigated with the operations team to identify root causes and find solutions. The current reporting systems were reactive and lacked the capability to provide aggregated data or identify problem areas proactively. Members noted the importance of local knowledge among collection crews, which had been impacted by frequent crew changes, and the absence of in-cab technology to support operations. Addressing repeated missed assisted collections was identified as a priority and the service was focussing on stabilizing crews to enhance intelligence and address repeated issues through site visits and clear instructions. The introduction of new cap technology aimed to reduce local intelligence reliance and improve data on missed collections. The recently implemented mop-up system would remain active, especially during high-demand periods like Christmas, to ensure efficient handling of extra tonnage without disrupting regular crew duties. · Indiscriminate Parking – Officers advised that the Council had limited power to enforce parking regulations unless double yellow lines were present. Police Community Support Officers (PCSOs) were engaged to address poor parking, especially waste collection vehicles were blocked. Letter drops and engagement with ward Members were used to resolve persistent access issues. When standard measures fail, alternative solutions like adding yellow lines or changing collection methods may be considered, though these increase costs. Missed collections often result from obstructed streets rather than operational failures, but crews attempt access multiple times and inform supervisors if unsuccessful. There was an ongoing effort to improve communication with residents regarding missed collections (which the Council aimed to resolve within 24 hours) and future plans to use technology for direct notifications. · Technology and Data – Members noted that the in-cab technology and performance monitoring system had been implemented successfully in commercial waste operations and were functioning as promised. Transitioning from paper to digital systems required some adjustment, but users had adapted within weeks. Trade unions had been supportive, particularly as the changes were in line with new Welsh Government regulations and the system has not raised significant concerns among workers. For broader rollout, a gradual, stream-by-stream implementation was preferred to ensure proper support and training for crews. Purchase price details were commercially sensitive, but a 12 to 18 month rollout and payment period was expected. The license fee for the technology was considered affordable and sustainable for ongoing use. · Supervisors and Oversight - The responsibilities of supervisors had expanded significantly over the past 12–24 months, with additional tasks such as new notifications and communicating issues to Members. Their core role remained ensuring all collection teams completed their rounds each day, but increasing service complexity had stretched resources. Supervisors must monitor, train, and keep records up-to-date, particularly as assisted collections and access issues change frequently. Currently, supervisor staffing was insufficient, but an investment plan was underway to address this. Upcoming technology changes were expected to further evolve the supervisors’ roles and support the frontline teams more effectively. Crews receive mobile phones, allowing direct contact with supervisors. Each supervisor manages a specific area, streamlining issue resolution and communication. This system ensures one person is responsible for addressing problems with residents and crews. · Assisted Collections and Vulnerable Residents – The Council offers an assisted collection service for those unable to bring waste or recycling to the kerbside. There is also a policy to encourage kerbside recycling, but exemptions exist for people who are unable (rather than unwilling) to recycle fully these residents are thanked for their efforts, and enforcement is relaxed. Councillor S M Jones referred to suggestions from a care firm to support dementia patients with recycling, which would be shared via email to Officers for consideration. · Assisted Collections and Staff Turnover – Officers stated that transient, non-permanent workforce and paper-based systems had caused issues, however, more consistent teams would help improve matters. It was anticipated that in the future, in-cab technology would provide detailed, location-specific information to reduce human error, making the system more reliable and efficient. · Air B&B, HMO’s and Flats – Officers stated that managing waste from properties used for short-term rentals like Airbnb were challenging and such properties required commercial waste contracts and proper collection arrangements. However, these properties could be difficult to identify since there was no central register, often only becoming known when waste was improperly sorted or disposed of. Flats and HMOs posed different challenges since they generate domestic waste and have transient tenants, requiring tailored engagement plans. · Air B&B’s, HMO’s and Flats: The Committee noted that efforts are made to engage students, who frequently move in and out of certain areas, by providing information on recycling systems through paperwork, social media, and in-person visits. Students typically use curbside collection, and ensuring they have the correct bins and understand the collection schedule is a priority. In contrast, residents in flats often use communal bins but face challenges with proper waste separation due to limited space. The solution lies in making recycling as simple and convenient as possible, such as positioning recycling stations in easily accessible places. While councils can implement local measures, larger national legislative changes are anticipated to address these ongoing challenges. The Cabinet Member for Community (Services) and the Committee Members placed on record their thanks for the Waste Management team. The Chair thanked the Cabinet Member for Community (Services) and Officers for their input. Resolved that: 1) the Chair write to the Cabinet Member for Community (Services) reflecting the discussion and sharing the views of the Committee.
