Agenda and minutes

Points raised by the Committee: 

Responses received from Officers or Cabinet Members: 

Significant improvements were recognised; however, concerns were raised around satisfaction levels in the Welshpool area.  Report sections 4.2, 5.2, 6.2 reflected lower scores than that of other areas, assurance was sought that changes were in place for improvement.  

Estate walks had taken place, and some improvements had already been seen. 

The Service were unable to gain evidence that the level of service received (repairs and maintenance, customer service etc) was of a lower standard than elsewhere, the Portfolio holder was confident that work was ongoing to make improvements including: 

officers being visible and available within communicates, holding locality meetings with local members, check in meetings with tenants and residents, and also holding walkabouts on estates with locally elected members.  

It was suggested that a spotlight review with the Committee could identify broader issues in Welshpool including anti-social behaviour which had been highlighted in the report.  

What contributed to the low point in 2019 other than taking repairs and maintenance in house.  

Repairs and maintenance contributed to a combination of issues.  Since 2019 staff skill sets had been recognised within teams 

and officers now provided specific services in their local area which often included cross working with other services of the Council. More open and transparent relationships had grown with partners and the Scrutiny Tenants Panel now discussed housing issues in depth.  

How many apprenticeships had been received within the Housing Service.  

Four apprentices had completed apprenticeships and had moved into roles within the service, one was ongoing within the finance team and three trade apprenticeship roles were being advertised.  

Recruitment difficulties had led to forward planning and ensuring there would be a viable workforce for the future. 

How many vehicles were transferred from the Heart of Wales Property Services and were any additional vehicles provided for apprentices.  

Vehicles were not inherited as part of the  transition back to the Council and noted that apprentices were supervised by skilled staff members who monitor work quality and conduct training, in which vehicles were provided for. In addition, the Quality Assurance Team ensured that work was completed to a high standard.  

Clarification was requested around 6.3 missed appointments. 

Exact circumstances were unknown, but included instances of delays, and residents not being at home, however all tenants were contacted to ensure a suitable time was re-arranged.  ...  view the full minutes text for item 5.

Points raised by the Committee: 

Responses received from Officers or Cabinet Members: 

A link to the Cornish dashboard provided in the report showed metrics and evidenced progression however it was felt that metrics could be provided in a more plain and simple way.  

Officers agreed that the design of the dashboard was crucial in order for everyone to be able to read and understand what it was showing.  

It was asked how many members were appointed to the net zero climate strategy.  

it was confirmed that 16 members had been appointed.  

What was Powys doing with waste and what procedures were in place to ensure the whole process was fully monitored by the council. 

Waste end destinations was embedded in legislation and monitored robustly by Natural Resources Wales.  

One of the upcoming deep dives would consider what could be done to utilise everything from hedge cuttings to farm manure. Experts from the waste industry would be part of the deep dive process.  

It was felt that the roadmap should have been established earlier and  noted that Powys had not progressed at the same time or rate as other local authorities, and establishing a policy would provide opportunity to engage with other councils to learn lessons and incorporate good practise.  

Officers felt that great strides had been made in council buildings, and transport infrastructure amongst other areas  and agreed that by creating a roadmap would lead to a more structured approach and for all elements to be considered.  

A benchmarking exercise against other Welsh authorities had been conducted and difficulties stressed due to unique individual priorities.  Many more conversations had taken place with authorities across the UK to gain further understanding and best practice. 

The document set out a framework for broader aspects being considered by the Public Service Board, a joint approach to the climate emergency across the whole of the county.  

Training was facilitated for all staff and Councillors and information would be circulated.  

It was suggested that the document could contain reference to completed actions achieved.  

Assurance was sought that that the deep dives carried out by the Council would not duplicate the feasibility studies conducted by the Public Service Board. 

Reassurance was given that the members of the Public Service Board would be involved in the Council deep dives.  

Clarification was requested around the Climate Officer roles and concerns raised around officers being able to complete the work needed within contract timeframes.  

One role was funded by the transformation fund dedicated to the deep dive sessions and would end in February 2025; discussions were underway to extend  ...  view the full minutes text for item 6.