CABINET
MINUTES of an extraordinary meeting held on
21st December, 2006.
Present: Councillor Ms. M.E. Alexander
(Chairman); Councillors R.F. Curtis, S.C. Egan, C.P. Franks, N.J.
Gibbs, N. Moore, Mrs. M. Randall and Mrs. M.R. Wilkinson.
C2825
MINUTES -
RESOLVED - T H A T the minutes of the meeting
held on 13th December, 2006 be approved as a correct
record.
C2826
DECLARATIONS OF INTEREST -
|
Councillor R.F.
Curtis
-
|
Agenda Item 10 - Trustee of Gibbonsdown
Children’s Centre
|
|
Councillor C.P.
Franks -
|
Agenda Item 8 - Member of the Local Health
Board.
|
C2827
ALLOCATION OF FUNDING UNDER THE VOLUNTARY ACTION SCHEME 2007/2008
(REF) -
The Voluntary Sector Joint Liaison Committee
at its meeting held on 29th November, 2006 gave
consideration to applications under the above Scheme and to the
recommendations of the Joint Working Group which comprised the
Chairman and Vice-Chairman of the Voluntary Sector representatives
for the award of grants for 2007/08.
The Committee recommended
“(1) T H A T
the recommended projects identified by the Working Group be
supported.
(2) T H A T the balance
of £30,000 not allocated by the Joint Working Group be allocated to
Vibe Experience Ltd. for one year funding 2007/8 only.
(3) T H A T the Cabinet
be requested to approve the allocation of grants to the projects
detailed below:
_____________
Cabinet having regard to the comments of the
Voluntary Sector Joint Liaison Committee and to their subsequent
deliberations on the award of grant for the period 2007/08 it
was
RESOLVED - T H A T the Voluntary Sector Joint
Liaison Committee’s recommendations in relation to Voluntary Action
Schemes for 2007/08 be endorsed.
C2828
PROPOSED LOCAL GOVERNMENT PERFORMANCE MEASUREMENT FRAMEWORK -
PERFORMANCE INDICATORS 2007/08 (CX) (SCRUTINY - CORPORATE
RESOURCES) -
Cabinet in December 2005 received a report
advising of the Council’s response to the Performance Measurement
Framework (Performance Indicators) for 2006/07. As a result
of responses from Council’s across Wales and from SOLACE Wales, the
number of performance indicators had been greatly reduced and an
impact was made on the quality of the indicators in the
framework. The framework had been implemented in April 2006,
including a number of new national statutory PI’s (NSPI’s) and core
set indicators.
The Local Government Data Unit Wales had
issued a consultation paper which set out revisions to core
indicators for local governments in Wales, which if agreed would be
introduced from April 2007. It was noted there were no
changes to the national statutory PI’s.
The new PI’s for collection in 2006 included
the following areas:
·
asset management
·
countryside management.
In addition there were new PI’s included
for:
·
education
·
social care - adults’ service
·
social care - children’s service
·
housing - homelessness and housing advice
·
housing - private sector renewal
·
housing - supporting people
·
environment and transport - street scene
·
environment and transport - transport and highways
·
leisure and culture - sport and recreation.
Appendix A to the report detailed the
Council’s response to the consultation exercise. The response
proposed that the performance measurement framework be reviewed to
assess the balance and effectiveness of performance information,
notwithstanding, detailed comments were made on the proposed
PI’s.
This matter was for Executive decision.
RESOLVED -
(1) T H A
T the detailed response on the above framework be endorsed.
(2) T H A
T WAG be requested to re-assess the framework in line with the
Beecham Report “Beyond the Boundaries”.
(3) T H A
T a copy of the report be sent to the WLGA.
(4) T H A
T the Chief Executive be requested to disseminate the “hyperlink”
for the Local Government Data Unit to allow Members to access the
consultation document.
Reasons for decisions
(1) To
inform WAG of the views of the Council regarding the proposed
framework.
(2) To
ensure a more appropriate and balanced set of measures.
(3) To
apprise the WLGA.
(4) To
apprise Members.
C2829
CABINET ADVISORY COMMITTEES (CX) (SCRUTINY - ALL) -
The Cabinet of the previous administration of
the Council established a total of nine Cabinet Advisory Committees
which mirrored the Cabinet portfolio responsibilities.
Consideration was given to the future of such Committees.
This matter was for Executive decision.
RESOLVED - T H A T Cabinet Advisory Committees
be abolished with immediate effect.
Reason for decision
To acknowledge the importance of the Council’s
scrutiny function.
C2830
RELATIONSHIP MANAGER’S ANNUAL LETTER 2005/06 (CX) (SCRUTINY -
CORPORATE RESOURCES) -
A copy of the Council’s Relationship Manager’s
(RM) Annual Letter was considered.
In previous RMALs the RM had noted the
Council’s position in relation to its improvement journey to
date. This year the RM stated that “during 2005/06 the
Council had continued to respond to the challenges it faced and had
continued to make progress in many areas although there were some
corporate and services that need further attention”.
The RMAL was positive about the continuing
improvements being made by the Council, in particular:
·
The Council’s corporate management arrangements have continued to
develop. However, she identified a number of areas where
further improvement was needed.
