SCRUTINY COMMITTEE (SOCIAL CARE AND HEALTH)
Minutes of a meeting held on 13th January, 2014
Present: Councillor R.L. Traherne (Chairman); Councillor Mrs. M.E.J. Birch (Vice-Chairman); Councillors R.J. Bertin, Ms. R. Birch, Ms. K. Edmunds, Dr. I.J. Johnson, Ms. R.F. Probert, J.W. Thomas and S.T. Wiliam.
Also present: Councillor S.C. Egan.
723 APOLOGY FOR ABSENCE –
This was received from Councillor E. Hacker.
724 MINUTES –
RECOMMENDED – T H A T the minutes of the meeting held on 2nd December, 2013 be approved as a correct record.
725 DECLARATIONS OF INTEREST –
No declarations were received.
726 THE ANNUAL COUNCIL REPORTING EVALUATION AND REVIEW 2012-13 – PRESENTATION BY REPRESENTATIVES OF CSSIW –
In attendance for this item: Ms. S. Van Eijkern and Ms. G. Huws-John, CSSIW.
CSSIW have now reviewed and analysed evidence from the 2012-13 performance year, and Committee received the overall evaluation of the Vale of Glamorgan Social Services performance which evidenced areas of progress and areas for development.
The representatives of CSSIW summarised the outcome of the Evaluation and Review by means of a presentation to Committee, the contents of which were as follows:
- The Vale of Glamorgan Council has key strategic plans in place for the Social Services Directorate in 2012/13 – Change Plan / Budget Programme
- Integration with neighbouring Councils and Health continues to be a priority.
- The Council has made significant savings in Adult Services with the financial position steadying again although 2013/14 is expected to be challenging
- Despite a considerable increase in the numbers of assessments undertaken and a reduction in completion times, a waiting list for assessment in the Adult Community Care Team (ACCT) has emerged.
- In Children’s Services performance is good, with the Council meeting its statutory obligations in nearly all areas.
- However, placements for Looked After Children continue to be a source of budgetary pressure.
CSSIW has identified the following potential risks
- Services which are provided collaboratively with neighbouring Councils and health boards where funding and eligibility criteria may differ.
- The impact of Welfare Reforms.
Response to Last Year’s Areas of Development
- The Council has made progress on a number of identified areas for development.
- The improvement plan for 2013/14 includes the objective to increase in-house foster carers.
- A wide consultation exercise has been undertaken with people using services. The outcomes have been largely positive.
- The Council has reviewed re-referral rates in Children’s Services and has taken steps to improve performance.
- The impact has been a significant reduction in the number of re-referrals.
- The Council has continued to progress work on reducing the numbers of people experiencing delayed transfers from hospital.
- The Director reports that there has been an increase in the number of people with complex needs being cared for at home and a reduction in the number of people cared for in residential / nursing services.
- Following a period of improved performance against targets, there has been an increase in the levels of staff absences.
- However, for the first time, all staff in Social Services have participated in an annual appraisal.
- The Council has a strategy to address high expenditure on residential care placements for children and young people.
Good Practice Identified
- Strength of forward planning with clear priorities and objectives.
- Continues with the pursuit of integration, including actual and virtual arrangements.
- Leadership on a number of initiatives to develop integration with health.
CSSIW Future Work
- Site visit to the FACT team providing early support to families.
- Site visit – theme delayed transfers of care.
- National thematic review – commissioning of social care for older people.
- National thematic inspection of Looked After Children.
Members were given the opportunity to comment on the Inspection Evaluation and Review and the following points were raised.
A Member, in recognising the issues raised during the presentation, referred to issues of accountability in collaborative initiatives and enquired if CSSIW had made representations to the Williams Commission.
In response, the CSSIW representatives advised that there had been no input to the Williams Commission at their level, although Ministers were committed to the concept of wider integration.
The Chairman observed that CSSIW came into contact with many local authorities and enquired as to how well the Vale compared with the other local authorities.
Ms. Van Eijkern responded by saying that, in her view, the Vale came out very well although CSSIW did not maintain league tables of authorities. The Vale was considered to be very â€œsafeâ€ although there were always areas for improvement.
