Agenda
Hysbysiad o Gyfarfod
Fe'ch gwahoddir i gyfarfod
Cyd-bwyllgor Bwrdd Gwasanaethau Cyhoeddus Abertawe
Lleoliad: Ystafell Bwyllgor 6, Neuadd y Ddinas, Abertawe Dyddiad: Dydd Iau, 13 Chwefror 2020
Amser: 3.00 pm
Cyd- gadeiryddion:
Cynghorwyr Xxx Xxxxxxx / Xxxxx Xxxxx
Os ydych am ddefnyddio Wi-Fi, rhowch wybod i ni 24 awr ymlaen llaw, gan nodi’ch rhif ffôn symudol a’ch cyfeiriad e-xxxx.
Agenda
Rhif y Dudalen.
Materion Rhagarweiniol:
1 Ymddiheuriadau am absenoldeb.
2 Datgeliadau o fuddiannau personol a rhagfarnol.
xxx.xxxxxxxx.xxx.xx/XxxxxxxXxxxxxxxxxxx
3 Cofnodion. 2 - 8
Cymeradwyo a llofnodi, fel cofnod cywir, gofnodion y cyfarfod blaenorol.
4 Y Diweddaraf ar Gamau Gweithredu o'r Cyfarfod Blaenorol. 9 - 11
5 Cwestiynau gan y cyhoedd.
Rhaid i'r cwestiynau ymwneud â materion ar ran agored agenda'r cyfarfod, ac ymdrinnir â hwy o fewn 10 munud.
Eitemau i'w Trafod/Penderfynu/Cymeradwyo:
6 Amlygu Adroddiadau ar Lifoedd Gwaith yr Amcan Lles. (gan gynnwys cofnod o risgiau)
• Y Blynyddoedd Cynnar - Bwrdd Iechyd Prifysgol Bae Abertawe;
• Byw'n Dda, Henediddio'n Dda - Xxxx Xxxx, Cyngor Abertawe;
• Gweithio gyda Natur - Xxxxxx Xxxxx, Cyfoeth Naturiol Cymru;
• Cymunedau Cryfach - Xxxxx Xxxxxx, Gwasanaeth Tân ac Achub Canolbarth a Gorllewin Cymru.
12 - 33
7 Cofnodlyfr Risgiau/Cofnodlyfr Materion y Cyd-bwyllgor 34
Cadeirydd
8 Adroddiad Sywyddfa Archwilio Cymru - Adolygiad o'r Byrddau Gwasanaethau Cyhoeddus.
Xxxx Xxxx
9 Argyfwng yr Hinsawdd - Arian cyfalaf Llywodraeth Cymru ar gyfer Argyfyngau Natur a'r Hinsawdd/rhaglenni grant CNC.
Xxxx Xxxxxx
10 Adborth gan Banel Craffu Perfformiad y Bwrdd Gwasanaethau Cyhoeddus 5 Chwefror 2020. (Verbal)
Cadeirydd
11 Diweddariad ar Gyd-bwyllgor y Bwrdd Gwasanaethau Cyhoeddus. (Verbal)
Xxxx Xxxx
12 Diweddariad ar y Grwp Digwyddiadau Argyfyngus. (Verbal)
Xxxx Xxxx
13 Diweddariad ar y Comisiwn Gwirionedd Tlodi. (Verbal)
Cadeirydd
Cyfarfod nesaf: Dydd Iau, 9 Ebrill 2020 ar 3.00 pm
Xxx Xxxxx
Pennaeth Gwasanaethau Democrataidd Xxxx Xxxxxx, 7 Chwefror 2020
Cyswllt: Gwasanaethau Democrataidd - (01792) 636923
35 - 38
Swansea Public Services Board – Membership
Statutory Members (Joint Committee and Partnership Forum)
Xxxx Xxxxxxxx – Interim Chair - Swansea Bay University Health Board |
Councillor Xxx Xxxxxxx – Leader - Swansea Council |
Councillor Xxx Xxxxxxx – Chair - Mid & West Wales Fire Authority |
Xxxxxx Xxxxx - Head of Operations South West Wales – Natural Resources Wales |
Xxxx Xxxxxxx - Chief Executive - Swansea Council |
Designated Representatives:
Xxxx Xxxxxx-Xxxxxxxxx - Director of Strategy – Swansea Bay University Health Board |
Xxxx Xxxx - Deputy Chief Executive - Swansea Council |
Xxxxx Xxxxx - Swansea Council |
Xxxxx Xxxxxx - Deputy Chief Fire Officer - Mid & West Wales Fire & Rescue Service |
Invited Participants (Joint Committee and Partnership Forum)
Xxxxx Xxxxxxx - Xxxxx Government |
Xxxxxx Xxxx - Chief Superintendent, South Wales Police |
Xxxxxx Xxxx - Swansea Council for Voluntary Service |
Xxxx Xxxxxxx - Police and Crime Commissioner |
Xxxx Xxxxx - Assistant Commissioner, South Wales Police and Crime Commissioners Office |
Xxxx Xxxx - Health & Housing |
Xxxxxx Xxxxxx – HM Prison & Probation Service |
Invited Participants (Partnership Forum)
Xxxx Xxxxx - Cabinet Member for Care, Health & Ageing Well, Swansea Council |
Xxxxxx Xxxxx - Cabinet Member for Homes, Energy & Service Transformation, Swansea Council |
Xxx Xxxxxx - Cabinet Member for Education Improvement, Learning & Skills |
Xxxxxx Xxxx / Xxxxxx Xxxxxxx - Cabinet Members for Better Communities, Swansea Council |
Xxxxx Xxxxxxxx - Councillor, Swansea Council |
Vacancy - Public Health Wales, Swansea Bay University Health Board |
Xxxxxx Xxxxx - Planning Group |
Vacancy - Swansea University |
Xxxx Xxxxxxxx / Xxxx Xxxxx - University of Wales Trinity Saint Xxxxx |
Xxxxx Xxxx - Xxxxx College Swansea (Director of HR) |
Xxxxx Xxxxxx - Xxxxx College Swansea (Head of Employer Development) |
Xxxxxxx Xxxxxxx - Job Centre Plus |
Xxxxx Xxxxx - Regional Business Forum |
Xxxxx Xxxxx - Swansea Economic Regeneration Partnership |
Xxxxxx XxXxxxxxx - Swansea Environmental Forum |
Xxxx Xxxxxxxx - Research Group |
Xxxxx Xxxxxx - Mid & West Wales Fire & Rescue Service |
To be confirmed - DVLA |
To be confirmed - Swansea Learning Partnership |
Page 1
Minutes of the Swansea Public Services Board Joint Committee
Committee Room 3C - Guildhall, Swansea Thursday, 17 October 2019 at 3.00 pm
Present: X X Xxxxxxx (Chair) Presided
Xxxxxx Xxxxxx-Xxxxxx, Swansea Bay University Health Board Xxxxxx Xxxx, Swansea Council for Voluntary Service
Xxx Xxxxxxx, Mid & West Wales Fire & Rescue Service Xxxxxx Xxxxx, Natural Resources Wales
Xxxx Xxxx, Swansea Council Xxxxxx Xxxx, South Wales Police
Xxxxxxxx Xxxxxxxx, Police & Crime Commissioners Office Xxxx Xxxx, Health & Housing Group
Xxxx Xxxxxxxx, Swansea Bay University Health Board
Also Present
Xxxxxx Xxxxx, Swansea Council Xxxxxxx Xxxx, Swansea Council
Apologies for Absence
Xxxx Xxxxx, Police & Crime Commissioners Office Xxxxxx Xxxxx, National Probation Service
Xxxx Xxxxxx-Xxxxxxxxx, Swansea Bay University Health Board Xxxxx Xxxxx, Swansea Council
