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The decisions as the council's minutes record them. A plain-language summary follows once it has been written.
RESOLVED: - That the Terms of Reference was noted.
RESOLVED: The Governance and Audit Committee Work Programme was acknowledged.
RESOLVED:- That the Governance and Audit Development Programme be noted.
RESOLVED: That the Governance & Audit Committee reviewed the processes supporting effective risk management and resolved to: a) Explore the frequency of risk management reporting. b) Prioritise training initiatives to improve understanding of risk management processes and terminology.
RESOLVED:- That the Governance and Audit Committee reviewed and evaluated the governance arrangements established to underpin and support the Council's Change Programme, ensuring regular updates are provided, scrutiny processes remain robust, risk management measures were adequately addressed, and forward planning aligned with strategic objectives.
RESOLVED: That the Governance & Audit Committee considered the report, addressing all areas of concern, including audit performance, counter-fraud measures, deferred audits, staffing challenges, and broader compliance issues, and obtained assurance through satisfactory explanations provided for any identified concerns.
RESOLVED: That the Wrexham Performance Audit Plan 2024 Letter was acknowledged.
RESOLVED: That the Audit Wales WCBC Q3 work programme and timetable was acknowledged.
Apologies for the absence of Independent Lay Person, Neil Benson, were conveyed. The Chair was also informed of his resignation.
RESOLVED:- That the Minutes of the meeting held on 20 February 2025 be signed as a correct record.
Decision as recorded
RESOLVED: - That the Terms of Reference was noted.
RESOLVED: - That the Terms of Reference was noted.
Decision as recorded
RESOLVED: The Governance and Audit Committee Work Programme was acknowledged.
The Head of Service for Internal Audit and Technical confirmed that the proposed Work Programme was subject to ongoing updates. The following was discussed: · A Member noted that dates for meetings in May, September, and December were absent. · Concerns were raised regarding potential low attendance in May due to delayed scheduling. · Provisional direction for planning was requested to assist with scheduling. RESOLVED: The Governance and Audit Committee Work Programme was acknowledged.
Decision as recorded
RESOLVED:- That the Governance and Audit Development Programme be noted.
The Head of Service for Internal Audit and Technical updated members on proposed training covering audit standards, committee development, and the self-assessment process for the annual report. Materials will be shared in advance, with the session planned before the main meeting. Preliminary dates were being reviewed, and delivery formats were under consideration. Whilst face-to-face interaction was preferred, hybrid and online options were being explored to accommodate scheduling challenges, particularly for lay members and elected officials. Suggestions for repeat sessions at different times of the day were also noted. The following was discussed: · The need for training on risk management processes was highlighted, emphasising the importance of understanding how risks were identified and managed. · Additional training opportunities, including those offered by Audit Wales, were discussed. It was proposed that training sessions aligned with the committee's terms of reference to address key responsibilities, such as performance assessments, governance, audit functions, and complaints handling. · A Member suggested that planning training sessions for the next financial year to be in advance to improve scheduling for all members. RESOLVED:- That the Governance and Audit Development Programme be noted.
Decision as recorded
RESOLVED: That the Governance & Audit Committee reviewed the processes supporting effective risk management and resolved to: a) Explore the frequency of risk management reporting. b) Prioritise training initiatives to improve understanding of risk management processes and terminology.