In referring to Forward Planning, a Member enquired how the issue of demographics should be handled and Committee were advised that it was noted that the nation’s demographics were changing. The earlier the Council became involved in maintaining the public’s independence, the greater were the potential long term savings.
A further Member stated that he had been pleased to receive the presentation and sought advice from the representatives of CSSIW. In seeking to improve the assessments within the Adult Services, how could this be done?
Ms. Huws-John replied that the Council should look at the way its resources were utilised.
Members were further advised that there had been some history to this question. In the past, CSSIW had noted the length of the waiting lists. The Council had actively worked on this issue and was continuing to do so.
In referring to budgetary pressures surrounding Looked After Children, a Member enquired if the representatives of the CSSIW thought that the Council was making the appropriate decisions.
In reply, Committee were advised that it was the view of Ms. Huws-John that the Council was taking the right decision in its recruitment drive for foster carers. It was her view that there was nothing that the Council was not addressing but suggested that the Council should address preventative policies. Furthermore, the Council should look towards recruiting local placements.
A Member enquired as to the type of out of county placements that the Council should be looking for and was advised that the type of placement would depend on an individual’s assessed needs. It was also acknowledged that fostering was not always the best solution and it may be that a residential placement would be more appropriate.
In conclusion, the Chairman thanked the representatives of the CSSIW for the way in which they had conducted the exercise. The presentation had reflected very well on the staff of the Directorate and Members of the Committee requested that their appreciation be passed on to staff for the very good performance achieved.
(1) T H A T the contents of the Social Services Inspection Evaluation and Review 2012-13 be noted.
(2) T H A T the representatives of the CSSIW be thanked for their presentation.
(3) T H A T staff of the Directorate be informed of the Committee’s appreciation of the very good performance achieved.
Reason for recommendations
(1-3) Having regard to the contents of the Social Services Inspection Evaluation and Review 2012-13.
727 REVIEW OF THE RESOLUTIONS FOSTERING SERVICE (REF) –
Cabinet, on 16th December, 2013, was informed of the outcome from an independent review of the Resolutions Fostering Service commissioned by the Resolutions Management Board.
In 1993, Mid Glamorgan County Council established a fostering scheme specifically for young people who were remanded to the care of a local authority in criminal proceedings. Following Local Government reorganisation, a number of councils agreed to collaborate in maintaining this provision - Bridgend, Caerphilly, Merthyr Tydfil and the Vale of Glamorgan. Because the scheme was physically based in its area, Bridgend County Borough Council (CBC) agreed to host and manage the service.
During 2001/02, demand for remand placements fell while demand for placements for young people with other complex and challenging behaviours increased. In response, the scheme was changed, to provide for this area of need. It was renamed the Resolutions Adolescent Fostering Team, which became the Resolutions Fostering Service in 2009.
The service was managed through a Management Board that comprised of the Heads of Children's Services from the four partner Local Authorities, a representative of the Youth Offending Services in the partner authorities, the Accountant for Bridgend CBC and the Team Manager of the scheme.
In June 2013, the Management Board agreed to commission an independent review of the service. The report of the review was attached at Appendix 1 to the report, and showed that the service was not able to increase the number of placements available on the scale intended, despite significant efforts over several years
The review identified a number of options for the Management Board to consider.
Option 1: The service continued – This would mean that a new Team Manager is appointed and a clear business plan and marketing strategy for the service developed. The service could continue to be hosted by Bridgend or one of the other partner local authorities.
Option 2: The service is brought to an end – This required that Resolutions staff would be offered redeployment opportunities.
Option 3: The service was sold on the open market – This would require agreement by the carers as without the carers there would be little to sell. Implications for Resolutions staff would also need to be considered.
Option 4: The service was maintained in its current state with existing interim arrangements but no action is taken to recruit more Resolution carers and gradually the service will cease to function.
The Resolutions Management Board had met to consider the review report and concluded that Option 2 is the preferred option.
Cabinet had resolved –
"(1) That the independent service review and the preferred option to discontinue the service as recommended by the Resolutions Management Board be agreed and that the consultation process as outlined in the report be undertaken.
