CRAFFU : GWASANAETHAU CYMDEITHASOL
CRAFFU : GWASANAETHAU CYMDEITHASOL
3.00 pm DYDD MAWRTH, 12FED HYDREF, 2021 CYFARFOD X XXXX - TIMAU MICROSOFT
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AGENDA
1. Ymddiheuriadau am absenoldeb
2. Datgan buddiant (yn cynnwys datganiadau chwipio)
Atgoffir Aelodau o'u cyfrifoldeb personol i ddatgan unrhyw fuddiant personol a niweidiol mewn perthynas â materion sydd wedi'u cynnwys yn yr agenda hon yn unol â darpariaethau Deddf Llywodraeth Leol a Cyllid 1992 sy'n ymwneud â Treth Cyngor, Deddf Llywodraeth Leol 2000, Cyfansoddiad y Cyngor a Chod Ymddygiad Aelodau.
Nodyn:
(a) Mae Aelodau yn cael eu hatgoffa bod rhaid iddynt nodi rhif eitem a’r mater xxx drafodaeth, a bod rhaid iddynt nodi natur y buddiant personol; a
(b) Lle mae aelod yn ymneilltuo o gyfarfod o ganlyniad i ddatgelu buddiant sy'n rhagfarnu rhaid hysbysu'r Cadeirydd pan fyddant yn gadael.
3. Gwasanaethau Dydd Oedolion
I ystyried adroddiad Prif Swyddog Gwasanaethau Cymdeithasol
3 - 6
4. Camau at lwyddiant - Xxxxxxx Xxxxxx
I ystyried adroddiad Prif Swyddog Gwasanaethau Cymdeithasol
7 - 14
5. Blaenraglen Waith 2021/22
I ystyried yr adroddiad amgaeëdig 15 - 28
6. Amser Cychwyn Cyfarfodydd Pwyllgor Ystyried amser cychwyn Cyfarfodydd Pwyllgor.
7. Cyfeiriadau Craffu, Adborth a Gweithredu Dilynol
8. Myfyrio ar y Cyfarfod a'i Gwerthuso Derbyn diweddariad oddi wrth y Cadeirydd
9. Unrhyw fater arall y mae'r Cadeirydd yn ei ystyried yn bwysig
CYFANSODDIAD: Cynghorwyr: X X Xxxxx (Cadeirydd)
S Jago (Is-gadeirydd)
Cynghorwyr: X Xxxxxxxx, X Xxxxxx x X Xxxxxx Aelodau cyfetholedig: Xxxx Xxxxxxx
ynghyd â swyddogion priodol
Os byddai’n well gennych xxxx o’r agenda hwn mewn Iaith arall, cysylltwch a
xxxxxxxxxx@xxxxxxx.xxx.xx neu ffoniwch 01685 725284
Agenda
Civic Centre, Castle Street, Merthyr Tydfil CF47 8AN
Main Tel: 00000 000000 xxx.xxxxxxx.xxx.xx
SCRUTINY COMMITTEE REPORT
Date Written | September 2021 |
Report Author | Xxxxxx Xxxxxxx |
Service Area | Adult Social Care |
Committee Date | 12th October 2021 |
To: Chair, Ladies and Gentlemen
Adult Day Services
1.0 SUMMARY OF THE REPORT
1.1 To update Scrutiny committee in respect of the current positon of Adult Day Services.
1.2 To provide an outline of the future plans for day services in line with Adult Services strategic direction.
2.0 RECOMMENDATION
2.1 The scrutiny committee discusses and comments on the issues set out in the report.
3.0 INTRODUCTION AND BACKGROUND
3.1 The provision of Adult Day Services is comprised of directly delivered and commissioned building placed service provision and community based support.
3.2 Adult Day Services includes support for people with a dementia, learning disabilities and physical disabilities. With the building based services directly delivered by MTCBC being:
• Xxxx Xxxxxx Health Park (Unit 1) - which supports adults with learning and physical disabilities.
• Xxxx Xxxxxx Health Park (Ty Enfys) - which supports people with dementia.
• Xx Xxxx Newydd - which supports adults with learning and physical disabilities.
• Green houses at Cyfarthfa Park - which provides support to people with a learning disability.
• Xx Xxx - provides support to older people and people with a dementia.
3.3 There are a small number of commissioned Day Services which is predominantly the provision of very specialist services such as Day Services provided by the National Autistic Society and Partnership of Care.
3.4 There are two primary outcomes for people who access Day Services. One is that it provides respite for carers and the other is that it enables individuals to achieve individual outcomes which supports their independence and wellbeing.
3.5 Prior to the pandemic, Day Services supported 123 people though the provision.
3.6 As those attending Day Services were considered vulnerable, there was an increased need to ensure social distancing and Day Services were closed for a period to ensure that the necessary safety precautions were in place.
3.7 Day Services re-opened at a reduced capacity to support social distancing and all individuals accessing Day Services were reviewed and prioritised for the reduced placement and were provided support at a reduced number of days.
3.8 Day Services continue to operate at this lower level of capacity and is now supporting 72 people.
4.0 WHERE WE WERE
4.1 Prior to the pandemic, Day Services operated for 5 days a week supporting 123 people. Whilst the services continue to operate over the 5 day period the capacity has reduced and where some people were accessing Day Services 5 days a week, this had been reduced in the beginning to on average 2-3 days a week based on levels of need.
4.2 A priority exercise was undertaken to ensure those returning to the now heavily restricted service (in terms of capacity) were a priority to do so. This exercise involved a multidisciplinary approach with input from care management, CPN’s, Day Services managers and staff and senior management.
4.3 Welfare checks were maintained by Day Services staff throughout the pandemic focused on those individuals who had not returned to the service. Feedback from these checks was also incorporated into the prioritisation work.
4.4 Where access to Day Services had reduced, where necessary, alternatives were sought such as increasing the level of direct payments and again this was based on the level of need.
4.5 In addition to the Local Authority reducing the numbers of people who could attend, some families chose not to send the people they cared for to their Day Service provision because of the perceived risks.
4.6 Initially there was an assumption that this situation and arrangements would be short term and Day Services would resume at pre pandemic levels, however this has not been the case and a longer term solution was required.
4.7 At the beginning of the pandemic the implications for the people living in care homes was not truly recognised and the guidance issued by Welsh Government and Public Health Wales was changing constantly causing considerable confusion across providers of these services.
