Agenda
Hysbysiad o Gyfarfod
Fe'ch gwahoddir i gyfarfod
Cyd-bwyllgor Bwrdd Gwasanaethau Cyhoeddus Abertawe
Lleoliad: X xxxx drwy Microsoft Teams Dyddiad: Dydd Iau, 21 Hydref 2021
Amser: 3.00 pm
Cadeirydd: Cynghorydd Xxxxxx Xxxxx
Gwylio ar-lein: xxxxx://xxx.xx/0x0X0Xx
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.
5 Cwestiynau gan y cyhoedd.
Mae’n rhaid i gwestiynau gael eu cyflwyno’n ysgrifenedig i’r Gwasanaethau Democrataidd xxxxxxxxxxxxx@xxxxxxxx.xxx.xx erbyn ganol dydd fan bellaf ar y diwrnod gwaith cyn y cyfarfod. Rhaid bod y cwestiynau’n ymwneud ag eitemau ar yr agenda. Ymdrinnir â chwestiynau o fewn cyfnod o 10 munud.
Eitemau i'w Trafod/Penderfynu/Cymeradwyo:
6 Diweddariad Asesiad o les lleol 2022. 9 - 11
Xxxxx Xxxx, Cyngor Abertawe
7 Ymagwedd Integredig Iechyd Cyhoeddus at Gamddefnyddio Sylweddau (Llafar)
Xxxxx Xxxx, Bwrdd Iechyd Prifysgol Bae Abertawe
8 Statws Dinas Hawliau Dynol. (Llafar)
Xxx Xxxxxx / Xxxxx Xxxxxx, Cyngor Abertawe
9 Adroddiad Swyddfa Archwilio Cymru - Cysgu Xxxxx yng Nghymru
- Problem i Bawb; Cyfrifoldeb i Neb.
Xxxx Xxxx / Xxxxx Xxxxxx, Cyngor Abertawe
10 Statws Dinas Hawliau Dynol. (Llafar)
Cadeirydd
12 - 24
11 Opsiynau Fforwm Partneriaeth. 25 - 27
Xxxx Xxxxxxxx, Cyngor Abertawe
Er gwybodaeth:
12 Llythyr Pwyllgor y Rhaglen Graffu dyddiedig 21 Hydref 2021. 28 - 32
Xxxx Xxxx, Cyngor Abertawe
13 Llythyr Asesiad Lles at Lywodraeth Cymru. 33
Cadeirydd
14 Llythyr ymateb oddi wrth Lywodraeth Cymru dyddiedig 5 Hydref 34
2021.
Cadeirydd
15 Rhaglen waith ar gyfer y dyfodol.
16 Rhagfyr 2021
• Gobaith yn Abertawe (Xxxx Xxxxx)
• Prosiect XXXX (Xxxxx Xxxxxxx)
• Rheoli Troseddwyr yn Integredig (Xxxxxx Xxxxx)
• Asesiad Lles (drafft i'w gymeradwyo)
10 Chwefror 2022
• Dyletswydd Economaidd-gymdeithasol (Xxxx/Xxxxx)
7 Ebrill 2022
• Cymeradwyo Adroddiad Blynyddol y BGC
• Ymgysylltu - Cynllun Lles
16 Mehefin 2022
• Ethol Cadeirydd y BGC ar gyfer 2022/2023
• Adroddiad Blynyddol y Bwrdd Cynllunio Ardal (BCA) (Xxxx Xxxxx, Cyngor Abertawe)
• Adroddiad Blynyddol Abertawe Mwy Diogel (Xxxx Xxxxxx, Cyngor Abertawe)
11 Awst 2022
20 Hydref 2022
15 Rhagfyr 2022
Cyfarfod nesaf: Dydd Iau, 16 Rhagfyr 2021 ar 3.00 pm
Xxx Xxxxx
Pennaeth Gwasanaethau Democrataidd Dydd Gwener, 15 Hydref 2021
Cyswllt: Gwasanaethau Democrataidd - 636923
Swansea Public Services Board – Membership
Statutory Members (Joint Committee and Partnership Forum)
Xxxxx Xxxxx – Swansea Bay University Health Board |
Councillor Xxx Xxxxxxx – Leader - Swansea Council |
Councillor Xxxxxx Xxxxx – Deputy 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 |
Xxxxxx Xxxxx – Cabinet Member for Homes, Energy & Service Transformation - Swansea Council |
Xxxxx Xxxxxx - Deputy Chief Fire Officer - Mid & West Wales Fire & Rescue Service |
Invited Participants (Joint Committee and Partnership Forum)
Vacancy – Welsh Government |
Xxxxx Xxxxxxx - 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 Adult Social Care & Community Health Services - Swansea Council |