·
The Council was taking action to improve services but there were
some areas of high risk that needed to be addressed.
·
The Council was refining its performance management arrangements
which should improve its ability to monitor and report progress
against key priorities.
·
She had given an unqualified opinion on the Council’s 2005/06
financial statements.
·
She was satisfied with the arrangements that the Council had in
place during the year to properly support the achievement of its
responsibility to secure economy, efficiency and effectiveness in
its use of resources during 2005/06.
·
She had confirmed that the Improvement Plan met the statutory
requirements and was produced and published on time.
Matters of note from the detailed report
included the following points:
·
The Council had effective financial management arrangements in
place, including internal financial controls, Internal Audit,
recognised standards of financial conduct, legality arrangements
and arrangements to prevent and detect fraud and corruption.
·
The Council had a good track record of achieving its budget
and had been able to build a strong financial position over the
last few years. There was significant financial pressures for
the Council especially within Community Services and in the
delivery of its major projects. However, this would need to
be robustly tackled and monitored if the overall financial position
of the Council was to remain sustainable in the future.
This matter was for Executive decision.
RESOLVED -
(1) T H A
T the Relationship Manager’s report be accepted.
(2) T H A
T the report be referred to the Scrutiny Committee (Corporate
Resources) and the Audit Committee.
Reasons for decisions
(1) To
provide feedback to the RM.
(2) To
provide for Scrutiny and review of the Relationship Management’s
Annual Letter.
C2831
SOCIAL SERVICES ISSUES (CX) (SCRUTINY - CORPORATE RESOURCES AND
COMMUNITY WELLBEING AND SAFETY) -
The Cabinet on 29th November, 2006
received a progress report which advised that a review of Social
Services would involve a strategic review of the service.
Since that time the Chief Executive with
support of officers had been working on a draft vision and strategy
for the service which was nearing completion. The Vision and
Strategy would reflect the following matters:
·
Promoting client independence and choice as far as possible whilst
ensuring the Council met its basic statutory obligations.
·
Reducing reliance on expensive specialist services and maximising
the opportunities for clients to access less costly mainstream
services.
·
Flexible commissioning of services from whichever providers could
demonstrate value for money, including the Voluntary Sector.
A questionnaire would be sent to all voluntary organisations
delivering social and care services in the Vale. The results
of which would form the analysis of commissioning options
previously requested by Cabinet.
· A
focus on productivity and better performance and risk management to
ensure that available resources were being used to best effect.
·
Improved project management based on clear officer accountability
and responsibility to deliver projects to deadline a budget in
accordance with well constructed original business cases.
In addition to the above matters,
consideration was also given to a draft Change Plan which outlined
a planned approach to Changing and Modernising the Vale’s Social
Care Services with a focus on addressing the underlying causes of
budget overspends. It outlined a vision for the future
direction of Social Care, underpinned by a shared purpose and which
provided a strategy to achieve a vision in line with the Council’s
Principles.
The draft Change Plan outlined a framework for
implementing key priorities. Each action was a project in its
own right and would need to be carefully planned with realistic
milestones and targets. Full details of the Change Plan had
yet to be included, and Members’ views on the overall direction of
the strategy were requested. It was appreciated that detailed
project plans would be required before the financial benefits that
would accrue from the new ways of working could be accurately
calculated.
The Draft Vision also provided a basis for
consultation on the future direction of social care with staff and
partners. New governance agreements would be needed to
oversee the changes involving both Elected Members, officers and
partners. At officer level the strategic overview of the Plan
would be the responsibility of the Corporate Management Team
supported by a Change Team incorporating staff from various
departments with technical expertise and experience of managing
change to oversee the operational issues arising. It was also
suggested that a Change Co-ordination Group including external
partners be established. Cabinet also considered whether
mechanisms needed to be put in place over and above normal
Executive scrutiny arrangements. Cabinet were advised that it
would receive a further report in the New Year on the detail of the
governance structures.
This was a matter for Executive decision.
RESOLVED - T H A T progress made to date made
in relation to a planned approach to changing and modernising the
Council’s Social Care Services including the development of a Draft
Vision document and Draft Change Plan be endorsed, subject to the
inclusion of the word “relevant” in respect of paragraph 12
relating to Strategy for Change to read “All relevant staff must be
IT literate” etc.
C2832
APPOINTMENTS TO OUTSIDE BODIES/JOINT COMMITTEES (CX) (SCRUTINY -
CORPORATE RESOURCES) -
Consideration was given to the
appointment/nomination of representatives to outside bodies/joint
committees as a result of the recent change in Council Leader and
to the Membership of Cabinet. It was necessary to consider
whether or not existing appointments/nominations should
continue.
Under Part 3 (iii) of the Constitution:
Responsibility for Functions, the appointment of any individual to
such bodies together with the revocation of any such appointment,
rested with the Cabinet.
RESOLVED -
(1) T H A
T the Council’s appointment/nomination of representative on outside
bodies as detailed in Appendix A to the report be approved with all
appointments/nominations applying until the Annual Meeting of
Council in 2008, subject to Councillor G.A. Cox remaining the
Council’s representative on the Environment Agency: Flood Risk
Management Wales Committee until the above date.
