Agenda item

Cabinet Member Ben Callard and Jonathan Davies introduced the report and answered the members’ questions with Peter Davies, Matthew Gatehouse, Deb Hill-Howells, Craig O’ Connor, Will McLean and Jane Rodgers: 

• Can a simplified version of council spending charts (like pie charts) be included with council tax bills, so residents can better understand where the money goes? 

Officers responded that while bills currently link to detailed information online, they will consider producing a simpler hard copy version for future billing cycles. 

• Have there been any improvements regarding the £90K overspend at Castlegate since the report was compiled? 

Officers explained that while there are still some vacancies affecting income, recent new tenancies (especially in flexible office space) are positive, and active marketing continues. The remaining vacant space is more challenging to let, but overall tenancy levels are close to targets and existing tenants are expanding. 

• Are the staff vacancies structural/planned or due to normal turnover and recruitment delays? 

It was clarified that there are currently 733 vacant posts, but not all have associated budgets due to career development structures. Teams have vacancy factors built into budgets, and all vacancies outside schools require senior sign-off to ensure careful management. The council employs around 4,100 staff (headcount), with fewer full-time equivalents. 

• Have solar panels been installed or considered at Castlegate or Newport Leisure Park? 

Castlegate’s roof structure is suitable and such installations are considered during maintenance, but at Newport Leisure Park, tenants are responsible for their own energy costs, so solar panels would not benefit the council directly. 

• Regarding the £109k car parks overspend, are we predicting a further budget cost with the 2 new enforcement officers? 

Officers clarified that the overspend is mainly due to reduced penalty notice income, not pay-and-display, and recruitment is underway to restore enforcement capacity, aiming to resolve the issue. The total number of enforcement officers will be six after recruitment. 

• Has there been any analysis of the Tour Of Britain’s value to local businesses? 

The Tour of Britain provides an economic impact report, which will be shared when available, though it might not detail impacts by specific area within Monmouthshire. 

• Can we have an update on Innovation House? Is there the possibility for it to be used by the training department? 

It was clarified that training uses part of the ground floor for courses, reducing costs by avoiding external venue hire, but the building still has other tenants and this is an interim solution. 

• Is Innovation House included in resources reporting and are underspends due to vacancies or other factors? 

The Cabinet Member and officers confirmed that assets like Innovation House are managed corporately within landlord services and reported under the broader resources portfolio. 

• Can tenants at Spytty Park and Newport Leisure Park be encouraged to install solar panels? 

Tenants are responsible for their own buildings and would need to weigh the lease length against installation costs, but the council can support tenants interested in renewables. Previous attempts to install and sell energy to tenants were not financially viable for the council. Action: Peter Davies to discuss with Nick Keyse and provide a written response back to the committee

• Is the council now "right-sized" after previous budget restrictions? What about the impact on staff well-being?

It was explained that staffing levels are low compared to benchmarks, creating pressures, but the council actively monitors staff well-being and offers support through occupational health, informal groups, and training. The process of right-sizing is ongoing and continually monitored. 

• How does the council determine the appropriate number of staff in social care compared to other areas, and how would this be explained to residents given the significant impact of social care services? 

Staffing levels are based on council-set budgets and service demand, with adjustments made annually through budget pressures and savings. Not all service delivery is by directly employed staff, as some is outsourced, and staffing needs are continually reviewed using service intelligence and demand modelling. 

• Is the council strict enough in enforcing parking penalties, especially for persistent offenders, and whether external debt collection is used? 

A fully resourced enforcement team is being recruited, technology solutions are being explored, and there is a service agreement with another authority for debt recovery. 

• How do we manage supply teaching costs and could the council use in-house or part-time teachers to reduce expenses? 

It was explained that schools often have insurance for supply cover, the council is exploring its own scheme, and advice is given to schools to insure against these costs. 

• Are new comprehensive schools making full use of their facilities for income generation? 

Schools have shared use agreements with leisure centres, and while rental opportunities exist, there are limitations due to supervision and management requirements. 

• Noting the overspend in school transport, the importance of communicating that the council supports pupils without safe routes needs to be stressed.  

This point was acknowledged. The Member suggested reviewing insurance thresholds for supply cover to ensure schools benefit from their policies. 

• Why has the social care budget increased by 22% over two years, which is higher than inflation, and how can this be explained to residents given ongoing savings targets? 

Officers responded that budget lines can change due to service transfers (e.g., housing and homelessness moving into social care), new policy initiatives from Welsh Government with additional funding, and increased demand for high-need care, especially post-pandemic. It was emphasised that the rise is due to a combination of new responsibilities, policy changes, and higher demand, not just inflation. 

• Can you explain the use of the contingency fund to cover the shortfall in National Insurance funding and how further contingencies would be managed? 

The contingency fund is being fully used for this purpose, and future mitigation will rely on financial discipline, maximising grant and income opportunities, and using capital receipts. 

• What are the reasons for rising high-cost care packages, and what is the relationship with the health service? 

Increased complexity and longevity of care needs, demographic changes, and higher thresholds for health-funded care have led to more costly social care packages. There are ongoing discussions with health services about eligibility and funding boundaries. 

Chair’s Summary: 

Thank you to the Cabinet Members and officers for the report and their responses. The report was moved.