The Policy Review and Performance Scrutiny Committee met on 15 April 2026 to discuss updates on Central Transport Services (CTS) and the Council's Workforce Strategy. Significant improvements were noted at CTS following a period of audit challenges, with the service now holding multiple accreditations and focusing on fleet replacement and commercial opportunities. The committee also reviewed the progress of the Workforce Strategy 2023-27, discussing its final year of implementation and the development of a new strategy, with a particular focus on equality, diversity, and employee well-being.

Central Transport Services Progress Report

The committee received an update on the progress of Central Transport Services (CTS), a division within Cardiff Council's Resources Directorate responsible for managing and maintaining the council's fleet. Dean Thomas, Operational Manager for CTS, and Matthew Hallam, CTS Workshop Manager, presented the findings.

Improvements and Accreditations: CTS has made significant strides since a critical internal audit report in May 2023, which identified 34 recommendations for improvement. A subsequent follow-up audit in August 2024 rated the service as effective, with only two minor recommendations. This turnaround is attributed to the implementation of a comprehensive Programme for Improvement, which addressed 60 recommendations from both internal and external audits.

In 2025, CTS achieved several accreditations, including the IRT Workshop Accreditation, the Motor Ombudsman's Accreditation, and the highest possible rating from the DVSA's Maintenance Provision Rating Scheme, achieving platinum level. This accreditation signifies advanced facilities, highly qualified staff, and full compliance with industry standards, positioning CTS at the forefront of maintenance technology and readiness for future vehicle trends like electric, hybrid, and hydrogen power.

Fleet Management and Sustainability: A key priority for CTS is the transition of the council's fleet to electric vehicles (EVs) wherever possible, with low-emission vehicles used where EVs are not commercially viable. Currently, 113 fleet vehicles are fully electric, representing 10% of the overall fleet. All engineers are fully certified in EV and hybrid technology, with one master technician holding the highest level of qualification in hybrid and electric vehicles.

The committee was informed about the ongoing fleet replacement programme, which is a cornerstone of the council's commitment to Responding to the Climate Emergency and achieving Net Zero emissions by 2030. This programme involves a review of CTS recharges to ensure affordability for service areas transitioning to EVs and a review of fleet utilisation to ensure vehicles are necessary and used effectively. A new fleet management system is also being implemented to improve efficiencies.

Commercial Opportunities and Community Engagement: CTS is exploring commercial opportunities, including offering vehicle washing services, which are in high demand due to the stringent cleanliness requirements for HGV MOTs. They also maintain vehicles for small external operators and are looking to expand this service. Furthermore, CTS is actively engaged with the local community, offering unpaid work experience placements to mainstream and additional needs schools, conducting facility tours, and delivering school-friendly presentations. They also regularly attend careers days to promote careers within the motor industry.

Areas of Focus for 2026/27: Key priorities for the upcoming financial year include finalising the review of CTS recharges, allocating budget for the fleet replacement programme, implementing the new fleet management system, exploring commercial opportunities, and reviewing the Occupational Road Risk Policy and the CTS Business Continuity Plan.

Committee Concerns and Questions: Members of the committee raised several points of discussion:

• Commercialisation: Councillor Garry Hunt inquired about the strategy for engaging with other local authorities and companies for repair services, and whether CTS was proactively seeking these opportunities. Dean Thomas stated that while they are open to dialogue, their priority has been maintaining their own fleet, but they would be open to discussions.
• Fleet Replacement Budget: Councillor Hunt noted the £23 million allocated in the capital programme for vehicle acquisition and requested clarity on how many vehicles this would purchase and the rationale behind such a substantial single-year spend. The committee expressed confusion about the lack of a detailed shopping list for this significant expenditure.
• Vehicle Suitability: Councillor Graham Hinchey raised concerns about vehicles being inappropriately sized for certain environments, such as parks, leading to damage. He also questioned the decision-making process for fleet purchases, asking whether it was CTS or the individual service areas that made the final decision. The committee was informed that service areas make the final decision, but CTS provides knowledge and support.
• School Minibuses: Councillor Hinchey also raised concerns about the maintenance and safety of school minibuses, questioning the number of vehicles and the training provided to staff driving them. Dean Thomas confirmed that CTS officers train school minibus drivers and conduct proactive checks with schools on daily defects.
• Internal Audit Effectiveness: Councillor Joe Carter questioned the effectiveness and frequency of internal audits, asking if problems were being stored up for too long. Chris Lee, Corporate Director of Resources, assured the committee that the internal audit plan is risk-based and that the service's current performance is strong.
• Vehicle Disposal: The committee asked how phased-out vehicles are disposed of, and was informed they are sold at auction.
• Net Zero Emissions: The committee sought confirmation that vehicles would not be replaced solely to meet EV targets, but that there would always be an accompanying rationale.

Workforce Strategy 2023-27

Councillor Chris Weaver, Cabinet Member for Finance, Modernisation and Performance, along with Chris Lee, Corporate Director for Resources, and Rachel Davis, Chief Human Resources Officer, presented an update on the Council's Workforce Strategy 2023-27. This was the third scrutiny of the strategy, which is in its final year, with plans underway to develop a new strategy for the period beyond 2027.

