The Policy Review and Performance Scrutiny Committee met on Wednesday, 15 April 2026, to discuss updates on Central Transport Services (CTS) and the council's Workforce Strategy. Significant improvements were noted in CTS following a previous audit, and the committee reviewed progress on the current Workforce Strategy while looking ahead to its development.

Central Transport Services Update

The committee received a comprehensive update on the progress made by Central Transport Services (CTS) since its last review. Councillor Norma Mackey, Cabinet Member for Waste, Streets and Environmental Services, highlighted the significant improvements within CTS, attributing them to the hard work of the officers. Dean Thomas, Operational Manager for CTS, and Matthew Halland, CTS Workshop Manager, presented the service's achievements, including the implementation of 60 recommendations from previous internal and external audits. A follow-up audit confirmed that these recommendations were effectively implemented, leading to an assurance of effective rating.

Key areas of progress include:

• Fleet Management and Maintenance: CTS is responsible for the management and maintenance of the council's corporate fleet, supporting all service areas. They have three workshops located at Collarage Road, Lambie Way, and Weddell Road. The service has a fabrication unit, which is noted as being one of the few in Welsh councils.
• Operator's Licence Compliance: CTS maintains a green operator status, which is critical for compliance with the DVSA (Driver and Vehicle Standards Agency). This involves a strict maintenance regime for vehicles over 3.5 tonnes, with inspections every seven and a half weeks.
• Programme for Improvement: Following an unsatisfactory internal audit report in May 2023, which identified 34 recommendations, and an additional 26 from Logistics UK, CTS has successfully implemented all 60 recommendations. The subsequent follow-up audit in August 2024 resulted in the highest rating of assurance of effective.
• Accreditations and Initiatives: In January 2025, CTS achieved both the IRT Workshop Accreditation and the Motor Ombudsman's Accreditation. In July 2025, they were accredited at the platinum level by the DVSA's Maintenance Provision Rating Scheme, signifying advanced facilities, highly qualified staff, and full compliance with industry standards, preparing them for future vehicle trends like electric and hydrogen power.
• Community Engagement: CTS has increased its engagement with the local community, offering work experience placements to mainstream and additional needs schools, conducting facility tours, and delivering school presentations. They also regularly attend careers days to promote careers in the motor industry.
• Electric Vehicle Transition: Cardiff Council and CTS are committed to transitioning the fleet to electric and low-emission vehicles where possible. The engineering team is trained to diagnose and repair these vehicles, with one master technician holding a Level 4 qualification in hybrid and electric vehicles. The fleet currently comprises 114 vehicles, including road-going vehicles and plant equipment, with a fully electric tractor in operation.
• Fleet Replacement Programme: A priority is to finalise the fleet replacement programme. External support from MUFG has reviewed the fleet's age profile and provided costings for replacement options. This is linked to a review of CTS recharges to ensure affordability for service areas. Fleet utilisation is also being reviewed to ensure vehicles are required and used effectively.
• Commercial Opportunities: CTS is exploring commercial opportunities, including offering vehicle washing services for external companies, noting that specialist facilities for HGV washing are rare in South Wales. They also maintain vehicles for small commercial operators and anticipate freeing up workshop time to take on more third-party work as the fleet transitions to lower-emission vehicles.

Key Discussions and Questions:

• Commercialisation: Councillors explored opportunities for engaging with other local authorities and companies for repair and maintenance services. While CTS is open to dialogue, their priority remains maintaining their own fleet. The washing facility's unique offering was highlighted, and the potential for expanding commercial work was discussed, particularly with the anticipated increase in workshop capacity due to electric vehicle maintenance.
• Preventing Future Audit Failures: Robust health and safety processes, including daily walk-arounds and monthly in-depth inspections, have been implemented. Regular reviews of processes and communication of legislative changes to staff are ongoing. A follow-up review of previous internal audit recommendations is conducted to ensure bad habits do not return.
• Electric Vehicle (EV) Transition Costs: Concerns were raised about the additional costs associated with EVs and potential compromises on vehicle types or needs. The fleet replacement programme aims to replace older vehicles and prioritise EVs where feasible, aligning with the council's corporate plan commitment.
• Vehicle Sizing for Parks: A specific issue was raised regarding inappropriately sized vehicles in parks causing damage to pathways. CTS committed to taking this back to Jenny Jed and ensuring it is considered in future park vehicle replacements.
• Net Zero Emissions Goal: The council's goal of achieving net zero emissions by 2030 was discussed in relation to the fleet replacement programme.
• Decision-Making on Fleet Procurement: It was clarified that while CTS provides expertise and support, the final decision on vehicle procurement rests with the individual service areas.
• School Minibuses: Concerns were raised about the maintenance and driver responsibility for school minibuses. CTS confirmed that drivers receive training, and they proactively work with schools on daily checks and inspections. The Section 19 permit requirements for operating school minibuses were also discussed.
• Vehicle Disposal: Phased-out vehicles are sold at auction.
• Capital Programme for Vehicle Acquisition: The committee questioned the £23 million allocated in the capital programme for vehicle acquisition, requesting more detail on how this substantial sum would be spent and the rationale behind it. Ian Allwood, Chief Finance and Deputy Section 151 Officer, noted that this is an investor save programme, using existing budgets to frontload investments.