(2) T H A
T, where legally possible, attendance at meetings of organisations
to which a Member had been nominated or appointed by the Council be
classed as an approved duty, for which attendance allowance,
travelling and subsistence allowances are payable, in accordance
with the Council’s scheme.
Reasons for decisions
(1&2) To ensure continuity of
representation by the Council on outside bodies.
C2833
FLYING START (DCS) (SCRUTINY - COMMUNITY WELLBEING AND SAFETY)
-
Flying Start was a Welsh Assembly Government
initiative to improve the life chances of children by targeting
additional services at 0 - 4 years of age living in the most
deprived areas. Target areas would be based on school
catchment areas but the funding would be allocated to the Children
and Young People’s Framework Partnerships.
The aims of the initiative were:
·
long term - reduce number of people with very poor skills that
contribute to relatively high levels of income inequality
·
medium term - savings made through early identification of needs -
avoidance into care system, avoidance of crisis intervention such
as youth offending or substance misuse systems
·
short term - children better prepared for school and best
environment for children’s well being created.
Draft guidance on preparatory work in 2006/07
had been issued in May 2006. Following consultation on draft
guidance, WAG suggested that the Vale of Glamorgan’s allocation may
be twice as much as first indicated. The Framework
Partnership decided not to start planning until final guidance had
been issued since the amount would drastically change any plans
made.
Preparatory funding was available from April
2006, not dependent on submission of a plan, but a progress report
was required by 29th September, 2006. A copy of
the progress report to the Welsh Assembly Government was attached
to the report. The WAG expected funding to be used for at
least one full time post to prepare for delivery. This work
was currently being undertaken by the Children and Young People’s
Framework Co-ordinator who would administer the grant under the
guidance of the Director of Community Services.
Final guidance was received on 14th
July, 2006. A multi agency task and finish group had been
established by the above partnership to plan Flying Start including
representation from the Vale Local Health Board, Cardiff and Vale
NHS Trust, the voluntary sector, South Wales Police and local
authority education and children’s services.
School selected catchment areas had been
identified as Oakfield, Jenner Park and Cadoxton Schools. The
WAG had indicated a maximum number of children to receive Flying
Start services was 570 for the Vale of Glamorgan. In order to
comply with this criteria, Pencoedtre Village and the adjacent
Brookfield Avenue areas had been excluded from the catchment areas
of the nominated schools as these did not demonstrate similar
levels of deprivation. The area proposal had been approved by
the Minister.
Initially capital bids were submitted for
improvements to the three nominated schools to make them accessible
to deliver Flying Start services, however, these bids were not
successful and the Council had been requested to re-submit.
The planning group had now prepared bids to provide building
alterations to provide 20 additional child care places in
Gibbonsdown Children’s Centre, equipment to improve existing
childcare provision and building works and repairs to Cadoxton
Methodist Hall.
It was proposed that the 2007/08 capital bid
would be devoted to the Three Communities Centre.
Permission was sought to accept the Welsh
Assembly Government’s Flying Start grant and to draw down the
funding allocation of:
·
£368,310 for work force, planning and service delivery for
2006/07
·
£929,574 revenue allocation for 2007/08.
In addition, permission was also requested to
submit bids to draw down the Flying Start Allocation of:
·
£106,000 for 2006/07
·
£123,791 for 2007/08.
This matter was for Executive decision.
RESOLVED -
(1) T H A
T approval be given for the acceptance of the Welsh Assembly
Government’s Flying Start grant.
(2) T H A
T the Director of Community Services in conjunction with the
Directors of Finance, ICT and Property and Legal and Regulatory
Services and the Cabinet Member for Social Care Services, be
authorised to submit detailed Flying Start revenue and capital
payments.
(3) T H A
T the Director of Community Services submit a further report to
Cabinet on any employment implications for Sure Start employees as
a result of the Flying Start Initiative.
(4) T H A
T the Director of Community Services circulate to all Members of
the Council the qualifying criteria and briefing note relating to
the Initiative.
Reasons for decisions
(1&2) To enable the development of
the Flying Start Initiative within the Welsh Assembly Government’s
timescales.
(3&4) To apprise Members.
C2834
MATTERS WHICH THE CHAIRMAN HAD DECIDED WERE URGENT -
RESOLVED - T H A T the following matters which
the Chairman had decided were urgent for the reasons stated be
considered.
C2835
TELECARE STRATEGY (DCS) (SCRUTINY - COMMUNITY WELLBEING AND SAFETY)
-
Urgent by reason of the need to submit
a bid to the Welsh Assembly by 31st December,
2006
Cabinet’s approval was sought
·
for approval to submit a draft Telecare Strategy;
·
to seek approval to apply for capital funding for Telecare from the
Welsh Assembly Government (WAG);
·
to seek approval for the upgrading of the Council’s Community Alarm
centre to ensure that Telecare services could be delivered by the
Council.
WAG had announced £8.92m. would be available
for Welsh Local Authorities to support capital expenditure relating
to Telecare schemes. The Council would receive £326,841
across this and the next financial year. For 2006/07 £110,000
was available. The level of grant made available by WAG was
dependent upon the number of older people in the Vale of
Glamorgan. Applications to WAG to drawdown this capital grant
had to be made to WAG by 31st December, 2006. It
was estimated that the level of grant should fund equipment for
approximately 400 people by April 2008.
