Agenda and draft minutes

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Councillor Pavia declared an interest due to his employment with Practice Solutions Limited, involving work with ADSS Cymru on implementation of legislation relating to the removal of profit from the care of looked?after children.

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Jane Rodgers introduced the report and answered the members’ questions with Scott Hereford.

Do you foresee the remaining elements of the programme being delivered on time, and what are the main blockers, aside from difficulties in finding suitable premises?

Yes, we are confident that the remaining two schemes will be delivered in line with the timescales set out in the report, with both due for completion in October 2026. Previous delays have largely been caused by the amount of time required to tender and commission contractors. Once contractors are on site, projects have tended to progress to schedule, and so far we have not encountered unexpected structural issues that might otherwise cause further delay. We meet monthly with contractors to monitor progress, and we have strong, well?established working relationships with our Registered Social Landlords, which gives us further confidence that both schemes will be delivered on time.

In terms of wider blockers, identifying suitable properties has been a significant challenge. It is not straightforward to find properties that meet all operational requirements and also satisfy the necessary legal and due?diligence checks. We have learned from earlier experiences and now carry out detailed checks, including land registry and covenant reviews, much earlier in the process to avoid issues arising at a later stage. While this does add time to transactions, it is essential to ensure we do not encounter problems after purchase. We remain actively engaged in identifying opportunities, with officers working closely together to progress the final acquisition.

What difficulties can arise from having a mix of ages, for example five to sixteen year olds, within one residential setting, and how are potential problems identified and managed?

Having a mix of ages within a residential setting can work very well, but it does require careful consideration. We manage this primarily through detailed and thoughtful matching, drawing on our in?depth knowledge of each child. Because this is our own in?house provision, we are able to place children together where we believe their needs, personalities and circumstances will align appropriately. While this is not an exact science, knowing the children well allows us to judge where age differences can be beneficial and where greater separation may be needed.

Where challenges do arise, we manage them through strong daily practice within the homes. Each child or young person is allocated a key worker, and staff teams work closely together to address issues as part of normal residential life. There is close collaboration with social workers and other professionals involved in the child’s care, ensuring that emerging concerns are identified early and addressed consistently. Continuity of staff is a key factor in reducing difficulties, and regular oversight visits help to ensure children are safe, well cared for and supported to achieve positive outcomes.

Does getting the residential homes “just right” relate only to the structure and design of the property, or does it also include the location, such as whether a home is in a town or a more  ...  view the full minutes text for item 4.

Cabinet Member Ben Callard and Nick Keyse introduced the report and answered the members’ questions with Peter Davies.

As part of the introduction, Nick Keyse advised the Committee that, since publication of the report, a lease renewal has been successfully completed at Castlegate Business Park. The report had highlighted a risk associated with a major tenant whose lease was due to expire during the year, and that this had been included to illustrate the potential consequences if the space became vacant. He confirmed that this risk has now been mitigated, as the tenant – identified as the third?largest occupier at Castlegate Business Park – has signed a lease renewal, committing to remain on site for a minimum further period of five years.

How strategic is the Council being in its approach to assets such as Castlegate Business Park, and at what point do we stop considering it a strategic asset and instead recognise it as an under?performing one? Is it genuinely the right fit for the Council?

We recognise that Castlegate Business Park is a challenging asset and that it does not currently perform in the way originally intended. The format and configuration of the space can feel dated, particularly in a post?pandemic office market that has changed significantly. However, we also see strong strategic value in the asset, particularly because of its location and its potential role in future development, including its relationship to wider regeneration and planning ambitions.

Occupancy levels, while not yet where we want them to be, are moving in a positive direction. We must also balance pure financial performance with wider economic and community benefits, including employment and business support. Any long?term decisions about the future of Castlegate must be taken carefully, particularly in respect of existing tenants who provide local jobs and economic stability. For those reasons, we continue to treat it as a strategic asset while actively reviewing how best to maximise its value.

Are we confident that the benefits we are deriving from this investment could not be achieved more effectively by deploying that investment differently elsewhere, or by managing it in a different way? In essence, are we getting the best overall return – financial and otherwise – from this asset?

What distinguishes Council ownership is the ability to derive benefits that a purely private landlord might not prioritise or achieve in the same way. While our core objective remains to maximise occupancy and income, we are also able to use the asset more flexibly to support wider council and community objectives. For example, initiatives such as Monmouthshire’s flexible workspace offer have been delivered successfully at Castlegate and would be harder to sustain under a purely commercial model.

We have also been able to support temporary and community?focused uses of the site, provide more flexible tenancy arrangements, and align the asset with broader economic development objectives. While it is always right to ask whether investment could be redeployed elsewhere, we are confident that Council stewardship allows  ...  view the full minutes text for item 5.

Noted.

The first meeting of the Task & Finish Group that was established after the last meeting will take place after the Senedd election. Members will be invited to Governance & Audit Committee on 4^th June for the Panel Performance Assessment item. There will also be an invitation to People Committee for the WESP item in the coming months.

The minutes were agreed.

9th June 2026 at 10.00am.