Xxxxx Xxxxxx, Mid & West Wales Fire & Rescue Service
10 Welcome & Apologies for Absence.
Councillor Xxx Xxxxxxx, Joint Chair welcomed everyone present to the meeting and introductions were made.
The Chair explained that due to a family bereavement, Councillor Xxxxx Xxxxx had given his apologies for the meeting. The Committee passed on their condolences to Councillor Xxxxx.
11 Disclosures of Personal & Prejudicial Interest.
No declarations were made.
12 Minutes.
Agreed that the Minutes of the Public Services Board Joint Committee held on 15 August 2019 be approved and signed as a correct record.
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Minutes of the Swansea Public Services Board Joint Committee (17.10.2019) Cont’d
13 Update on Actions from Previous Meeting. (Verbal)
Early Years
Xxxx Xxxxxxxx, Interim Chair of Swansea Bay University Health Board explained that unfortunately, due to a number of changes in personnel, the actions had not been allocated to date. She would ensure that they were allocated and an update provided at the next meeting.
Live Well Age Well – Xxxx Xxxx
1) Confirmed that Cultural Change would be included as a cross cutting theme in all of the 4 workstreams.
2) City for All - had been discussed in the Partnership Forum in a bid to embed the work in order to deliver on all of the agendas in a much better way and to stop duplication.
Working With Nature - Xxxxxx Xxxxx
1) Wider Engagement – being actioned via the Working with Nature Task & Finish Group;
2) Phase 2 Climate Change Scheme – Xxxxxx Xxxxx to confirm that the documentation had been circulated.
Strong Communities – Xxxxx Xxxxxx
Unfortunately neither Xxxxx Xxxxxx nor Xxxxx Xxxxxx were present to provide an update on their actions, however Xxxx Xxxx explained that:
1) This action was for the whole Joint Committee not just the one workstream;
2) This had been discussed at the Partnership Forum and it had been confirmed that names would be allocated to each of the actions in the action plan.
Other Actions raised:
A discussion ensued regarding the Public Services Board (PSB) and the Regional Programme Board (RPB).
There needed to be clarity in relation to what the PSB could achieve that was additional to what was already being delivered. What was new and how a fundamental change could be coordinated to make a real difference.
1) 4 Lead officers meet more frequently – action ongoing;
2) JAD inform SD of the rep from NHS on the Strong Communities workstream – action outstanding;
3) Healthy Cities be included in the City for All – action complete.
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Minutes of the Swansea Public Services Board Joint Committee (17.10.2019) Cont’d
Minute 6 – Future Public Services Board Work Plan - action ongoing; Minute 8 – Hosting of Partnership Forum – action complete;
Minute 9 – Future Agenda Items – action complete.
Action:
1) The PSB Support Officer update the action log and present to the next meeting.
14 Public Question Time.
There were no public questions.
15 Highlight Reports on Well-being Objective Workstreams (including Risk log).
• Early Years
Xxxxxx Xxxxxx-Xxxxxx explained that Xxxxxx Xxxxxxxx, one of the Project Leads for the workstream had left the Health Board and it had been proposed that Xxxxx Xxxx would be covering.
She stated that following discussions at the Partnership Forum, both the PSB and the Health Board needed to be more focused on exactly what they were trying to achieve that was “additional” to the day job and not “business as usual”. What were they doing that added value as a result of being part of the PSB or informed by the PSB that would not have been done otherwise.
In addition, she stated that as a PSB we needed to be clearer about the parameters and the resources of each partner and how to best utilise these to achieve the outcomes.
• Live Well Age Well
Xxxx Xxxx stated that even though they were a little further forward in some regards in relation to the priorities outlined on page 19, the targets needed to be ‘SMART’ and he agreed that more detail was required in relation to what was being done that was not “normal business”.
In addition, he outlined the challenges / barriers and risks that seemed to be a common theme throughout all the worksteams. It was acknowledged that the Joint Committee was the strategic part of the PSB with the work being carried out within the 4 worksteams.
• Working with Nature
Xxxxxx Xxxxx outlined the good work that had commenced in relation to:
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Minutes of the Swansea Public Services Board Joint Committee (17.10.2019) Cont’d
• Green Infrastructure Strategy – common ownership established with other public bodies in the City Centre to make Swansea better connected. He did not think this work would have been undertaken without the involvement of the PSB. The work had been identified as beneficial to all involved and the wider community;
• Urban Tree Planting – Green roof on Morriston Post Office, opportunities with the Health Board as a big land owner, discussions commenced with South Wales Transport in relation to train corridors, pollination lines, species, water ways, etc. The Health Board commented that they had since focussed on the benefit of incorporating green space into future projects;
• Area Natural Resource Management Statement due to be published on 31 March 2020 – ambitious action plan in progress.
• Strong Communities
Councillor Xxx Xxxxxxx, Chair of Mid & West Wales Fire Authority apologised that an update had not been provided on the outstanding actions. However, Xxxxxx Xxxx clarified that the actions should relate to the “Real Living Wage” rather than the Living Wage. All partners needed to ensure they were paying the “Real Living Wage”.
