MONMOUTHSHIRE’S leisure, tourism, culture and youth services could be run through a new alternative delivery model in a bid to plug a funding gap.

The new system will be considered along with the option of keeping the services in-house after councillors agreed to a full business case from Anthony Collins Solicitors.

The moves form part of the county council’s aim to reduce an estimated cash shortfall of more than half a million pounds by the 2020/21 financial year.

In order to meet budget targets the services would face being cut significantly unless something is done to change the way they are run.

Cabinet members had previously had two other options on the table, to do nothing or to outsource the services to a private sector, but members have chosen not to carry those forward.

On Monday, several councillors debated aspects of the outline business case including the future of outdoor education centres and the partnerships between Monmouthshire and other authorities.

Cllr Simon Howarth had inquired about the futures of Talybont-on-Usk, owned by Newport City Council, Hilston Park and Gilwern, which are both owned by Monmouthshire County Council.

Ian Saunders, head of tourism, leisure and culture at the county council said that Blaenau Gwent is the only Gwent council that remains a full partner of Blaenau Gwent but admitted they are considering their own leisure offer.

He added: “We need to have a debate and discussion with our partners over the coming months.”

Mr Saunders also said that he can only see the local authority’s youth service growing as it develops relationships between other services.

Meanwhile, Cllr Bob Hayward expressed concerns over the council’s “alarming” need to maximise opportunities for income generation.

“I think that is morally wrong for a council to do that, we’re not here as an entrepreneurial company,” said the Monmouth member.

“We’re here to provide services to the public and that doesn’t meant that we have to put up charges and fleece the public.”

Mr Saunders responded: “We want the best for our communities, we want the best services for our communities but we also want to make the best use of taxpayer’s money. Generating income, not profit, that brings the level of funding of services required for those services down surely that’s a positive thing whether you’re a user, politician or an officer.”

Concerns over staff within the services were also brought forward by Councillor Frances Taylor, highlighting the statistics from an engagement event.

More than half of the 140 responses felt positive towards a move to an ADM, while 38 per cent felt they were under pressure and trying to deliver services to customers.

The ‘Big Conversation’ also found that eight per cent felt that they were not coping and feel services are not being delivered adequately.

A further survey of 131 staff members found that 69 per cent felt that communication had been ‘OK’, ‘poor’ or ‘really poor’.

“It doesn’t make very good reading the vast majority of those staff are leisure staff,” said Cllr Taylor.

Mr Saunders that the staff responses to communication was “misleading”, adding: “We have had several open days where we’ve had all the teams together and a lot of positive and good information.”

The Magor councillor also brought up the fact that the largest number of people employed by the council on zero-hour contracts – 62 in total – were leisure staff, but such discussions were brought to a halt by chairman Cllr Jim Higginson.

The full business case will be presented to the newly-elected council in September.