Agenda, decisions and draft minutes

www.swansea.gov.uk/disclosuresofinterests

In accordance with the Code of Conduct adopted by the City and County of Swansea, no interests were declared.

In accordance with the Local Government (Wales) Measure 2011, no declarations of Whipped Votes or Party Whips were declared.

To approve and sign the Minutes of the previous meeting(s) as a correct record.  

Resolved that the Minutes of the Scrutiny Programme Committee held on 21 January 2025 be approved and signed as a correct record.

Questions can be submitted in writing to Democratic Services democracy@swansea.gov.uk up until noon on the working day prior to the meeting. Written questions take precedence. Public may attend and ask questions in person if time allows.  Questions must relate to items on the open part of the agenda and will be dealt within a 10 minute period.

There were no public questions.

The Cabinet Member for Well-being assisted by the Interim Head of Adult Services & Tackling Poverty and the Tackling Poverty Service Manager presented the Draft Tackling Poverty Strategy 2025-2030 which would shortly be out for public consultation.   The Committee had the opportunity to provide comments on the draft for consideration.

Members noted the refreshed Tackling Poverty Strategy was presented as a “Swansea Together” commitment. Partners and stakeholders, including local people with lived and living experience of poverty, the general public, communities, private and voluntary sector organisations, were invited to join in committing to the strategy.

Committee questioning and discussion focussed on:

·       Refreshed Strategy –The main differences between the 2017 and the new version were outlined in terms of structure, layout and content of the document.  It was highlighted to the Committee that much had happened since the 2017 version (cost of living crisis, pandemic etc).  Furthermore, an updated definition of poverty had been developed in collaboration with a broad variety of individuals.  In addition, key aims had been simplified with more targeted central aims/themes and priorities.   The document was intended as a ‘live’ document which would be continuously refreshed. 

·       Definition of Poverty – whether it was too broad. Officers stated that numerous definitions of poverty had been examined many of which were financially focussed.  As a result of feedback, it was determined that the definition should be simpler and something that individuals could associate with and understand.    It was accepted that there were limited resources and it was imperative that those in greatest need would not be disadvantaged by the definition of poverty.  Officers detailed the work in respect of developing individuals’ skills/resilience (courses offered on cooking on a budget/healthy food).

·       Delivery of Strategy – Officers advised that the Performance Framework and detailed Action Plan would be available following the consultation period towards the end of the Summer 2025.

·       Leadership – It was noted that balancing the need for activity across the Council with the need for a clear single lead to oversee and co-ordinate efforts and take responsibility for tackling poverty was a challenge.

·       Governance – Officers outlined the governance arrangements that would provide oversight for implementation of the strategy, including monitoring and reporting processes.  

·       Engagement with Ethnic Minority Groups – Members noted the work of the Anti-Poverty Team and Community Cohesion Team in reaching out and supporting ethnic minority groups. Officers were able to evaluate the effectiveness of grants to the various groups of individuals and would provide examples to the Committee. 

·       Public Information – both on the Strategy and the advice and support available. Officers detailed the activities to ensure the public were aware of the draft Strategy in terms of the consultation period and detailed the variety of events in local communities, drop in sessions at housing offices and video format displays in community buildings.

·       Partnership Working – whether the Strategy was too Council focused. Officers reported that the Strategy reflected a ‘Swansea Together’ approach which adequately reflected the complexity of tackling poverty and multi-agency response needed.  Reference was made to Section 8 of the Draft Strategy ‘Our Commitment to tackle poverty’.

·       LAC (Local Area Co-ordinators) – It was noted that building strong connections with communities was imperative in overcoming poverty.

·       Pathways out of Poverty – Officers stated that further work would be required to examine the delivery of outcomes and was an ongoing challenge. Helping individuals understand the changes that they need to make and developing data was essential.

The Chair thanked the Cabinet Member for Well-being and Officers for their informative presentation.

Resolved that:

1)            The Chair of the Scrutiny Programme Committee write to the Cabinet Member reflecting on the discussion and sharing the views of the Committee.

The Cabinet Member for Service Transformation assisted by the Head of HR and Service Centre attended to provide a progress report to the Committee on the delivery of the Workforce Strategy 2022-2027 (Appendix A).

The Head of HR and Service Centre detailed the progress made against Workforce Strategy objectives during the 2024-25 financial year, there were circa 40 objectives across 4 key themes: Leadership and Management; Workforce Fit for the Future; Employer of Choice; and Employee Wellbeing and Inclusion. The Programme Board had approved commencement of 17 objectives during 2024-25.   Appendix B set out each of the agreed objectives for the 2024-25 year, progress to date, future actions and a current RAG status.

It was noted that of the 17 objectives agreed for 2024-25 the summary RAG status list was:

·       Complete – 4

·       Green – 7

·       Amber – 2

·       Re-profiled to 2025-26 - 4

Good progress had been made with addressing the objectives set out in the Workforce Strategy with 84% of them due to be complete by the end of the financial year.