She stated that a considerable amount of work had been undertaken in this workstream in terms of removing unnecessary detail and in terms of getting the right people on board. Again, the workstream needed to focus on things it could do differently.
Agreed that the updates be noted.
16 Joint Committee Risk Log.
The Chair stated that new leads needed to be identified quickly and confirmed that the lead did not need to be a member of the Joint Committee.
Action:
1) Objective Leads to be identified by the next meeting.
17 Our Future Wales - Involvement for the Future Generations Report 2020. (Verbal)
Xxxx Xxxx reminded the Committee that this item had been discussed at the last meeting and partners had been asked to forward their comments / views to the PSB Support Officer in order that they could respond as a Board.
Action:
1) Xxxx Xxxx to co-ordinate a response to be submitted to the Future Generations Commissioner in November 2019.
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Minutes of the Swansea Public Services Board Joint Committee (17.10.2019) Cont’d
18 Wales Audit Office Report - Review of Public Services Boards.
Xxxx Xxxx stated that the report had reflected relatively well on Swansea Public Services Board. He would consider the recommendations and put together a list of actions in order to facilitate a discussion at the next meeting.
The Committee had a discussion on the wider role of the PSB in relation to the regional footprint. Comments from partners centred on:
• The need to focus on a smaller number of deliverable actions;
• What were the 2 biggest priorities for the next 5 years?;
• Continue with 4 PSB’s or reduce to 2 to link in with the regional footprint;
• The number of meetings and time that Strategic Officers were spending discussing the same subjects/issues;
• The link with West Glamorgan Regional Partnership Board (RPB);
• Still major issues around substance misuse, mental health issues, suicide, which affected all the public services;
• A more joined up approach was required;
• The impact on other issues such as homelessness / rough sleeping.
Xxxx Xxxx suggested that he review the terms of reference for the RPB and PSB to highlight any duplication. In addition, he would liaise with Neath Port Talbot PSB to gauge their views.
Action:
1) Xxxx Xxxx to consider the recommendations and put together a list of actions in order to facilitate a discussion at the next meeting.
19 Update from Critical Incident Group - High Street, Swansea. (Verbal)
Xxxx Xxxx commented on the positive work undertaken by the Critical Incident Group.
A Communication Strategy, led by the Police would enable information to be “joined up” via the Safer Swansea Partnership.
A fourth workstream “Public Realm”, had been added to the existing workstreams of the High Street Critical Incident Group. This work had resulted in High Street being nominated for the “Best High Street in the UK”.
Work on Substance Misuse should be maintained with consideration given to the impact on Mental Health and Suicide. This would be raised at the next joint meeting of Swansea PSB and Neath Port Talbot PSB.
He went on to state that a request had been received for a Homelessness and Rough Sleeping review to be set up via the Safer Swansea Partnership.
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Minutes of the Swansea Public Services Board Joint Committee (17.10.2019) Cont’d
Xxxxxx Xxxxxx-Xxxxxx stated that some preparatory work had commenced some time ago via the Regional Partnership Board in relation to a feasibility study for a Hub for Homelessness Services. She confirmed that ESF money had been made available, which she believed could be utilised for this scheme.
Agreed that:
1) Xxxx Xxxx and Xxxxxx Xxxxxx-Xxxxxx provide a joint report to a future PSB Joint Committee regarding proposals for a Hub for Homelessness Services;
2) A Homelessness and Rough Sleeping review be set up via the Safer Swansea Partnership.
20 Feedback on Partnership Forum - 8 October 2019. (Verbal)
Xxxx Xxxx stated that the first Partnership Forum following the Governance Review had been very interesting. Some things had worked well and they would learn from what hadn’t worked quite as well as anticipated.
However, engagement had been extremely positive and he had received several emails following the event that would be added to the action plan in order to improve the next event.
The whole event required “buy in” from all of the partners and he would be looking to one of the other 3 partners to host the next Partnership Forum.
Xxxxxx Xxxx stated that Swansea Council for Voluntary Services (SCVS) had considerable experience in organising co-production events and offered their services for next time.
It was suggested that a working group be set up in advance of the next Partnership Forum.
Action:
1) The PSB Support Officer compile a feedback document for circulation to all workstream leads.
21 Future Items for next Swansea Public Services Board Joint Committee. (Verbal)
Xxxx Xxxx expressed his disappointment that very few items had been received from partners for inclusion on the agenda and it remained the responsibility of the Local Authority to produce items for discussion. As equal partners he requested their views on the main issues affecting them all.
Topics discussed mainly related to Substance Misuse and Mental Health issues which affected many community safety issues.
In addition, Xxxxxx Xxxx had been asked by several 3rd sector representatives to raise issues which cut across different agencies around Refugees and Asylum
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Minutes of the Swansea Public Services Board Joint Committee (17.10.2019) Cont’d
Seekers. She enquired whether the PSB should be involved in or could assist. Issues included:
• Children being used as translators;
• Travelling expenses – for things such as social prescription/unscheduled trips to hospitals;
• Being released from prison – individuals not knowing whether they would be deported;
• Schools not being informed when the children of families had been moved to a different area – safeguarding issue.
It was suggested that the Strong Communities Workstream could consider. Any issues not resolved in the workstream should then be escalated via the Highlight Report to the Joint Committee.
Xxxxxx Xxxxx highlighted the Ash Dieback Programme and the fact that each of the partners would need to deal with a large number of trees that would require felling. He suggested joint procurement in terms of contractors, as availability was limited.
It was suggested Task & Finish Groups might be more appropriate for these items, however it was emphasised that the workstreams should only identify up to 3 critical things to focus its work on.
Xxxxxx Xxxx commented that although multiple planning meetings had taken place in relation to Brexit and that the Local Resilience Forum were leading on the issue, it was still relatively unknown exactly what the implications would be after 31 October 2019.
It was acknowledged that an emergency PSB Joint Committee might need to be convened to deal with issues as they arose.
Actions:
1) The Working With Nature workstream make recommendations for partners to consider in relation to the Ash Dieback Programme and present to the next PSB Joint Committee;
2) Partners submit agenda items to the PSB Support Officer in advance of the next PSB Joint Committee.