(2) That the Head of Children and Young People Services, as the Council's representative on the Resolutions Management Board, in consultation with the Cabinet Member for Children's Services, be authorised to agree implementation of the required processes following conclusion of the formal consultation.
(3) That the report be referred to the Scrutiny Committee (Social Care and Health) as part of the consultation process.
Reasons for decisions
(1) To confirm support of the independent service review and the preferred option recommended by the Resolutions Management Board.
(2) To enable the Resolutions Management Board to implement the required processes following conclusion of the formal consultation.
(3) To enable the Scrutiny Committee to be consulted."
Having considered the decision of the Cabinet, it was
(1) T H A T the decision of the Cabinet be noted.
(2) T H A T Scrutiny Committee receive a further report in six months’ time outlining how the process of implementing the preferred option is progressing.
Reasons for recommendations
(1) Having regard to the resolution of Cabinet.
(2) To be informed of how the process of implementing the preferred option is progressing.
728 REVENUE AND CAPITAL MONITORING FOR THE PERIOD 1ST APRIL 2013 TO 30TH NOVEMBER 2013 (DSS) –
Committee received a report which advised of the position in respect of revenue and capital expenditure for the period 1st April to 30th November 2013 regarding those revenue and capital budgets which formed this Committee’s remit. The Committee also received an update on the progress made in delivering the Social Services Budget Programme.
It was projected that the service would outturn within target at the end of the financial year.
Children and Young People’s Services – the major issue was the need to manage continued pressure on the children’s placement budget. The current projected outturn for the jointly funded Residential Placements budget for Looked After Children was an overspend of £508k. Any overspend at year end would be funded in proportion to the original contributions made to the joint budget i.e. £457k (90%) Social Services and £51k (10%) Education. In addition to the joint budget, a high cost placement provision of £1.46m was established as part of the budget setting process for 2013/14. To date, £223k of the provision had been committed, which was established as part of the budget setting process for 2013/14. To date, £223k of the provision had been committed, which was in addition to expenditure incurred within the joint budget. There were potential underspends elsewhere in Children’s Services of around £240k which could be used to offset this position. The increase in expenditure on the joint residential budget had resulted in a reduction in expenditure of £71k on alternative means of provision and accommodation costs required for the current cohort of children. In addition, other areas of underspend were £50k on the legal expenses budget, £65k additional adoption income and £20k on administrative staff. The Business Management and Innovation Division was expected to underspend and any variance would be apportioned to the service areas, therefore £34k of the underspend would be allocated to Children’s Services. It was currently anticipated that there would be a £217k overspend.
Adult Services – the major issue was the continuing pressure on Community Care Packages, the Division’s most volatile budget and the one most dependent upon levels of service demand which were not entirely within the Council’s direct control. At present the projected year end position was an overspend of £685k. Actions therefore still needed to be taken to review all processes and to address the shortfall. There were potential underspends elsewhere in Adult Services of around £609k which could be used to offset this position. These areas were £230k following the closure of Bryneithin, £254k on staffing and £41k on premises. With the levels of savings required for 2014/15 and 2015/16, budgets were being re-examined during 2013/14 with a view to their possible realignment as part of the consideration of new models of service delivery. Future savings were planned for these areas and some positions and premises costs were lower than expected as a result of the commencement of some of these plans ahead of schedule. The Business Management and Innovation Division was anticipated to underspend and any variance apportioned to the service areas, i.e. £84k of the underspend would be allocated to Adult Services. This would result in a currently anticipated overspend of £76k.
Business Management and Innovation – the majority of this budget was recharged to Children’s and Adult Services and was therefore showing a breakeven position at year end. The position before recharges to services was an underspend of £118k. This was made up of an underspend on staffing, mainly due to staff vacancies which were held prior to the introduction of the new staffing structure in the Protection and Policy section. This underspend had meant that there had been a reduced internal recharge to Children’s and Adult Services of £118k.
Areas of savings had been identified this year which were £293k above the required target. This could be used to offset the overspend identified above and a balanced budget was currently projected for year end. A major issue which would affect the service between now and the end of the financial year would be the impact of winter pressures. This could not be quantified but would be closely monitored and reported to future meetings.