The Chief Executive submitted a report (CE/04/25) that provided assurance to the Governance & Audit Committee on the Council’s risk management arrangements, and updated the committee on the council’s corporate risks. The Head of Service: Performance, Improvement and Partnerships provided an introduction, summarising the Council's arrangements for risk management. Members asked a number of questions which were responded to accordingly, and the following points were highlighted during the detailed debate:- · Officers confirmed that Risk C07 (failure to comply with statutory and governance requirements) comprehensively addressed all relevant obligations, with a focus on ethics and property value maintenance. · The committee debated whether biannual risk assurance reports to committee were sufficient given rising risks. It was agreed that reporting requirements be considered as part of the risk training the committee had requested. · Members raised concerns about increased risks between Quarter 1 and Quarter 3. Officers assured that risks were reviewed quarterly, with delays flagged and timelines adjusted as necessary. · Officers described the risk management process, including quarterly assessments, departmental input, and moderation by the PIPS team, reviews by chief officers and portfolio holders, SLT scrutiny, and annual cross-departmental evaluations. Risk levels were based on data, trends, and evidence. · Risk CO3 escalated from moderate (yellow) to high (red) due to cumulative environmental factors, despite stable departmental trends. · The council's approach to risk assessment was discussed, addressing environmental risks, mitigation strategies, funding constraints, and statutory obligations. Improved communication, additional resources, and training were identified as priorities to enhance the committee’s understanding of risk management processes. · Departmental risk discussions were documented in management team meetings, whilst SLT and lead member discussions were formally recorded. · Internal audits ensure compliance with governance protocols, using the risk register to track changes quarterly and maintain an audit trail. · Members noted inconsistencies between supporting risks and overall corporate risk levels in the report, seeking clarification to resolve this disconnect. Officers advised that the supporting risks were departmental risks which were linked to, but not necessarily directing, the corporate risk assessment. · The Leader highlighted council-approved funding for flooding and adverse weather challenges, noting full political support. He emphasised the inadequacy of allocated funds (£1 million for street scene and £500,000 for mitigation) to manage severe weather events like North Wales' red warning storms and called for central government funding to assist clean-up efforts. · Concerns were raised about stakeholder communication during mitigation measures, such as delays restoring power in Chirk due to tree removal. · Members stressed the need to distinguish funding for maintenance versus incident management for effective resource allocation. · The Chief Officer for Finance and ICT will clarify how budget uplifts were allocated for tasks like gully cleaning and incident management, covering staffing and clean-up efforts. · Feedback emphasised greater clarity in mitigation measures, which will be incorporated into future reviews. Members suggested including flagged risks and their outcomes in future reports to ensure continuity and tracking. · Discussions with civil servants and Welsh Government officials are ongoing regarding serious phosphate level issues in the River Dee. The Leader stated that he anticipated that the risk assessment related to this may increase next quarter. · Officers commended the report whilst underscoring the importance of clearer explanations of enabling risks and their management. · Training was identified as crucial to improve risk identification, monitoring, and terminology. RESOLVED: That the Governance & Audit Committee reviewed the processes supporting effective risk management and resolved to: a) Explore the frequency of risk management reporting. b) Prioritise training initiatives to improve understanding of risk management processes and terminology.
Decision as recorded
RESOLVED:- That the Governance and Audit Committee reviewed and evaluated the governance arrangements established to underpin and support the Council's Change Programme, ensuring regular updates are provided, scrutiny processes remain robust, risk management measures were adequately addressed, and forward planning aligned with strategic objectives.