Xxxxx Xxxxxxxx – Councillor - Swansea Council |
Xxxxxx Xxxxxxx - Cabinet Member for Supporting Communities - Swansea Council |
Xxxxxx Xxxx - Cabinet Member for Supporting Communities - Swansea Council |
Xxxxxx Xxxxx - Cabinet Member for Education Improvement, Learning & Skills - Swansea Council |
Xxxxxx Xxxxxxx - Cabinet Member for Business Improvement & Performance |
Xxxxx Xxxx - Executive Director - Public Health, Swansea Bay University Health Board |
Xxxxxx Xxxxx - Planning Group |
Vacancy - Swansea University |
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 |
Present:
Minutes of the Swansea Public Services Board Joint Committee
Remotely via Microsoft Teams Thursday, 17 June 2021 at 3.00 pm
Xxxx Xxxxx, Police & Crime Commissioners Office Xxxxxx Xxxx, Swansea Council for Voluntary Service
Xxxx Xxxxxx-Xxxxxxxxx, Swansea Bay University Health Board Xxxx Xxxx, Swansea Council
Xxxxx Xxxxxxx, Swansea Council Xxxxx Xxxxxxx, South Wales Police
Xxxxxx Xxxxxx, Natural Resources Wales
Xxxxx Xxxxxx, Mid & West Wales Fire & Rescue Service
Xxxxx Xxxxx, Swansea Bay University Health Board (Independent Member)
Also Present:
Xxxxx Xxxxx, Swansea Council Xxxxx Xxxxxxxx, Coreus Group
Xxxxxxx Xx’Xxx, Natural Resources Wales Xxxx Xxxxxxxx, Xxxxxx-Xxxxx:Lord
Xxxxx Xxxx, Natural Resources Wales Xxxxx Xxxxx, Swansea Council
Xxxxx Xxxx, Swansea Council Xxxxxxx Xxxx, Swansea Council
Xxxxxx XxXxxxxxx, Swansea Environmental Forum Xxxxx Xxxxxx, Swansea Council
Xxxx Xxxxxxxx, Swansea Council Xxxxxx Xxxxxx, Swansea Council Xxxx Xxxxxx, Swansea Council Xxx Xxxxxx. Swansea Council Xxxx Xxxxxxxx, Swansea Council
Apologies for Absence
Xxxxxx Xxxxx, Swansea Council
Xxxxxx Xxxxx, Natural Resources Wales Xxxxxx Xxxxx, Swansea Council
Xxxx Xxxxxxx, Swansea Council Xxx Xxxxxxx, Swansea Council
Xxxx Xxxx, Health & Housing Group
1 Election of Chair for the Municipal Year 2021-2022.
Resolved that Councillor Xxxxxx Xxxxx, Swansea Council be elected Chair for the Municipal Year 2021-2022.
Minutes of the Swansea Public Services Board Joint Committee (17.06.2021) Cont’d
2 Election of Vice Chair for the Municipal Year 2021-2022.
Resolved that Xxxxx Xxxxxx, Mid & West Wales Fire & Rescue Service be elected Vice Chair for the Municipal Year 2021-2022.
Xxxxx Xxxxxx, Vice Chair Presided
3 Disclosures of Personal & Prejudicial Interest.
No declarations were made.
4 Minutes.
Resolved that the Minutes of the Swansea Public Services Board Joint Committee held on 8 April 2021 be approved and signed as a correct record.
5 Update on Actions from Previous Meeting.
Agreed that the actions be noted.
6 Public Question Time.
There were no public questions.
7 State of Natural Resources Report (SoNaRR).
Xxxxxxx Xx’Xxx, Natural Resources Wales (NRW), supported by Xxxxx Xxxx provided a presentation on the State of Natural Resources Report (SoNaRR).