Appendix 2 to the report detailed financial progress on the Capital Programme as at 30th November 2013.
With regard to the Social Services Budget Programme Update, the Directorate was currently required to find savings totalling £6.0m by the end of 2016/17. Savings totalling £6.189m had currently been identified. The surplus would be used to mitigate any additional savings to be found in future years.
The Social Services Directorate was committed to achieving a balanced budget. The corporate programme board and project teams overseeing the plan would continue to develop it further and ensure delivery and progress. Progress updates would be reported as part of the overall financial monitoring report for the Directorate.
In noting the contents of the report, a Councillor observed that 'prevention' was key. Members were advised that the Directorate was always focused on prevention.
A Member noted that savings had been identified this year which were £293k over the required target and enquired where the savings had been identified. Committee were advised that the savings had been taken out of the budget in advance of next year.
A Member enquired as to the position regarding Woodlands and was advised that the demolition contract had been awarded.
In referring to reference A15 of Appendix 4 relating to negotiations with the Welsh Government on the impact of the £50 cap, officers were asked as to the outcome of the negotiations. Committee were advised that the Council had received the settlement figure from the Welsh Government for 2014/15 and that the lower allocation had been awarded despite the Council having made a robust argument in its favour. The situation would continue to be monitored.
In referring to reference A21 of Appendix 4 to the report 'Right Sizing Learning Disability Collaboration Project' Members enquired as to what was meant by the phrase 'a pilot had commenced' and were advised that a Brokerage Hub had been agreed across the Consortium whereby the Council would purchase care through the Consortium. To date, success had been limited as compared with the other Authorities involved in the Consortium, however the Council was continuing to assess the situation.
(1) T H A T the position with regard to the 2013/14 revenue and capital monitoring be noted.
(2) T H A T the progress made in delivering the Social Services Budget Programme be noted and referred to Cabinet for information.
Reasons for recommendations
(1) That Members are aware of the position with regard to the 2013/14 revenue and capital monitoring relevant to this Scrutiny Committee.
(2) That Members are aware of the progress made to date on the Social Services Budget Programme.
729 EXTRA CARE HOUSING (DSS) –
Committee were updated on the progress made in developing Extra Care Housing in the Vale of Glamorgan.
The scheme had been delayed because the building contractor had a change in share ownership and some aspects of the contract were renegotiated. The site was now fully operational again and the revised completion date for building works was June 2014. Regular meetings continued to take place with Hendre, the development arm of Hafod, to monitor the building works. The first tenants would be able to move into their new accommodation from the middle of July 2014.
Work on the building had progressed significantly in recent months and it was now waterproof. This would enable the contractor to progress, regardless of the weather conditions. A 'Topping Out' ceremony took place on 8th November 2013 to mark this important milestone.
An officer working group was meeting monthly to plan this new service. The work streams were:
- Housing related support – Supporting People
- Social care requirements
- Nomination rights for the accommodation
- Housing benefits.
By the time the building work was completed, the Council must complete the tendering process for two contracts, namely:
- A Supporting People contract to ensure that tenant related support and advice was available for tenants prior to their move and once they were in the property; and
- A domiciliary care contract to provide the social care support and care to the new tenants.
The risk log for the scheme had been developed and was attached at Appendix A to the report. The key risks at the current time were insufficient officer time to complete the work and the development of a robust void management procedure to ensure that the Council did not incur significant additional costs because properties were vacant.
Within the planning consent, a sum of £75,000 had been earmarked for the provision of public art. Hendre appointed a consultant to work with them on this element of the scheme. The final design was the subject of a number of meetings with the 50+ Forum and this had now been agreed.
It was suggested that Members may wish to take a tour of the building later in the year.
Members enquired if the scheme involved a mixture of rental / ownership and were advised that the building would support 42 units which would be available for rental.
Having considered the report, it was
(1) T H A T the current position with regard to Extra Care in the Vale of Glamorgan be noted.
(2) T H A T a site visit of the premises be held, possibly in June 2014.