Telecare was a means by which care and support
could be provided to people with or without other services, through
telecommunication and technology in the home. It was becoming
an increasing important element of care packages for people with
support needs in their own homes.
The people who could most benefit from
Telecare systems were:
·
older people;
·
people with disabilities;
·
people with mobility impairments.
In the 2006/07 Capital Programme, the Council
had allocated £10,000 for a Telecare pilot within the Vale of
Glamorgan.
It was proposed that the Council’s Telecare
capital allocation of £10,000 be utilised for development of the
Telecare Strategy. The Council did not have the capacity or
specialist expertise to develop the Telecare Strategy within the
timescale required by WAG. The proposed Telecare Strategy was
currently being finalised. Its submission would be approved
by the Director of Community Services, Director of Finance, ICT and
Property, Cabinet Member for Social and Care Services and Deputy
Leader.
It had been agreed through the OneVale
Programme Board that the proposed amalgamation of the Community
Alarm Centre (CAC) with the Social Services Contact and Information
Centre (CIC) would be located in late 2007 or early 2008 in the
OneVale Contact Centre. The management arrangements for this
proposal still needed to be developed and would be reported to the
OneVale Programme Board.
In order for the amalgamated (CAC) / (CIC) to
be able to monitor Telecare equipment, the infrastructure needed to
be upgraded. Currently the CAC received and managed alarm
calls through Tunstall Telecom equipment PNC3. PNC3 had been
purchased shortly after local government reorganisation in 1996,
operated on a windows NT framework, had no capability for corporate
integration, homeworker and could not deliver all the monitoring
requirements required of the Telecare agenda.
The proposed upgrade to Tunstall Telecom PNC4
would:
·
integrate with the Council’s Corporate ICT structure;
·
meet the future requirements of Telecare/health agenda;
·
it was proposed that the upgrade to Tunstall Telecom PNC4 would
occur in late 2006/07.
In the meantime, the Community Services
Directorate would develop proposals for the amalgamation of
CIC/CAC, which would be the subject of a future Cabinet
report. This would include proposals, within existing budgets
to provide a Telecare response service, as outlined above.
This issue was central to the Older Persons Commissioning Strategy
currently being developed and would be reported to Cabinet in early
January 2007. The aim of this strand of the Commissioning
Strategy would help to support more people to live independently in
their own homes.
A key element of a Telecare service was
responding to emergencies. Work within the development of the
Commissioning workshops had highlighted the need to reconfigure the
home care emergency service to meet this requirement.
Following completion of the draft Commissioning Strategies, a
report would be presented to Cabinet. This reconfigured
service would be within existing budgets.
This was a matter for Executive decision.
RESOLVED -
(1) T H A
T the utilisation of the Council’s £10,000 capital allocation for
undertaking the draft Telecare Strategy be approved and that the
Telecare Strategy be submitted following consultation and approval
of the Director of Community Services, Director of Finance, ICT and
Property, Cabinet Member for Social and Care Services and the
Deputy Leader.
(2) T H A
T the Director of Community Services be authorised to submit
proposals to WAG to access the forthcoming Telecare capital grant
and that the Council’s urgency powers be utilised to meet the
deadline.
(3) T H A
T the appropriate standing order/financial regulation be waived in
order to allow the Council to purchase the Tunstall Telecom PNC4
CAC equipment, following authorisation by the Director of Finance,
ICT and Property.
(4) T H A
T the Director of Community Services be authorised, in consultation
with the Director of Finance, ICT and Property, the Deputy Leader
and the Cabinet Member for Social and Care Services to purchase
PNC4 from Tunstall Telecom and that the Capital Programme be
increased by £65,000.
(5) T H A
T a further report be requested from the Director of Community
Services on the proposed amalgamation of CAC and CIC, and
potentially integrating the combined service with the Contact
Centre in due course, including the development of a 24 hour, 7 day
a week Telecare response service within existing resources.
(6) T H A
T a further report on the revenue implications and eligibility
criteria for the Telecare project be reported to a future
Cabinet.
Reasons for decisions
(1) To obtain
approval for the development of a Telecare Strategy.
(2) To obtain
authorisation to access the WAG Capital Grant.
(3)&(4) To obtain
authorisation to purchase new CAC equipment.
(5)&(6) To ensure Elected
Members are involved in the development of the new service.
C2836
INDEPENDENT LIVING FUND (DCS) (SCRUTINY - COMMUNITY WELLBEING AND
SAFETY) -
Urgent by reason of the need to ensure
progress is made in relation to the Social Services Budget Action
Plan
Cabinet received a report which considered
potential benefits to be gained by increasing take-up of the
Independent Living Fund (ILF). The Council’s objectives for
social care would be included in the consideration of an increased
take-up of ILF.
The ILF’s user profile analysis as at
31st March. 2006 showed the following take-up of the
1993 Fund in Wales. Present take-up in the Vale was compared
to the three highest per capita users of ILF:
|
Authority
|
ILF
Users
|
Population
|
ILF Users per
10,000 pop
|
|
Gwynedd
|
117
|
116,838
|
10.6
|
|
Wrexham
|
102
|
128,477
|
10.1
|
|
Torfaen
|
84
|
90,967
|
9.8
|
|
Vale
|
45*
|
119,293
|
5.1
|
ILF figures confirmed that the funding for
these 45 Vale users amounted to £786,501.83 (average £17,477.81 per
annum) for the financial year 2005/06. These were evenly
divided between physically disabled and learning disabled
users. Doubling ILF take-up in the Vale - or bringing the
Vale up to Gwynedd’s level of take-up - could generate a potential
ILF up-take of £750,000 - £1.25m.