4.8 Work had commenced in respect of a review of Day Services and how it would meet future need and a re-design of the model of services delivered at the dementia day services based at Xxxx Xxxxxx Health Park had commenced in line with the Meaningful Care Matters model of care which included re-design of the environment.
5.0 WHERE WE ARE NOW
5.1 We continue to operate Day Services at a reduced capacity as the guidance on social distancing remains in place.
5.2 Alternative provisions have been commissioned where required such as increases in sitting services and direct payments and these are ongoing.
5.3 We anticipated that the changes to provision would be required on a short term basis, however we now recognise that these arrangements need to be in place longer term. Therefore, a review of the care & support plans of individuals who access Day Services is being undertaken.
5.4 The closure of Day Services has also brought opportunities to meet people’s wellbeing outcomes in different ways other than the traditional building placed services and these will be taken forward as part of the review of care & support plans.
5.5 Prioritisation of access continues to be undertaken in a partnership way between care management (including Health colleagues) and Day Services. This has led to some individuals accessing the level of support they had pre pandemic where they have been assessed as being a priority for this.
5.6 Day Services managers continue to dynamically risk assess their environments to assess the maximum capacity of their sites. This helps us to increase capacity where appropriate and enables more opportunities for services to be offered. As of October 2021, Day Services were supporting 72 individuals down from 123 pre pandemic. Numbers were at 142 however there was a reduction due to the planned work on the dementia day service whereby vacancies were not actively filled.
5.7 The building work at Unit 2 KHHP (Dementia Day Services) has been completed and the Day Service has been re-opened and re-named Xx Xxxxx. This has significantly improved the environment and work is ongoing to support the continued implementation the Meaningful Care Matters model of support.
5.8 The adaptions to the environment of the Dementia Day Service has really highlighted that the current environment of the Learning Disability Day Service is not fit for purpose and could be significantly improved to enhance the outcomes for people who access the service. We have submitted a bid for funding for preparatory feasibility works to upgrade the Day Service and have been successful in obtaining this through the capital element of the Integrated Care Fund.
5.9 We have drafted a Day Service Strategy which needs to be refreshed following the review and the re-commencement of the regional Learning Disability Commissioning Group which has worked with people who use services and has identified employment as one of the key areas of development.
6.0 WHERE WE WANT TO BE
6.1 We want to take this opportunity to re-align the Day Service offer to deliver a mixture of building based and community based provision in a more person centred way to meet the goals and aspirations of the people who spend their day with us.
7.0 WHAT WE NEED TO DO NEXT
7.1 We need to review the care & support plans for all the individuals who receive Day Services and are in the process of sourcing an individual to undertake this.
7.2 We need to continue with the feasibility work in respect of the improvement of the environment of the Learning Disability Day Service at Xxxx Xxxxxx Health Park.
7.3 We will continue to work with People First as part of the regional commissioning group to explore opportunities for work experiences as an alternative to building based Day Services.
7.4 We need to re-visit the draft Day Services Strategy.
8.0 CONTRIBUTION TO WELLBEING OBJECTIVES
8.1 The work we are undertaking around care homes links with the Living Well wellbeing objective.
XXXX XXXXXX XXXXX
CHIEF OFFICER (SOCIAL SERVICES)
COUNCILLOR XXXX XXXXXX CABINET MEMBER FOR SOCIAL SERVICES
BACKGROUND PAPERS | |||
Title of Document(s) | Document(s) Date | Document Location | |
Does the report contain any issue that may impact the Council’s Constitution? | No | ||
Agenda
Civic Centre, Castle Street, Merthyr Tydfil CF47 8AN
Main Tel: 00000 000000 xxx.xxxxxxx.xxx.xx
SCRUTINY COMMITTEE REPORT
Date Written | 29th September 2021 |
Report Author | Xxxxx Xxxxxxxx |
Service Area | Social Services / Children’s Services |
Committee Date | 12th October 2021 |
To: Chair, Ladies and Gentlemen
Building Blocks to Success - Early Help
1.0 SUMMARY OF THE REPORT
1.1 The purpose of this report is to provide an overview of the Early Help Action Plan. Early Help is one of the six key Building Blocks to Success within the Children’s Services Strategy.
2.0 RECOMMENDATION
2.1 Scrutiny Committee has asked to receive this report and to raise questions and challenge leading to improvement.
3.0 INTRODUCTION AND BACKGROUND
3.1 In February 2021, Children’s Services provided Scrutiny Committee with an overview and update of the service strategy for improving the well-being of children and young people. The strategy sets out our approach to delivering the Council’s duties to vulnerable young people.
3.2 The service strategy is directly related to the corporate vision statement included in Focus on the Future that is included on our Strategy on a Page:
• Children and young people are safe and healthy;
• Have the right help at the right time;
• Are supported to live with their family or close to home; and
• Have stable and successful lives.
3.3 Within the Children’s Services Strategy there are six key building blocks to success:
Earlier Intervention (Right help at the right time) - making sure those Children and their families receive the right help at the right time to prevent unnecessary escalation of need.
Supporting Change (Right decision at the right time) - making sure intervention is evidence based to prevent further escalation of need and risk; that where we need to look after young people we do so at the right time, ensuring every safe opportunity for care within the family network is fully explored.
Success, Stability and Transition (Right environment at the right time) - making sure that looked after young people and care leavers achieve stable and successful lives as a basis from where to transition into adulthood.
Strategy for Improving Performance - making sure that we continually improve the services we deliver and our outcomes.
Workforce Strategy - ensuring that we can successfully recruit qualified social workers; and that the service is staffed by colleagues who are well supported with the right values, qualifications and skills.
Strategy for Sustainable Children’s Services - a 3-year plan setting out the services’ approach to delivering short and long term efficiencies.
3.4 In October and December 2020 Children’s Services held a Workshop style event with elected members to share operational details of how our building blocks to success support families and young people to achieve their outcomes. Within Children’s Services sits two primary service areas - Early Help and Wellbeing and our Permanence Service. The October 2020 session had been designated to Early Help and Wellbeing.
Legislative Context
3.5 The Wellbeing of Future Generations (Wales) Act 2015 specifies that we must work to improve the economic, social, environmental and cultural wellbeing of Wales by maximising our contribution to the Wellbeing Goals. We must do this in accordance with the sustainable development principle, which means that we act in a manner that seeks to ensure the needs of the present are met without compromising the ability of future generations to meet their own needs.
