Agenda Item No. 9


The Vale of Glamorgan Council


Scrutiny Committee [Corporate Resources] 10 December 2013


Report of the Managing Director 


Vale of Glamorgan Local Service Board Update


Purpose of the Report

1.         To enable Scrutiny Committee (Corporate Resources) to consider the progress made by the LSB and key partnerships in delivering the Community Strategy 2011-21 and raise awareness about some of the activity being undertaken through the partnerships.


1.         That Scrutiny Committee (Corporate Resources) note the achievements made in delivering the Community Strategy, work undertaken to improve engagement and the collection and analysis of data to provide a robust evidence base for the work of the Local Service Board (LSB) and key partnerships.

Reason for the Recommendation

1.         To enable the Committee to consider progress with the Community Strategy and work undertaken by the LSB and key partnerships.


2.         The LSB is the overarching strategic partnership in the Vale.  It is chaired by the Leader of the Council and membership includes senior representatives from key organisations operating in the Vale of Glamorgan e.g. South Wales Police, Cardiff and Vale University Health Board, Vale Centre for Voluntary Services and Cardiff and Vale College.

3.         The Community Strategy 2011-21 is the single integrated plan which brings together the plans and strategies of all the key partnerships in the Vale.  Performance management arrangements have been established with regular reports to the LSB and the key partnerships.

4.         This report provides an update on the work of the LSB since the previous report in December 2012.

Relevant Issues and Options

5.         The LSB and key partnerships have undertaken a wide range of activities to deliver the Community Strategy commitments and to ensure that there are robust arrangements in place to support effective partnership working.  This includes the development of an Information and Engagement Strategy, a new Unified Needs Assessment (UNA) and a number of events including an anti poverty event in July and the recent Local Service Forum in October.  Detailed below are a number of activities being developed through the LSB to support partnership working and monitoring of progress.

The Annual Report 2013/14

6.         The Annual report attached as Appendix A provides an overview of key achievements made in delivering each of the ten priority outcomes contained in the Community Strategy, along with details of regional work taking place, any challenges faced and key actions which will take place in 2013/14. The report includes performance graphs to demonstrate progress on key actions over recent years and to support the information in the report.

7.         Key achievements detailed in the Annual Report include;

·           The percentage of pupils aged 15 leaving full time education without a recognised qualification is continuing to reduce.

·           The first smoke free playground was launched in Iolo Park, Barry.

·           Crime has dropped in the Vale with a reduction of 55 incidents in 2012-13.

·           A wide range of consultation and engagement activity is detailed in the report including a series of road show events to provide local people with advice and information on welfare reform.

·            384 young people undertook an episode of counselling and this equated to 1,921 individual sessions and satisfaction levels remain high.

·           In 2012 Careers Wales destination data for Year 11 showed that post-16 participation in education and training rose from 86.8% to 87.6%.

·           Thirteen community facilities have benefited through the Creative Rural Communities programme and grant aid has been provided to 6 new or improved play areas and open spaces.

8.         A number of challenges and key actions are also highlighted in the report and include;

·           Work will be undertaken to deliver a preventative, community approach to supporting older people to live as independently as possible.

·           Ensuring the development of Families First and the expansion of Flying Start and Communities First are complementary and aligned.

·           Identification of appropriate resources to co-ordinate work on NEETs across the age ranges.

·           Maximising opportunities from the St Athan - Cardiff Airport Enterprise Zone.

·           Responding to an increase in neighbour disputes which are often complex and difficult to resolve.

·           Promoting flu immunisation as although rates have increased they are below national target levels.

·           Promoting healthy eating and physical activity, as rates have deteriorated in recent years, which contributes to rising rates of obesity.

9.         A performance management web page has been set up to display data regarding a select number of performance indicators which are collected through the LSB partnerships and linked to work undertaken through the partnerships and detailed in the Annual Report. This can be viewed at

10.      More details and data about the work of the LSB and key partnerships are available in the Annual Report and the Community Strategy Delivery Plan.

Unified Needs Assessment

11.      A major piece of work which has been undertaken through the LSB Business Intelligence Group and supported by the Local Government Data Unit is a new unified needs assessment (UNA).  Membership of the Business Intelligence Group is comprised of officers and analysts from a range of LSB partner organisations including the Council, Cardiff and Vale UHB, South Wales Police, VCVS and Public Health Wales ensuring all LSB partners have contributed to the drafting of the UNA. The UNA is currently still in draft but the Executive Summary which details the key findings is available at Appendix B.  The complete draft of the UNA is available at

12.      Further work is being undertaken on the UNA which will receive final approval at the LSB in December.

13.      The UNA is structured around the ten priority outcomes in the Community Strategy and details relevant data as well as an analysis of need within the Vale. The Executive Summary highlights a number of key themes which have emerged through the UNA and which will be explored further.  These include the importance of early intervention, issues around an ageing population and the need for a more targeted approach for some of our more disadvantaged communities. Work will continue to gather and analyse relevant data to develop a robust evidence base to inform the work of the LSB and a new delivery plan.

Community Strategy Delivery Plan

14.      The Community Strategy Delivery Plan 2011/14 was developed as a three year plan to support the ten year Community Strategy. A new delivery plan will need to be drafted for 2014 and will be informed by the new UNA.   The framework for the delivery plan will be the ten priority outcomes and the aims of the Community Strategy.  It is proposed that the delivery plan is drafted by January 2014 to enable consultation in the New Year.  Partnership co-ordinators will work together to draft the plan and ensure there are clear lines of accountability and that opportunities for a more integrated approach are explored as the plan is developed.

15.      Eight weeks consultation on the draft plan will be undertaken including consultation with all scrutiny committees with the intention that a new delivery plan would be endorsed by partners and formally adopted by the LSB in the spring.  