The Chief Officer for Finance and ICT submitted a report (COFI/15/25) that outlined the change programme’s objectives, governance, and focus areas, highlighting its role in supporting the Council’s budget whilst maintaining service performance. Key points included the establishment of a Change Board, efforts to close the 2024–25 budget gap and plan sustainable budgets for 2025–27, £4.6 million in savings identified through extensive engagement, and an ongoing review to ensure the programme's effectiveness. The Chief Officer for Finance and ICT reaffirmed the commitment to balancing financial sustainability with service performance and updating the committee on the review's progress. The Leader commended the Chief Officer for Finance and ICT, the PIPS team, lead members, and chief officers for successfully delivering the change programme despite challenges. He backed its planned review, suggesting it may exceed two years due to financial pressures, including the need to find £30–35 million over the next three years. He highlighted the programme’s success in overcoming scepticism and achieving savings, emphasising ongoing collaboration to drive efficiencies and sustain progress. The following key points were discussed:- · A member proposed restructuring social care and environmental services to address current needs and focus on prevention. · Concerns were raised about the programme being driven by numerous ideas rather than prioritising specific departments. · Suggestions were made to foster open conversations, improve financial resilience, and explore cross-departmental opportunities through technology and collaboration. · The Chief Officer for Finance and ICT highlighted that savings were identified through engagement with staff and members, supported by chief officer assessments. · Social care was identified as the area with the greatest savings potential for 2025–2026, followed by the Environment Department. · A dedicated task group for social care, operational for nearly two years, is focusing on expenditure control, demand management, and innovative solutions. · The school transport budget faced a £1.8 million pressure, with £1.5 million accounted for in the budget along with inflation adjustments. · A group was currently reviewing transport arrangements, contracts, and value for money to reduce costs in the next budget year. · Technology and cross-departmental investments are anticipated to play a key role in the 2026–2027 plans, particularly in demand management. · The Chief Officer for Finance and ICT emphasised that all proposals were being assessed to mitigate unintended consequences, ensuring decisions account for long-term impacts on service provision. · A member expressed concerns about the lack of visible policy changes, such as a prevention policy, and questioned whether the programme’s approach was piecemeal, noting the absence of clear plans for addressing current needs, future vision, and demand management · Forecasting, such as for school transport, and ensuring resilience across the council were stressed. · It was clarified that the programme’s first year focused on efficiency and income generation within existing policies. · More significant transformations and potential policy changes were anticipated in the second phase to achieve long-term impacts beyond 2025–2026. · Concerns were raised about significant expenditure on privatised agency supplies (estimated at £3–5 million) and the lack of clear Welsh Government plans to address this issue. · Members also noted the absence of staffing details, particularly regarding staffing implications. · The Chief Officer for Finance and ICT clarified that staffing concerns would be addressed in Executive Board and Council reports, as this report focused on governance. · Additional staffing concerns, such as absences and remote working policies, were raised but noted to be outside the scope of the current discussion. · The Chair emphasised the importance of regular updates on the change programme’s progress, recommending a focus on strategic progress rather than operational matters outside the committee's remit. Members agreed that regular updates should remain a standing agenda item. · Progress was regularly assessed against broad objectives, with detailed delivery indicators for individual proposals and established monitoring mechanisms. · A project-specific risk register was being reviewed at management board meetings, and planning and the critical path will be addressed following the first-year review and the finalisation of future priorities. · Dedicated teams will coordinate projects under each priority area. · Auditing support was provided by the Head of Service for Internal Audit and ICT, ensuring robust governance through early input and pre-decision advice. · Members acknowledged the report’s value, recognizing £4.6 million in efficiencies achieved so far. · Concerns about scrutiny were noted and were being considered, including tight timescales, reliance on income generation instead of savings, and late annual settlements affecting budget planning. · Income risks due to external factors were discussed, alongside measures to track and address discrepancies. · Members emphasised the importance of corporate governance and effective management, with appreciation extended to all involved in the programme for their efforts RESOLVED:- That the Governance and Audit Committee reviewed and evaluated the governance arrangements established to underpin and support the Council's Change Programme, ensuring regular updates are provided, scrutiny processes remain robust, risk management measures were adequately addressed, and forward planning aligned with strategic objectives.
Decision as recorded
RESOLVED: That the Governance & Audit Committee considered the report, addressing all areas of concern, including audit performance, counter-fraud measures, deferred audits, staffing challenges, and broader compliance issues, and obtained assurance through satisfactory explanations provided for any identified concerns.