Reasons for recommendations
(1) To ensure effective scrutiny of a key function undertaken by the Council.
(2) To view the development.
730 SUPPORT SERVICES FOR CARERS (DSS) –
Committee were advised of developments in the way support services for carers were provided.
Carers were individuals who provided some form of physical care or emotional support, advice or advocacy to a disabled or vulnerable person. All carers had a right for their views to be considered when social services or the NHS were making decisions about the needs of the individual for whom they cared.
There was no single definition of a 'carer'. For the purposes of provided carers’ services within the Vale of Glamorgan, the term excluded individuals who provided care by virtue of a contract of employment or as a volunteer for a voluntary organisation. This exclusion accorded with the distinction made within the Carers Acts.
The number of recorded carers’ assessments in the Vale of Glamorgan increased to 138 in 2012/13, from a base of 28 in 2008. The number of carers’ assessments for 2013/14 currently recorded to the end of October currently stood at 124. This continuous growth was largely the result of the introduction of Carers Support Officers within the three Adult Services teams but it had been influenced also by greater awareness of the availability and the positive outcomes achieved from the support available via these specialist assessments.
Agreements with Third Sector organisations helped to provide respite and a much needed break for carers who were then able to attend to their own health, wellbeing and other needs. The Third Sector also provided a Carers’ Advocate, small repairs service and financial advice in relation to trusts and wills for carers wishing to make financial arrangements for the person(s) they cared for. All these service providers were encouraged to participate in the Carers’ Services Information and Networking Group, a stakeholder and learning network supported by the Vale Centre for Voluntary Services. Feedback and monitoring information provided from these organisations was used to inform service delivery and development.
A flexible fund, established in 2010, enabled individual carers to receive discretionary payments. This was used to meet one-off needs identified by case managers and subject to an approval process involving team managers. The funding was especially useful where the more traditional sitting / domiciliary services were not appropriate or required. For example, it had been used recently to provide transport so that a parent Carer could attend training in relation to her child’s Autism, for driving lessons and also assisted a carer so that they could take up the opportunity of a free holiday abroad as respite from his caring role.
As well as respite, information continued to be one of the most requested and valued carers’ service. The Carers’ Strategies (Wales) Measure 2010 had facilitated a marked improvement in the provision of information for carers. NHS colleagues had been involved in partnership arrangements with both the local authority and Third Sector in developing and implementing the Strategy. The first Interim Report from the Cardiff and Vale partnership illustrated the progress made to date in meeting the objectives of the Measure and demonstrated the range and number of improvements made to the arrangements for informing and supporting carers. Local developments included a review of information provided on the Council website, on GP Carers’ Notice Boards and via a quarterly carers’ newsletter (Caring Times) which now had a circulation of over 700 carers.
The number of carers registered for a Carers’ Emergency Card had reached 134. Carers were able to carry a card which identified, in the case of accident or emergency, the contingency arrangements agreed in advance by the carer and the person they cared for. The card enabled the plan, registered with the local authority, to be activated at any time of day or night. The scheme linked existing services (such as assessment / care planning, the social services client database and out of hours services) in a process that provided invaluable reassurance to carers that arrangements would be put in place if they were incapacitated.
Additionally, the number of training opportunities to help carers in their role had been increased via an arrangement for them to access certain social services training programmes and events. For example, this initiative had seen carers attending manual handling and medicines management courses. Existing courses were being tailored to incorporate carers whenever possible. This facilities complemented the training being made available via one off initiatives such as a Management Challenging Behaviour Course, attended by 18 carers.
Current initiatives included working with GP practices to establish and develop Carers Champions within the surgeries, to improve the identification of and support provided to carers. Another work stream had resulted in a Young Carers Group which was overseeing a scoping exercise to identify the number of young carers within Vale of Glamorgan schools and their needs. The findings from this survey would link together the work of the Children and Young People Partnership, the Carers Strategy Measure and existing carers’ services provision within both the Council and voluntary sector.
A Member enquired how carers were involved in the decision making process and was advised that part of the Assessment process involved seeking a 'Carer’s Opinion'. It was quite possible that the Council would also provide services to the carer.
