Agenda Item No 6

The Vale of Glamorgan Council


Voluntary Sector Joint Liaison Committee: 5 October 2016


Report of the Managing Director


Voluntary Sector Compact and Action Plan


Purpose of the Report

  1. To seek the views of the Committee on the way in which the Compact (and associated action plan) between the (then) Vale Centre for Voluntary Services and the Council and (then) Vale of Glamorgan Local Health Board and (then) Cardiff and the Vale NHS Trust could be developed since its last revision in 2008.


  1. That the Committee consider the current Compact, action plan and this report and provide their views as to the way in which these arrangements could be developed in the future.
  2. That Committee receives a further report in due course to consider the work of the Town & Community Councils and Voluntary Sector Reshaping Services Project Team on these matters.

Reasons for the Recommendations

  1. To ensure the Committee is afforded the opportunity to input into the review of the arrangements covered by the Compact.

2.                To enable the Committee to consider proposals in due course.


  1. In July 2008, the third edition of the Compact (Appendix 1) between the Vale Centre for Voluntary Services and the Vale of Glamorgan Council, Vale of Glamorgan Local Heath Board and Cardiff and the Vale NHS Trust was signed. Accompanying the Compact is an action plan (Appendix 2) for delivering commitments contained within the Compact. The action plan was last considered by this Committee in May 2014.
  2. The Compact recognises the enormous contribution made to local communities, and the community as a whole, through voluntary action. It sets out clear definitions of the responsibilities and expectations of the partner agencies and the voluntary sector in working together.

Relevant Issues and Options

  1. The last version of the Compact provides a framework within which partnership working is progressed between the partners. It contains information relating to the responsibilities of the partners and the way in which contributions will be made. A description is given on the channels, frequency and content of communications on work aligned to the Compact as well as setting out how partners will work together to deliver the commitments contained in it. The Compact also describes the role of this Committee in relation to the monitoring of the delivery of commitments and related actions.
  2. Since the approval of the latest version of the Compact, the way in which public and third services has changed significantly, both within the Vale of Glamorgan and nationally. Within the Vale of Glamorgan, the voluntary services have reorganised to create Glamorgan Voluntary Services. The arrangements for health services have also changed, with the creation of the Cardiff & Vale University Health Board. In April 2016, the Vale of Glamorgan Public Services Board was created following the introduction of the Well-being of Future Generations (Wales) Act. The way in which the third sector, Health Board and Council work together has also changed, with advances in work to integrate Social Care and Health services across the region.
  3. The environment within which all partners operate has also changed significantly over this time. The scale of the challenge that now faces the Authority (and other partners) means that a "business as usual" approach, however well managed will not be enough. A strategy that consists solely of incremental cuts to budgets will simply lead to a steady decline in the quality and availability of public services, dissatisfaction among those who use the service and poor staff morale.
  4. Reflecting this, the Council's Cabinet approved a Reshaping Services strategy in November 2014. The Strategy was developed following a programme of consultation and engagement with key stakeholder groups, including the third sector and this Committee. The aim of the strategy is 'to reshape the Council to enable it to meet the future needs of citizens of the Vale of Glamorgan within the context of unprecedented financial challenges.' The Reshaping Services strategy provides a framework for the Council to work within for the next three to five years. The objectives of the strategy are:
  • To identify alternative ways of delivering services which provide better outcomes for citizens and/or more efficient means of delivery.
  • To meet the future financial challenges while mitigating the impact of cuts on service users.
  • To develop the Council and its partners to ensure they are able to meet future challenges.
  1. The Reshaping Services Programme is managed by a Programme Board. Chaired by the Council's Managing Director, the Board also comprises representation from the third sector (Chief Executive, GVS) and town and community councils (Town Cllr. Mike Cuddy, Penarth).
  2. One of the projects contained within the Programme is to progress the relationship and opportunities between the Council and Town & Community Councils and the Voluntary Sector. There is representation from these sectors on the project team which is chaired by the Council's Head of Performance and Development. This is in recognition of the significant potential that continues to exist in working in partnership.
  3. The Reshaping Services programme has further developed the Council's relationship with the Town & Community Council sector, brought the expertise and advice of the voluntary sector into developments and has also produced a revised policy and guidance for Community Asset Transfers of Council assets.
  4. It is suggested that therefore, the Reshaping Services Programme is an appropriate mechanism within which to review the content of the Compact and associated action plan.
  5. The input of this Committee is considered vital in this process. For this reason, it is recommended that the Committee consider the current version of the Compact and action plan and provide their views as to the future nature and content of any revised versions.
  6. It is intended that the Town & Community Councils and Voluntary Sector Project Team be tasked with considering the views of this Committee, the Reshaping Services Programme Board and the Public Services Board. That project team would also be tasked with producing a further report for this Committee (with any appropriate revisions to the Compact and Action Plan) in order to enable the Committee to provide their views on any future proposals.

Resource Implications (Financial and Employment)

  1. There are no resource implications arising directly as a result of this report. However, the Compact (and action plan) will need to carefully consider and set out any resource implications for the partners.

Sustainability and Climate Change Implications

  1. The development of proposals in this area will need to consider the implications of the Well-being of Future Generations (Wales) Act, 2015 and in particular the need for public organisations to exercise their duty in regard to the sustainable development principle. In doing so, the "five ways of working" introduced by the Act will need to be central to the way in which proposals are developed. This includes looking to the long-term, working in collaboration, involving the population in decisions, integrating services and taking preventative action. These ways of working are intrinsically linked with the issues covered by the Compact.

Legal Implications (to Include Human Rights Implications)

  1. There are no specific legal implications arising directly as a result of this report.

Crime and Disorder Implications

  1. There are no crime and disorder implications arising directly as a result of this report. However, working with the voluntary sector is considered essential as a way of increasing social inclusion and preventing crime.

Equal Opportunities Implications (to include Welsh Language issues)

  1. Equality of opportunity is one of the current shared values contained in the Compact.

Corporate/Service Objectives

  1. The Council's Corporate Plan for 2016-20 provides the overall set of well-being outcomes (and objectives) for the organisation. The involvement of the third sector is considered to be consistent with the delivery of all well-being outcomes.

Policy Framework and Budget

  1. The Compact and action plan is in accordance with the Policy Framework and Budget.

Consultation (including Ward Member Consultation)

  1. It is proposed that this Committee consider the content of this report, the Compact and action plan as part of the development of a future report.

Relevant Scrutiny Committee

  1. Corporate Performance & Resources

Background Papers

  • Voluntary Sector Partnership Agreement and Action Plan - Progress Report, Voluntary Sector Joint Liaison Committee, 8 May 2014,_agendas_and_reports/reports/voluntary_sector_joint_liaison/2014/14-05-08/VS-Partnership-Agreement.aspx

  • Reshaping Services Strategy, Cabinet, 3 November 2014,_agendas_and_reports/reports/cabinet/2014/14-11-03/Reshaping-Services-.aspx

  • Reshaping Services, Cabinet, 26 January 2015,_agendas_and_reports/reports/cabinet/2015/15-01-26/Reshaping-Services-A-New-Change-Programme-for-the-Council.aspx

  • Reshaping Services Programme Update, Cabinet, 14 December 2015,_agendas_and_reports/reports/cabinet/2015/15-12-14/Reshaping-Services-Programme-Update.aspx

  • Community Asset Transfer Guidance, Cabinet, 11 April 2016

Contact Officer

Huw Isaac, Head of Performance & Development

Officers Consulted

Managing Director

Corporate Management Team

Responsible Officer:

Rob Thomas, Managing Director