Local Service Forum

16.      The annual Local Service Forum was held on the 18th October at Barry Memorial Hall.  The event was attended by over 100 delegates from a range of organisations across the public, private and third sector who participated in discussions about partnership working and how to address the issues arising from the Unified Needs Assessment.  There were presentations on the needs assessment, poverty and welfare reform, housing and NEETs.  There were also a number of workshops during the day and these provided delegates with the opportunity to participate in discussions on a wide range of topics including anti social behaviour, employment and skills and dementia supportive communities.   A report of the conference has been published on the LSB website and sent to all attendees but key points raised during the day included the importance of partnership working and information sharing and the need to focus on clear priorities.    The discussions at the Forum will be considered by the LSB and also inform the drafting of the Delivery Plan.  The conference report can be viewed at;


17.      A number of pieces of work are ongoing to try and improve how we communicate the work of the LSB and partnerships to a wider audience.  This includes revising the LSB and partnership web pages and also the production of a twice yearly partnership newsletter which is attached as Appendix C.  The Citizens Panel has also been re-launched as Vale Viewpoint and is now utilised by LSB partners to undertake consultation with local residents on topics ranging from sustainability, volunteering and health and wellbeing.  The LSB has also agreed an Information and Engagement Strategy and supporting action plan.

Joint Working with Cardiff

18.      In recognition of the need to explore a range of opportunities for collaborative working a successful bid was submitted to the Welsh Government Regional Collaboration Fund to explore a Cardiff and Vale LSB.  Consultants have been appointed and through a series of interviews and workshops are working with both LSBs to consider opportunities for closer working and how a joint LSB could be structured. Further updates on the proposals arising from this work will be presented to the Committee in due course.

Resource Implications (Financial and Employment)

19.      All the actions detailed in the Community Strategy and the accompanying Delivery Plan have been agreed by all participating organisations and should therefore be funded by those partners and partnerships.  The strategy is a ten year strategy, and specific activities are reviewed and revised in light of changes to the resources available to partners and to reflect changes in legislation and government policy.

20.      The LSB Development Grant from Welsh Government will continue until 2014/15 and is £50,000 per year.  The grant is used to fund the LSB Support Officer post, the work of the LGDU with the Business Intelligence Group and some engagement activity.

Sustainability and Climate Change Implications

21.      One of the ten priority outcomes in the strategy is 'Vale residents and organisations respect the local environment and work together to meet the challenge of climate change'.  Progress has been made in gathering details of carbon emissions across partners and there are also actions in the strategy about raising awareness about sustainable development. The delivery of the Community Strategy is consistent with the Council's commitment to promote sustainability and takes account of the four essential principles of sustainability in terms of environment, economy, a strong, healthy and just society and good governance.

Legal Implications (to Include Human Rights Implications)

22.      Shared Purpose Shared Delivery replaced previous statutory guidance deriving from a number of pieces of legislation: Community Strategies (Local Government (Wales) Measure 2009), Children and Young Peoples plans (Children Act 2004, Children and Families (Wales) Measure 2010), and Health Social Care and Wellbeing Strategies (NHS (Wales) Act 2006).

23.      The objective of the Safer Vale Partnership is to reduce crime and disorder within the Vale of Glamorgan.  The Council is a key partner along with South Wales Police, South Wales Fire and Rescue, Wales Probation Trust, and the Vale Centre for Voluntary Services.  The Community Strategy ensures that the Local Authority is addressing and meeting the requirements as detailed in Section 17 of the Crime and Disorder Act 1998.

Crime and Disorder Implications

24.      One of the ten priority outcomes identified is 'Residents and visitors are safe and feel safe and the Vale is recognised as a low crime area.' Achievements in this area are detailed in the Annual Report.

Equal Opportunities Implications (to include Welsh Language issues)

25.      An Equalities Impact Assessment of the Community Strategy was undertaken as part of the development of the Strategy.

Corporate/Service Objectives

26.      The Corporate Plan 2014-17 emphasises the importance pf partnership working and includes the following objective in the Community Leadership section; 'Explore opportunities for working collaboratively within the Vale and regionally which will lead to improved services for customers, support innovation and deliver savings.'

Policy Framework and Budget

27.      The Community Strategy was approved by Council in July 2011.  The Annual Report details progress in delivering the Strategy.

Consultation (including Ward Member Consultation)

28.      The Annual Report was considered by all the key partnerships and has been approved by the Local Service Board.

29.      A wide range of stakeholders were invited to attend the Local Service Forum including Town and Community Councils and Chairs of Scrutiny Committees.

Relevant Scrutiny Committee

30.      Corporate Resources

Background Papers

Community Strategy 2011-21 - Vale of Glamorgan Local Service Board 2011

Community Strategy 2011-14 Delivery Plan - Vale of Glamorgan Local Service Board 2011

Shared Purpose - Shared Delivery - Welsh Government June 2012


Contact Officer

Huw Isaac - Head of Performance and Development


Officers Consulted

Rob Thomas - Director of Development Services

Jennifer Hill - Chief Learning and Skills Officer

Phil Evans - Director of Social Services

Clive Teague - Head of Financial Services

Alun Billinghurst - Head of Public Protection

Meredith Gardiner - Programme Manager  - Health, Social Care and Wellbeing

Bob Guy - Operational Manager (Countryside and Economic projects)

Dave Williams - Principal Regeneration Officer

Colin Davies - Manager - Barry Communities First Cluster Team

Rob Jones - Consultation Policy Officer

Mike Walsh - Principal Lawyer

Corporate Partnership Team


Responsible Officer:

Sian Davies, Managing Director