The Programme Board had also determined that whilst 2025-26 would focus on achieving the outstanding strategy objectives, there would also be a workshop to identify possible additional activities for 2025-26 that could help achieve the desired outcomes more quickly.  The Board was hopeful to demonstrate additional value that the service could bring to the organisation by going beyond the initial strategy and identifying further opportunities for implementation.

2025-26 would also see a move into a period of wider review of the overall strategy and its effectiveness, specifically the impact that the various objectives may have had. Work would begin to assess what the organisation required from the next iteration of our workforce strategy.

The outcomes and benefits from the Workforce Strategy objectives delivered

were detailed.

Committee questioning and discussions focussed on the following:

·       Work Force Figures / Data – the Officer confirmed that the Committee would be provided with updated figures on workforce demographics as the current Strategy document included figures up to 2021.

·       Development of Career Pathways and Succession Planning Strategies – the Officer stated that this objective had been reprofiled to 2025-2026 due to the volume of work and process involved.  

·       Development of Corporate Development Needs Analysis – the Officer explained that staff in each service area had been circulated a questionnaire survey.  The survey sought staff views in relation to their skills, needs, and future development/career pathways.  Upon completion, results would be compiled for each head of service detailing trends and patterns. This information would enable identification of any appropriate interventions that may be required. As it was a large piece of work the survey was being rolled out in stages across the Council.

·       Expansion of the Apprenticeship Scheme across the Council – The Officer highlighted that this had been reprofiled to 2025-2026. Apprenticeships, in a range of career types (reference was made to the successes within Building Services), were available through Gower College and other organisations.   The aim was to expand the opportunities bringing more young people into the organisations knowing that the workforce demographics indicated an ageing workforce.  

·       Review of the Applications Process – the Officer detailed challenges associated with this action.  The Committee was told that the recruitment review was underway and it was anticipated that a new policy would be in place by the end of the financial year.  A planned major upgrade in Oracle Fusion (which would include recruitment) was expected this year.

·       Re-introduction of Career Grades as part of Pay Policy/Strategy – the Officer confirmed it had been reprofiled to 2025/26.  The Officer stated that career grades had been removed following Single Status in 2014. However, there was a suggestion that our pay structure was having a detrimental effect on attracting individuals to some key critical roles within the Council. Structural changes would need to be progressed with managers to address whether career grades were appropriate and whether other alternatives, including apprenticeships were suitable.  An equal pay audit was currently underway which was due to be completed by the end of the year and would highlight any discrepancies within existing grades.   

·       Workforce Equalities Group – the Officer stated that the Workforce Equalities Group examined protected characteristics and was separate from the Equal Pay Audit.
   

The Chair thanked the Cabinet Member for Service Transformation and Head of HR & Service Centre for their informative report.

Resolved that the Chair write to the Cabinet Member reflecting discussion and sharing the views of the Committee.

Councillor Paxton Hood-Williams provided the Committee a progress report on the work / activities of the Child & Family Services Scrutiny Performance Panel.   

He placed on record his thanks to the Scrutiny Officer and Scrutiny Team for their hard work in supporting Members in their scrutiny roles.

Resolved that the Progress Report on the Child & Family Services Scrutiny Performance Panel be noted.

The Chair introduced the report which indicated one change - the removal of Councillor Chris Evans from the membership of the Trees Working Group.  

Resolved that:

1)    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.

·       The main items for the next Committee meeting on 18 March were:

-       Review of Digital Strategy and Transformation - the Cabinet Member for Service Transformation (Deputy Leader) and lead office(s) will report to the Committee on work / progress in delivering the Council’s Digital Strategy 2023-28.

-       Follow Up: Scrutiny Working Group - Customer Contact - as standalone topic-based Working Groups are one-off Scrutiny sessions, the Scrutiny Programme Committee takes responsibility for following up on progress on the issues and action following any suggestions coming out of these Working Groups. Councillor Andrea Lewis, Cabinet Member for Service Transformation, will attend along with relevant officer(s) to report on progress in the context of the previous Scrutiny on Customer Contact, on actions, delivery of work and achievements / performance, etc

Scrutiny Letters were reported reflecting on recent Scrutiny activity:

·       Committee – Scrutiny of Welsh Housing Quality Standard & More Home Delivery – 10 December 2024 – Letter to Cabinet Member for Service Transformation (Deputy Leader)

·       Committee – Scrutiny of Tackling Poverty & Enabling Communities – 10 December 2024 – Letter to Cabinet Member for Well-being.

·       Committee – Scrutiny of Annual Complaints & Compliments Report – 10 December 2024 – Letter to Cabinet Member for Service Transformation (Deputy Leader).

·       Committee – Oracle Project Closure Review and Future Developments – 21 January 2025 – Letter to Cabinet Member for Service Transformation (Deputy Leader).

The date and time of upcoming Panel/Working Group/Regional Scrutiny Meetings was provided “For information”.