Agenda and draft minutes

There were no apologies for absence from Committee Members.  Apologies for absence were received from the Leader and the Cabinet Member for Resources, who were engaged in alternative Council business.

No public questions had been received. 

[Note: Councillor Alex Evans having declared a personal interest in this item earlier remained in the meeting and voted].

The Head of Financial Services in the absence of the Cabinet Member for Resources presented the Authority’s Corporate Budget Monitoring Report and the Chief Executive’s and Corporate Services departmental reports as at 29^th February 2024 in respect of the 2023/24 financial year.

The following queries were raised on the report:

Appendix A of the report

·       It was asked if Officers anticipated any significant changes between 29^th February 2024 and year end?  The Head of Financial Services stated that unfortunately the figures were not available to share at this point.

·       Reference was made to the development of an in-house agency pilot for the Llanelli based homes to deliver a more flexible pool of casual staff cited within the main variances - Older People - Residential Care Homes (Local Authority Provision. It was asked if the pilot had commenced and was there any early indications of the impact?  The Assistant Chief Executive explained that the pilot had commenced within Social Care, it was anticipated that the pilot would run for 3 months and was being managed by one of the appointed future leaders.  Early indications suggested that it was working well, and that the outcome so far has been presented to the Transformation Board and the Corporate Management Team.

·       Reference was made to the main variances - Housing Benefits Admin which stated that there were 11 vacant posts within the section due to difficulties with recruitment.  An update was sought.  The Director of Corporate Services explained that the challenges with that particular service was that there was an element of transfer through to Universal Credit and the significant turnover.  It was acknowledged that 11 vacant posts seemed significant amount, however the vacancies were spread across the Housing Benefit admin team and the Council Tax Reduction team and some of the posts were not full-time. Members were informed that there was an impact in terms of workload, but Members were assured that this was being managed appropriately and that the recruitment process was ongoing.  The Assistant Chief Executive added that 2 apprentices would be joining the team.

·       Reference was made to the £114 overspend on bank charges due to significant increase in the number of card payments as stated under the Revenues section.  Following the recent negotiations with the bank, an update was requested.  The Director of Corporate Services explained that this was as a consequence of the throughput of the promotion for cashless options and increased use of credit and debit cards and was therefore over and above the main banking contract.  Director of Corporate Services further explained that the terms with the bank had been negotiated and was now more competitive.  Members were made aware that there was a bank charge associated to every transaction made by card.

It was raised that the percentage charges on transactions had been reduced significantly by other providers which should be included within future  ...  view the full minutes text for item 4.

The Committee received a report which included the new Commercialisation Strategy for consideration.  The Cabinet Member for Organisation and Workforce presented the report supported by a presentation delivered by the Flood Defence and Coastal Protection Manager who, as part of the Future Leader Initiative was tasked with the project to develop the strategy with the Transformation Manager. The comprehensive presentation was shared with Members on the day and aimed to inform the Committee on why there was a need for a Commercial Strategy and what the Strategy would look to deliver.

The Strategy in its explanation of the purpose, acknowledged that the Council faced pressures from increasing demand for services, with further constraints on resources and an increasing reliance on generating revenue. The Council had declared a climate change emergency and was developing plans to become a net zero carbon local authority by 2030. Increased commercialisation and income generation was also one of the key priorities included within the Council’s Transformation Strategy and that the Commercial Strategy was intended to reinforce new ways of working.

The report outlined that the Commercialisation Strategy had been developed to provide for a more strategic approach to the development and implementation of income generation activities across the Council. Income generation/commercialisation was one of the key priorities within the Council’s Transformation Strategy and could play a vital role in helping to mitigate the impact of the significant budget challenges that the Council was likely to continue to face in the short to medium term.

The report asked that the Committee formulate views for submission to the Cabinet for consideration.

The following queries were raised on the report:

·       Members thanked the team for a comprehensive strategy and were grateful to receive the information contained within the presentation.

·       It was asked if the Strategy allowed the Council to capitalise on the private sector for commercial gain?  The Transformation Manager explained that commercialisation practices would be adopted were appropriate adhering to legislation.  Some services allow for a profit to be generated where the generation of profit was not allowed the option of introducing a stand-alone company which enabled more scope to adopt a more commercial approach in terms of generating profit.  An example where the Council have adopted private sector practices was the trading arm of Delta Wellbeing which had proved to be successful.  The Director of Corporate Services further explained that whilst capitalising on a private venture could be achieved, it would need to be balanced as it would be linked to risks and challenges.  In addition, the Council would not have any additional powers over and above the legislation.

It was suggested that the Leisure Services could capitalise on activities which could include Caravan Shows which were prevalent in England with huge success.  The Director of Corporate Services stated there was scope that the Leisure team would consider this as an opportunity.

·       In recognising the importance of effective governance, a concern was raised that it should not however, hinder future decision making.  The Director of  ...  view the full minutes text for item 5.

The Committee considered its Forward Work Programme for 2023/2024 prepared in accordance with the Council’s Constitution which required Scrutiny Committees to develop and publish annual forward work programmes identifying issues and reports to be considered at meetings during the course of the municipal year.

UNANIMOUSLY RESOLVED that the Corporate Performance and Resources Scrutiny Committee’s 2024/25 Forward Work Programme be endorsed.

The Committee considered a list of items to be considered at the next  scheduled meeting to be held on 9^th July, 2024.

UNANIMOUSLY RESOLVED that the list of forthcoming items to be considered at the next scheduled meeting be received.

UNANIMOUSLY RESOLVED that the minutes of the meeting held on the 17^th April, 2024 be signed as a correct record.

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