Agenda Item No
The Vale of Glamorgan Council
Scrutiny Committee (Corporate Resources): 11 November 2014
Report of the Managing Director
Local Service Board Update
Purpose of the Report
1. To enable Scrutiny Committee (Corporate Resources) to consider the progress made by the Local Service Board (LSB) and key partnerships in delivering the Community Strategy 2011-21. To update Members on the revised partnership structures and development of a new delivery plan to support the implementation of the priorities in the Community Strategy 2011-21.
1. That Scrutiny Committee (Corporate Resources) note the achievements made in delivering the Community Strategy.
2. That the Committee note the revised partnership structures.
3. That Committee note the new delivery plan.
Reasons for the Recommendations
1. To enable the Committee to consider progress with the Community Strategy and work undertaken by the LSB and key partnerships.
2. To advise Members of the revised partnership arrangements.
3. To enable the Committee to comment on the new plan which will be regularly updated.
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. The Annual Report attached as Appendix A provides an update on the work of the LSB since the previous report in December 2013.
5. In light of the proposed change in focus for the next delivery plan (Appendix B) and work with the Cardiff Partnership Board to establish a Joint Cardiff and Vale LSB it has been timely to review partnership structures. Attached as Appendix C are the revised partnership arrangements which were agreed by the LSB in August.
Relevant Issues and Options
6. 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 a revised Unified Needs Assessment (UNA) and the development of a new delivery plan for 2014-18.
The Annual Report 2013/14
7. The Annual Report attached as Appendix A provides an overview of key achievements made in delivering the Community Strategy. The report focuses primarily on 2013/14 but as this was the final year of the 3 year delivery plan the report reflects what has been achieved over the past 3 years. The report details achievements against each of the ten priority outcomes of the Community Strategy, together with details of regional work taking place, any challenges faced and key actions which will take place in 2014/15.
8. Key achievements detailed in the Annual Report include;
A wide range of events have been organised including jobs fairs, money advice days, family days, community safety open days, welfare reform information events, the annual Local Service Forum and events specifically for young people and also for the over fifties.
- The Council continues to develop integrated services with the Cardiff and Vale UHB. The Council's Contact Centre and Cardiff and Vale UHB Communications Hub share a physical and technical environment delivering savings for both organisations. Integrated and shared services continue to be developed in order to deliver greater operational efficiency and resilience.
- The Framework for Older People: Cardiff and the Vale of Glamorgan 2014-19 has been developed by partners to set out a framework for services for older people.
- The Vale Community Resource Service brings together community services from health, social care and the third sector in one team. The team's primary focus is to increase levels of independence of older people through reablement and rehabilitation. The service enables hospital discharge to take place and also reduce hospital admissions.
- The Tobacco Free Strategic Plan has been successfully implemented across the Vale and all enclosed children's playgrounds are now 'smoke free' with signage displayed at the entrances/gates.
- The Families First plan was approved in November 2013 and is delivering 11 effective projects. Since 2012/13 there has been an increase of 57% in the number of families benefiting and an increase of 80% in the number of children and young people benefiting from Families First services.
- From April 2013 to March 2014, a total of 367 NEET young people were positively engaged through Communities First, Vibe Experience, G2E, the Young Parents Partnership and the People Business Wales.
- Through Communities First a Community Wellbeing Project has been delivered in Barry. The project has enabled significant changes for individuals within the themes of healthy eating, physical activity, smoking cessation, mental wellbeing and reducing risky behaviour in terms of drugs, alcohol and sexual health.
- In 2013/14 Creative Rural Communities (CRC) funded three new/improved public footpaths and created new sections of the National Cycle Network Route 88 which is being rolled out over a number of years. CRC also funded and supported nine community grown food projects in the rural Vale.
- Creative Rural Communities has delivered a £7.7m programme in the Vale under the Rural Development Plan for Wales (2007-2013) and this is due to complete in December 2014. CRC focuses on building capacity in communities to address their own needs and aids investment in tourism and community infrastructure. More than 70 rural tourism businesses were advised during 2013/14.
- All criminal offences across the Vale dropped by 2.5% with a reduction of 158 incidents from 2012/13 to 2013/14.
- There was an increase in overall reported anti-social behaviour in 2013/14 but intervention by the Anti-Social Behaviour Unit and other agencies meant that no ASBOs were applied for during 2013/14.
9. More details and data about the work of the LSB and key partnerships are available in the Annual Report and on the website. http://www.valeofglamorgan.gov.uk/en/our_council/local_service_board/local_service_board.aspx
Developing the New Delivery Plan
10. In response to the request from the LSB that the delivery plan for 2014-18 should have a more defined focus an exercise was undertaken to review the key findings of the UNA (importance of early intervention, disadvantaged communities and inequalities and an ageing population), as well as future legislation and policy direction. It was agreed that the focus for the LSB in delivering the next stage of the Community Strategy should be on tackling poverty. The purpose of the new delivery plan is to provide a focus to LSB activities allowing the board to monitor progress to tackle poverty in a more detailed manner.
11. The LSB has considered the Welsh Government Tackling Poverty Action Plan 'Building Resilient Communities' and identified activities around the three themes of
- Preventing Poverty - Alignment of Families First, Flying Start and Communities First
- Helping People into Work - focus on employment and skills
- Mitigating Poverty - advice and support services with a focus on the impact of welfare reform
12. The draft delivery plan is attached as Appendix B and comments from the Committee are welcome. The plan is due to be approved at the LSB meeting in November but will be a dynamic document and regularly updated.
