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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 Governance and Audt Committee Terms of Reference be noted.
RESOLVED: That the GAC Work Programme be noted.
RESOLVED:- That the GAC Development was acknowledged.
RESOLVED: (I) That consideration be given to the provision of training on the Code of Governance for GAC. (II) That the title of the Risk Management theme be amended to Risk Management Arrangements.
RESOLVED: That the Governance and Audit Committee noted the Audit Wales follow up national summary report on the use of performance information in Welsh Councils, and officers’ comments on the information contained within it.
RESOLVED: - That Governance & Audit Committee noted the Audit Wales follow up national summary report on digital strategy in Welsh Councils, and officers’ comments on the information contained within it.
Apologies for absence were submitted on behalf of Councillors Trevor Bates and Paul Roberts.
RESOLVED:- That the Minutes of the meeting held on 10 October 2024 be signed as a correct record.
Decision as recorded
RESOLVED:- That the Governance and Audt Committee Terms of Reference be noted.
Reference was made to the meeting on November 12th, where it was agreed that the terms of reference would be updated in the new year, and a workshop would be scheduled to address this update, with details to be included in members' diaries. RESOLVED:- That the Governance and Audt Committee Terms of Reference be noted.
Decision as recorded
RESOLVED: That the GAC Work Programme be noted.
The Governance and Audit Committee Work Programme has been revised, and members participated in a session the previous week that focused on the statement of accounts in preparation. RESOLVED: That the GAC Work Programme be noted.
Decision as recorded
RESOLVED:- That the GAC Development was acknowledged.
The Chief Officer for Finance and ICT provided an update on the development programme, Committee members were encouraged to raise any training or informational needs. An example highlighted was the recent training session ahead of the accounts presentation in December, which was appreciated by members, especially those less familiar with the subject. The following was discussed:- • A Member raised the issue of the skills matrix, which had been attempted in the previous year but received limited responses. • An update to the skills matrix and deadline for completion will be sent to Members. • The Chair emphasised the importance of completing the skills matrix which identified areas for development and balanced strengths and weaknesses within the committee. RESOLVED:- That the GAC Development was acknowledged.
Decision as recorded
RESOLVED: (I) That consideration be given to the provision of training on the Code of Governance for GAC. (II) That the title of the Risk Management theme be amended to Risk Management Arrangements.
The Chief Executive submitted a report CE/26/24 that informed the Members of the following: · That the report presented the Wrexham Council’s draft Self-Assessment as required by the Local Government and Elections (Wales) Act 2021. · It met the Act’s requirement for the council’s Governance and Audit Committee to receive the Self-Assessment Report prior to it being finalised and published. · The Self-Assessment Report will be agreed by Council in December. · The report also presented the arrangements for the upcoming Performance Panel Assessment in April 2025. The Head of Service: Performance, Improvement and Partnerships provided an introduction and highlighted the relevant points associated to them. The Lead Member for Finance and Performance emphasised the following points: • The RAYGs for each Theme within the report were accurate, and a thorough review had been undertaken with Chief Officers, Lead Members, an all member workshop, Trade Unions and scrutiny. • Officers were acknowledged and thanked for their work and collaborative efforts on this matter. • Wrexham Council remains committed to driving continuous improvement and delivery of services. Members asked a number of questions which were responded to accordingly, and the following points were highlighted during the detailed debate:- · Members were provided with an update on the consultation feedback: a) Trade Unions: Agreed with the Self-Assessment report, suggesting a focus on supporting managers to interpret and comply with policies consistently, now incorporated into the final draft. b) The Customers and Performance Scrutiny Committee: - Members sought detailed clarification on the review process, governance, and audit roles. They recommended focusing on improving areas rated "amber" from the previous year (leadership and organisational culture, financial stability) and suggested that future committee reports highlight the ‘challenge’ undertaken as part of the review. · The self-assessment process has become a thorough and intensive exercise, consolidating actions into a high-level performance overview. · The evidence supporting the Self-Assessment report included regulator inspection reports, updates, service plans, and the Annual Governance Statement (AGS), lt was closely monitored by the Senior Leadership Team (SLT). AGS ‘significant issues; were reported to GAC as part of the annual governance review. · The self-assessment annual review highlighted a structured approach to governance, demonstrating regular monitoring and ongoing processes for iterative improvement. · A Member questioned the ability to measure performance outcomes for the financial year ending March 2024 given the lack of established baselines for some key measures in the council’s new plan (adopted in late 2023) and was concerned about the risk and performance ratings, suggesting these should be reassessed due to unmeasurable objectives. · It was explained that in the first year of the council plan, some outcomes were focussed on establishing baselines rather than substantive results. This was seen as typical when new performance measures were introduced. · Concerns were raised about the council's focus on outputs rather than meaningful outcomes, with an emphasis on the need for clear, measurable objectives to assess progress effectively. · Assurance was given by officers that the assessments and ratings were robust, supported by evidence, and aligned with strategic priorities. However, there were challenges regarding gaps in data and the short measurement period (only three months after adopting the plan). · Suggestions were made to improve future reporting by providing more detailed explanations and addressing