3.6 There are 5 elements that we need to consider and evidence in order to show that we have applied the sustainable development principle. The five things are:
Long Term - The importance of balancing short-term needs with the needs to safeguard the ability to also meet long-term needs.
Preventative - How acting to prevent problems occurring or getting worse may help public bodies meet their objectives.
Involvement - The importance of involving people with an interest in achieving the well-being goals and ensuring that those people reflect the diversity of the area which the body serves.
Collaboration - Acting in collaboration with any other person (or different parts of the body itself) that could help the body to meet its well-being objectives.
Integrated - with the needs to safeguard the ability to also meet long-term needs.
3.7 The Social Services and Wellbeing (Wales) Act 2014 specifies that we must seek to improve the wellbeing of people who need care and support, carers who need support and for transforming social services in Wales. The focus of this Act is on what matters to the person and how they can use their own strengths and resources to do those things, which is determined by an assessment that involves the person and the professional(s). Fundamental to the Act is enhancing the duty to collaborate in pursuit of early identification in order to prevent escalation of need.
3.8 To improve wellbeing, local authorities, health boards and NHS trusts must work closely to ensure better integration of health and social care. Local authorities and health boards must work together to assess care and support needs (and carer support needs) of the population in their area. As a result, they will identify what services are needed.
4.0 WHERE WE WERE
4.1 In February 2021 we shared with Scrutiny Committee an overview of progress and areas of further development within our Early Help Action Plan. This area for Children’s Services primarily covered functions in line with the Early Help Hub, Multi- Agency Safeguarding Hub, Information, Advice and Assessment, Young Carers, Team Around the Family Co-ordination, supporting families transitions between preventative and statutory services and Young Carers. In January 2021 Families First Funding responsibility and it’s associated staffing commissioning and contract monitor structure.
4.2 February 2021 reporting covered Quarter 3 data for 20/21. It was shared that the pandemic had caused significant fluctuations in referrals rates into both the Early Help Hub and Multi-Agency Safeguarding Hub. Both Hubs had seen significant decreases in referral rates during the hight of the pandemic. In Quarter 3 Early Help Hub levels had risen to pre-pandemic levels, in section 5 comparative data between where we were and where we are now is illustrated.
4.3 In line with this building block to success a number of positive developments between March 2020/February 2021 were identified:
• Families First had transitioned into Children’s Services Directorate.
• Increased level of awareness sessions had been held for the Multi-Agency Safeguarding Hub and Early Help Hub.
• The Service had explored how the Early Help Hub could support and develop links with other relevant Local Authority departments and preventative services.
• We worked closely with Business Systems to collate reliable information via the WCCIS System.
• Developed a pilot that will commence in Q4 of TAF cases accessing Family Group Conference support for families, where appropriate.
4.4 In February 2021 next steps were identified as:
• Continue to support our community to access the right service at the right time.
• Support the maximisation of preventative services being utilised.
• Look for every opportunity to increase the capacity and reach of preventative services.
• Evaluate and adjust based upon evidence of need and effectiveness.
• ICF funded Health post to commence their presence in the Early Help Hub.
• Early Action Together engagement to continue to explore a Police presence within the Early Help Hub to support information sharing and families accessing the right help at the right time.
5.0 WHERE WE ARE NOW
5.1 We have continued, in line with our Strategy on a page, to promote people accessing the right help at the right time. The levels of referrals for preventative support into the Early Help Hub remain at pre-pandemic levels and safeguarding referrals to our Multi-Agency Safeguarding Hub have increased. Please see comparative data:
Q3 19/20 (Pre-pandemic) | Q3 20/21 (Previous scrutiny reported data) | Q1 21/22 (Most recent performance data) | |
No. of referrals | 000 | 000 | 000 |
No of Proportionate Assessments | 184 | 198 | 241 |
% step-up from TAF to children services | 5% | 11% (6 out of 54 closures) | 11% |
% of EHH referrals that stepped up to children’s services | >1% | 1% (4 out of 284) | >1% |
Weekly average MASH referrals | 117 | 73 | 119 |
Weekly average Proportionate Assessments | 85 | 49 | 100 |
5.2 Since the pandemic there has been a noted increase in the number of Team Around the Family cases escalating and requiring statutory involvement. It is important to note that for much of the pandemic preventative support was primarily virtual in line with Welsh Government Guidance. This has been a unique period of time where difficult balances have had to be made, service delivery has not been in the most optimum model, a balance between preventative support needs and physical health has had to be made.
5.3 In April 2021 we updated our Early help: Building Block to Success Action Plan, which sits under our overall Service Strategy. The four key aspirations of this programme of work are:
• All MTCBC citizens have access to clear information on services.
• Early intervention - Families are supported to continue caring for their children at an early stage to prevent the need for formal interventions.
• Enhanced working with agencies that supports early identification of families who would benefit from early help.
• Children and young people will have the right emotional support at the right time.
5.4 In line with our ambition to support the public having clear information there has been a recent appointment within the Early Hub Help to support the population and maintenance of DEWIS information for the Local Authority. There is a programme of work ongoing to update and increase user friendliness of Children’s Services information on the Local Authority website, this will include developing digital stories about the support that the Early Help Hub can provide. Part of this programme of work will also aim to develop digital stories of key processes and meetings that are held when families are accessing support from Children’s Services to assist families in having more details in relation to the different functions within the service.
5.5 To promote families being supported to continue caring for their children at an early stage to prevent the need for formal interventions, under the Quality Assurance Framework within Children’s Services monthly audits are undertaken of decision making within both the Early Help Hub and Multi-Agency Safeguarding Hub. There is a bi-annual audit of EHH cases that have escalated to stat services within 6 months and utilise learning to inform further developments. This is to ensure we identify learning and continue to build upon our strengths. There is currently a Families First Review in progress which will analyse data on preventative support needs and key reasons for referrals to statutory services to ensure we understand the needs of our community well. This will inform future commissioning arrangements; this programme of work sits under the Tackling Poverty Board in relation to its governance. Across the service there has been a new Proportionate Assessment template embedded to enhance the voice of the child and the child’s lived experience within our assessments.