He explained that SoNaRR2020 was an assessment of the extent to which the sustainable management of natural resources was being achieved.
The report provided an assessment on how successfully Wales was addressing the four aims of the Sustainable Management of Natural Resources (SMNR). It split Wales into 8 broad ecosystems and assessed the state of each ecosystem in turn. It then considered the cross-cutting pressures faced by these ecosystems:
• Climate Change
• Land use change
• Pollution
• Over-exploitation
• Invasive Non Native Species
It also addressed our overseas footprint.
He outlined the 4 questions used to obtain the data used towards the assessment:
• Framing the questions - Aim 1 – Are stocks of natural resources being safeguarded and enhanced?
Minutes of the Swansea Public Services Board Joint Committee (17.06.2021) Cont’d
• Framing the questions – Aim 2 – Are ecosystems resilient to expected and unforeseen change?
• Framing the questions – Aim 3 – Do we have healthy places for people protected from environmental risks?
• Framing the questions – Aim 4 – Do we have a regenerative economy achieving sustainable levels of production and consumption?
The conclusion being that Wales was not currently achieving the sustainable management of natural resources SoNaRR2020 as set out in the following 4 aims:
1. stable stocks of natural resources,
2. resilient ecosystems,
3. healthy places for people, free from environmental risks
4. a regenerative economy.
The report proposed that Wales needs to take a systems approach to tackling environmental problems. In order to make Wales’s use of natural resources more sustainable, transformational change was needed for things like the food, energy and transport systems. Although those three systems were not the only ones putting pressure on the environment, they were responsible for most of the impacts, therefore it was a good place to start a systems approach.
He stated that NRW could support the development of Wellbeing Assessments by understanding the significance of the Climate and Nature Emergencies and its potential impacts on social, economic, environmental and cultural well-being.
NRW recommend PSBs use the SoNaR Report framing (4 aims).
In addition, the ‘three horizons’ framework could help people to think and plan for the longer term. The toolkit could be designed for anyone who is involved in making decisions that need to consider the future and future generations, like public bodies in Wales with duties under the Well-being of Future Generations Act. It enabled organisations to think about how and why the way things are currently done was not fit for purpose, in what ways emerging trends might shape the future, what an ideal future should look like and the kinds of visionary actions that are needed to get closer to that future.
NRW could help PSBs understand the significance of the Climate and Nature Emergencies and their potential impacts on social, economic, environmental and cultural well-being by:
- Sharing their SoNaR report findings.
- Framing the questions to help the assessments of local well-being through the 4 aims used in SoNaRR.
- Working through Area Statements to deliver well-being outcomes that support transformational change.
- Offer to host a "Three Horizons" workshop, to look at our environmental challenges through a societal lens.
Minutes of the Swansea Public Services Board Joint Committee (17.06.2021) Cont’d
Additional information could be found on the NRW website:
Natural Resources Wales / State of Natural Resources Report (SoNaRR) for Wales 2020
The 4 aims should be considered when discussing the future direction of the PSB in its role as a City for Wellbeing.
Agreed that the presentation be noted.
8 Human Rights City.
Xxx Xxxxxx, supported by Xxxxx Xxxxxx, Swansea Council provided a report in order that the Joint Committee reconfirm commitment, identify resources and agree the process to support Swansea’s ambition to become a Human Rights City.
Whilst the partners continued to support the proposals, it was noted that this was a huge commitment which needed to be kept under review in terms of the inputs required and time commitment involved.
Agreed that the Swansea Public Services Board Joint Committee reconfirm its commitment to Swansea becoming a Human Rights City by:
• Each statutory Public Service Board member sign the declaration of ambition to be a Human Rights City;
• Agree the creation of a new body to oversee the journey;
• Commit a senior resource to lead on human rights in your organisation and sit on the new governance group to shape our journey (names to be emailed to Xxx Xxxxxx);
• Agree to oversee the development of a Human Rights City approach through the Public Services Board.
9 Discussion Paper - Focus and Delivery 2021/22.
The Sustainable Policy Officer presented proposals to stimulate discussion for PSB focus and delivery in response to the pandemic for 2021/22.
