Meetings

The Commission considered the approach Officials will take to finding the savings required to bridge the funding gap in the draft 2024-25 Budget, and information provided to begin considerations of longer-term sustainable savings from 2025-26 onwards.

Commissioners agreed that officials would bring proposals for meeting the 2024-25 budget gap to the January Commission meeting; noting that these proposals would primarily focus on variable cost management and the Project Fund.

They also agreed to progress proposals for longer-term sustainable savings as part of the 2025-26 budget development process next year, following the completion of the autumn / winter planning round.

The Commission approved the Medium-Term Resourcing Framework (MTRF) for the period 2024-25 to 2026-27, with adjustments made since their consideration of a draft on 25 September.

Commissioners welcomed the inclusion of the workforce plan and noted that a piece of work was planned to be undertaken by the Commission’s Independent Advisers to examine the Commission’s staffing structure, including benchmarking with other parliaments, and that Ken Skates would be the lead Commissioner for the work.

Commissioners received the draft Medium-Term Resourcing Framework for the period 2024-25 to 2026-27, and considered the relationship between this approach to longer term more detailed planning and the annual budget setting cycle.

Commissioners discussed the approach to the medium-term and the framework as a tool to plan for and effectively manage and respond to any gap between required and available resourcing in a strategic manner. The framework would set out forecast budget requirements for 2025-26 and 2026-27, set on the basis of a ‘managed growth scenario’ within the Medium-Term Financial Plan; propose a Commission Target Establishment each financial year as part of the Workforce Plan, as the primary strategic tool for aligning resourcing priorities with resource availability; and adopt a staff development strategy through the Workforce Plan to ensure people resourcing is aligned with priorities.

Commissioners noted that the document was intended as an operational document to inform the setting of the Commission’s annual budget and its internal priorities. They reflected on the relationship to the current year cost saving exercise and requested a further iteration of work be undertake to identify areas for discussion by the Commission at their next meeting in relation to prioritisation of service provision, cost saving and income generation.

Commissioners discussed staff wellbeing and the tools available to support this. They welcomed information about the new EAP provision that was about to commence for Commission staff, Members and their staff. Thay also considered a number of specific detail and requested  a note about telephony and arrangements for the disposal of ICT equipment.

Commissioners noted the executive summary of the Medium-Term Resourcing Framework (MTRF), on the basis of the further work to be undertaken.

The Commission was updated on work to develop a medium-term financial and workforce planning framework (MTRF). This was based on agreed principles and planning assumptions, to help manage the known, significant future resourcing pressures for the Commission. They were also presented draft 2024-25 budget proposals, pending more detailed work prior to the presentation of a final budget proposal at the Commission’s meeting in September.

Commissioners noted the background and drivers for a Medium-Term Resourcing Framework, giving more prominence to the longer-term perspective, whilst acknowledging the annual budget scrutiny process remains unchanged. They noted the financial planning scenarios and the additional resourcing that would be required by each over the period 2024-25 to 2026-27. The overall approach to the MTRF would be to enable transparency on major programme costs by separating it from existing Commission operational cost reporting and introducing an annual Workforce Planning Target to include an Efficiency Factor set each year at such a level that a proportion of the required growth in establishment each year will need to be absorbed by the then extant establishment.

Commissioners discussed a suggestion to involve Members more collegiately in the medium to long term approach to budget setting and the Commission portfolio holder for budget and governance offered to be involved in activity to support that.

Commissioners agreed Officials would continue to develop the 2024-25 budget proposals, in liaison with the Llywydd and Commissioners, prior to the presentation of a final draft budget proposal to the Commission in September.

The finalised draft budget would be laid in line with Standing Order requirements in the Autumn.

Commissioners received information recommending an approach to resource management following the requested capacity review exercise which was concluded over the summer.

The information set out medium-term resource challenges and cost pressures the Commission must manage; and summarised resource management strategy options. Commissioners reflected that capacity demands come externally, as well as being planned internally, and cannot always be controlled, and discussed the importance of not creating undue pressure on staff.