5.6 Ensuring that families are supported at an early stage is a multi-agency responsibility. We have previously shared how we wished to expand the range of professional experience within the Early Help Hub. Since June 2021, through Integrated Childcare Funding, a CAMHS Liaison worker has been part of the staffing team within the Early help Hub. Within the first quarter the post has achieved the following:
Measure | Q1 |
Number of consultations | 122 |
Number of Interventions with (child/family) | 84 |
Number of Primary CAMHS Assessments | 18 |
Training Sessions | 6 |
5.7 Of the Consultation work undertaken by the CAMHS Liaison Worker 68% have been of a preventative nature, with 32% being for cases open to Children’s Services on a statutory basis. Examples of professional feedback include: “The service has helped guide me as a professional to the correct support/intervention and what can be done in the interim to support families and using the correct terminology” (Keyworker, Xxxxxxxx’x). Case studies have been undertaken which evidence increased positive outcomes for families. It had also been the ambition of the Police and Children’s Services to have a PCSO based within the Early Help Hub, sadly due to some recruitment difficulties this has not yet come to fruition. On a virtual basis the Hub continues to work closely with a range of services, for example Health Visiting Services including Flying Start, Education, CAMHS, Safer Merthyr Tydfil and Employability Services.
5.8 The Early Hub have continued to raise awareness in relation to the service. They have continued to promote the EHH to agencies and professionals. Including in the last quarter presentations to:
• Platform
• Inspire to achieve
• Inspire to work
• Housing solutions
• Parent network
• Xxxxxxxx and Xxxxxx
• GP support Officer
• VAMT Health and Wellbeing Forum
• Parent Network
5.9 In line with enhancing working with agencies to support early identification of families who would benefit from early help, strong working links continue to develop with Education. Staff within Education and Children’s Services are in the process of completing Trauma Informed Schools training. An Education and Children’s Services Partnership Programme has been developed. There has also been a review of key panels within the Local Authority that are in place to support families, young people and children accessing the right help at the right time. Under this review it has been agreed that a reduction in the current panel systems with one focused panel being developed would aid communication and timeliness of multi- agency working.
5.10 The Covid pandemic continues to influence the changing needs of our community and how we must adjust as services to meet those needs. This report demonstrates the work undertaken to enhance the support available to families, young people and children between February 2021 and October 2021, during a period of significant difficulties due to the global Covid pandemic.
6.0 WHERE WE WANT TO BE
6.1 Merthyr Tydfil Children's Services plans to be a high performing service, working in co-production with partners and families, providing services within budget that are preventative, reduce risk, and increase resilience. Moving forward we want to:
• Continue to be a resilient service that adapts to the changing needs of our community.
• To be well informed by key data and service user feedback.
• To work with partners to ensure that our community can access the range of services they require.
• To continue to support staff across both prevention and statutory services.
• To continue to work towards achieving the four key aspirations under the Early Help: Building Block to Success Action Plan.
7.0 WHAT WE NEED TO DO NEXT
7.1 We will continue to monitor the progress of Early Help: Building Blocks to Success Action Plan quarterly. Action plans are linked to our performance management framework and the Council’s policy Focus on Performance.
8.0 CONTRIBUTION TO WELLBEING OBJECTIVES
8.1 This area of business is located in the following wellbeing objective:
People are empowered to live independently within their communities, where they are safe and enjoy good physical and mental health.
XXXX XXXXXX XXXXX
CHIEF OFFICER (SOCIAL SERVICES)
COUNCILLOR XXXX XXXXXX CABINET MEMBER FOR SOCIAL SERVICES
BACKGROUND PAPERS | |||
Title of Document(s) | Document(s) Date | Document Location | |
Children’s Services Strategy | 26th February 2020 | Online | |
Does the report contain any issue that may impact the Council’s Constitution? | No | ||
Xxxxxx y dudalen hon yn wag yn fwriadol
Civic Centre, Castle Street, Merthyr Tydfil CF47 8AN
Main Tel: 00000 000000 xxx.xxxxxxx.xxx.xx
SCRUTINY REPORT
Date Written | 1st October 2021 |
Report Author | Scrutiny Section |
Committee Division | Scrutiny |
Exempt/Non Exempt | Non Exempt |
Committee Date | 12th October 2021 |
To: Chair, Ladies and Gentlemen
Forward Work Programme 2021/22
1.0 PURPOSE OF THE REPORT
1.1 To provide the Scrutiny Committee with its work programme for consideration and to prepare in advance of the next scrutiny committee meeting.
1.2 To remind Scrutiny Committee members that they need to consider the requirements of the Wellbeing of Future Generations (Wales) Act 2015 in all aspects of scrutiny work.
2.0 RECOMMENDATION(S)
2.1 The Committee considers the attached Forward Work Programme and approves, revises or amends it as deemed appropriate; and to consider the questions at 3.7 in planning for the next meeting.
3.0 INTRODUCTION AND BACKGROUND
3.1 The attached forward work programme identifies the topics and issues under consideration by the Scrutiny Committee and allows an opportunity for additional subjects to be identified and included on the programme.
3.2 Scrutiny committees are required to prepare and keep under review a programme for their future work. By reviewing and prioritising issues, members are able to ensure that the work programme delivers a member-led agenda.
3.3 The Wellbeing of Future Generations (Wales) Act 2015 requires each Public Service Board (PSB) and Council to work with their communities to develop local objectives. Merthyr Tydfil County Borough Council (MTCBC) and the Cwm Taf PSB have acted on this.
3.4 MTCBC has four local Wellbeing Objectives, each having clear outcomes that will help the Council to respond to local community needs and contribute to the seven national wellbeing goals. The four Wellbeing Objectives are:-
BS Best Start to Life - Children and young people get the best start to life and are equipped with the skills they need to be successful learners and confident individuals. The key outcomes for Best Start to Life are: • Children live in a nurturing and stimulating home environment • Children have access to high quality pre-school and school education • Improve the educational outcomes for all children and young people • Children and young people have good health and wellbeing |
WL Working Life - People feel supported to develop the skills required to meet the needs of businesses, with a developing, safe infrastructure which makes Merthyr Tydfil as an attractive destination. The key outcomes for Working Life are: • Merthyr Tydfil realises its full economic potential, with a skilled workforce and better employment opportunities; • People value and enjoy the built and natural environment, protecting and enhancing our cultural assets for current and future generations; • We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others. |
EW Environmental Wellbeing - Communities protect, enhance and promote our environment and countryside. The key outcomes for Environmental Wellbeing are: • Environmental damage is minimised by preventing pollution • To maximise the amount of materials and resources recycled in line with the waste hierarchy; • Merthyr Tydfil has good quality, biodiverse and connected green infrastructure and open spaces; and • The use of renewable and low carbon energy is increased. |
LW Living Well - People are empowered to live independently within their communities, where they are safe and enjoy good physical and mental health. The key outcomes for Living Well are: • People live safe and independent lives within their communities • Children and adults are safeguarded from harm and feel safe • Children and young people live safely with their family or close to home and have transitioned well into adulthood. |
3.5 The Scrutiny Committee is encouraged to identify issues that reflect these priorities that are within your remit and/or are a priority for local people and communities. If a matter is a recurring issue for the people you, as Councillors, represent, the likelihood is that it is something that the Committee should consider. The more relevant the issue is to local communities then the greater the likelihood of engaging those communities in the scrutiny process and of producing outcomes that will be visible to those communities you represent.