The meeting ended at 4.39 pm
Chair
Page 8
JOINT COMMITTEE MEETING – 17th October 2019 Details | Assigned to | Due Date | Comment/ Rationale | ||||
(A) | 1) Identify lead for Early Years Strategy Steering Group after the retirement of Xxxxxx Xxxxxx; 2) Provide senior strategic support to PSB workforce to promote the ‘Best Start’ campaign; 3) Discuss funding issues of health staff within Jig-so, explore the form of support PSB can provide to enable the continuation of this project; 4) Specialist training that supports the sector to understand, address and support children with ALN within provision; 5) Confidence that referrals into specialists support can withstand a possible increase of children being identified earlier with ALN, eg before the age of 3 years. | Xxxx Xxxxxxxx | 13th Feb 2020 | This has been discussed with Xxxxx Xxxx and he has agreed to take on this role. | |||
(A) | 1) Wider engagement with the WWN theme; | Xxxxxx Xxxxx | B/F 13th Feb 2020 | 1) Wider Engagement – being actioned via the Working with Nature Task & Finish Group; | |||
2) Xxxxxx Xxxxx to provide further information on Phase 2 of the Climate Change scheme in due course. | |||||||
Completed | |||||||
2) Phase 2 Climate Change Scheme – Xxxxxx Xxxxx to confirm that the documentation had been circulated. | |||||||
Agenda Item 4
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(A) | 4 Lead officers meet more frequently | All | PSB Support Officer has arranged dates for the rest of the year for Strategic Leads to meet/via Skype | |
(A) | Xxxxxx Xxxxxx Xxxxxx inform Xxxxxx Xxxxxx (fire) of the rep from NHS on the Strong Communities workstream | Xxxxxx Xxxxxx Xxxxxx | XXX has confirmed that Xxxxxx Xxxxx, Head Of Strategic Partnerships will sit on the Strong Communities Workstream. AF has liaised with Xxxxxx Xxxxxx on this and he is aware. | |
(A) | Xxxx Xxxx to bring a paper to a future PSB meeting on Pooled Budgets. | Xxxx Xxxx | Ongoing | To be developed when need arises |
(A) | Future Generations Report 2020. Partners to submit their comments / views to the PSB Support Officer and a response would be drafted for consideration at the next meeting. | Xxxx Xxxx | B/F 13th Feb 2020 | Xxxx Xxxx to co-ordinate a response to be submitted to the Future Generations Commissioner in November 2019.- Completed |
(A) | Xxxx Xxxx suggested that he review the terms of reference for the RPB and PSB to highlight any duplication. In addition, he would liaise with Neath Port Talbot PSB to gauge their views. | Xxxx Xxxx | Ongoing | Xxxx Xxxx to consider the recommendations and put together a list of actions in order to facilitate a discussion at the next meeting. |
Page 10
(A) | Xxxxxx Xxxxxx-Xxxxxx stated that some preparatory work had commenced some time ago via the Regional Partnership Board in relation to a feasibility study for a Hub for Homelessness Services. She confirmed that ESF money had been made available, which she believed could be utilised for this scheme. Xxxx Xxxx and Xxxxxx Xxxxxx-Xxxxxx provide a joint report to a future PSB Joint Committee regarding proposals for a Hub for Homelessness Services; A Homelessness and Rough Sleeping review be set up via the Safer Swansea Partnership. | Xxxx Xxxx/ Xxxxxx Xxxxxx Xxxxxx | 13th Feb 2020 | The feasibility study proposal was withdrawn, due to Welsh Government querying the need for a premises and requesting much more detail. Talks with NPT CBC have not been productive for a regional approach. SBU HB and CCoS are liaising to discuss options for a 2020/21 ICF joint funding option. |
(A) | PSB Partnership Forum Event The PSB Support Officer compile a feedback document for circulation to all workstream leads. | PSB Support Officer | Feedback/ Write up circulated on 31st October to all Workstream leads- Completed | |
(A) | Xxxxxx Xxxxx highlighted the Ash Dieback Programme and the fact that each of the partners would need to deal with a large number of trees that would require felling. He suggested joint procurement in terms of contractors, as availability was limited. | Xxxxxx Xxxxx | 13th Feb 2020 | The Working With Nature workstream make recommendations for partners to consider in relation to the Ash Dieback Programme and present to the next PSB Joint Committee. |
(A) | Partners submit agenda items to the PSB Support Officer in advance of the next PSB Joint Committee. | All | As soon as possible |
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Workstream: Early Years To Give Every Child The Best Start in Life | |
Project Lead: Dr Xxxxx Xxxx / Xx Xxxx Xxxxxxxx / Xxxxxx Xxxxxxxx Date: 03/02/2020 | |
Project Overview | Links to other workstreams or partners |
Welsh Government Pathfinder Early Years Integration | Welsh Government Pathfinder Early Years Integration |
The Pathfinder Programme across Swansea Bay Region is a regional transformation programme, and aims to ensure that Health, Learning, Childcare, Play, and Family Support services are integrated to provide a seamless pathway that is proportionate to the needs of children, young people and families, from conception until age 7. | • NPT Local Authority • Swansea Bay University Health Board • Public Health Wales Primary Care Child and Family Wellbeing Team (PCCFWT) - GP Network |
Primary Care Child and Family Wellbeing Team (PCCFWT) - GP Network The PCCFWT is funded by 3 out of 5 GP Cluster Networks in Swansea. It is a collaborative initiative funded by health and implemented by staff within Swansea Council’s Early Intervention Services. The project aims to improve family wellbeing and resilience through the offer of, tailored, home based interventions for families with children from birth to the age of 11 years, who present at their local GP with concerns regarding children’s behaviour and development. The team consist of 2 full time family workers that are employed by CCoS. | • Positive relationships with key health professionals in GP cluster networks • Referral pathway’s established between other early intervention services and third sector providers. • Established links with statutory services Additional Learning Needs Training Initiative • Flying Start • Education • Health • Speech and Language |
Agenda Item 6
Page 12
Additional Learning Needs – Non Flying Start Workforce Training A suite of training had been identified and planned for delivery during Autumn 2019. It was intended that the training would support Swansea’s Early Years Childcare settings (private and third sector childcare) to have a better understanding, and due regard, of the ALN Code of Practice. The training will aim to raise awareness among the childcare workforce to understand their duties around ALN. The training will also support staff to prepare and maintain individual development plans (IDP’s) and support the workforce to collaborate with parents, specialist provision and the Local Authority. The roll out of the training has been postponed until summer 2020, following early feedback of initial work that has been undertaken. The training strategy will take a ‘train the trainer’ approach to upskilling the workforce. ALN Grant – 30 Hour Funded Childcare Offer The funding awarded through the ALN grant is for childcare providers, to provide access to childcare for 3 & 4 year olds, and support each child’s individual needs. The funding can also be utilised to help upskill the workforce with training such as support for dealing with specific medical and/or developmental needs and general training that is directly linked to the provision of care for a specific child. |
Page 13