The Cabinet Member for Community (Services) assisted by the Head of Building Services & Waste, Group Leader, Waste, Group Leader Parks & Cleansing and Team Leader Enforcement discussed Flytipping Reduction and Enforcement. They explained that Flytipping was a significant issue in Swansea with the Council dedicating resources to both enforcement and prevention efforts underpinned by education, engagement and enforcement. The Council collaborates with various partners to reduce incidents and ensure legal compliance while also managing the costs and challenges associated with flytipping removal. Members noted the responsibilities for flytipping, Council actions to reduce flytipping, financial and legal context, operational approach to flytipping, enforcement and evidence challenges, relevant legislation, flytipping data by ward and enforcement statistics. Committee questioning and discussion focussed on the following: · Enforcement and Outcomes – Officers reported that Swansea faced resource limitations in prosecuting fly tipping cases, leading to relatively few prosecutions despite many incidents. The Council prioritizes collecting strong, watertight evidence to ensure successful prosecutions and avoid wasting public funds. Flytipping is a criminal offence with penalties up to imprisonment or fines above £50,000; investigations must be thorough and proportionate. There had been a 100% increase in Fixed Penalty Notices (FPNs) for dog fouling, and no repeat offenders for fly tipping had been recorded so far. The Council emphasizes public education on authorized waste carriers and householders’ duties to prevent illegal dumping. · Resources for Enforcement – The Committee noted that the team currently lacks sufficient resources to meet ambitious goals for improving Swansea’s cleanliness. Although staff and community members share a desire for more action, existing responsibilities, such as handling fly tipping, dog fouling, litter, and waste notices, stretch capacities. There was broad agreement that more support and staff are needed, and Committee recommendations would be brought to the next budget review. · Enforcement Process – Officers advised that the service uses digital systems to record and investigate waste issues. Reports, usually made by the public, were received by a contact centre and assigned to operational teams, who document evidence with photographs. This information is reviewed by enforcement officers, who decide the appropriate response, such as issuing notices or taking action to prevent further problems. The approach aimed to address issues at a community level, using measures like barriers or cleaning to deter repeat offences and promote safer, cleaner environments. It was noted that vehicles had not been seized for flytipping offences, though their seizure had been requested following convictions. There is no active targeting of vehicles due to the absence of appropriate legislation. · Process of Issuing Fixed Penalty Notices – Officers reported that one-off offences by householders regarding duty of care for waste were typically dealt with at the time. The main problem lies with illegal waste transfer businesses that collect waste for a fee and then dump it illegally. If householders lack information about who took their waste, they become liable, making prosecution or vehicle seizure difficult. In such cases, fixed penalties are issued to householders who failed in their duty of care. · Awareness Raising Campaigns – The Committee noted that the Waste Management Department regularly posts reminders on social media, about every two weeks, regarding proper waste disposal. Recent campaigns, in partnership with Keep Wales Tidy, were conducted on 30 August and 8 September, ensuring timely public communication. The Department emphasised that only registered, licensed holders were permitted to handle certain types of waste, and this message was being effectively communicated to the public. · Flytipping Hotspots – Officers advised that Flytipping hotspots were identified through community reports, officer knowledge, and local partnerships, with monitoring and physical interventions like signs, barriers, and site clean-ups. Evidence suggested these measures, including visible enforcement and penalties, had significantly reduced fly-tipping in key areas. The importance of ongoing assessment and community involvement in discouraging illegal dumping was highlighted. · Data / Trends – The Committee noted that there has been a general rise in fly tipping incidents, with a notable spike of about 20% in recent years, partly attributed to improved reporting and visibility. Efforts were underway to enhance efficiency in cleansing and fly tipping removal teams through the use of digital systems, which would allow for better tracking and more collaborative work between service areas. Some misidentifications occur, such as removing items that were actually part of legitimate waste collection services, highlighting the need for improved systems. The increase in fly tipping mainly involved household waste, hard plastics, garage clearances, furniture, and metals, with year-on-year rises since 2022. · Technology and Innovation - Officers detailed the challenges associated with the use of CCTV for crime prevention, including criminals disabling or destroying cameras, limited departmental resources, and the need for better technology like Wi-Fi-enabled devices. It was noted that evidence review was resource-intensive, and currently, only one camera was functional for deployment. A recent successful prosecution was mentioned, though the camera used was stolen afterward. The process to deploy covert cameras was as complex, requiring a magistrate's order and legal understanding when dealing surveillance and evidence such as video footage was challenging. Community engagement, such as leveraging residents' smart doorbells, was suggested as a potential solution. There was mention of challenges, such as residents’ fear of repercussions when providing statements, and the need for ongoing public engagement to address these issues. · Public Engagement – Officers highlighted the need for clarity on which performance indicators (PIs) were being addressed within their team, using domestic waste compliance and fly-tipping incidents as examples. The aim was to develop a more robust and agreed-upon set of data metrics for evaluating service success moving forward. · Collaboration – Officers referred to the joint working with public health and housing sectors, as well as landlords of various property types, to promote compliance and understanding. They prioritise education and engagement but also issue statutory notices to enforce regulations. Most issues are resolved through these notices, with only a small number leading to penalties. The overall aim was to ensure that people have the information and resources needed to comply with standards from the outset. · Enforcement Performance and Data Systems – The Committee heard that there have been no significant changes to enforcement capacity since 2022, but interdepartmental collaboration had become more important due to departmental restructuring. No specific Council targets existed for reducing fly-tipping, and there was no strong national performance framework. Focus was mainly on partnership and community involvement. Benchmarking cleanliness and fly-tipping was currently done using the LEAMS system, but it had limitations. A new system (GLAN) using digital technology and geospatial analysis was being developed to improve accuracy. Obtaining external funding for these efforts was challenging, as flytipping was typically seen as a Council responsibility. Data accuracy was an ongoing concern, with current reporting systems being outdated. Plans were underway to upgrade digital reporting for better data and analysis. · Waste Management Definitions – The Committee heard that there was a clear distinction between flytipped waste, such as fridges, sofas, beds, and chairs illegally dumped and incorrectly presented household waste, e.g. black bags left out on the wrong day or in the wrong place. Authorities keep separate records for these issues, and improvements are needed regarding the collection of bulky items to avoid confusion between fly tipping and scheduled waste pickups. The Chair thanked the Cabinet Member for Community (Services) and Officers their input. Resolved that: 1) the Chair write to the Cabinet Member for Community (Services) reflecting the discussion and sharing the views of the Committee.