The Chief Officer for Finance and ICT submitted a report asking Members to consider the Head of Service Audit & Technical’s Interim Report for April to February 2025 (COFI/13/25). The Head of Internal Audit and Technical presented the report, covering the period from April 2024 to February 2025, with nine audits finalised and 14 ongoing. Due to operational complexities and the ongoing change programme, the audit plan was intentionally fluid, with proposed deferments detailed in Section 3.2. A key audit in the looked-after children’s area provided amber assurance. Conducted before Christmas, it aligned with the findings of previously referenced audit. An action plan, outlined in Appendix 2.1, is in place and being implemented, with oversight by one of the interim Chief Officers for Social Care. The internal audit team continues to monitor progress to ensure all recommendations are followed. The Committee discussed the following points: · Concerns about the 44% audit completion rate versus the 90% target. The 44% is a ‘to date’ figure at the time the report was prepared. Whilst the target may not be met, (attributed to long-term staff illness) audits have been prioritised by risk, with sufficient progress made to maintain confidence in delivering a clean audit opinion by year-end. · Counter-fraud work was primarily conducted internally, with external support sought for complex cases. · Fraud Allegations have been assessed and outcomes have been reviewed by the audit team. · An unsubstantiated fraud case from 2023–24 will feature in the annual counter-fraud report, due in July, alongside a review of the counter-fraud strategy, renewed every three years. There were concerns about the amber assurance level in children’s services due to monitoring weaknesses and a gap in commissioning following restructuring. The interim Chief Officers for Social Care was in attendance to answer that these concerns were being addressed by merging children’s and adult services, with commissioning now managed by an all-age contracting team under adult services, supported by additional resources, including a new team member funded through a non-profit bid. Also that Children’s Services introduced a new system, now in its second month, with confidence growing for achieving full compliance in upcoming reviews · Discrepancies in Welsh Language Standards compliance references were clarified. Whilst no specific follow-up audit was planned, compliance will be monitored as part of broader audit activities. · Questions about deferred audits, including housing allocations and sheltered housing, revealed these were postponed due to ongoing policy changes, with audits resuming later in the year once policies have been embedded. · Staffing challenges, including resource constraints and reductions, were discussed. These impacted management but were not expected to affect audit delivery, with the audit plan scheduled for release in May. · Assurance was provided regarding an unsatisfactory internal audit response related to a ward issue. It was clarified that external auditors, if engaged, would review the matter based on existing findings. RESOLVED: That the Governance & Audit Committee considered the report, addressing all areas of concern, including audit performance, counter-fraud measures, deferred audits, staffing challenges, and broader compliance issues, and obtained assurance through satisfactory explanations provided for any identified concerns.
Decision as recorded
RESOLVED: That the Wrexham Performance Audit Plan 2024 Letter was acknowledged.
The Audit Lead for Audit Wales introduced the 2024 performance audit programme, noting reduced content due to delays in certifying the 2023–24 accounts. An interim letter has been issued pending publication of the full plan. Key priorities for 2024–25 include a governance follow-up on the planning service and a review of waste and recycling. Scoping discussions were underway, with work expected in the next two quarters. Reports may be available by summer, with progress anticipated over the next three months. A discussion pursued and the main points were raised: · Concerns about the unsigned accounts were highlighted, emphasizing the corporate risk and the need for prompt action and resource allocation. Clarification and assurance on progress were provided following previous discussions. · The aim was to present the 2022–23 and 2023–24 accounts to the Governance and Audit Committee for approval by autumn, potentially in a single session. · Clarification was sought on complex issues related to capital reserves and the fixed assets register. It was explained that historical adjustments in asset valuations were being reviewed to ensure accuracy but did not affect the council's bottom line. · Audit Wales confirmed other parts of the accounts have been fully audited, with ongoing efforts to resolve remaining issues by late summer or early autumn. · A member raised concerns about a disused school under a conservation order, questioning its relevance as a fixed-term asset due to its disrepair and potential value. RESOLVED: That the Wrexham Performance Audit Plan 2024 Letter was acknowledged.
Decision as recorded
RESOLVED: That the Audit Wales WCBC Q3 work programme and timetable was acknowledged.
The Audit Lead for Audit Wales presented the work programme, noting the 2023 accounts’ certification was expected shortly after September 2025. Key updates included: · Completion of a thematic review on commissioning, with the final report to be shared at the next Governance and Audit Committee meeting. · Challenges in financial planning, with a national report on financial sustainability identifying timing shifts in government settlements as barriers to planning. · Plans to formalise this year’s programme, focusing on governance and waste and recycling reviews. During discussions: · A member suggested including Wrexham in the children’s services study and highlighted mental health support for children and young people as relevant to recent work by the Centre for Social Justice. · It was clarified that the children’s services study, a national project in its scoping phase, involves discussions on focus areas. Wrexham’s inclusion could be considered with Council consent, and appreciation for the suggestion was expressed. RESOLVED: That the Audit Wales WCBC Q3 work programme and timetable was acknowledged.
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