A Member enquired if there were any social events involving carers and was informed that Carers Forums were held from time to time.
A further Member enquired if there was a chance of a carer falling 'through the gaps' and was informed that should the person be unknown to the Vale, then this was possible.
Questions were also asked as to the availability of a one-stop shop for carers and the Committee were advised that the Council had consulted on this through the possibility of providing a joint service with Cardiff Council, but the responses received indicated that this service was not wanted. However, the Council did use community notice boards.
The Chairman expressed the view that it would be useful if the Committee could receive a report at some point in the future outlining the problems faced by the Council in contacting 'hard to reach' carers and particularly 'young carers' who might be still at school.
(1) T H A T the contents of the report be noted.
(2) T H A T a further report be brought before Committee in July 2014 outlining the difficulties facing the Council in contacting 'hard to reach carers', particularly 'young carers', and that the report be jointly prepared with the Chief Learning and Skills Officer.
Reasons for recommendations
(1) To enable Committee to exercise effective oversight of the support services made available to carers within the Vale of Glamorgan.
(2) For the information of Members.
731 THE VALE OF GLAMORGAN HEALTH, SOCIAL CARE AND WELLBEING PARTNERSHIP (DSS) –
Committee received an update on the work of the Health, Social Care and Wellbeing Partnership.
The Vale of Glamorgan Council, Cardiff and Vale University Health Board and Cardiff Council delivered health and social care services to a population of approximately half a million people. There was a history of effective collaboration between the two local authorities and the Health Board since it was created, along with Third Sector partners represented by the Vale Centre for Voluntary Services (VCVS) and the Cardiff 3rd Sector Council (C3SC).
Section 40 of the National Health Service Wales Act 2006 placed a statutory duty on each local authority and each Local Health Board (LHB) to prepare a health, social care and wellbeing strategy (HSCWBS) for the local authority’s area. This provided a framework within which the two organisations and relevant partners set out how, together, they would:
- Drive forward improvements in the health and wellbeing of the local population
- Strengthen the planning and management of health and social services
- Improve outcomes for those who use them.
The overall HSCWBS agenda for the Vale of Glamorgan was the responsibility of a Partnership which operated within the framework for strategic partnerships established by the Local Service Board (LSB) and the Council. The two strands of work set out in guidance were managed primarily by the two Boards which the Partnership had established. These were the Integrated Health and Social Care Programme Board (SCPB) and the Public Health and Wellbeing Board (PHWB). Both Boards reported directly to the LSB.
The PHWB operated within the Vale of Glamorgan only and takes responsibility for collaborative work to address key health determinants for the population such as use of tobacco, food and physical activity.
The Integrated Health and Social Care Programme Board (IHSCPB) works across Cardiff and the Vale of Glamorgan to co-ordinate agreed projects in respect of joint working between the two Councils, the University Health Board and the Third Sector. The main tasks of the Board are, through the oversight of key projects, to:
- Identify, by means of appropriate needs assessment, priority areas for improvement which require strengthened joint working to achieve better outcomes within existing resources
- Provide a framework to enable the operational integration of services across health and social care (to include workforce planning, resource planning, etc.)
- Ensure that local government and health professionals were able to work jointly within statutory and organisational governance arrangements that provided a framework of clear accountability.
In seeking to enhance the wellbeing of the Vale of Glamorgan population, the PHWB could report significant progress in the following areas:
(a) Following a successful pilot, the smoke-free playgrounds scheme was now being launched across all 63 playgrounds in the Vale of Glamorgan
(b) Funding approval has been secured to develop a heart shaped 8km walk within Porthkerry Park, to raise the public profile of the need for exercise and to develop an annual walk in support of the British Heart Foundation, the Council’s third sector partner in this work
(c) Making Every Contact Count was a scheme designed to bring together organisations from across the public and other sectors, to ensure that their staff promoted wellbeing initiatives in their dealings with members of the public. The pilot phase was not completed. There was a particular focus on those who worked within our most deprived communities.
(d) Close working links were being developed between Public Health Wales, the University Hospital Board and officers in the Council responsible for planning. A Health Impact Assessment in respect of the Local Development Plan had been undertaken. Healthcare service delivery requirements were now being incorporated as part of the Infrastructure Plan.