The Chair presented the Scrutiny Annual Report 2024/25. The report outlined the achievements and activities of Scrutiny Councillors over the year and highlighted their work in holding decision-makers accountable, making evidence-based recommendations, monitoring service performance, and improving transparency. Continuous improvement was emphasised, including better meeting preparation and agenda timing. Key priorities for the future include earlier agenda distribution, on-site visits, and enhanced meeting preparation. Resolved that: 1) The Scrutiny Annual Report 2024/25 be approved and submitted to Council on 2 October 2025.
The Committee is asked to approve the membership of the new Inquiry Panel and Working Groups as shown in the report: · Cost of Living & Community Resilience Inquiry Panel – 9 Members however further interest is being sought and will be reported back to October SPC for additions and Panel Convener to be appointed · Heritage Protection & Restoration Working Group – 9 Members (Convener – Cllr Mike White) · Streetscene – 16 Members (Convener – Cllr Peter May) · Taxi Services – 5 Members, further interest being sought and will be reported back to next meeting for additions and Panel Convener to be appointed · Public Toilets – 9 Members (Convener – Cllr Dai Jenkins) · Business Support – 11 Members (Convener – Francesca O’Brien) There were also 3 additions to the Climate Change & Nature Performance Panel – Cllrs Adam Davis, Mike Day & Joe Hale. The Committee also noted that the Adult Services Performance Panel has renewed its co-option of Mr Tony Beddow for this municipal year. Resolved that the report be approved.
The Chair introduced the agreed Work Programme to facilitate the Committee’s monitoring of all Scrutiny activity. Various information was provided to ensure progress could be reviewed with the agreed Programme. He referred to the headlines in the covering report, and in the appendices, members noted: · the Committee’s own work plan · the Cabinet Forward Plan was also included for review for anything significant within, should the Committee feel Pre-decision Scrutiny was merited for any particular report, not already identified · timetable of all Scrutiny activities (projected or actual where dates are known). On this occasion included in the papers were each of the agreed work plans for the 5 Scrutiny Performance Panels for Committee’s awareness. Also, in the interests of avoiding duplication and ensuring co-ordination with work going on elsewhere, Members noted the work plans in respect of the Council’s Service Transformation Committees. Key items for the next meeting (on 14 October) included: · Independent Drugs Commission Report; and · Follow-up on the Co-production Working Group. The Children & Young People’s Rights Scheme Report is postponed to December. Since July, six public queries were received: three were service requests or complaints and referred to the relevant teams; three went to Cabinet Members, addressing issues such as the closure of glasshouses, cycle path safety, and public transport. The WLGA has published a new Self Evaluation Framework for Scrutiny in Wales to support local self-assessment and improvement. Resolved that the report be approved.
The Chair referred to the following letters, reflecting on recent Scrutiny activity: · Committee – Scrutiny of Swansea Public Services Board – 13 May 2025 – Letter to / from Chair of Swansea Publi Services Board. · Committee – Scrutiny of Welsh Language Standards Annual Report – 13 May 2025 – Letter to Cabinet Members for Education & Learning and Culture, Human Rights and Equalities. · Committee – Follow Up on Community Growing Scrutiny Working Group – 15 July 2025 – Letter to Cabinet Member for Community (Services).
The Chair referred upcoming Panel/Working Group/Regional Scrutiny meetings, for awareness.
Councillors must say when they have a personal link to something being discussed, such as a job, a property or a family member. A prejudicial interest is one strong enough that the councillor usually leaves the room and takes no part.
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