Whilst the 4 workstreams would continue, they would focus on:
• Human Rights;
• A Culture of Community;
• Mental Health;
• A City for Well-being & Wildlife.
It was noted that discussions should take place with the Regional Programme Board in terms of the Mental Health item in order to avoid duplication.
Minutes of the Swansea Public Services Board Joint Committee (17.06.2021) Cont’d
Agreed that:
1) Partners scope areas of overlapping interest for focused delivery to directly address and aid Swansea’s recovery from impacts of the pandemic in 2021/22.
2) Partners identify Strategic Leads for each of the work streams if approved by the Joint committee.
10 Domestic Homicide Reviews.
Xxxx Xxxxxx and Xxxx Xxxxxxxx, Swansea Council provided a report to highlight the Domestic Homicide Review Process in Swansea.
Agreed that the Joint Committee support the overall approach and progress offered in the report.
11 Critical Incident Group - Anti-Social Behaviour.
Xxxx Xxxxxx, Swansea Council provided a report to consider establishing a Critical Incident Group (CIG) to look at Anti-Social Behaviour in Swansea post Covid.
It was noted that the date in paragraph 1.2 should read 20 May 2021.
Xxxx Xxxx stated it was important to note that this Critical Incident Group, if formed, would look at Anti-Social Behaviour across the whole of Swansea, not just in relation to the Mayhill incident. The CIG would be time limited to no more than 18 months – approximately 6 meetings.
Agreed that:
1) The PSB supports the overall approach and proposals outlined in the report;
2) Further discussions take place regarding who will Chair the Group and provide secretarial support.
12 Local Property Board. (Presentation)
Xxxxx Xxxxx, Chair of the Local Property Board, supported by Xxxxxx Xxxxxx & Xxxxx Xxxxx, Swansea Council and Xxxxx Xxxxxxxx and Xxxx Xxxxxxxx of the Multi- Disciplinary Team (MDT) provided a presentation in relation to the collaborative City Centre Community Hub (former BHS building) which would form an employability hub and link all public sectors.
Xxxxxx Xxxxxx outlined the stakeholder engagement that had taken place to date with both internal and external stakeholders in relation to take up in the building via lease or membership. She outlined a flavour of internal front facing services which include the Central Library, Archives, Family History, Housing Options, Employability projects, Contact Centre, Revenue & Benefits and Lifelong Learning services with initial discussions having been undertaken in relation to individual requirements.
Minutes of the Swansea Public Services Board Joint Committee (17.06.2021) Cont’d
External discussions had taken place with the Princes Trust, Careers Wales, Swansea Council for Voluntary Services (SCVS), Citizens Advice, Police, Department for Work & Pensions (DWP), Swansea Carers Centre, both Universities and Xxxxx College Swansea and Health. Firm commitment from external stakeholders would be required as the project progressed.
Xxxxx Xxxxxxxx, Multi-Disciplinary Team project lead provided an update on the programme undertaken over the last 6-8 weeks:
Stage 1 has just been finalised which included development of the brief and building on the work already progressed by the team. As stated that has been considerable positive stakeholder engagement with many synergies between service providers, both internal & external.
Stage 2 had just commenced and more of the design work would progress, looking at the spatial arrangement and building plans. It was hoped to commence contractor procurement later this year.
In terms of commencement of work on site, this would likely be split into two phases:
The enabling works package would include removal of the asbestos and old systems which would need to be removed prior to the commencement of the main works, which would commence at the start of 2022.
The main works, including the fit out of the building would commence in March 2022 and completion was targeted from the end of September through until the end of that year.
Xxxx Xxxxxxxx provided various images of the building in its current form both internally and externally. He stated there were a number of challenges in relation to the building such as the roof requiring significant repair and the existing services were at the end of their natural lifespan. These would be updated as well as the building fabric to improve the energy efficiency and sustainable credentials of the project.
The Architects would be obtaining information from the stakeholders in terms of the schedule of accommodation, special arrangements to plan how they would all fit in the building in order to give as much visibility as possible to each service area.
In terms of using exemplar standards such as the WELL Building Standard certification scheme, Xxxxx Xxxxx confirmed that we would work with the MDT, looking at all different strands and levels of sustainability, which would include the WELL certification scheme in the constraints of the budget available. There was however, significant support from Welsh Government, who view this as an important step in revitalising the City Centre.