Revised Partnership Structures
13. In light of the focus for the delivery plan, the creation of a joint Cardiff and Vale LSB and other regional developments it has been timely to review partnership structures. Attached as Appendix C are the new partnership arrangements. In summary the Learning and Skills Partnership and Regeneration Partnership have been disbanded as other arrangements are in place to support joint working on these areas both at a regional and a local level. A new Improving Opportunities Board is being established which will focus on employment and skills activities. The Welfare Reform Group will have an increased profile as it will be critical to the delivery of some of the key aspects of the new delivery plan. Safer Vale will continue and the Children and Young Peoples Partnership will be renamed the Children and Young Peoples Board and membership revised.
14. There have also been some changes to the management of the teams working to support partnership working in the Vale. The Corporate Partnership Team has been disbanded, Safer Vale have moved to Housing and Building Services, the Children and Young People Team have moved to the Learning and Skills Directorate and the Strategy and Partnership Team remains in the Performance and Development Service to support the LSB and provide an overview of partnership working.
15. In addition to the changes in local arrangements a new joint Cardiff and Vale LSB has been established and met for the first time in June. The joint LSB will be jointly chaired by the Leaders of the two authorities and work is ongoing to develop an appropriate work programme. Both Cardiff and the Vale will retain their own LSB and Single Integrated Plan.
The Wellbeing of Future Generations (Wales) Bill
16. On the 7th July 2014 the Minister for Communities and Tackling Poverty, laid before the National Assembly for Wales the Well-being of Future Generations (Wales) Bill. This piece of legislation is intended to ensure that Sustainable Development is at the centre of the strategic decision making process for Welsh Government and public bodies in Wales. The general purpose of the Act is 'to ensure that the governance arrangements of public bodies for improving the well-being of Wales take the needs of future generations into account'. The Bill is expected to become law in the Spring of 2015.
17. The Bill proposes that there must be a public services board for each local authority area in Wales. The board will include the local authority, Local Health Board, the Welsh Fire & Rescue authority and Natural Resources Body for Wales as statutory members. In addition the board must invite ('invited participants’) the Welsh Ministers, the chief constable of the police force in that area, the police and crime commissioner, a person required to provide probation services in relation to the local authority area and a body representing voluntary organisations in the area. Other relevant organisations can also be invited to join the board. The aim of the public services board will be to improve the economic, social and environmental well-being of its area in accordance with the sustainable development principle. Each board is required to publish an assessment of the state of the economic, social and environmental well-being in its area prior to the production of a local well-being plan. This is similar to current arrangements for Local Service Boards and the existing practice of undertaking needs assessments and producing a Single Integrated Plan but will be a statutory requirement.
18. The 'local well-being plan’ will need to include objectives that are designed to maximise the board’s contribution within its area to the achievement of the well-being goals. The public services board must apply the sustainable development principles in developing objectives for its local well-being plans.
19. Regular surveys are still undertaken through Vale Viewpoint, the LSB Citizens Panel and a range of events and engagement activities undertaken through the year help to inform work undertaken in partnership.
20. The LSB annual Local Service Forum will be held on the 9th December in Barry Memorial Hall. This will be a half day event and the focus this year will be on the difficult financial challenges facing the public sector and the need to look at alternative models of service delivery.
21. Training on consultation legislation was also provided to partners this year to assist officers across a range of organisations to understand the importance of effective consultation. At the training a presentation was given on the engagement and consultation activities which underpinned the South Wales Programme which is an example of good practice.
Resource Implications (Financial and Employment)
22. All the actions detailed in the ten year Community Strategy have been agreed by all participating organisations and should therefore be funded by those partners and partnerships. In developing the new delivery plan partners will need to be mindful of the resources required which will have to be met from existing resources.
23. The LSB Development Grant from Welsh Government of £50,000 per year is due to end in March 2015. The grant has been used to fund the LSB Support Officer post, the work of the LGDU with the Business Intelligence Group and some engagement activity. Further information is awaited from Welsh Government regarding whether there will be further funding to support the work of LSBs from April 2015.
Sustainability and Climate Change Implications
24. One of the ten priority outcomes in the Community Strategy is 'Vale residents and organisations respect the local environment and work together to meet the challenge of climate change'. 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)
25. 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).
26. The Wellbeing of Future Generations (Wales) Bill proposes that Local Service Boards are renamed Public Service Boards and become a statutory requirement responsible for the development of a local Well-being Plan.
27. 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
28. One of the ten priority outcomes in the Community Strategy 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)
29. An Equalities Impact Assessment (EIA) of the Community Strategy was undertaken as part of the development of the Strategy.
30. An EIA has been undertaken of the Delivery Plan.
31. The Corporate Plan 2014-17 emphasises the importance of 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
32. The Community Strategy was approved by Council in June 2011. The Annual Report details progress in delivering the Strategy.
Consultation (including Ward Member Consultation)
33. The Annual Report was considered by all the key partnerships and has been approved by the LSB.
34. Partners are currently being consulted regarding the draft delivery plan.
Relevant Scrutiny Committee
35. Corporate Resources
Vale of Glamorgan Community Strategy 2011-21
Vale of Glamorgan Community Strategy Delivery Plan 2011-14
Wellbeing of Future Generations (Wales) Bill - Welsh Government 2014
Helen Moses - Strategy and Sustainability Manager
Rob Thomas - Director of Development Services
Jennifer Hill - Director of Learning and Skills
Phil Evans - Director of Social Services
Alan Jenkins- Head of Financial Services
Hayley Selway - Head of Housing and Building Services
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 - Senior Media Officer
Mark Davies - Children and Young Peoples Partnership Manager
Gethin Robinson - Data Analyst (Safer Vale)
Jocelyn Ham - Senior Lawyer
Huw Isaac - Head of Performance and Development
Sian Davies, Managing Director