The Policy Review and Performance Scrutiny Committee met on 15 April 2026 to discuss the progress of Central Transport Services (CTS) and the Council's Workforce Strategy. Significant improvements were noted in CTS following a period of audit challenges, with a focus on fleet replacement and the transition to electric vehicles. The committee also reviewed the ongoing implementation of the Workforce Strategy, discussing priorities for its final year and the development of a new strategy.

Central Transport Services Progress Report

The committee received an update on the progress of Central Transport Services (CTS), highlighting significant improvements since a previous unsatisfactory internal audit report in May 2023. Dean Thomas, Operational Manager for CTS, and Matthew Hallam, CTS Workshop Manager, presented the findings.

Key Achievements and Progress:

• Programme for Improvement: All 60 recommendations from internal and external audits have been addressed. A follow-up internal audit in August 2024 rated the service as effective, with only two minor recommendations remaining regarding mandatory training uptake and overtime recording, which were implemented immediately.
• Fleet Management: CTS is responsible for the maintenance and management of Cardiff Council's corporate fleet, which comprises approximately 1100 vehicles. The service has three workshops located at Coleridge Road, Lamby Way, and Wedal Road.
• Operator's Licence: CTS holds a green operator status with the Driver and Vehicle Standards Agency (DVSA), indicating a high level of compliance with regulations for vehicles over 3.5 tonnes. The current licence authorises 173 vehicles, with 155 currently in operation, allowing for future expansion.
• Accreditations: In January 2025, CTS achieved the IRT Workshop Accreditation and the Motor Ombudsman's Accreditation. In July 2025, they were accredited at the highest platinum level by the DVSA's Maintenance Provision Rating Scheme, signifying advanced facilities and staff qualifications.
• Electric Vehicle Transition: Cardiff Council is committed to transitioning its fleet to electric vehicles (EVs) where possible. CTS has 113 full EV vehicles, representing 10% of the fleet, and all engineers are trained in EV and hybrid maintenance. A fleet replacement programme prioritises the transition to cleaner vehicles.
• Community Engagement: CTS has increased its engagement with the local community, offering work experience placements to over 800 days in the last year, and actively engaging with schools, including those with additional needs.
• Commercial Opportunities: The committee explored opportunities for commercialisation, particularly regarding vehicle washing services, which are in high demand due to DVSA requirements for vehicle cleanliness during MOTs. CTS also maintains vehicles for small external operators.

Areas of Focus for 2026/27:

• Finalising the review of CTS recharges to service areas.
• Allocating budget for the fleet replacement programme in the capital programme for 2026/27 and 2027/28.
• Implementing a new fleet management system.
• Exploring commercial opportunities, including expanding maintenance services for third parties.
• Reviewing the Occupational Road Risk Policy and the CTS Business Continuity Plan.

Discussions and Concerns Raised:

• Fleet Replacement Budget: The committee expressed surprise at the £23 million allocated in the capital programme for vehicle acquisition without a detailed breakdown of how the funds would be spent. They requested a shopping list and further clarification on the rationale behind such a significant expenditure. Ian Allwood, Chief Finance and Deputy Section 151 Officer, explained this was an invest-to-save programme, allowing for front-loaded investment to be repaid from existing budgets over time.
• Vehicle Replacement Rationale: Councillors sought confirmation that vehicles would not be replaced solely to meet EV targets, but that there would always be an accompanying mechanical or operational rationale.
• Commercialisation Strategy: The committee questioned whether CTS had a proactive strategy for seeking commercial opportunities with other local authorities and companies, or if they were waiting for these opportunities to arise.
• School Vehicle Safety: Councillor Graham Hinchey raised concerns about the safety and maintenance of school minibuses, referencing previous audit findings about vehicle maintenance. He suggested exploring whether hiring vehicles for schools might be more cost-effective than purchasing and maintaining them.
• Vehicle Utilisation: The committee expressed interest in the utilisation of vehicles, particularly minibuses, and requested a report on driver behaviour and its impact on vehicle damage.
• Net Zero Emissions: The council's commitment to achieving net zero emissions by 2030 was discussed in relation to the fleet replacement programme.
• Decision-Making on Fleet Purchases: It was clarified that while CTS provides expertise and recommendations, the final decision on vehicle purchases rests with the individual service areas.

Workforce Strategy 2023-27

The committee reviewed the progress of Cardiff Council's Workforce Strategy 2023-27, which is in its final year. Councillor Chris Weaver, Cabinet Member for Finance, Modernisation and Performance, and Rachel Davis, Chief Human Resources Officer, presented the update. The discussion focused on the achievements to date, proposed actions for the final year, and the development of a new strategy for the period beyond 2027.