XXXX Xxxxxxxx XXXX Xxxxxxxx is the evidence based early years’ movement programme that has been developed in collaboration between Xx Xxxxx Xxxxxxxxxx from the University of Wales Trinity St Xxxxx, the Wales Institute of Physical Literacy, Swansea Active Young People Team and the Family Resource Team. The programme’s ambition is to upskill the childcare workforce to support the movement experiences of the children in their care. The outcome of the programme is to support the development of the physical competency among the early years and achieve the optimal outcomes in physical literacy and educational attainment. | SKIP Meithrin • Ageing Well Work stream – By helping develop children’s fundamental motor skills we are helping children to build a movement vocabulary that will serve them going forward and help them be the best that they can be in respect of physical activity. The aim is to develop a firm foundation of movement skills to provide children with opportunities to engage well with physical activity over the course of their life. • University of Wales Trinity St Xxxxx (UWTSD) • Flying Start • Non maintained day nurseries • Active Young People Team • Family Resource Team • The Physical Activity Alliance |
Project Outcomes/ Milestones | |
Welsh Government Pathfinder Early Years Integration Milestones Project initiation document agreed by the project board in November 2019. Two successful mapping events took place in December 2019 which has mapped all the services across, Health, Play, Learning and Family Support from conception to age 7. Draft pathway maps have been developed and the workforce are currently engaging with the process through surveys and a consultation in March. |
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With the approval of the programme board, a financial proposal has been submitted to Welsh Government to test an integrated service model at Llwchwr primary care cluster area. The project board has received feedback from Welsh Government and the proposal is currently being refined and due for resubmission. Primary Care Child and Family Wellbeing Team - GP Network The project continues to achieve the service delivery outcomes. A funding proposal to scale up this service, across all GP cluster areas in NPT and Swansea, has been endorsed by the Children and Young Peoples Transformation Board (a sub-group of the Regional Partnership Board (RPB)). However, unless funding is secured this service will wind down from April 2020. Additional Learning Needs – Non Flying Start Training The initial awareness raising sessions highlighted that the childcare workforce requires a greater intensity of learning around understanding ALN, the pathways and referral processes. Since the delivery of the initial sessions, the Additional Learning Needs Coordinator, and Childcare Opportunities Manager are developing an enhanced training plan that will take a ‘train the trainer’ approach to upskilling the workforce. |
Page 15
Key Updates this period | Overview of key risks |
Highlights – Achievements / Outcomes Objective Lead Dr Xxxxx Xxxx, Executive Director of Public Health; Swansea Bay University Health Board has been identified as the new Early Years PSB Wellbeing Objective Lead. Work plan Group members have reviewed the work plan in order to take stock of current progress to date. A draft logic model has been initiated and a refreshed work plan will be created for 20/21. Welsh Government Pathfinder Early Years Integration Project initiation document agreed by the project board in November 2019. Draft pathway maps have been developed that capture the early years’ pathway across health, play, learning and family support. A consultation event will take place on the 10th of March. Llwchwr primary care cluster integration project has received positive feedback from Welsh Government and the proposal is currently being refined and due for imminent resubmission. | Primary Care Child and Family Wellbeing Team Risk 1 – Continuation of funding for 2020/2021 and winding down of service. RED |
Page 16
Primary Care Child and Family Wellbeing Team - GP Network A funding proposal to scale up the Primary Care Child and Family Service across all GP cluster areas in NPT and Swansea has been endorsed by the Children and Young Peoples Transformation Board (a sub-group of the Regional Partnership Board (RPB)). We are actively working to secure funding to support the continuation and roll out of the programme. Unless funding is secured this service will wind down from April 2020. ALN – Non Flying Start Workforce Training Workforce training strategy continues to be developed. XXX Xxxxx – 30 Hour Funded Childcare Offer Continue to receive referrals with the greatest proportion requesting 1-1 support. XXXX Xxxxxxxx The expansion of the SKIP Meithrin programme was included within the Pathfinder funding application. Welsh Government have stated there are no objections to funding this initiative pending the modification of other aspect of the proposal. • Challenges/ Barriers There are time pressures upon spending the time limited Pathfinder grant funding in this financial year. And there is currently uncertainty around the continuation of the primary care wellbeing service. |
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Priorities for next period | Stakeholders Involved & Communication undertaken |
Priority 1 Welsh Government Pathfinder Early Years Integration • Delivery of the mapping consultation event on the 10th March. • Completion of the Early Years Map of services across the four areas of focus, over the ages pre-birth to 7 years. • Work with Welsh Government to secure grant funding and ensure successful local application of grant. • To hold the planned engagement event in the Llwchwr GP area with the aim of co-producing the design of the project. Priority 2 Primary Care Child and Family Wellbeing Team (GP Network) • To source new a new funding stream in order to maintain the service. Priority 3 ALN – Non Flying Start Workforce Training • Train the trainer strategy implemented and completed by end of February. | Welsh Government Pathfinder Early Years Integration Swansea Council, Neath Port Talbot Council, Swansea Bay Health Board, Public Health wales Primary Care Child and Family Wellbeing Team (GP Network) GP Clusters, Swansea Bay University Health Board and City and County of Swansea SKIP Meithrin UWTSD, Private Sector Early Years Settings, Flying Start Settings and City and County of Swansea. |
Page 18
Priority 4 SKIP Meithrin • To continue to mentor the setting that have accessed the SKIP Meithrin training to ensure that the learning translates into practice. | |
Any Actions for PSB: Note • Action 1 To provide the Public Service Board with highlight information. | |
Report Prepared by: Xxxx Xxxxxxx – Early Years Progression Officer & Xxxxxx Xxxxxx – Public Health Practitioner | |
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Workstream: Live Well Age Well | |
Project Lead: Xxxx Xxxxxxxx Date: 3rd February 2020 | |
Project Overview | Links to other workstreams or partners |
The Live Well Age Objective aims to make Swansea a great place to live well and age well where people are supported to be safe, healthy, independent and resilient in order for them to reach their full potential. To achieve this we need to develop approaches and services which support independence and resilience across communities, moving away from a service delivery model and changing the relationship between public and services. It is important we ask and understand what matters to individuals and what would help to build confident, healthy and resilient communities. | Representatives from the 3 other PSB objectives were invited to participate in the July workshop. There is a link to the Early Years Objective to ensure there is a seamless approach and pathway across the age ranges. Links have been made with the Stronger Communities objective to understand the similarities between the two objectives to avoid duplication. As we all reflect on the focus of the objectives going forward we need to make sure there are strong links and understanding between the objectives as they are congruent. |
Project Outcomes/ Milestones | |
• Revisit existing steps in Wellbeing Plan under this objective to establish what is business as usual and what actions would benefit from a collective partnership approach (April 19) • Mapping of existing work on Ageing Well into the Live Well Age Well objective to ensure nothing is lost (May – June19) • Partnership workshop held to reflect where we have come from and identify key areas of work going forward (July 2019) • Live Well Age Well Group met to give greater thought to key areas of work within the objective and identify 3 priorities for 19/20 (September 2019) |