Key Themes and Progress: The Workforce Strategy is built around seven key themes: Equalities and Diversity, Resourcing Strategies, Workforce Planning, Learning and Development, Culture, Health, Wellbeing and Engagement, Workforce Contractual Developments, and Partnerships with Trade Unions.

• Equalities and Diversity: Significant progress has been made, including the launch of new e-learning modules on equality and diversity, and the achievement of Trailblazer status by Stonewall. The council is working to improve data accuracy on employee demographics and has seen a 50% increase in DigiGov log-ons following promotional work. Proposed actions for 2026/27 include expanding the guaranteed interview scheme, reviewing recruitment processes, and developing initiatives to increase diversity at senior leadership levels.
• Resourcing Strategies: The council is working to become an employer of choice, with a notable increase in work experience placements (800 days provided by Q3 2025/26). 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. Future actions include strengthening links with educational institutions and reviewing recruitment practices.
• Workforce Planning: The HR restructure is nearing completion with the implementation of new People Partner roles to support directorates. A review of council values is underway, and work has commenced on behavioural frameworks for employees and managers. Proposed actions for 2026/27 include developing data sets for managers and rolling out the new HR People Partner role.
• Learning and Development: The e-learning offer has been expanded, and a new Leadership and Development programme has been launched in partnership with Cardiff and Vale College. Senior managers are volunteering as mentors. Future actions include assessing the best use of e-learning and reviewing Learning Management System (LMS) platforms.
• Culture, Health, Wellbeing and Engagement: A Health and Wellbeing Strategy has been drafted, and the Employee Benefits platform continues to grow. A new Occupational Health and Wellbeing Manager post has been created. Proposed actions for 2026/27 include reviewing the Council's Cultural Values and Employee Charter and identifying non-policy approaches to managing sickness absence.
• Workforce Contractual Developments: The Hybrid Working Policy is being finalised, and policies are being updated to meet legislative changes. Future actions include embedding hybrid working and reviewing the Council's main employment policies.
• Partnerships with Trade Unions: A revised Recognition Agreement is being developed, and closer working relationships are being built between Trade Unions and Employee Equality Networks. Options for social partnership training are being explored.

Committee Concerns and Questions:

• Capacity for New Strategy: Councillor Joe Carter questioned whether the council had the capacity to develop a new strategy while delivering the final actions of the current one. Rachel Davis stated that they would prioritise key areas and seek member input.
• Data on Diversity: Councillor Graham Hinchey raised concerns about the number of employees not disclosing their ethnicity and the gender balance within the workforce, asking how the council aims to achieve a more even balance and encourage young people to join. Ms. Davis acknowledged data gaps and highlighted ongoing work to improve data collection through the Working for Cardiff app and DigiGov.
• Sickness Absence: Councillor Hinchey expressed concern about the rise in sickness absence rates, which he noted was contrary to national trends, and sought an explanation for this increase. Chris Weaver acknowledged it as an ongoing challenge and stated that the council is working with trade unions and focusing on management practices and well-being initiatives.
• Senior Management Diversity: Councillor Mike Ash-Edwards inquired about how the recruitment of new senior management roles has incorporated workforce management skills and increased diversity. The committee was assured that the recruitment process was robust, but the specific impact on the diversity of the senior management team was not detailed.
• Homeworking: Councillor Hinchey discussed the increasing prevalence of homeworking and the importance of balancing it with in-person interaction and social aspects of work. Councillor Weaver noted that the majority of staff work from a physical workplace and that the workforce model must reflect service delivery needs.
• Stonewall's Role: Councillor Hunt questioned the council's continued engagement with Stonewall, citing concerns about advice provided by the organisation that has been found to be contrary to law. Councillor Weaver stated that the council remains committed to being an inclusive employer and will always ensure its policies are consistent with the law.
• Work Placement Increase: The committee noted the significant increase in work placement days and asked for the reasons behind this rise. While Ms. Davis could not provide a specific cause-and-effect explanation on the spot, she noted that it is a positive development and that demand is high.
• Political vs. Professional Leadership: Councillor Davies asked about the balance between political and professional leadership in shaping the Workforce Strategy. Councillor Weaver explained that it is a combination of both, with professional expertise informing the strategy and political priorities driving its direction, particularly regarding the workforce reflecting the city's diversity.
• Recruitment Challenges: The committee discussed recruitment challenges in specific areas, such as social workers and planning officers, and how Cardiff Council compares to other public sector employers in terms of competitiveness. Ms. Davis stated that recruitment is generally not a major concern, though there are pockets of difficulty with specialist roles.
• Gender and Ethnicity in Senior Management: Councillor Hunt raised the issue of whether the gender and ethnic diversity of the workforce is reflected in senior management positions and asked if there was a forum to analyse this data. The committee agreed to consider this for future work programming.

The committee requested further information on the rationale behind the £23 million vehicle acquisition budget, confirmation that vehicles are not replaced solely for EV targets, and a detailed explanation for the rise in sickness absence. They also expressed a desire for more clarity on the gender and ethnic diversity within senior management roles and how this is monitored. The date of the next meeting was postponed due to the upcoming Senate elections.