gaps in performance metrics. Members expressed hope for more comprehensive data and clearer outcomes in subsequent assessments. · The discussion acknowledged the difficulty of creating precise measures for broad objectives but emphasised the importance of striving for outcome-focused metrics despite these challenges. · Concerns were raised about ensuring cultural values and behaviours extend beyond elected members to all staff. · Efforts to embed cultural and behaviour values included tailored training for different service areas, leadership sessions for senior staff, and a focus on aligning behaviour with organisational objectives through appraisals. · Members were assured that multiple channels exist for staff to raise concerns or issues, including grievance procedures, HR, occupational health, Trades Unions, and health and wellbeing champions. These allowed for anonymous reporting and informal or formal complaints. · Culture and behaviour was monitored through employee surveys and appraisals. Surveys provided actionable insights for departments, whilst appraisals assess not just performance outcomes but also the behaviours exhibited in achieving them. · Persistent cultural challenges were acknowledged, such as communication gaps, a focus on senior leadership, and high absenteeism rates, which were highlighted as areas needing urgent improvement. · Sickness absence figures showing a significant number of days lost each year, were cited. · A shift towards prioritising frontline services, such as waste collection, street maintenance, and public amenities, was a key part of the council's Plan · The Leadership Theme emphasised the importance of teamwork across all roles and departments to drive organisational change and improve service delivery. · There was a strong focus on transparency and accountability, with assurances that the council’s performance self-assessment accurately reflected its current position and areas for improvement. · There were clear processes for embedding behaviours through performance management, including appraisals and training. These included mandatory training, e-learning, and tailored sessions for those who missed earlier opportunities. · There was no formal performance management structure for elected members; it was suggested that protocols for training development be reviewed to ensure effectiveness. · Leaders at all levels must role-model positive behaviours to drive cultural change, with an emphasis on addressing poor staff morale. · The council's upcoming Panel Performance Assessment process was outlined, including its phases, external evaluation team composition, and thematic areas under review. Leadership and organisational culture, as well as managing demand-led budget pressures, were highlighted as focal points for the upcoming assessment. · The Chair stressed the importance of addressing concerns transparently, in line with the governance code, and ensuring clarity in decision-making processes. · A recommendation to revise the title of the Risk Management Theme to "Risk Management Arrangements" to clarify that it was the process being assessed, to enhance public understanding, was agreed. · The committee supported a recommendation to consider the provision of training on the Code of Governance for committee members to ensure they were well-informed about governance standards and processes. · A Member proposed elevating the rating for leadership and organisational culture to "red" (high risk), citing concerns from the previous financial year. After discussion and a vote (4 for, 4 against, and casting vote against from the Chair), the recommendation was not agreed. RESOLVED: (I) That consideration be given to the provision of training on the Code of Governance for GAC. (II) That the title of the Risk Management theme be amended to Risk Management Arrangements.
Decision as recorded
RESOLVED: That the Governance and Audit Committee noted the Audit Wales follow up national summary report on the use of performance information in Welsh Councils, and officers’ comments on the information contained within it.
The Chief Executive submitted a report (CE/22/24) that provided GAC Members with the follow up summary report of a thematic review that had been undertaken across all 22 local authorities by Audit Wales, on the use of service user perspective and outcomes in performance reporting. This followed the reporting of the local review report, which was considered by Governance and Audit Committee at its July meeting. The Head of Service: Performance, Improvement & Partnerships provided an introduction and highlighted the relevant points in the summary report regarding councils’ reporting practices, particularly the lack of performance measurement from a service user perspective. The following main points were discussed and are detailed below: · A query was raised about what Wrexham Council had learned from the report’s feedback and the specific steps taken to address the issue. · It was explained that a significant amount of work had been undertaken to improve Wrexham’s performance reporting, and this included considering how it could better reflect service user outcomes, and incorporate service user perspectives. · The council has made progress based on the findings and recommendations from its own Audit Wales report. In the July GAC meeting, members were reassured that significant work had been completed prior to establishing the new council plan and performance management framework. · Additionally, the council has updated its performance management approach to prioritise outcome measures over merely tracking actions, in response to concerns about focusing too heavily on activities rather than outcomes. · The council has acknowledged the difficulty in sourcing relevant service user data at a high level. Including detailed service user feedback for all outcomes, even if it was available, would result in overly lengthy reports. The council instead extrapolated from existing feedback, such as including a measure for waiting times in occupational therapy (OT), which was already identified as a priority by service users. · The GAC committee’s role was to focus on processes – other committees, such as Executive Board and scrutiny focussed on more detailed performance monitoring, such as the Annual Performance Report. These committees provided in-depth reviews of service areas, and as such contributed to performance monitoring. Detailed operational level discussions occurred in departmental meetings but were not visible to the audit committee directly. · Regarding the use of impact