It was therefore clear that there was
considerable scope for expanding the use of the Fund for disabled
clients in the Vale to bring the Vale into line with other
Authorities. Such an expansion would have considerable
financial benefits for the Vale as well as promoting independence
for service users.
The Authorities above, who had achieved
greater use of this resource, had done so by developing specific
strategies to identify potential users and generate
applications. For example:
·
Gwynedd had a dedicated ILF worker to identify all potentially
qualifying service users and to train care managers in procurement
criteria. In conjunction with ILF staff, they had developed
an expertise in identifying creative use of the Fund in order to
maximise the potential of the resource. Clients living at
home and in receipt of day services and DLA High Care component
(the cost of which brought them into contention for ILF) had been
particularly targeted as the Fund was then used to support
additional parts of their Community Care package such as
domiciliary, personal or domestic are etc. As a result,
Gwynedd had generated an additional £1.5m. of ILF income for their
service users with a learning disability and believed that there
was potentially an additional £1m. to be claimed.
·
Wrexham had focused on increasing take-up of both Direct Payments
and ILF by developing their expertise in both areas through a
Planning Officer who had supported, advised and trained front line
staff. Assessing eligibility for ILF has therefore become a
‘default’ part of the Community Care Assessment process and
Wrexham’s Community Care Panel scrutinised all qualifying
applications to ensure that ILF had been considered. All
Community Care packages that were agreed by their Panel were only
agreed initially on a temporary three month basis in order not to
prejudice potential availability of ILF. Wrexham also had a
policy whereby clients who refused a Community Care package that
included ILF as a central component were instead offered a
residential package to meet their assessed needs.
·
Torfaen had historically encouraged Fund applications through their
Welfare Rights staff and they were now developing this potential
still further through the appointment of an ILF Broker to promote
and maximise take-up of both Director Payments and ILF across all
adult social work teams. The Broker also worked alongside
care managers and ILF staff to resolve problems and to identify
potential users who triggered Fund criteria.
·
Carmarthenshire had employed a dedicated ILF project worker since
February 2004 to work across all adult teams. As a result,
Carmarthenshire had increased ILF revenue from £800,000 in February
2004 to £2.2m. to date. Moreover, given the rate of new
referrals from care managers, Carmarthenshire was now considering
developing an ILF/Direct Payments Teams to cope with demand and to
co-ordinate and expand the use of these funding systems.
The report recommended:
1. That Social
Services make available to disabled people and their families
further detailed information about accessing the Independent Living
Fund and the benefits to be gained by arranging support through
this mechanism. Service users needed advice and assistance if
they were to achieve greater potential and lead more independent
lives in the community. The Community Care budget was under
considerable pressure given the increasing numbers of disabled
clients in the Vale and additional costs were being created by
eligible service users not claiming ILF. Increasing take-up
would not only maximise alternative sources of funding for care
packages, but also provide more effective targeting of existing
resources. A revised policy and strategy on this issue would
promote greater equity between service users with regard to
contribution to service costs.
2. Service users
who requested a service would have their benefit entitlement
reviewed to establish whether or not they may satisfy the
Disability Living Allowance High Care Rate eligibility and thereby
qualify for ILF funding. Potential opportunities for claiming
ILF funding would therefore be improved during the assessment
process. Promoting independence, choice and community
participation was central to the Welsh Assembly Government’s
disability policy. The Independent Living Fund had been
introduced to assistant local authorities with the funding costs of
packages that encouraged such independent living.
3. Where an
assessment, re-assessment or care package review identified that
the eligibility criteria for ILF was satisfied, Care Plans would be
designed on the basis that ILF would form an integral part of
meeting the identified care needs. Care packages would
therefore be premised on the fact that, except in exception
circumstances, service users who were eligible for ILF would
apply. The development of a more robust ILF policy would be
compatible with the Vale’s development of its Direct Payments
Scheme as the two were complementary. Clients whose care
needs increased and who were in receipt of a direct payment of at
least £200 per week, could have any subsequent additional care
costs met through an ILF award as opposed to an increased direct
payment or Community Care package. This could mean up to an
additional £375 per week towards care costs in certain
situations.
4. Given the
number of future users of adult learning and physical or sensory
disability services who had been identified by the Children with a
Disability Team via the Transitions process, take-up of this
resource should be maximised at the earliest age possible (the
lower age limit for entitlement to ILF was 16 years). As
such, a more pro-active approach to generating ILF with disabled
children who met the eligibility criteria should also be
facilitated within Children’s Services. A further report
would be presented to Cabinet early in the New Year.
5. In
exceptional circumstances the Director of Community Services and
the Director of Finance, ICT and Property be authorised to consider
the need and priority for additional capacity for an ILF specialist
worker within the Commissioning Strategies for Social Services.
This was a matter for Executive decision.