Commissioners noted the following strategic planning assumptions:

·    that the growth in resource requirements over the next three years may not be fully funded;

·    that the Commission’s resource requirements over the coming 3-4 years (the period into the first year of the 7^th Senedd, where the impact of the current Senedd Reform proposals will fully arise) must be proactively managed;

·    that control of any proposed growth in the Commission’s staffing establishment should be the primary means by which to manage the resourcing pressures over this period, noting that there will otherwise be only limited scope to manage required capital costs, inflationary pressures and various fixed costs requirement growth; and

·    that there may not be resourcing available for the potential additional Senedd Reform establishment costs beyond those already presented to Commission.

Commissioners agreed that Executive Board should develop a three-year Medium-Term Financial Plan (MTFP), covering the period 2024-25 – 2026-27, that applies both a ‘cap’ on the overall Commission staffing establishment and a requirement to balance controllable revenue growth with commensurate savings and efficiencies in the three years covered by the MTFP in order to seek to deal with the resourcing challenges ahead. Commissioners commented that Senedd Reform should not be at the expense of Commission services provided. They agreed to see the draft plan in the spring.

Commissioners also highlighted the importance of engaging staff in order that they would feel confident that the process would work.

Commissioners received a paper which set out an approach to Senedd Commission resource management for the remainder of the Sixth Senedd, in the context of Senedd Reform. They discussed the importance of taking a broad view, to understand the full picture.

Commissioners noted that a review of existing Commission capacity and resources, including the scope for allocating existing resources to absorb the likely transitional capital costs of any final Senedd Reform plans would be undertaken. They agreed to receive a draft ‘Resource Management Strategy’ in the Autumn.

Commissioners noted the provisional planning assumptions set out and agreed the in-principle position that transitional capital costs of any final Senedd Reform plans would need to be covered through requests for the necessary, justified, non-recurrent funding via the annual budget process.

Commissioners also noted that a rigorous internal process undertaken at this stage, supporting evidence-based budgetary growth requests made in the Sixth Senedd would also assist the Seventh Senedd when it comes to determining its resource needs. Any uplifts in capacity and resources would be made in properly phased way in the coming years, from a robust baseline.

Commissioners noted the update to the priorities for the 6th Senedd which had been made following discussion at the last meeting, with wording relating to the Commission as a bilingual organisation.

Commissioners noted the Commission’s 2022-23 Corporate Delivery Plan.

Commissioners noted a paper informing them of the governance framework within which the Chief Executive, supported by the Executive Board, would detail plans with clear outcomes and performance measures to provide evidence of progress and enable mapping of performance against the Commission strategic goals.

Following consideration in July and September of lessons learned, key drivers for change and the agile approach to future service delivery, Commissioners agreed the Commission’s strategy which will provide high level direction to its work over the next five years.

Commissioners considered reflections made by their predecessors about what had been learned through the most significant pieces/key aspects of work of the Commission in the Fifth Senedd, and drivers for change that would influence the direction for the strategy for the Sixth Senedd.

Commissioners discussed the need to be able to innovate, and their wider responsibilities to Wales. They indicated investing in research and good practice in the use of official languages during the pandemic and making progress on procurement practices as matters to consider alongside future ways of working, and agreed to discuss further in the autumn.

Commissioners reflected on lessons learned through the most significant pieces/key aspects of work of the Commission during the fifth Senedd, alongside drivers for change for the foreseeable future to provide a direction for the strategy for the Sixth Senedd. 

They discussed aspects relating to each of their portfolio areas and provided feedback to inform the summary of reflections and drivers for change to be presented to the next Commission. They identified benefits to broadening understanding of the Commission’s role and responsibilities, and asked for focus to be given to helping citizens understand the roles of MS.

Commissioners noted that they will consider at the next meeting reflections on the 5^th Senedd to support the development of the strategy for the Commission over the period of the next few years. To inform this paper, Commissioners agreed to meet with officials individually to capture their reflections on what has been learned through the most significant pieces/key aspects of work of the Commission during the period of the fifth Senedd, and to identify matters that might shape the direction of travel alongside drivers for change for the foreseeable future.

Commissioners noted a short document that had been produced to summarise the updated purpose, vision, goals, priorities and values of the Assembly Commission.

As part of the Commission’s revised planning cycle, Commissioners agreed it would be useful to continue the approach taken last year by holding a strategy setting workshop away-day.