3.6 MTCBC has developed an ‘Our Shared Vision’ document (Appendix I). This makes the connections from the seven national Wellbeing Goals through to the local objectives and political priorities. This document is contained within one page and acts as an easy to understand guide. When considered with service area strategies and operational plans a thread is created that can be extended down to individual tasks. This helps staff members see how they are contributing to the Act and the ‘Wales We Want’, and will assist Scrutiny members better understand the connections with the Act.
3.7 The work programme is a dynamic document and is reviewed at every meeting of the Committee to ensure that its contents are still relevant and will add value to what the Council and partners are doing. At each meeting the committee will agree the agenda items for their next meeting and in preparation may in advance wish to ask itself the following questions.
Q) Why has the item been placed on a Scrutiny Work Programme?
a. Does this item/ topic contribute to the delivery of the Council’s wellbeing objectives?
b. Does this item/ topic contribute to the delivery of the Council’s corporate priorities/ objectives?
c. Is this item/ topic relating to service performance concerns?
d. Is this item/ topic of significant public interest?
e. Does the item/ topic have any budgetary implications?
f. Is this an item/ topic where Xxxxxxxx involvement will make a significant difference and achieve tangible outcomes?
g. Can effective Scrutiny of this issue be delivered from within available resources?
Q) What is the specific role of the Committee?
This will depend on the item – for example the role could be:
a. to determine if performance levels are acceptable in relation to a particular department;
b. to determine if a specific policy is fit for purpose;
c. to satisfy itself that the Authority is working well with its partners in tackling a major issue;
d. to gather the views of specific stakeholders as part of an on-going scrutiny investigation/ review;
e. to explore possible solutions to an issue.
Q) What outcome is the Committee seeking from the consideration of this item?
a. To comment on the proposed budget and make suggestions to cabinet regarding the proposed budget’s ability to deliver the priorities of the council
b. Identification of any causes for concern and note successes.
c. To receive an overview presentation.
d. To gain an understanding of and to comment on a policy/ strategy
e. To explore ideas around the setting of budgets while considering the pressures facing each service. This also helps provide an overview of the policy frame work.
f. For the scrutiny committee to gain an overview and refresh their knowledge of the wellbeing objectives/ other plan/ other strategy.
g. Improvement in service delivery
Q) What information does the Committee need to fulfil this role/ achieve this outcome?
What is the Committee trying to do? You might be trying to do some or all of the following i.e. establish facts; gather opinions; or explore new ideas/ solutions.
Q) Who should be invited to the meeting to provide the information?
Depending on the information you need you might want to hear from a range of witnesses – e.g. Cabinet members, Senior Officers, Service users, and External partners – e.g. Police, Strategic Partners etc
Q) Does the Committee need to ask for written representations?
The Committee may wish to pose some questions to the Directorate/ Cabinet Member/ External Partner etc. prior to the meeting. This may help in instances when the Committee is looking for something specific to be addressed. This will assist whoever is attending to ensure that they have the information/ answer ready for the meeting.
Q) Which meeting format/ venue would be most appropriate for the item and for the witnesses that will be invited to attend?
Due to the outbreak of the Covid-19 global pandemic, all scrutiny committees are to be held via Microsoft Teams at least for the time-being. This decision has been taken to ensure the safety of our members, officers and all others in attendance. Currently, there is no clear indication of when hybrid meetings will be appropriate; and this will be reviewed in line with any updates and advice from U.K. and Welsh Government.
Even under normal circumstances, meetings do not have to be held in a formal committee room environment. You may wish to hold occasional meetings in community location settings e.g. community centres, sports facilities etc. It depends on the subject. Some people find the formal setting intimidating. Site visits for example may be more appropriate to see first-hand what the committee is investigating/ obtaining information on e.g. waste sites, regeneration projects etc.
Q) Method of Scrutiny?
Once Members have identified the matters they wish to scrutinise, consideration should be given to scoping the subject in more detail including the timing and method of scrutiny to be used. Support in this process will be given by the Scrutiny and Support Manager and Officer. Members may wish to:
a. Consider an item at a single meeting;
b. Consider an item over a series of meetings;
c. Allocate the work to a small working group of Members (Task & Finish group) to investigate the issue over a period of 2-3 months (this may involve visits to see how services are working in practice);
d. Undertake an Inquiry Day (or days);
e. Undertake joint scrutiny with members of another Scrutiny Committee;
f. Invite expert witnesses to give their views;
g. Seeking the views of service users/ carers and/ or the general public (public calls for evidence)
Performance and Scrutiny Department MTCBC
BACKGROUND PAPERS | |||
Title of Document(s) | Document(s) Date | Document Location | |
Statement of Wellbeing & Focus on the Future: Wellbeing in our Community | 4th April 2018 | Full Council 4th April 2018 | |
Does the report contain any issue that may impact the Council’s Constitution? | No | ||
APPENDIX I
Social Services Scrutiny Committee Work Programme Descriptors 2021/2022
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(The Work Programme is reviewed at each meeting and as such is subject to change)
Committee Date | Overarching Item | Officer & Cabinet Member | Scrutiny Focus | Cross Cutting Strategies and Plans |
Forward Work | Cllr Xxxx Xxxxx (Chair) and | Scrutiny & Challenge: - The draft Forward Work Programme is developed at | Recovery, | |
Programme | Scrutiny Committee | the beginning of the municipal year by the Members of the Social Services | Transformation & | |
2020/2021 | Members | Scrutiny Committee, which includes the areas the members wish to focus on | Improvement Plan | |