The Chair thanked the team for their informative presentation.
Agreed that the presentation be noted.
Minutes of the Swansea Public Services Board Joint Committee (17.06.2021) Cont’d
13 Assessment of Local Well-being 2022: Regional Collaboration and Local Update.
Xxxxx Xxxx, Swansea Council presented a report to set out recent developments in preparing for the next Assessment of Local Well-being for 2022.
Agreed that the report be noted.
14 Swansea Public Services Board Annual Report. (Verbal)
Xxxx Xxxx, Swansea Council reported that the Annual Report was in the process of being finalised that week and would be circulated to partners on 25 June for final checking. He asked for a swift turnaround so that the final version could be sent for Welsh Translation in order to meet the end of July deadline.
Agreed that the verbal update be noted.
15 Partnership Forum Meeting Topics and Conference. (Verbal)
Xxxx Xxxx, Swansea Council enquired whether any partner with good organisational skills in co-production would like to join the Co-ordination Task & Finish Group for the Partnership Forum.
Agreed that names should be forwarded to Xxxx Xxxx / Xxxxxx Xxxxx.
16 Xxxxx Government Public Services Board Support Grant.
For information.
17 Future Work Programme.
The Chair outlined the Work Plan for the October and December meetings and encouraged other partners to consider providing an update on their organisation / specific topic at a future meeting.
Agreed that the Work Plan be noted.
The meeting ended at 5.13 pm
Chair
Swansea Public Services Board Joint Committee – 21 October 2021
Assessment of Local Well-being 2022 Update
Purpose:
To set out recent developments in preparing for the next Assessment of Local Well-being for 2022
Link to Well-being Objective:
Cross cutting
Recommendation(s):
It is recommended that:
1)
The Joint Committee note the report.
1. Introduction
1.1 The Well-being of Future Generations (Wales) Act 2015 specifies that the next assessments of local well-being in Wales should be completed by May 2022.
1.2 Previous update reports have been provided to the Joint Committee on 15 October 2020, 11 February 2021, 8 April 2021 and 17 June 2021, and the links are attached to this paper as Appendix A.
1.3 The June update report focused on the latest developments in regional collaboration (via the Co-ordination Board with NPT PSB and the Regional Partnership Board - RPB), and the initial establishment of groups to progress the assessment work including the Swansea Assessment Editorial Group.
2. Recent developments
2.1 The following has occurred since the last Joint Committee meeting:
2.2 Editorial Group: The Swansea Assessment Editorial Group is responsible for co-ordinating the development of the assessment and for collating and editing content. The group has met regularly in recent months to progress the assessment and includes (nominated) representatives from the four statutory partner organisations (Council, NRW, Fire and Rescue Service, Health Board) and other partners, e.g. SCVS. (Nb the Health Board has not significantly contributed to date – see para 2.5).
2.3 Strand-based work: Xxxxxx leads (or in some cases co-leads) have been identified who are responsible for collating information that will later be included in separate strand-based chapters for the assessment, covering each of the four different dimensions of well-being: social, environmental, economic, cultural. These strand leads are also part of the Assessment Editorial Group.
2.4 Working groups have since been formed for all four strands. Within these groups, topic leads are currently drafting content related to identified ‘key’ or ‘associated’ topics within each dimension, on the basis of an agreed sub- heading structure (broadly similar to the 2017 assessment), which will then be brought together into a chapter for each strand or dimension of well- being. Other officers and partners with different areas of expertise are also supporting strand and topic leads by providing content. At a later stage, the Editorial Group will then bring the different chapters together into a single Well-being Assessment document.
2.5 However, a number of ongoing resource-related issues have affected and continue to affect progress in the development of the assessment. The ongoing COVID-19 pandemic and its associated / knock-on effects have so far had an impact on the participation in the process to date; the Health Board in particular (e.g. the physical health and mental health topics in social well-being) has not significantly contributed to date, although other organisations and Council services have also experienced difficulties as a consequence of current circumstances and pressures, and other factors linked to resources, capacity and commitment.