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• Partnerships lead identified to take action forward (October 2019) • Live Well Age Well Group met to establish SMART targets & actions for the three priorities. Three separate working groups were established to drive forward the priorities. (Dec 2020) • Working Groups for the three priorities to meet and work through the detail of the actions (January – March 2020) • Live Well Age Well Group to monitor progress (January 2020) • Annual Progress Report to include actions and outcomes complied (March 2020) | |
Key Updates this period | Overview of key risks |
Highlights – Achievements / Outcomes • Good partnership buy in around this objective • A huge amount of work around this area already underway • Expanded the knowledge base through existing involvement to wider partners • Three priorities established: A City for All, Active Travel & Health Literacy • Each priority has a specific working group with a nominated lead, an action plan with expected outcomes and timelines. The working groups will be focussing on the following activity in the next quarter: 1. A City for All - Map existing City status (list them) and their associated commitments; identify opportunities, overlaps and commonalities with a strengths based focus. 2. Active Travel – Carry out an audit to determine obstacles, barriers, problems etc.. Consider the OPERAT model & pilot report (Older People’s External Residential Assessment Tool) | 1 3 2 1. Risk 1 2. Risk 2 3. Risk 3 |
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3. Health Literacy - Adopt a shared health literacy checklist (Top 5- Dementia, Smoking, Sugar free, Green space, best start) Agree top 5 themes and establish if there is a quality mark/standard. Challenges/ Barriers/Risks 1. Not joining up all existing work to make sure the Live Well Age Well Objective adds value and not duplicates business as usual 2. Not having the right people are around the table to take action and deliver outcomes 3. How to expand the lens and age range of this objective | |
Priorities for next period | Stakeholders Involved & Communication undertaken |
• Priority 1 – Three separate working groups to meet to deliver the actions • Priority 2 – Ensuring a partnership approach is taken to encourage wider involvement and delivery of the priorities across the PSB and at all levels • Priority 3 – Establish a plan for public engagement & consultation | Stakeholders involved include PSB Partners, wider partners outside the PSB, operational leads and citizens across the age range. Communication is ongoing through our forum work with citizens and through our Live Well Age Well partners |
Any Actions for PSB: (Please tick as appropriate) Note Action ✓ Decision • Action 1 - Can the PSB consider Culture Change & Involvement to be moved to a cross cutting theme across the 4 objectives? At the moment it just sits within the Live Well Age Well objective and it | |
Report Prepared by: | |
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Project Title : | Well-being Objective Action Planning and implementation | Sponsor : | Xxxx Xxxx | |||
Project Manager: | Xxxxxx Xxxxx | Date Created: | Updated 03/02/2020 | Version Number: | 3 | |
ID | Subject | Risk/ Issue | Description | Proposed Action/ Mitigation | By When | RAG Status | Open/ Closed |
01 | Objective Delivery | Risk | Not joining up all existing work to make sure the Live Well Age Well objective adds value and not duplicates business as usual | Identify the various work streams and develop a common theme to ensure synergy between objectives | Ongoing | Amber | Open |
02 | Resources | Risk | Not having the right people around the table to take action and deliver outcomes | Identify the key delivery people and ensure they have buy in to each of the objectives and understand their key result areas and deadlines. | Ongoing | Amber | Open |
03 | Objective Delivery | Risk | Ability to expand the lens and age range of this objective | Identify and involve the key delivery people from across services and organisations that support citizens of a variety of age ranges. | Ongoing | Amber | Open |
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Workstream: Working with Nature | |
Project Lead: Natural Resources Wales/ Swansea Environmental Forum Date: 4th February 2020 | |
Project Overview | Links to other workstreams or partners |
The Swansea Local Well-being Plan, Working Together to Build a Better Future, was published by Swansea Public Services Board (PSB) in May 2018 presenting a vision for Swansea with four main objectives and a cross-cutting action to improve the well- being of people in Swansea. The Plan outlined a number of short- , medium- and long-term steps that partners will take together to progress each of the objectives. One of the four objectives in the Swansea Local Well-being Plan is Working with Nature which highlights the importance of the natural environment to health and well-being and sets out proposals for increasing green infrastructure and biodiversity, reducing our carbon footprint and improving our understanding of natural resources and sustainability. A task group with representatives of PSB members was formed to develop and deliver an action plan for this objective. | See Working with Nature Action Plan. |
Project Outcomes/ Milestones | |
The ‘steps’ (actions) are to meet the objective as set out in the driver diagram xxx.xxxxxxx.xxx.xx/xxxxxxxxxxxxxxxxxx and Working with Nature Action Plan. |
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Key Updates this period | Overview of key risks |
Highlights – Achievements / Outcomes WWN Task Group • Due to staff changes and availability, the Working with Nature Task Group hasn’t met for seven months but will meet on 10th February to review the outputs from the conference, share progress on the action plan and agree priorities for 2020. Green Infrastructure • The city centre GI strategy (Swansea Central Area: Regenerating Our City for Wellbeing and Wildlife) consultation draft went out for public consultation 20th Nov – 31st Dec 2019 and responses are currently being analysed before the final version is prepared for adoption. • Engagement on the county-wide strategy commenced this month, starting with Theory of Change workshops on the 26th and 27th February organised by Urban Foundry, and is likely to continue through to May 2020. • A GI skills and knowledge development event is planned for later this year. • The Welsh Government funded Connecting Green Infrastructure – South West project has also provided support for a number of GI projects including habitat management and access improvements at Local Nature Reserves and wildlife sites. The NRW Our Nature Our Future Project has enabled plans to be prepared for 20 local primary schools to improve their grounds for biodiversity. | 1. Risk 1 2. Risk 2 3. Risk 3 |
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Ecosystem Services • There has been as surge in tree planting schemes across Swansea organised by various organisations and communities. Whilst this is welcomed, the WWN Task Group is keen to ensure that appropriate trees are planted in appropriate locations. The newly established Swansea Tree Forum could play a key role in this. • The first phase of identifying suitable sites for tree planting on Swansea Council land has been carried out and Glastir funding secured for four sites to be planted this year. Carbon Reduction • Discussions are ongoing between Swansea Council, Swansea Environmental Forum, VocalEyes and other partners about how best to address the climate emergency and the engagement of communities and stakeholders. • Low Carbon Swansea Bay held an event on Travel and Transport in January and is looking at developing a Healthy Travel Charter for Swansea and/or the south-west region, following a similar model to Cardiff. Transport has been proposed as a key focus in 2020 for Swansea Environmental Forum and its partners as part of their climate action programme. | |