throughout the year. However, it is a fluid document and it may change due | (Governance) | |||
to the needs of the Social Services Scrutiny Committee. Therefore, the | ||||
committee is to consider and approve the Forward Work Programme as it | ||||
stands for Social Services (2020/2021). | ||||
8th June 2021 | The Supporting Change Service (Strategy Update) | Xxxxx Xxxxxxxx (Head of Children Service)/Xxxx Xxxxxx-Xxxxx (Chief Officer Social Services)/Cllr Xxxxx Xxxxxx (Cabinet Member for Social Services and Deputy Leader) | Xxxxxxxx & Challenge: - The Head of Children’s Services will provide a position statement on the Supporting Change Service. The report will highlight the progress being made in this service area, areas of development and improvement. | Focus on the Future. SSWBA. Recovery, Transformation & Improvement Plan. |
RTI Plan Update (Completed Projects/ Key Projects) | Xxxx Xxxxxx-Xxxxx (Chief Officer Social Services)/Cllr Xxxxx Xxxxxx (Cabinet Member for Social Services and Deputy Leader) | Scrutiny & Challenge: - The Chief Officer for Social Services will provide an updated report around the Recovery and transformation plan, looking at they key projects. For this meeting an overall update will be given and details around the projects that have already been completed. | Recovery, Transformation & Improvement Plan (Governance) | |
Annual Report on | Xxxx Xxxxxx-Xxxxx (Chief | Consultation:- as part of the preparation for the Annual Social Services | Focus on the | |
Social Services | Officer Social | report we are required to consult with stakeholders. This session is with | Future. | |
(2020/21) | Services)/Cllr Xxxxx Xxxxxx | scrutiny members to consider the past year and look at areas of | SSWBA. | |
(Cabinet Member for | development in 21/22. | Recovery, | ||
Social Services and Deputy | Transformation & | |||
Leader) | Improvement | |||
Plan. | ||||
Update on the | Xxxxxx Xxxxxxx (Head of | Scrutiny & Challenge: - The Head of Adult Services will provide a position | Focus on the | |
13th July | Position of Care | Adult Service)/Xxxx Xxxxxx- | statement on the position within the care home sector. The report will also | Future. |
2021 | Homes (Xxxxxxxx | Xxxxx (Chief Officer Social | identify key areas for development and improvement. | SSWBA. |
Plan) | Services)/Cllr Xxxxx Xxxxxx | Recovery, |
Social Services Scrutiny Committee Work Programme Descriptors 2021/2022
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(The Work Programme is reviewed at each meeting and as such is subject to change)
(Cabinet Member for Social Services and Deputy Leader) | Transformation & Improvement Plan. | |||
Covid Recovery Plan | Xxxxx Xxxxxxxx (head of Children Services)/Xxxxxx Xxxxxxx (Head of Adult Service)/Xxxx Xxxxxx-Xxxxx (Chief Officer Social Services)/Cllr Xxxxx Xxxxxx (Cabinet Member for Social Services and Deputy Leader) | Xxxxxxxx and Challenge: This is to provide an overview to Scrutiny members of the past year and the impact on COVID on social services. With a view to outlining the plans to recovery. | Focus on the Future. SSWBA. Recovery, Transformation & Improvement Plan. | |
Safeguarding Audit Report Findings (From Internal Audit) | Xxx Xxxx (Principal Officer for Safeguarding)/Xxxx Xxxxxx-Xxxxx (Chief Officer Social Services)/Cllr Xxxxx Xxxxxx (Cabinet Member for Social Services and Deputy Leader) | Scrutiny and Challenge: A corporate review of safeguarding was undertaken by Internal audit in April/May 2021. This report outlines the findings and recommendations from this audit. | Focus on the Future. SSWBA. Recovery, Transformation & Improvement Plan. | |
Corporate Self | Xxxxx Xxxxxxxx (head of | Scrutiny and Challenge: Made up of 3 key questions the re-focused self- | Focus on the | |
Evaluation KQ1 - | Children Services)/Xxxxxx | evaluation process supports Chief Officers and service teams to reflect on | Future. | |
Outcomes | Edevane (Head of Adult | what they achieved and identify and set priorities for improvement. The | SSWBA. | |
Service)/Xxxx Xxxxxx-Xxxxx | Committee will receive the service’s response to the first of the key questions | Recovery, | ||
(Chief Officer Social | which is linked to Outcomes. They will be required to scrutinise the proforma | Transformation & | ||
Services)/Cllr Xxxxx Xxxxxx | outlining the findings of the process (along with relevant supporting | Improvement | ||
7th | (Cabinet Member for | evidence); and review the validity of the judgment ascribed. | Plan. | |
September 2021 | Social Services and Deputy Leader) | |||
RTI Plan Update | Xxxx Xxxxxx-Xxxxx (Chief | Scrutiny & Challenge: - The Chief Officer for Social Services will provide an | Focus on the | |
Officer Social | updated report around the Recovery and transformation plan, looking at key | Future. | ||
Services)/Cllr Xxxxx Xxxxxx | projects. | SSWBA. | ||
(Cabinet Member for | Recovery, | |||
Social Services and Deputy | Transformation & | |||
Leader) | Improvement | |||
Plan. |
Social Services Scrutiny Committee Work Programme Descriptors 2021/2022
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(The Work Programme is reviewed at each meeting and as such is subject to change)
Annual Report on Social Services (2020/21) | Xxxx Xxxxxx-Xxxxx (Chief Officer Social Services)/Cllr Xxxxx Xxxxxx (Cabinet Member for Social Services and Deputy Leader) | Scrutiny & Challenge: - The Chief Officer for Social Services will present the Annual Report on Social Services for 20/21. This report should contain all further updates from any additional consultation and previous comments made by Xxxxxxxx, before submitting to Full Council. | Focus on the Future. SSWBA. Recovery, Transformation & Improvement Plan. | |
Cwm Taf Youth Offending Service (YOS) (Annual Report - listed for Cabinet on 16/06) | Xxxxxx Xxxxx (Youth Offending Service Manager)/Xxxxx Xxxxxxxx (Head of Children Services/ Cllr Xxxxx Xxxxxx ( Cabinet Member for Social Services and Deputy Leader) | Scrutiny & Challenge: - The Youth Offending Service (YOS) is a multi-agency team which is made up of members of the Police, Probation, Health, Education, Substance Misuse and Social Services; as well as other specific to the team. The YOS deals with young people between the ages of 10 and 18 who are involved in the criminal justice system and those who are just on the periphery of becoming involved in the system. The committee requires a position statement on the performance within the Cwm Taf region along with any details of issues/barriers experienced and how these have been overcome. The report is also to consider key areas for development and improvement for 2020/21 within Merthyr Tydfil. | Focus on the Future. SSWBA. Recovery, Transformation & Improvement Plan. | |