2.6 Concerns have been escalated to the relevant minister in Welsh Government by the Swansea PSB Chair and at a regional level via the Chair of the Co-ordination Board (para 2.7). However, the initial response to these representations has not changed the essential requirement or timescales for the assessment.
2.7 Regional collaboration: In March 2021, both PSBs, the RPB and Swansea Bay University Health Board agreed to work together on a joint and common approach to the Well-being Assessments (individually required of both PSBs, under the provisions of the Well-being of Future Generations Act) and the Population Needs Assessment (required under the Social Services and Well-being Act). The Co-ordination Board was set up to provide senior level direction and support for the current assessments in the region and has subsequently met around every two months. However, officers from the organisations continue to meet more regularly to discuss collaborative working, where beneficial, and practical steps to progress particular aspects of the assessments. More recently, officer representatives have participated across the Swansea/NPT ‘editorial’ groups, which has been a very helpful means to sharing information and experience.
2.8 Revised timetable: In part due to the issues outlined in 2.5, the assessment timetable stages and dates as originally envisaged (and previously reported to this Committee) have had to be extended. In summary, the key next stages and dates are:
• now to 5 November: topic evidence gathering / drafting
• ongoing to 15 November: well-being survey and engagement activity
• to early December: complete chapters and draft Well-being Assessment.
3. Next steps / actions
3.1 The Joint Committee will be kept fully informed of progress on the assessment at future meetings. It is also anticipated that a first draft of the assessment will be available for consideration and discussion by the Committee at the meeting currently scheduled for December 2021.
3.2 This report will also provide an update on the proposed key stages and dates for completion of the assessment from the New Year through to its final approval and publication by May 2022.
Report Author: Xxxxx Xxxx
Organisation: Swansea Council
Appendix A – links to previous Joint Committee reports: 15 October 2020: Local Well-being Assessment
xxxxx://xxxxxxxxx.xxxxxxx.xxx.xx/xxXxxxXxxxxxxxx.xxxx?XXxx000&XXxx0000&Xxxx0&XXXx0
11 February 2021: Initial proposals for an Assessment of Local Well-being 2022
xxxxx://xxxxxxxxx.xxxxxxx.xxx.xx/xxXxxxXxxxxxxxx.xxxx?XXxx000&XXxx0000&Xxxx0&XXXx0
8 April 2021: Local Well-being Assessment (Regional) Update / Timeline
xxxxx://xxxxxxxxx.xxxxxxx.xxx.xx/xxXxxxXxxxxxxxx.xxxx?XXxx000&XXxx0000&Xxxx0&XXXx0
17 June 2021: Assessment of Local Well-being: Regional Collaboration & Local Update
xxxxx://xxxxxxxxx.xxxxxxx.xxx.xx/xxXxxxXxxxxxxxx.xxxx?XXxx000&XXxx0000&Xxxx0&XXXx0
Swansea Public Services Board Joint Committee - 21 October 2021
Audit Wales Report - Rough Sleeping in Wales - Everyone’s Problem; No One’s Responsibility
Purpose:
To provide an update on how Swansea is tackling rough sleeping in the City and to respond to the recommendations of the Rough Sleeping in Wales – Everyone’s Problem; No One’s Responsibility | Audit Wales (July 20).
Link to Well-being Objective:
•
•
To make Swansea a great place to live and age well.
To build strong communities with a sense of pride and belonging.
Recommendation(s):
It is recommended that:
1)
Members of the Public Services Board (PSB) commit to using the Wales Audit Complex Needs Tool whenever initiating a new partnership, service, project, or service review/evaluation that provides services for people with complex needs. See Appendix A.
2)
Members of the PSB assess their services against the ‘Wales Audit characteristics of public services that are better placed to respond to people with complex needs’. See Appendix B.
1. Introduction
1.1 The Audit Wales report, “Rough Sleeping in Wales – Everyone’s Problem; No One’s Responsibility”, published in July 2020 looked at how public bodies can help to end people sleeping rough in Wales. The Audit Office examined how public bodies are responding to and addressing wicked issues using people sleeping rough as a tracer. They selected rough sleeping as their focus because rough sleeping is not simply a homelessness problem and cannot be treated as such.