Key Achievements and Progress:

• Strategy Implementation: The strategy, developed in line with the administration's priorities, aims to ensure Cardiff Council has the right people with the right skills. Many actions have been completed, with a focus on balancing business-as-usual demands with strategic initiatives.
• Equalities and Diversity: Significant progress has been made in improving monitoring information, including system configurations for non-PC users to update employee data. The number of DigiGov log-ons has increased by 50%. New e-learning modules on equality, diversity, inclusion, sexual harassment, neurodiversity, and active bystander training have been launched. Cardiff Council achieved trailblazer status from Stonewall.
• Resourcing Strategies: Over 800 days of work experience placements were provided by Q3, a significant increase from the previous year. The corporate apprenticeship scheme has been launched, and candidate packs are now available. A review of the exit questionnaire and interview process has been completed, though implementation is paused due to the limited lifespan of the current DigiGov system.
• Workforce Planning: The HR restructure is nearing completion, with a new People Partner role to support directorates in workforce planning. A review of council values is underway, and work has commenced on behavioural frameworks for employees and managers. The senior management review has been implemented.
• Learning and Development: The e-learning offer has been expanded, and a new Leadership and Development programme, in partnership with Cardiff and Vale College, has been rolled out. Senior managers are volunteering as mentors.
• Culture, Health, Wellbeing and Engagement: A draft Health and Wellbeing Strategy is ready for consultation. The Employee Benefits platform continues to grow, and a new Occupational Health and Wellbeing Manager post has been created. There has been an increase in employee attendance at wellbeing events.
• Workforce Contractual Developments: The Hybrid Working Policy is being finalised, and the Pay Policy, including an honoraria policy, has been agreed by Council and will proceed to consultation. Policies are being updated to align with legislative changes.
• Partnerships with Trade Unions: Meeting arrangements have been reviewed as part of a revised Recognition Agreement. A facilities agreement has been drafted, and closer working relationships are being built between trade unions and Employee Equality Networks.

Proposed Actions for 2026/27 and Future Strategy Development:

• Review of Diverse Recruitment Panels: To assess the effectiveness of the pilot.
• Expansion of Guaranteed Interview Scheme: For care leavers and armed forces veterans/reservists.
• Review of Welsh Language Assessment Framework: At the point of recruitment.
• Development of Initiatives for Senior Leadership Diversity: To increase representation.
• Review of Fair Work Policy: To ensure its aspirations are met.
• Exploration of Recruitment Application Routes: For entry points at all levels.
• Improvements to the Jobs Page: To better highlight Cardiff as an employer.
• Streamlining Recruitment Documentation: To enhance the new recruit experience.
• Roll-out of HR People Partner Role: To support workforce planning.
• Assessment of e-Learning Options: Focusing on quality alongside compliance.
• Review of LMS Platforms: To identify the best fit ahead of ERP implementation.
• Introduction of a Policy Development Programme: With effective monitoring.
• Identification of Non-Policy Approaches to Sickness Absence Management: To address absence levels.
• Review of Redundancy and Redeployment Process.
• Consideration of the Job Evaluation (JE) Process: To make recommendations for improvements.
• Exploration of Social Partnership Training Options.

Discussions and Concerns Raised:

• Capacity for New Actions: Councillors questioned whether the HR service had the capacity to develop a new strategy while also delivering the final actions of the current one. It was confirmed that priority areas would be selected, and member input would help shape the final list.
• Data Gaps: Concerns were raised about the number of employees who had not disclosed their ethnicity or preferred not to say, and the overall gender balance within the workforce. The committee was informed that data validation checks are being implemented to improve accuracy.
• Encouraging Young People: The committee asked how the council plans to encourage young people to join and how to retain experienced staff. Apprenticeships and traineeships were highlighted as key initiatives.
• Sickness Absence: Councillor Graham Hinchey raised concerns about the increase in sickness absence rates, which have risen significantly in Cardiff, contrary to national trends. He questioned whether this was due to management competency or process issues. While acknowledging the challenge, Councillor Chris Weaver stated that the council's absence rates are not out of kilter with comparable local authorities, but that it remains a focus.
• Senior Management Diversity: The committee sought to understand how the recruitment process for new senior management roles had addressed workforce management skills and increased diversity within the senior team. While the process was described as robust, the specific impact on the balance of the senior management structure was not detailed.
• Hybrid Working: The committee discussed the prevalence and expectation of hybrid working, emphasizing the need to balance flexibility with the council's primary responsibility of delivering services to residents.
• Stonewall's Role: Councillor Garry Hunt questioned the council's continued engagement with Stonewall, citing concerns about advice that had been found to be contrary to the law. Councillor Weaver affirmed the council's commitment to being an inclusive employer and stated that all policies are consistent with the law.
• Workforce Representation: The committee discussed the political drive for the workforce to reflect the city's diversity and questioned whether this had been achieved.
• Recruitment Challenges: The council acknowledged pockets of recruitment difficulty, particularly in specialist technical roles, but stated that overall service delivery is not significantly impacted. The apprenticeship scheme and some senior leadership roles have seen high application numbers.
• Work Placement Increase: The significant increase in work placement days was noted as a major achievement, with HR support for events and growing demand from young people.
• Gender and Ethnicity in Senior Management: The committee requested further analysis of gender and ethnicity representation at different management levels.
• Real Living Wage and Trade Union Partnerships: The positive impact of the real living wage and the collaborative approach with trade unions were acknowledged.

Way Forward:

The committee agreed to include specific requests in a letter to the Cabinet Member regarding CTS, including clarification on the £23 million vehicle acquisition budget, confirmation on the rationale for vehicle replacement, and details on the strategy for commercial opportunities. For the Workforce Strategy, the committee will select priority areas from a provided list to help shape the new strategy and will continue to monitor progress on key issues such as sickness absence and senior management diversity. The date of the next meeting was postponed due to the proximity of Senate elections.