assessments for assurance, these assessments were more focused on decision-making and ensuring that all necessary factors, such as equality and Welsh language standards, were considered when making decisions. They were not designed specifically for evaluating service user outcomes. · Senior leaders primarily attend their own scrutiny committees, and the GAC Chair also attends the Scrutiny Chairs and Vice Chairs’ committee. It was suggested that the GAC may need to seek assurance on performance outcomes through these scrutiny channels and by understanding work programs at the service plan level. · There was a suggestion to enhance the visibility of performance information for all elected members. This could be achieved by incorporating performance outcomes into Executive Board and Council reports. Ensuring that all 56 elected members had access to meaningful performance data is important for making informed decisions, especially as the committee focuses on decision-making processes. · A concern was raised that continued prioritisation of resources was essential for making informed decisions. Without sufficient performance data, elected members may struggle to make well-informed choices. · The national performance report, which assesses how performance information was managed across all Welsh authorities, was discussed. · It was acknowledged that there are no clear best practices currently available, but there are various officer and regional groups discussing these challenges. The Welsh Local Government Association (WLGA) was working on standardising service user measures across authorities. · The committee emphasised the importance of partnership working to address these challenges, including through national networks and working groups that focus on performance gaps. · The Engagement Director and Audit Director for Audit Wales emphasised that whilst national reports usually highlighted good practices, this particular report did not provide many examples of best practice. However, the report served as a catalyst for discussion, which was valuable for prompting improvements. Audit Wales aimed to share useful insights wherever possible to help authorities learn from each other. · An update was provided on the Welsh Local Government Association (WLGA) work related to service user perspective measures. This related to a national resident survey for all local authorities, aimed at capturing standardised data across local authorities and supporting benchmarking and improvement. The survey had been finalised at the end of summer and all local authorities had been invited to participate. · An update will be provided to Members as and when Wrexham uses the survey. Members could then consider the responses and key messages. · LGA and Data Cymru have introduced data dashboards to provide public access to performance data, which can be compared across authorities. However, these dashboards do not display league tables but allow for more flexible comparisons without direct rankings. RESOLVED: That the Governance and Audit Committee noted the Audit Wales follow up national summary report on the use of performance information in Welsh Councils, and officers’ comments on the information contained within it.
Decision as recorded
RESOLVED: - That Governance & Audit Committee noted the Audit Wales follow up national summary report on digital strategy in Welsh Councils, and officers’ comments on the information contained within it.
The Chief Officer for Governance and Customer submitted a report (COGC/96/24) that provided GAC Members with the follow up summary report of a thematic review undertaken across all 22 local authorities by Audit Wales, on the extent to which the Council’s strategic approach to digital has been developed in accordance with the sustainable development principal and that it will help to secure value for money in the use of the Council’s resources. This follows the reporting of the local review report, which was considered by Governance and audit Committee at its July meeting. The Chief Officer for Governance and Customer introduced the report and highlighted the main points within it. The following was discussed:- · The digital transformation agenda was seen as both a challenge and an opportunity, particularly in terms of funding. · The ongoing change work, accelerated by the COVID-19 pandemic, has helped to drive digital improvements, including how local authorities interacted with residents and deliver services. · Digital initiatives were aligned with broader transformation efforts, supporting the goal of working more efficiently and innovatively. · There was ongoing collaboration between local authorities, which has proven beneficial in areas like legal case management. · Local Authorities also regularly share information about digital progress, the introduction of digital services in Welsh, which was crucial for public services in Wales. · The integration of AI, particularly chatbots, was under consideration to improve service delivery. However, challenges remain in providing these services in Welsh. · Demonstrations of AI technology was progressing, with the goal of using chatbots to handle common questions, allowing human staff to focus on more complex issues. · The importance of IT security was highlighted, with efforts between local authorities to address threats. · There was a national approach to improving IT security awareness and management, which included collaboration with police forces and other organisations. This regional and national cooperation offers economies of scale and greater resilience against cyber threats. · The council was working on improving digital out-of-hours services, although progress was ongoing. · Certain services were already available digitally, and there was continuous evaluation of how to enhance these offerings. The goal was to make easier for residents to report emergencies without long wait times. · When renewing ICT software licenses, local authorities were facing significant cost increases, sometimes due to new functionalities or simply price hikes. · Decisions about whether to switch software or absorb the cost increases have been carefully considered, as transitioning to new systems can be costly and disruptive. · The council plans for software renewals well in advance to assess the best course of action. RESOLVED: - That Governance & Audit Committee noted the Audit Wales follow up national summary report on digital strategy in Welsh Councils, and officers’ comments on the information contained within it.
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