1.2 The Audit Office have stated that too often individuals are helped off the streets and into temporary accommodation, but do not get the support needed to address the root causes of their initial homelessness and often end up back where they started. To end rough sleeping, solutions need
to address both accommodation and support needs, and requires many public bodies – for example, councils, the Police, health bodies, housing associations, the National Probation Service and others – to change how they work and what they do to tackle rough sleeping. Therefore the Audit Office have concluded that as statutory multi-agency boards, Public Service Boards are well placed to coordinate and drive these changes through their well-being assessments and plans.
1.3 The report concluded that whilst the statutory responsibility for addressing rough sleeping rests with the local housing authority, it requires other services and organisations to play their part. In particular it found that:
• The number of people sleeping rough is not widespread but they have complex needs and are often traumatised.
• Welsh Government has prioritised action in reducing rough sleeping but until recently strategic responses were too focused on housing and often overlooked the role of partners
• Operational services for people sleeping rough have not been sufficiently integrated and joined up
• Money is wasted because public bodies react to rather than prevent rough sleeping
• Covid19 provides public bodies with an opportunity to fundamentally change how they work together to address rough sleeping
1.4 The report has set out two broad recommendations:
i. Recommendation 1: That public bodies and third sector partners should ensure they use data to plan the right future services, and to put in place effective data sharing protocols to ensure they respond effectively and safely to people sleeping rough.
ii. Recommendation 2: that public bodies use the complex needs self- reflection tool to improve how they can jointly address complex needs in the future (this self-reflection tool can be found at appendix 1).
1.5 Swansea has a long-standing robust approach to tackle rough sleeping and the Local Authority’s Homelessness Strategy (2018 – 2022) provides a clear framework, which focusses on the prevention of homelessness. Within the Strategy there is a specific objective to tackle and reduce the need to sleep rough in Swansea, and since the implementation of the Strategy a number of actions have been achieved that are very much aligned with the recommendations set out in the Audit Report.
1.6 The following gives a brief overview of the current scale of rough sleeping in Swansea, how this is being tackled, and what actions need to be considered in response to the Audit Office recommendations.
2. Rough Sleeping in Swansea
2.1 In terms of the scale of the issue, prior to the pandemic, the number of people sleeping rough in Swansea averaged between 15/20 people per night. After March 2020, the numbers of rough sleepers reduced greatly, particularly in the two lockdown periods where at times there were episodes when there were no individuals sleeping rough in Swansea. Since the reopening of the day and night time economy, the number of people sleeping rough has been on the increase, and in September 2021 there was an average of 9 rough sleepers per night.
2.2 It is important that rough sleeping is not considered in isolation. In order to effectively tackle the issue consideration must also be given to those people with complex needs who are vulnerably housed. Whilst the number of rough sleepers in Swansea continues to be kept to a minimum, there has been a rapid increase in the numbers of people in temporary accommodation.
2.3 At the end of December 2019, there were 35 people in Bed and Breakfast accommodation in Swansea. However, by the end of December 2020, this had increased to approximately 75, and currently this figure stands at 90 people.
2.4 The pressure on temporary accommodation is primarily as a result of three factors.
i. At the start of the pandemic, Welsh Government issued guidance to local authorities that all homeless households are to be considered vulnerable during the pandemic. Therefore, temporary accommodation was made available to those households who would not normally be in priority need and to households with no recourse to public funds. This was to ensure that people who are, or are at risk of, sleeping rough have the support and resources needed to protect themselves and adhere to public health guidance on hygiene or isolation. Whilst there is temporary supported accommodation provision available for non-priority households in Swansea, this provision was insufficient to deal with the increased levels of demand. Welsh Government have indicated that this will continue for the foreseeable future and they are intending to legislate to make the policy change permanent.
ii. There has been an increase in the number of homeless presentations over the last 12 months.
iii. As a result of the pandemic there has been a reduction on the number of suitable one bed properties across the whole housing sector being available to move single people on to.
3. Response to Audit Wales Recommendations
3.1 Recommendation 1: The Audit Report recommends that public bodies and third sector partners use data to plan the right future services, and to put in place effective data sharing protocols to ensure they respond effectively and safely to people sleeping rough. There is clear evidence that Swansea meets this recommendation.