Priorities for next period | Stakeholders Involved & Communication undertaken |
• Continue GI strategy work – consultation & training • Review approaches to urban tree planting • Ensure ongoing work takes stock of Area Statement for South West Wales (to be published 31st March) | • WWN Conference ~70 attendees, • GI stakeholder events covering public, industry and public sector (incl. 630+ face to face conversations with public) • GI strategy public consultation (~46 responses) plus workshop sessions with Council staff, schools and public |
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• Develop WWN action plan to take account of the Climate and Nature Emergency declarations, including transport focus for 2020 | • Members of the PSB involved in WWN Task Group (CCS, PHW, SEF, SBU, Coed Cymru, NRW, Swansea Nature Partnership, Fire Service, Swansea University) |
Any Actions for PSB: (Please tick as appropriate) Note Action Decision | |
Report Prepared by: Xxxxxx XxXxxxxxx, Swansea Environmental Forum | |
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Project Title : | Well-being Objective Action Planning and implementation | Sponsor : | Xxxxxx Xxxxx | |||
Project Manager: | Xxxxxx Xxxxx | Date Created: | Updated 04/02/2020 | Version Number: | 1 | |
ID | Subject | Risk/ Issue | Description | Proposed Action/ Mitigation | By When | RAG Status | Open/ Closed |
01 | Communication | Risk | Lack of communication from the PSB wider membership to the Working with Nature group | Identification of objectives and a clear understanding and communication of how each wider partner can contribute to the work plan and outcomes. | Ongoing | Amber | Open |
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PSB Highlight Report | Workstream: Strong Communities | |
Project Lead: | Xxxxx Xxxxxx / Xxxxx Xxxxxx | Date: 28/1/2020 |
Project Overview | Links to other workstreams or partners |
Since allocation of the workstream there has been several meetings with different partners looking to identify areas of work and establish priorities under the workstream. Following the review there is clear evidence that there are already a number of well-established partnerships in and around Swansea who are very much aligned with the workstreams key aims and core objectives. It has proven to be very difficult to gather all the independent group leads together for additional meetings looking at similar issues due mainly to the heavy workload and the priority given to achieving the tasks set rather than adding an additional reporting stream. There have been some great success stories throughout the year achieved against the aims and objectives by our stakeholders, but the success should be attributed primarily to the individual partnerships. | Through our work this year it is evident that there are very clear and obvious cross overs between many of the workstreams core objectives and other well-established groups working in the area. Key partnerships to note are: Swansea Poverty Partnership Regeneration Swansea Swansea Community Safety Partnership Safer Swansea Partnership steering group Regional Partnership board This is not an exhaustive list there are other groups that sit under these looking at local issues and developing asset-based solutions. |
Project Outcomes/ Milestones | |
1. key strategic stakeholders identified 2. Action plan reviewed 3. Stakeholder meetings held 4. Partnerships identified 5. Identification of new / emerging priority and longer- term actions. |
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Key Updates this period | Overview of key risks |
Highlights – Achievements / Outcomes • Highlight. Group meetings held • Highlight. Focus on ensuring that initiatives across a range of partners and programmes contribute to the workstream Challenges/ Barriers • Area 1 Bringing all stakeholders together • Area 2 Ensuring success from different partnerships is captured effectively • Area 3 Capacity of partners workload | 1. Risk 1 Red 2. Risk 2 Amber 3. Risk 3 Red |
Priorities for next period | Stakeholders Involved & Communication undertaken |
• Priority 1 linking with strategic partnership leads • Priority 2 Ensuring good work is reported effectively through to PSB |
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Report Prepared by:
• Action 1 PSB to review the reporting structure to ensure all areas of work captured to help identify areas of development
• Action 2 PSB members to work towards signing up to paying living wage.
• Action 3 PSB to consider scoring contractors favourably who are committed to paying the living wage
Decision
Action
Any Actions for PSB: (Please tick as appropriate) Note
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Project Title : | Well-being Objective Action Planning and implementation | Sponsor : | Xxxxx Xxxxxx | |||
Project Manager: | Xxxxxx Xxxxx | Date Created: | Updated 31/1/2020 | Version Number: | 2 | |
ID | Subject | Risk/ Issue | Description | Proposed Action/ Mitigation | By When | RAG Status | Open/ Closed |
01 | Progressing actions | Risk | Bringing all stakeholders together is proving difficult. Limited engagement from partners which impacts on progress mainly due to capacity and work commitments in similar areas. | Meet and discuss with partners their input and reduce focus and objectives to ensure they are achievable and prioritised. | Ongoing | Red | Open |
02 | Duplication of Work between workstream identified | Issue | It has been noted that a number of the workstream have proposed similar actions. This was identified in the last engagement event. | Propose strategic leads meeting to discuss. Will pass to PSB for action | Ongoing | Amber | Open |
03 | Progressing | Risk | Diary commitments making meetings difficult to attend. | Not clear as to how we can reduce commitment elsewhere? Will discuss at workstream meeting. Possible to merge certain workstreams. | Ongoing | Red | Open |
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04 | Progressing | Risk | Ensuring success from different partnerships with common objectives is captured effectively | It is evident that there are very clear and obvious cross overs between many of the workstreams core objectives and other well-established groups working in the area | Ongoing | Amber | Open |
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Project Title : | Well-being Objective Action Planning and implementation | Sponsor : | Xxxx Xxxx | |||
Project Manager: | Xxxxxx Xxxxx | Date Created: | Updated 27/01/2020 | Version Number: | 3 | |
ID | Subject | Risk/ Issue | Description | Proposed Action/ Mitigation | By When | RAG Status | Open/ Closed |
01 | Action Plan agreement within groups June 2018 | Issue | The scheduling of meetings and allocation of step and action leads has led to delay in the setting of objectives | Update June 2019 – Statutory Members are agreeing responsibility and actions Objective Leads to put forward their final date to submit action plan | August 2019 | Green | Closed |
15. | Regional Bid 2019/20 | Risk | Initial application requires further clarification based on agreement of joint working priorities between PSBs | Meeting on 10th April 2019 to agree joint priorities/approach. The bid will be updated based on this agreement. Update July – Agreed in principle detail in process of agreement- Bid submitted awaiting outcome Update- Jan 2020 Submitted Q2 Bid to WG need to send off Q3 by 7th February | Ongoing | Green | Open |
Agenda Item 7
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Wales Audit Office Report - Review of Public Service Boards Discussion paper
General Overview
• Public Bodies have not taken the opportunity to effectively organise, resource and integrate the work of the PSBs
Governance review and new structure helps improve this, focus on key result areas being developed through the dash board reports
• PBs’ are not being consistently scrutinised or held to account
o Need to tell people what we are doing
o Shared view of what needs to improve
Swansea PSB regularly attends Scrutiny throughout the year with each workstream being scrutinised.