Workforce Strategy 2023-27

Councillor Chris Weaver, Cabinet Member for Finance, Modernisation and Performance, introduced the Workforce Strategy 2023-27, noting that the council is entering the final year of the current strategy and will begin developing a new one. Rachel Davis, Chief Human Resources Officer, presented the progress made under the strategy's seven themes.

Key Progress and Areas for Development:

• Equalities and Diversity: All seven actions within this theme have been implemented or completed, with one action regarding the effectiveness of diverse recruitment panels to be reviewed next year. A significant development is the implementation of an employee data validation check within DigiGov and the Working for Cardiff app to improve the accuracy of sensitive employee information. New e-learning modules have been launched, and the council has reaccredited with Stonewall, achieving Trailblazer status.
• Resourcing: Work experience placements have seen a significant increase, with over 800 days delivered. The corporate apprenticeship scheme met its recruitment target, and planning for the next cohort is underway. Candidate packs for managers have been rolled out, and a simpler application form process for frontline roles has been introduced. A review of the exit interview process has been completed, with recommendations for improvement.
• Workforce Planning: Data sets are shared quarterly with managers, and a review of the council's values has been completed. A senior management review concluded and was implemented on 1 April, with new senior people partner roles to drive workforce planning activity.
• Learning and Development: In addition to the e-learning modules, new training opportunities have been provided. The second cohort of the leadership and development programme is launching, with senior managers acting as mentors.
• Culture, Health, Well-being and Engagement: The strategy for this theme is due to be launched shortly. The employee benefits platform has grown, and various events and supportive interventions have taken place.
• Workforce Contractual Developments: The draft hybrid working policy is nearing completion and is expected to be finalised early in 2027.
• Partnerships with Trade Unions: Meeting arrangements are well-structured, with good attendance and contribution from all parties. The facility agreement work has been completed and is being implemented, with plans for additional training in social partnership working.

Key Discussions and Questions:

• Capacity for New Actions: Councillors questioned the council's capacity to implement new actions for the upcoming year while also developing a new strategy. The HR team stated that the list of new actions is suggested and priorities will be selected based on feedback.
• Shaping the New Strategy: The committee was invited to provide input on priority areas for the new strategy, with a suggestion for a Microsoft form to gather preferences.
• Data Gaps and Accuracy: Concerns were raised about the number of employees not disclosing ethnicity and the potential for data gaps in sensitive information. The HR team acknowledged these gaps and highlighted ongoing work to improve data validation through digital platforms.
• Encouraging Young People: The council is reviewing recruitment practices to encourage more young people to join, with apprenticeships and traineeships being a priority.
• Attendance and Sickness Absence: The link between attendance and the workforce strategy was discussed, with a noted increase in sickness absence figures. While the council's policy is considered good practice, it was acknowledged that this remains an ongoing challenge, and further review of attendance figures is planned.
• Senior Management Restructure and Diversity: The completion of the senior management restructure and the appointment of three new directors were confirmed. While the recruitment process was described as robust, questions were raised about how the process specifically addressed increasing the diversity of the senior team and whether this was reflected in the appointments.
• Homeworking: The council's approach to homeworking was discussed, with an emphasis on balancing flexibility with the primary need to deliver services to residents. It was noted that the majority of staff work from a physical location daily.
• Gender and Ethnic Minority Representation in Senior Roles: Councillors sought clarification on how the council monitors gender and ethnic minority representation in higher positions and whether the current senior management structure reflects the overall workforce demographic.
• Stonewall's Role: The council's continued engagement with Stonewall was questioned, particularly in light of a Supreme Court ruling concerning advice provided by the organisation. The council affirmed its commitment to being an inclusive employer and stated that all policies are consistent with the law.
• Real Living Wage and Trade Union Partnerships: Positive achievements, including the implementation of the Real Living Wage and strong partnerships with trade unions, were highlighted.
• Competition for Staff: The council's competitiveness in recruiting staff compared to other public sector organisations, such as the civil service, was discussed. While there are pockets of recruitment challenges, the council generally does not struggle to provide services. Exit interview data is being used to gather more information on why staff leave and where they go.
• Work Placement Increase: The significant increase in work experience placements was noted as a major achievement, with HR actively promoting opportunities and engaging with schools.
• Political vs. Professional Leadership: The Workforce Strategy is seen as a blend of both professional HR best practice and political drive, with a key political priority being for the workforce to reflect the city it serves.

The committee agreed to include specific requests for further information and clarification in a letter to the relevant departments, particularly regarding the rationale behind the capital programme for vehicle acquisition, confirmation of the policy on replacing vehicles solely for EV targets, and a deeper dive into the causes of increased sickness absence. The date of the next meeting was postponed due to the upcoming Senate elections.