RESOLVED - T H A T the development of an ILF
Strategy as set out above, be endorsed.
C2837
COMMISSIONING STRATEGIES (DCS) (SCRUTINY - COMMUNITY WELLBEING AND
SAFETY) -
Urgent by reason of the need to meet
an outstanding Cabinet request
Cabinet were provided with an update on the
work undertaken to develop commissioning strategies for Social
Services and were provided with a framework for consulting on the
Council’s key partners regarding the proposed draft commissioning
strategies.
Cabinet, on 8th November, had
requested a report ‘on the timetable for undertaking the review of
Joint Commissioning funding’. The report before Cabinet set
out an initial proposal to consult on the development of
commissioning strategies for Social Services. Further work
would be required to develop joint commissioning strategies with
the Vale LHB and the Vale Council for Voluntary Services (VCVS), in
the light of the Council’s draft plans, which would be subject to
Cabinet reports.
Commissioning workshops had concluded in the
week ending 15th December, 2006. The key themes
arising from these workshops would be highlighted in the Cabinet
report from the Chief Executive around a Social Services Change
Plan, considered earlier in the meeting.
The proposed commissioning strategies would
set out the key priorities for Social Services and highlight issues
at the interface between key partners, including health and
education. It was anticipated that the draft commissioning
strategies for the services outlined in the report would be
completed by mid January 2007.
A previous Social Services Action Plan had
been criticised by the Council’s health partners and the voluntary
sector for lack of consultation. A view had been held by some
elements of health and the voluntary sector that they should be
consulted prior to any consideration of matters by Elected
Members. It was always a difficult decision to determine when
consultation should take place. The Council had a duty to
ensure that it meets its own statutory duties as well as working in
partnership with other bodies.
Following completion of the draft
commissioning strategies, it was proposed that a Cabinet report be
produced and that the Director of Community Services arranges:
·
workshops per client group to engage and listen to the views of the
voluntary sector;
·
workshops per client group for users and their carers;
·
discussions with the Vale LHB regarding the key issues highlighted
in the proposed strategies and the interface issues with
health.
The proposal was to engage users/carers, the
voluntary sector and the Vale LHB separately because each of the
stakeholders would have different priorities / perspectives that
the Council would need to consider. Discussion with the Vale
LHB had been highlighted as they were the commissioners of health
services.
The joint partnership arrangement with the
Vale LHB, the Cardiff and Vale NHS Trust and the VCVS provided for
a 12 week consultation period. However, due to the tight
budget framework for the Council it would not be possible to allow
such a lengthy period for consultation. The Chief Executive
of the VCVS was aware of this difficulty.
It was proposed that the consultation with
users/carers, the voluntary sector and the Vale LHB occur in mid to
late January 2007, following a further report to Cabinet in early
January 2007.
This was a matter for Executive decision.
RESOLVED -
(1) T H A
T the proposal to develop Commissioning strategies for Social
Services be endorsed.
(2) T H A
T Cabinet receive a further report, for information purposes,
regarding the draft Commissioning strategies in mid to late January
2007.
(3) T H A
T the proposal to consult with users/carers, the voluntary sector
and the Vale LHB regarding the Commissioning strategies be
endorsed.
(4) T H A
T Cabinet receive a further report by early February 2007 setting
out the views of users/carers, the voluntary sector and the Vale
LHB regarding the proposed Commissioning strategies.
Reasons for decisions
(1),(2)&(3)
To ensure Cabinet is engaged in the development of Commissioning
strategies for Social Services.
(4)
To ensure the Cabinet is informed about the views of carers/users,
the voluntary sector and the Vale LHB.
C2838
ANNUAL REVIEW OF ELIGIBILITY CRITERIA FOR ADULT SOCIAL CARE
SERVICES (DCS) (SCRUTINY - COMMUNITY WELLBEING AND SAFETY)
-
Urgent by reason of the need to ensure
progress is made in relation to the Social Services Budget Action
Plan
Cabinet were provided with the annual review
report on the eligibility criteria for Adult Community Care
Services and for provision of services together with an outline of
the steps being taken to clarify the current eligibility criteria
for social care for staff and the public, in a manner that both
safeguarded the interests of people seeking support and the
interests of the Council.
Vale of Glamorgan staff had now had 18 months
experience of operating with the procedures for determining
eligibility under the Fair Access to Care Services (FACS) guidance,
a framework to determine eligibility to Care Services for
Adults. There had been good progress in developing
inter-agency partnership in assessing needs and sharing information
with consent using the unified approach and under the related care
programme approach for Mental Health Services. This was still
being developed but the benefits to service users, and the
advantages of avoiding duplication of effort, were clear.
However, this progress had itself served to highlight tensions
between the two first objectives of the Unified Assessment
Guidance. That is, whilst the guidance placed a
responsibility on all relevant agencies to co-operate in joint
assessment, it only set out statutory guidance to local authorities
about how these needs should be met.
The Guidance issued by the Welsh Assembly
Government, had in practice proved confusing, and had been open to
interpretations by NHS Trusts and the Vale LHB, which had reduced
their expenditure and contribution to the care of individuals with
complex needs, and high cost high dependency needs, thereby leading
to a creeping extension of social services funded care. This
had in turn contributed to budget pressures on the Council.