Develop a communications strategy and at each meeting identify what we can promote areas of work
• Despite public bodies valuing PSB’s there is no agreement on how their role should operate now or in the future
Governance review and new structure addresses this
• Challenge to participate in a number of PSB’s
o Overlap between PSB’s and regional partnership Boards etc.
o Merging of PSB’s could limit focus and make decision making to distant from citizens
Discussion have been held with other PSB’s and identification of joint working areas e.g. Community safety
• Welsh Government should enable PSBs to develop flexible models of working, including merging, reducing and integrating their work with other forums, such as Regional Partnership Boards and giving them flexibility to receive, manage and spend grant monies.
Awaiting information from Welsh Government on their view, but we can utilise the structure of the FGA to be flexible and collaborate.
• Improving transparency and accountability by making PSB meetings, agendas, papers and minutes accessible and available to the public.
PSB already makes PSB meetings, agendas, papers and minutes accessible to the public and has a public questions as part of the agenda
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• PSBs and public bodies should use the findings of an earlier Auditor General discussion paper on effective scrutiny to strengthen oversight arrangements and activity.
The discussion paper highlights six key areas that many councils could reflect on in light of current and future challenges.
• In some councils there remains some fundamental confusion and misunderstanding around roles and responsibilities in practice.
• Many councils still say they need to improve the way they engage with the public.
• Improvements are needed to the way councils prioritise and then plan their scrutiny activity to improve its impact.
• Some councils may need to consider reviewing support and training for scrutiny committee members.
• Most councils do not routinely evaluate the effectiveness of their scrutiny functions.
• Welsh Government and Councils need to consider how these themes impact on local governance arrangements role.
In response to these issues, and to support councils to improve, six steps have been identified to help make scrutiny ‘fit for the future.’ It’s designed to be a checklist for councillors:
1. Know your role
2. Know your powers and what’s ‘possible’ in scrutiny
3. Know what you are trying to achieve
4. Plan your scrutiny work to achieve your aims
5. Design support arrangements to achieve your aims
Wales Audit Office Recommendations
6. Regularly evaluate the effectiveness of scrutiny activity and make changes based on feedback
Swansea PSB regularly attends Scrutiny throughout the year with each workstream being scrutinised.
The role of scrutiny, the powers etc. are well defined and administered as part of the Council
The work of scrutiny is reviewed and evaluated.
RECOMMENDATION 1
In Part 1 of the report we set out that understanding the impact of choices and decisions requires public bodies to fully involve citizens and stakeholders and undertake comprehensive Impact Assessments.
However, we found that current practice is insufficient to provide assurance that
the needs of people with protected characteristics are fully considered when reviewing choices and the voice of citizens is not sufficiently influencing decisions.
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We recommend that PSBs:
• conduct formal assessments to identify the potential impact on people with protected characteristics and the Welsh language and review agreed actions to ensure any adverse impacts are addressed;
Equality impact Assessments need to be completed as part of projects and
workstreams
• improve transparency and accountability by making PSB meetings, agendas, papers and minutes accessible and available to the public;
Already in place
• strengthen involvement by working to the guidance in the National Principles for Public Engagement in Wales;
Already in place
• feedback the outcome of involvement activity identifying where changes are made as a result of the input of citizens and stakeholders.
Need to consider as part of each workstream
RECOMMENDATION 2
In Part 2 of the report we review arrangements for PSB scrutiny and conclude that there are shortcomings and weaknesses in current performance and practice.
To improve scrutiny, we recommend that:
• PSBs and public bodies use the findings of the Auditor General for Wales’ Discussion
• Paper: Six themes to help make scrutiny ‘Fit for the Future’ to review their current performance and identify where they need to strengthen oversight arrangements and activity;
• PSBs ensure scrutiny committees have adequate engagement with a wider range of relevant stakeholders who can help hold PSBs to account.
Already in place
RECOMMENDATION 3
In Part 3 of the report we summarise the difficulty of developing, implementing and resourcing PSBs and the challenges of managing multiple partnerships that can often have overlap and duplication.
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To help build capacity, consistency and resourcing of activity we recommend that:
• PSBs take the opportunity to discharge other plan and strategy obligations through the Local Wellbeing Plan;
• The Welsh Government enables PSBs to develop flexible models of working including: ‒
o merging, reducing and integrating their work with other forums such as Regional Partnership Boards;
o Giving PSBs flexibility to receive, manage and spend grant monies subject to PSBs ensuring they have adequate safeguards and appropriate
o systems in place for management of funding; effective budget and grant programme controls;
o Public reporting, scrutiny and oversight systems to manage expenditure.
Discussion have been held with other PSB’s, RPB and identification of joint working areas e.g. Community safety
RECOMMENDATION 4
To help build capacity, consistency and resourcing of activity we recommend that the Welsh Government and Welsh Local Government Association in their review of strategic partnerships take account of, and explore, the findings of this review.
Awaiting Welsh Government feedback
SUMMARY – ACTION POINTS
Overview
Develop a communications strategy and at each meeting identify what we can promote areas of work
Recommendation 1
Feedback the outcome of involvement activity identifying where changes are made as a result of the input of citizens and stakeholders
Recommendation 2
None
Recommendation 3
None
Recommendation 4
None
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