The PHWB was concerned about evidence of a decline in healthy eating and physical activity levels across the Vale of Glamorgan. Plans to address both issues had been reviewed and would be discussed in detail in December 2013.
Over the past two years, the IHSCPB had played a key role in bringing partners together. They produced a Collaborative Agreement through which a series of specific community –focused work streams were developed to advance integrated working at an operational level within all organisations. People making use of Carers’ Services, Mental Health Services, Older People’s Services, Learning Disability Services and Services for children with complex needs because of disabilities had all benefited from this more integrated approach. Where staff (including those from the Third Sector) had been provided with joint training, integrated management and co-location, they had started very quickly to break down unhelpful role boundaries and to deliver co-ordinated care pathways.
However, given the challenges posed by demographic changes, reducing resources and new legislative requirements, all the partners recognised the need to increase the scale and pace of collaboration. There were increasing pressures on current systems and models of care and support; some of them still generate fragmented care that confused and frustrated recipients and providers alike. Despite the considerable reforms already undertaken locally, more change was needed to ensure compliance with new legislative requirements that would be imposed as a consequence of the Social Services and Wellbeing Bill and to ensure the best possible outcomes for vulnerable residents.
Following completion of an external review by the Kings Fund and the Welsh Institute for Health and Social Care, the five organisations represented on the Programme Board had agreed to work towards a closer, more integrated partnership. This marked a fundamental step forward in strategic intent. The ambition was to provide the best possible health and social community care by bringing services together in a way that best fit people’s needs and stopped them receive fragmented care and support.
The Integrated Health and Social Care Programme was being redesigned to assist the development of a closer, more formal partnership. A Leadership Team had been established, comprising the Leaders and Chief Executive / Managing Director from the Vale of Glamorgan and Cardiff Councils, the Chair and Chief Executive from Cardiff and Vale University Health Board, and the Chief Executives from the Vale Council for Voluntary Services and Cardiff Third Sector. It was proposed that this team would meet three times a year to consider progress and agree strategic overall direction of the work plans which would be led by a Strategic Implementation Group, consisting of key senior managers from across the five organisations. The Vale of Glamorgan Council was represented on this Group by the Director of Social Services. The current work programme of the Group was outlined at Appendix 1 to the report.
A Member requested further information on the key priorities as shown in Appendix 1 to the report, and, in summary, Members were informed that the key priorities as set out by the Strategic Implementation Group were:
- To redirect people to alternative care provision
- To bypass statutory provision
- To involve the voluntary sector.
Committee were further advised that work on the implementation was only just commencing.
- Questions were asked about the operation of the Children and Adolescent Mental Health Services (CAMHS) Team and it was suggested that Committee receive a report on this matter in the near future.
(1) T H A T the contents of the report be noted.
(2) T H A T Committee continue to receive reports every six months on the work of the Health, Social Care and Wellbeing Partnership.
(3) T H A T Committee receive a report (prepared jointly with the Chief Learning and Skills Officer) on CAMHS, which might also require the involvement of the NHS.
Reasons for recommendations
(1) To ensure that Members can exercise oversight of this important area of work.
(2) To ensure effective scrutiny of key developments in the delivery of the Health, Social Care and Wellbeing Strategy.
(3) For the information of Committee.
732 SCRUTINY DECISION TRACKING OF RECOMMENDATIONS (DR) –
Members were advised of progress in relation to recommendations made by the Scrutiny Committee for the third quarter, October to December 2013.
Following discussions on the content of the report, it was
(1) T H A T the following recommendations be deemed completed and deleted from the decision tracking:
07 October 2013
Min. No. 458 - Revenue and Capital Monitoring for the Period 1st April, 2013 to 31st August, 2013 (DSS) – Recommended
(2) That the progress made on the Social Services Budget Programme be noted and referred to Cabinet for information.
Referred to Cabinet meeting on 13th January 2014.