Annual Report – | Xxxxxx Xxxxx (Corporate | Scrutiny & Challenge: - Local Authorities are required to the Social Services | ||
Social Services | Complaints Officer)/Xxxx | Complaints Procedure (Wales) Regulations 2014 and the Representations | Focus on the | |
Complaints and | Xxxxxx-Xxxxx (Chief Officer | Procedure (Wales) Regulations 2014 to produce an Annual Report about the | Future | |
Compliments | Social Services)/Cllr Xxxxx | operation of their Social Services Complaints, Representations and | SSWBA | |
(2020/21) | Xxxxxx (Cabinet Member | Compliments Policy and Procedures. | ||
for Social Services and | The complaints reports are completed retrospectively after the complaints | |||
Deputy Leader) | have been resolved; this can take up to 6-8 months after the financial year. | |||
The committee has requested an end of year report | ||||
12th | (2020/21) for consideration and challenge. The report should include any | |||
October | details of issues/barriers experienced and how these have been overcome. | |||
2021 | The report is also to identify key areas for development and improvement | |||
for 21/22. | ||||
Adult Social Care | Xxxxxx Xxxxxxx (Head of | Scrutiny & Challenge: - The Head of Adult Services will provide a position | Focus on the | |
Strategies – Day | Adult Service)/Xxxx Xxxxxx- | statement in respect of Day Services. The report is also to identify key areas | Future. | |
Services (position | Xxxxx (Chief Officer Social | for development and improvement. | SSWBA. | |
of ds, implications | Services)/Cllr Xxxxx Xxxxxx | Recovery, | ||
of closure and | (Cabinet Member for | Transformation & | ||
support provided) | Social Services and Deputy | Improvement | ||
Leader) | Plan. |
Social Services Scrutiny Committee Work Programme Descriptors 2021/2022
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(The Work Programme is reviewed at each meeting and as such is subject to change)
Children Services Strategies – Early Help Xxx | Xxxxx Xxxxxxxx (Head of Children Service)/Xxxx Xxxxxx-Xxxxx (Chief Officer Social Services)/Cllr Xxxxx Xxxxxx (Cabinet Member for Social Services and Deputy Leader) | Xxxxxxxx & Challenge: - The Head of Children Services will provide a position statement in respect of the Early help Hub. The report is also to identify key areas for development and improvement. | Focus on the Future. SSWBA. Recovery, Transformation & Improvement Plan. | |
23rd November 2021 | Update on Budget Position | Xxxx Xxxxxx-Xxxxx (Chief Officer Social Services)/Cllr Xxxxx Xxxxxx (Cabinet Member for Social Services and Deputy Leader) | Scrutiny & Challenge: - A report is to be presented to Scrutiny providing an update on Social Services budget and areas of likely overspend and the measures that have been put in place to help reduce any overspend within the department. This report should also give any details of issues/barriers experienced and how these have been overcome. | Focus on the Future |
Children Services Strategies – Corporate Parenting Board (also to cover CLA) | Xxxxx Xxxxxxxx (Head of Children Service)/Xxxx Xxxxxx-Xxxxx (Chief Officer Social Services)/Cllr Xxxxx Xxxxxx (Cabinet Member for Social Services and Deputy Leader) | Scrutiny & Challenge: - The Head of Children Services will provide a position statement in respect of the Corporate Parenting Board and Children Looked after. The report is also to identify key areas for development and improvement. | Focus on the Future. SSWBA. Recovery, Transformation & Improvement Plan. | |
RTI Plan Update | Xxxx Xxxxxx-Xxxxx (Chief Officer Social Services)/Cllr Xxxxx Xxxxxx (Cabinet Member for Social Services and Deputy Leader) | Xxxxxxxx & Challenge: - The Chief Officer for Social Services will provide an updated report around the Recovery and transformation plan, looking at key projects. | Focus on the Future. SSWBA. Recovery, Transformation & Improvement Plan. | |
4th January 2022 | Regional Partnership Business | Xxxx Xxxxxx-Xxxxx (Chief Officer Social Services)/Cllr Xxxxx Xxxxxx (Cabinet Member for Social Services and Deputy Leader) | Scrutiny & Challenge: - This report is to provide a regional annual position summary along with a current position update on this service within Merthyr Tydfil | Focus on the Future. SSWBA. Recovery, Transformation & Improvement Plan. |
Social Services Scrutiny Committee Work Programme Descriptors 2021/2022
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(The Work Programme is reviewed at each meeting and as such is subject to change)
Corporate Self Evaluation KQ2 – Provision & Service Delivery | Xxxxx Xxxxxxxx (head of Children Services)/Xxxxxx Xxxxxxx (Head of Adult Service)/Xxxx Xxxxxx-Xxxxx (Chief Officer Social Services)/Cllr Xxxxx Xxxxxx (Cabinet Member for Social Services and Deputy Leader) | Xxxxxxxx and Challenge: Made up of 3 key questions the re-focused self- evaluation process supports Chief Officers and service teams to reflect on what they achieved and identify and set priorities for improvement. The Committee will receive the service’s response to the first of the key questions which is linked to Outcomes. They will be required to scrutinise the proforma outlining the findings of the process (along with relevant supporting evidence); and review the validity of the judgment ascribed. | Focus on the Future. SSWBA. Recovery, Transformation & Improvement Plan. | |
15th February 2022 | Cwm Taf Safeguarding Board Annual Report (and current update) | Xxxxxx Xxxxxxx (Safeguarding Board Manager)/Xxxx Xxxxxx- Xxxxx (Chief Officer Social Services)/Cllr Xxxxx Xxxxxx (Cabinet Member for Social Services and Deputy Leader) | Scrutiny & Challenge: - Safeguarding is a clear priority for the Council. As a Local Authority we have a duty to safeguard children and adults at risk as set out by the Social Services and Well-Being Act (SSWBA). Therefore, the committee has requested a summary of the Safeguarding Board Annual Regional Plan, which is to also identify the key areas of improvement going forward both regionally and in Merthyr Tydfil. The cover report should include any trend/current data specific Merthyr Tydfil and details of issues/barriers experienced and how these have been overcome. The report is also to identify key areas for development and improvement for 2021/22. | Focus on the Future SSWBA |
