Agenda item

Cabinet Member Ben Callard introduced the report with Jonathan Davies and answered the members’ questions with Nicola Wellington, Will McLean, and Jane Rodgers:

How many schools submitted recovery plans by October half term and how many were returned for improvement?

All required recovery plans were submitted by October half term, reviewed internally, and monitored monthly. Plans are not rewritten if targets are missed; schools are asked to adjust future years to meet commitments.

What is the typical time horizon for recovery plans, and do schools with high deficits face structural financial challenges?

Recovery plans are tailored to each school, aiming for robust and sustainable financial discipline without disruptive changes. Support is provided to allow gradual recovery while minimising impact on pupils.

How can council be assured that adult social care practice change savings are having an effect, and how many care packages have been reduced through the review process?

The practice change programme is complex, focused on responding to rising demand and using resources effectively. Savings are reflected in the bottom line, but isolating specific figures is challenging due to dynamic needs and changes in care delivery. Reviews are ongoing, and a more detailed allocation will be available later in the year.

How much does the review process look holistically at each individual's situation?

The approach is indeed holistic, considering well-being outcomes, carer support, community connections, and assistive technology, not just formal care.

What is the projected number of residential placements by year end and next year, given the rise in dementia and complex care?

The council is predicting three new placements per month based on recent trends, but this is unpredictable and may be affected by winter pressures. The rise is linked to an ageing population and increasing complexity of needs.

What proportion of rising legal costs in children’s services are avoidable, and what alternative legal support models have been considered?

The council has tried commissioning external legal support, but it increased costs. In-house advocacy is used where possible, and further analysis is planned to identify cost-saving opportunities. Some costs are mandated by the courts and not fully controllable.

What is the split between Welsh Government funding and Council tax for the county, how does this compare to the Welsh average, and could the Local Development Plan (LDP) and affordable housing affect this ratio?

The average split in Wales is roughly 70% Welsh Government funding and 30% Council tax, but Monmouthshire relies more on Council tax. The ratio is affected by various factors, including discounts, exemptions, and development bandings. The LDP and affordable housing could influence future assumptions, but the area is complex and modelled prudently.

How will the Cabinet Member ensure that savings and transformation plans over the next few years are genuinely realistic and deliverable, given that only about 80% of planned savings were delivered last year and many services are already at statutory minimums? What criteria are used to decide if a transformational saving is robust enough to be included in the budget, and will scrutiny have the opportunity to test these assumptions?

The Cabinet Member acknowledged the challenge, noting that savings targets have been difficult, but the council has achieved a higher rate (around 92%) so far this year. Savings proposals are scrutinised through the budget consultation process, including scrutiny committees, which will continue to have the opportunity to challenge the robustness and deliverability of proposals.

What is the council's strategy for reducing reliance on capital receipts and borrowing, given that capital receipts are forecast to fall sharply, and how will the council maintain investment in essential assets without letting them deteriorate?

The council is tapering off the use of capital receipts to support the revenue budget, aiming for zero by 2028/29. The pool of receipts is diminishing and will only be replenished through the replacement Local Development Plan. Capital investment will be prioritised based on risk and affordability, with technical assessments guiding decisions. Borrowing will be required for investments above core funding, and the council is assessing the long-term impact and prioritisation of needs.

Chair’s Summary:

The Chair thanked the Cabinet Member and officers for the report and their responses to the members’ questions, with the members welcoming efforts to deliver more customer-focused, efficient services. The report was moved.