Min. No. 459 - Community Opportunities for Adults with Mental Health Problems (DSS) – Recommended
(2) That a further report on the plans for developing a more responsive range of services providing community opportunities for adults with mental health problems be brought before the Committee in one year’s time.
Added to work programme schedule.
Min. No. 460 - Quarter 1 Social Services Performance Report 2013/14 (DSS) – Recommended
(3) That future safeguarding reports be reported to the Scrutiny Committee (Social Care and Health).
Added to work programme schedule.
07 November 2013
Min. No. 570 – The Financial Position in Adult Services (DSS) – Recommended
(3) That the report be referred to Cabinet for information.
(4) That Cabinet be requested to make absolutely sure that future budgets take into account the fact that, due to ever increasing demand, there should be no further reductions to the Social Services Budget in view of the fact that any further significant reductions in resources were likely to mean that statutory requirements may not be met.
(5) That the grant of £646,000 from the Welsh Government in 2013/14 be welcomed albeit that this did not cover the full costs to the Council incurred through implementing the First Steps Improvement Initiative. Cabinet were requested to make further representations to the Welsh Government Ministers for full compensation of the Scheme’s cost.
Cabinet, on 2nd December 2013, resolved
(1) That the contents of the report be noted, however it should also be noted that the financial position in Adult Services was covered in the Medium Term Financial Plan and the Budget Recovery Plan which Scrutiny Committee (Social Care and Health) were aware of and this was still on-going.
(2) That the comments made with regard to the First Steps Improvement Initiative be noted, however, all efforts had been made by the Leader, Deputy Leader and Officers of the Council to ensure payment was made by Welsh Government and that it was as a result of these representations that a grant allocation for this year of £646,000 was received from the Welsh Government.
(Min. No. C2103 refers)
Min. No. 571 – Children and Young People Services – Commissioning Strategy and Action Plan 2013-2018 (DSS) – Recommended
(2) That the report be referred to Cabinet.
(3) That the report be referred to Scrutiny Committee (Lifelong Learning) for information.
(4) That Committee continues to receive six monthly progress updates.
(2) Cabinet, on 2nd December 2013, noted the report. (Min. No. C2102 refers)
(3) Referred to Scrutiny Committee (Lifelong Learning) 20th January 2014 meeting.
(4) Added to work programme schedule.
Min. No. 572 – Social Services Representations and Complaints – Annual Report 2012/13 (DSS) – Recommended
(2) That Committee continues to receive an annual report in relation to complaints and compliments received by the Social Services Directorate.
Added to work programme schedule.
Min. No. 573 – Sustainable Social Services for Wales: A Framework for Action and the Social Services and Wellbeing (Wales) Bill (DSS) – Recommended
(2) That Committee continues to receive regular updates about the progress made in achieving the actions set out in the Local Government Implementation Plan for Sustainable Social Services and the Social Services and Wellbeing (Wales) Bill.
Added to work programme schedule.
02 December 2013
Min. No. 623 – Update on the Social Services Budget Programme (DSS) – Recommended that the progress made in delivering the Social Services Budget Programme be noted and that the report be referred to Cabinet and Audit Committee for information.
Referred to Cabinet meeting on 13th January 2014 and Audit Committee meeting on 10th February, 2014.
Min. No. 624 – Telecare Services (DSS) – Recommended
(2) That Committee receives a further progress report in 12 months on the service take-up and the impact on the Council’s budget.
Added to work programme schedule.
Reason for recommendation
Actions have been completed.
733 MATTER WHICH THE CHAIRMAN HAD DECIDED WAS URGENT –
RESOLVED – T H A T the following matter which the Chairman had decided was urgent for the reason given beneath the minute heading be considered.
734 BRYNEITHIN UPDATE –
(Urgent by reason of the need to ensure timely information was provided regarding the development of the Bryneithin site)
The report set out the outline timeline for the delivery of the marketing and disposal of the Bryneithin site for an extra care facility and / or older people’s housing (subject to statutory planning processes.
Having considered the contents of the report, it was
(1) T H A T the contents of the report be noted.
(2) T H A T a further update report be brought before Committee in July 2014.
Reasons for recommendations
(1) Having regard to the contents of the report.
(2) To advise Committee.