To address this situation Chief Officers in Adult Social Services
with the assistance of the Legal Division, would undertake a
detailed re-examination of Local Authority health related duties,
to ensure that the Council only met assessed needs where there was
a duty to do so at the agreed eligibility level.
The Guidance created expectations that the
Local Authority would be responsible for meeting all need, at the
critical or substantial level, other than those which had been
accepted as the responsibility of another agency. Besides the
NHS implications outlined, this also applied to Supporting People
whereby the criteria had been redrawn since 2004 and had led to
social care funding making up the difference when services had been
reduced or withdrawn.
This situation had been encouraged by
particular statements in the FACS Guidance, and in the informal WAG
advice. Although the procedures set out processes to
determine specific eligibility decisions for a wide-range of needs,
these were also used to determine a single overarching eligibility
rating for each individual. The Guidance at one point stated
that there should only be one eligibility decision. Whilst
this perhaps had a value as a general indicator for all agencies,
it was a poor indicator of the priority for Local Authority Social
Services support. There was no clarity whether this aspect
supported the Council’s legal responsibilities.
There were also a number of other areas where
clarification was required. These related to responsibilities
for adult education arrangements and for day care support which
applied to adults under 65 years. The Council was required
under equalities legislation and guidance to ensure that the
interpretation of the eligibility criteria was consistent across
all care groups. This may not be the case in relation to
older people.
The current procedures had not provided case
managers and their line managers with the necessary tools to
understand the extent of Social Services responsibilities, or
safeguard the Council’s interests (e.g. avoid the risk of legal
challenge for means tested services which would otherwise be free
under the NHS).
The current capacity in the Adult Care
Management Teams to comply with the annual review of care needs and
services of all users, was limited to around 25% of the
users. This would increase the time taken to implement the
revised internal guidance.
The revised internal guidance that had been
prepared with advice from the Council’s Legal Division set out the
principles as follows:
·
The Council’s social care responsibilities begin with an assessment
of the personal care needs of an individual and his or her carers
and a statement of the assessed needs and whether they met the
eligibility criteria (substantial and critical) was made.
·
Following the assessment, decisions were made by Vale Social
Services staff about what services could and may be made available
to meet those needs. This was discussed with the individual
and their family / carers prior to a care plan being produced that
set what services were being met by the Council and the other
organisations or agencies, what outcomes were being sought through
the care provided, and recorded whether any needs were not being
met and why. Each individual would have different
circumstances in which care was delivered.
·
A separate financial assessment followed the care plan being
produced to determine whether, and by how much that person had the
means to be charged for the care service supplied under the
Council’s Charging policies.
·
The procedures were used to make judgements on how to ensure the
care is ‘person centred’ or tailored to the individual’s
circumstances and the avoidance of risk of loosing their
independence; and how to ensure reasonable equity across all adults
receiving social care. These procedures were based in
community care law, and statutory guidance as developed since the
NHS and Community Care Act 1993.
·
The Council could take resources into account in determining the
criteria for eligibility in principle and in advance (i.e. at the
strategic level), as well as determining the amount of resources
deployed to meeting eligible needs when assessing the individual’s
needs and deciding whether it was necessary to arrange
services. A balancing act was necessary between the relative
cost of providing a service against the relative benefit and the
relative need for the benefit.
·
All users of Social Care Services were entitled to a minimum of an
annual review of their needs and the services to meet them, and in
any event prior to any changes. All carers supporting users
were also entitled to a separate assessment of their needs in
relation to that support.
The internal guidance would also encourage
care managers and staff to look to alternative and more cost
effective ways of meeting eligible need. Aim to seek
agreement with other agencies to serve the seamless approach to
assessing needs that had begun under Unified Assessments.
In broad terms, duties to provide services
only arose if needs could not be otherwise met. This would
require better community resource information to the public and to
Community Services staff.
Social Services staff already assisted people
accessing services or activities, and in applying for benefits in
the assessment process and encouraged them and their carers to use
the funds obtained to meet some of their non-personal care needs
(such as cleaning, shopping and transport).
This was a matter for Executive decision.
RESOLVED -
(1) T H A
T the annual review of the eligibility criteria for Adult Social
Services, particularly the emphasis on ensuring that there was a
consistent implementation of the criteria across all user groups,
be noted.
(2) T H A
T the Director of Community Services submit a further report on the
consultation and negotiation regarding the interface with the NHS,
Supporting People and adult education funding bodies.
Reasons for decisions
(1) The
Council needs to review its eligibility criteria for Adult Social
Services on an annual basis.
(2) To
ensure that Cabinet are informed of any discussions with relevant
organisations.
C2839
MAJOR REPAIRS ALLOWANCE (DCS) (SCRUTINY - CORPORATE RESOURCES, WITH
THE HOUSING SUB-COMMITTEE BEING THE SUBORDINATE COMMITTEE
RESPONSIBLE FOR HOUSING STOCK ISSUES) -
Urgent by reason of the need to submit
information to the Welsh Assembly Government on the MRA prior to
Christmas
Cabinet received a report which provided
additional information on the Major Repairs Allowance as requested
by Cabinet on 25th October, 2006, and which sought
approval for the allocation of Major Repair Allowance funding in
relation to the Housing Investment report.