Adult Advocacy Strategy | Xxxxxx Xxxxxxx (Head of Adult Service)/Xxxx Xxxxxx- Xxxxx (Chief Officer Social Services)/Cllr Xxxxx Xxxxxx (Cabinet Member for Social Services and Deputy Leader) | Xxxxxxxx and Challenge: - The Social Services and Well-being (Wales) Act 2014 defines advocacy services as: “services which provide assistance (by way of representation or otherwise) to persons for purposes relating to their care and support”. The act refers to services being provided by independent professional advocates in relation to adults’ and children’s care and support. Adult Advocacy was identified as an area for improvement in the Social Services Recovery, Transformation, and Improvement Plan. This is an update to scrutiny members on the current position regards adult advocacy. The report should also provide any details of issues / barriers experienced and how these have been overcome and priorities going forward, and any analysis of the engagement undertaken and a draft of the co-produced strategy (if possible). | Focus on the Future. SSWBA. Recovery, Transformation & Improvement Plan. | |
RTI Plan Update | Xxxxx Xxxxxxxx (head of Children Services)/Xxxxxx Xxxxxxx (Head of Adult Service)/Xxxx Xxxxxx-Xxxxx | Xxxxxxxx & Challenge: - The Chief Officer for Social Services will provide an updated report around the Recovery and transformation plan, looking at key projects. | Focus on the Future. SSWBA. Recovery, |
Social Services Scrutiny Committee Work Programme Descriptors 2021/2022
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(The Work Programme is reviewed at each meeting and as such is subject to change)
(Chief Officer Social Services)/Cllr Xxxxx Xxxxxx (Cabinet Member for Social Services and Deputy Leader) | Transformation & Improvement Plan. | |||
29th March 2022 | Corporate Self Evaluation KQ3 – Leadership & Management | Xxxxx Xxxxxxxx (head of Children Services)/Xxxxxx Xxxxxxx (Head of Adult Service)/Xxxx Xxxxxx-Xxxxx (Chief Officer Social Services)/Cllr Xxxxx Xxxxxx (Cabinet Member for Social Services and Deputy Leader) | Xxxxxxxx and Challenge: Made up of 3 key questions the re-focused self- evaluation process supports Chief Officers and service teams to reflect on what they achieved and identify and set priorities for improvement. The Committee will receive the service’s response to the first of the key questions which is linked to Outcomes. They will be required to scrutinise the proforma outlining the findings of the process (along with relevant supporting evidence); and review the validity of the judgment ascribed. | Focus on the Future. SSWBA. Recovery, Transformation & Improvement Plan. |
Vale, Valleys & Cardiff Adoption Collaborative (VVC) Annual Report | Xxxxx Xxxxxxxx (head of Children Services)/ Xxxx Xxxxxx-Xxxxx (Chief Officer Social Services)/Cllr Xxxxx Xxxxxx (Cabinet Member for Social Services and Deputy Leader) | Scrutiny & Challenge: - This report is to provide a regional annual position summary for the VVC adoption collaboration, along with a current position update on this service within Merthyr Tydfil. | Focus on the Future. SSWBA. | |
Adults and Young Carers Update | Xxxxx Xxxxxxxx (head of Children Services)/Xxxxxx Xxxxxxx (Head of Adult Service)/Xxxx Xxxxxx-Xxxxx (Chief Officer Social Services)/Cllr Xxxxx Xxxxxx (Cabinet Member for Social Services and Deputy Leader) | Scrutiny & Challenge: - A report is to be presented to Scrutiny on the Carers Strategy and the impact it is having on the Adults and Young Carers. Details should also be provided on any issues/barriers experienced and how these have been overcome or how you plan to overcome them. The report is also to consider key areas for development and improvement for 2021/22 within Merthyr Tydfil. | Focus on the Future. SSWBA. Recovery, Transformation & Improvement Plan. | |
10th May 2022 | Cancelled due to May elections. | |||
Social Services Scrutiny Committee Work Programme Descriptors 2021/2022
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(The Work Programme is reviewed at each meeting and as such is subject to change)
Additional Topics for Consideration | |||
2020/21 Self-Evaluation (3 questions) Dates of completion of 2020/21 SER questions are yet to be confirmed. | Xxxx Xxxxxx-Xxxxx (Chief Officer of Social Services) / Xxxxxx Xxxxxxx (Head of Adult Services) / Xxxxx Xxxx (Head of Children’s Services) / Councillor Xxxxx Xxxxxx (Portfolio Member) | Scrutiny and Challenge: Made up of 3 key questions the re-focused self- evaluation process supports Chief Officers and service teams to reflect on what they achieved and identify and set priorities for improvement. The Committee will receive the service’s response to the first of the key questions which is linked to Outcomes. They will be required to scrutinise the proforma outlining the findings of the process (along with relevant supporting evidence); and review the validity of the judgment ascribed. | Focus on the Future |
Recovery, | Xxxxxx Xxxxxxx (Head of | Scrutiny and Challenge: - The Social Services and Well-being (Wales) Act | Recovery, |
Transformation & | Adult Services) / | 2014 defines advocacy services as: “services which provide assistance (by | Transformation & |
Improvement Plan - | Councillor Xxxxx Xxxxxx | way of representation or otherwise) to persons for purposes relating to their | Improvement Plan |
Adult Advocacy | (Portfolio Member) | care and support”. The act refers to services being provided by independent | |
professional advocates in relation to adults’ and children’s care and support. | Focus on the Future | ||
Item presented on the | Adult Advocacy has been identified as an area for improvement in the Social | ||
2nd February. This is to | Services Recovery, Transformation, and Improvement Plan, therefore, the | SSWBA | |
be brought back to | members request an update report to be presented on the development of | ||
Scrutiny 6 months from | advocacy services for adults. The report should also provide any details of | ||
the date it was | issues / barriers experienced and how these have been overcome and | ||
presented to provide | priorities going forward, and any analysis of the engagement undertaken | ||
committee members | and a draft of the co-produced strategy (if possible). | ||
with an update on the | |||
position/ development | |||
of this particular item. | |||
Edge of Care (Strategy | Xxxxx Xxxx (Head of | Scrutiny & Challenge: - Summary report providing a position statement on | Focus on the Future |
Update) Deferred from | Children’s Services) / | the performance within 20/21, along with any details of issues/barriers | |
April to next committee | Councillor Xxxxx Xxxxxx | experienced and how these have been overcome. The report is also to | SSWBA |
cycle. Agreed by Chair | (Portfolio Member) | consider key areas for development and improvement for 2020/21 within | |
on the 14th April 2021. | Merthyr Tydfil. | ||
Xxxxxx y dudalen hon yn wag yn fwriadol