Commissioners considered an amended version of the paper they had considered at the 30 June meeting when a new strategy for the Commission was agreed. The revisions and additions that Commissioners wanted to see were most particularly in relation to the outcome of the EU Referendum and security. There was also a minor change to the wording of the statement of purpose.

Commissioners confirmed that the changes reflected what they had asked for and agreed the revised paper.

Commissioners agreed that a branded Strategy and Priorities document that reflects the Commission’s decisions should now be produced and published.

In thinking about the Commission strategy, Commissioners considered the nature of the Commission as a permanent body, the legacy from the previous Commission and themes to prioritise over the next five years given current and anticipated challenges and opportunities.

The Assembly will experience significant change and challenge over the next five years and the Commission’s strategy will direct the services which the Commission provides to Members and the people of Wales over that period. The services will need to continue to evolve and be agile in responding to those challenges.

The strategic goals will inform financial planning for the term of the Assembly and provide direction for the Commission’s Management Board, service planning, and individual performance objectives to ensure that staff deliver the outstanding support the Commission, and Assembly Members, will expect.

Commissioners considered key areas on which the Commission should focus its priorities. In particular Commissioners discussed: implications of the referendum outcome; constitutional change; the continuing pressures of a 60-Member Assembly; the rapidly changing digital social world and the way people’s increasingly sophisticated digital experiences are shaping their expectations of engagement and the Assembly’s services ;security issues; and how to build on momentum that has been achieved.

Commissioners agreed the Commission strategy 2016-21, subject to a number of additions, most particularly the implications of the outcome of the EU Referendum and heightened security issues. 

The Commission also concluded that the strategy and priorities will need to be reviewed periodically by the Commission to ensure that its priorities adapt to the changing context and Assembly needs.

A further draft of the strategy was reviewed to assure the Board that it reflected discussions, linked with the budget and captured the right level of ambition whilst maintaining continuity. The Board discussed some minor amendments but otherwise agreed it was good.

The strategy would be presented to the Commission at their meeting on 30 June.

It was agreed that draft Commission papers would not be published internally and Dave Tosh would clarify the Management Board Terms of Reference.

Anna Daniel presented a paper that had been prepared as a framework to assist Management Board in their consideration of what would be presented to the new Commission in relation to its strategic goals and priorities for the next five years. Additionally, the Board were asked to reflect on the organisation’s values and how they might be refreshed.

Management Board discussed the framework and recommendations and agreed to:

·                integrate the budget strategy into the Commission strategy;

·                emphasise the continuation of the goals over past Assemblies, and strengthen the evidence about the success the goals have delivered;

·                incorporate the themes from the annex into the horizon scanning section and set out the proposed priority areas under the strategic goals for consideration by the Commission;

·                give more prominence to the Equalities, Bilingual and Sustainability responsibilities;

·                revisit the corporate values once the Commission has agreed its strategic goals and priorities.

Actions: Anna Daniel to meet with Claire Clancy to discuss the next iteration of the strategy paper.

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A private strategy meeting would be held on 3 April at which Commissioners would discuss their priorities for the remainder of this Assembly, preparations for transition to the Fifth Assembly and significant constitutional issues on the horizon.

The draft strategy for 2011-16 had been updated to reflect comments from Commissioners about their priorities and ambitions for the organisation.

The revised draft statement of purpose and strategic goals were agreed, subject to further minor amendments requested by Commissioners to simplify the wording of the strategy.

Claire Clancy introduced the paper which provided a draft, high level strategy for the next five years.  It was noted that the new Commission Strategy would be underpinned by service plans for each of the Assembly’s service areas.  These would provide objectives against which performance would be measured.  The three strategic goals were agreed by the Assembly Commission though further work was requested on the wording of the third goal in order to make it more positive.  Commissioners also suggested a fourth strategic goal in relation to the Assembly as an “ambassador” for Wales.

The draft Strategy detailed how the goals would be delivered by Commission staff.  The aim had been to set out the Commission’s expectations and provide clarity to aid delivery of the strategic goals.  A number of suggestions were offered by Commissioners about this approach.  It was agreed that a revised version of the draft strategy would be prepared for the Commission’s next meeting on 14 July.

Action: Claire Clancy to provide revised draft version of the Assembly Commission Strategy.