The Housing Investment report presented to
Cabinet on 8th November, 2006, made a number of
recommendations to support a stock retention strategy. The
report did not however, outline a proposed spending strategy
profile for the next three years although it did refer to the
timing of expenditure in relation to Capital Receipts and
Prudential borrowing.
Major Repairs Allowance would form the main
funding stream for programmed work to achieve the WHQS. In
order for the Council to ensure maximum benefit towards achieving
the WHQS, it was essential that a clear spend strategy was
agreed. It was essential that all available capital funding
was directed to key element replacement in a programmed
approach.
The key priorities for meeting the WHQS should
be determined by a Stock Condition Survey. The Tribal / HCH
Housing Investment report highlighted concerns about accessing
qualitative data to determine those priorities and suggested that
the Council should undertake a new Stock Condition Survey.
Work was ongoing to commission a new Stock Condition Survey in
early 2007, and this would be the subject of a report to
Cabinet. This Stock Condition Survey would result in a
significant increase in capital spend on the Council’s housing
stock in 2008/09 and onwards.
The Housing Investment report also highlighted
that some key priorities for reaching the WHQS could be obtained
from the previous Stock Condition Survey, highlighting a potential
spend of capital resources of £5.1m. Property Services were
currently examining whether this data was in a format that was
reliable. If the data was reliable, then this would result in
a kitchen, boiler and bathroom replacement programme commencing in
2007/08, and would be subject to a further detailed Cabinet
report.
The Property Section had indicated that they
could undertake key elemental programmes of work (e.g. window
replacement) in 2006/07 and 2007/08. Currently window
replacement contracts (3) had been let which would achieve an
expenditure of £400,000 in total. It was proposed that these
contracts would be extended to achieve the additional spend of
£400,000 at the same or pro rata competitively tendered rates
contained within the existing contracts. This procedure would
not comply with the Contract Standing Orders relating to tenders
and the report before Cabinet sought approval for a variation to
same.
Appendix 1 to the report outlined proposed
spend strategy for 2006/07, 2007/08 and into 2008/09, including the
potential kitchen and bathroom replacement programme. It was
proposed that an mount of MRA up to this year’s allocation of
£2.7m. be used during 2006/07 and 2007/08 provided that it could
clearly be demonstrated to bring elements up to the WHQS.
The Property Section would require additional
resources to manage, design and procure this future work, which
would be funded from the MRA and HRA allocations. As a short
term measure, Property Services had been requested to appoint
temporary staff in early 2007 to ensure adequate progress was made
to commission the new Stock Condition Survey and progress the
highlighted MRA spend for 2007/08. It was proposed that a
further report be submitted to Cabinet outlining the staff
resources and funding arrangements required to undertake the work
required to meet the WHQS for 2008/09 and beyond.
It was also proposed that WAG be requested to
consider the proposal to utilise the MRA over the next couple of
years, ensuring that any annual MRA underspend be allocated to the
works highlighted in the proposed new Stock Condition Survey.
This work would commence in late 2007/08.
This was a matter for Executive decision.
RESOLVED -
(1) T H A
T the updating of the HRA Business Plan that included the proposed
spending profiles to ensure the viability of the Plan be endorsed
and that a further report be produced setting out the updated HRA
Business Plan.
(2) T H A
T the MRA spending strategy as outlined in Appendix 1 to the report
be approved and the funding be added to the Capital Programme, and
that the use of the Council’s emergency powers be used to allow
submission to WAG by the required deadline.
(3) T H A
T the temporary arrangements to ensure that the new Stock Condition
Survey be commissioned be noted.
(4) T H A
T further reports be requested on:
(i) The additional resources required to manage, design
and procure the work to be identified by the new Stock Condition
Survey and funded from the MRA and HRA.
(ii) The new Stock Condition Survey.
(iii) The potential kitchen and bathroom replacement
programme in 2007/08.
(5) T H A
T the waiving of Contract Standing Orders in order that the three
existing window replacement contracts could be extended to achieve
the increased expenditure in 2006/07 be approved.
(6) T H A
T the Leader write to the relevant Assembly Minister requesting
that the Council be permitted to carry forward the MRA as outlined
in Appendix 1 to the report.
(7) T H A
T the Director of Community Services submit a further report to
Cabinet on 13th January, 2007, detailing progress made
to ensure appropriate action was being taken to utilise MRA funding
as soon as practicable and to ensure early commissioning of the new
Stock Condition Survey.
Reasons for decisions
(1) To
ensure the Housing Investment Business Plan remains viable.
(2) To
commence planned maintenance programmes working towards the Welsh
Housing Quality Standard for the housing stock and to provide a
strategy to submit to the Welsh Assembly Government in order to
obtain approval to carry forward MRA underspend in 2007/08.
(3) To
ensure sufficient resources are made available to implement the
proposed spending strategy.
(4)
(i) To achieve the required expenditure target for
2006/07.
(ii) To ensure sufficient resources are made available
to implement the proposed spending strategy.
(iii) To ensure Elected Members are kept informed about
a significant Capital Programme.
(5) To
ensure the Council’s Financial / Standing Orders are met.
(6) To
request a carry forward of the MRA.
(7) To
apprise Cabinet on progress.