3.2 In terms of data collection, live data is collected by the Homelessness Service on all individuals rough sleeping and in temporary accommodation, which enables it and its partners to rapidly respond to any person that is found sleeping rough in the City. The Rough Sleeper Intervention Team (Wallich) operates seven days a week and is responsible for ensuring that support is provided to every person within 24 hours. This support focuses on moving the person on to more suitable accommodation as quickly and safely as possible.
3.3 At the start of the pandemic, and in line with the Welsh Government priorities, Swansea’s Homelessness Cell was developed and the Cell continues to meet on a fortnightly basis. This is jointly chaired by the Local Authority’s Supporting People and Homelessness Teams and is a multi- agency meeting to ensure that there is a joined up approach to monitoring data relating to rough sleeping in order to provide effective and timely support to individuals who are rough sleeping rough and in temporary or supported accommodation. There are a range of services that attend the meeting including the Police, Substance Misuse agencies, the Homelessness Outreach Nurse, Probation, Crisis, and other appropriate third sector organisations. Live data is shared at each meeting which enables services to respond quickly to any issues that arise both at an operational and strategic level. This has been a positive example of partnership working and all partners have agreed that the Cell will continue long term, post-pandemic.
3.4 Recommendation 2: The second recommendation looks at how public bodies can work together to address complex needs and use the complex need self-reflection tool to improve joint working in the future. In addition to the development of the Homelessness Cell, there are a number of ways that demonstrate how the Local Authority is working with partners to address complex needs and rough sleeping.
3.5 In 2019, Swansea commissioned a large-scale Housing First project. This came out of an identified need to provide a long-term solution for the most entrenched rough sleepers in Swansea. This project provides intensive support to people with complex needs to thrive in their own tenancy. It requires a partnership approach involving a range of agencies including RSLs, Substance Misuse Agencies, Health (the Homelessness Outreach Nurse) and Mental Health support. Already Housing First has had some very good outcomes that have had a measurable impact on reducing the levels of rough sleeping in Swansea.
3.6 Further examples of partnership working include the monthly Street Vulnerability MARAC meetings and the Complex Needs meetings held every two weeks. Both these meetings are attended by a range of public bodies and third sector organisations and their objective is to try and identify positive solutions for those with complex needs who are either sleeping rough or at risk of doing so.
3.7 The Welsh Government has recently announced a new policy initiative called rapid rehousing. This will require all Local Authorities to adopt a rapid rehousing approach as a way of tackling complex needs and reducing rough sleeping. Rapid rehousing is an approach where homeless people should be provided with permanent housing as quickly as possible, rather than spending long periods of time in shelters or temporary accommodation. The Audit Report supports this approach and for it to work it requires public bodies and third sector organisations to work together to provide both suitable housing and intensive support to those with complex needs. Whilst challenging, this is an approach that Swansea supports and as well as the implementation of Housing First, resources have been increased to develop the rapid rehousing approach following the uplift in the Housing Support Grant in 2020/21.
3.8 The Local Authority is currently carrying out a Temporary Supported Housing review in conjunction with key partners. This will no doubt have a positive impact on how complex needs are addressed by the homelessness and housing support sector going forward. As part of this process relevant public bodies, partners and service users will be fully consulted on what matters to people and will influence how services are commissioned going forward.
4. Conclusion
4.1 Whilst there is strong evidence in Swansea that there is a joined up approach to tackling rough sleeping, it is acknowledged that this is a very complex issue and therefore further work is needed with partners if rough sleeping is to be eradicated. It is therefore recommended that all relevant public bodies and third sector organisations consider the Wales Audit Improvement Tools (i.e. Appendix A and B) in order to identify areas where they can improve services to people with complex needs and assist in reducing rough sleeping.
5. Next steps/ Actions
For the Homelessness Service:
5.1 To ensure that the Homelessness Cell continues and is supported by all the relevant organisations. The Homelessness Cell will review the complex needs tool to identify any improvements that can be made to current working arrangements.
5.2 To review the Homelessness Strategy and include an updated action plan within the Housing Support Programme Strategy (April 22).
5.3 To work with Supporting People to develop a Rapid Rehousing Transition Plan (Oct 22) to ensure the principles of rapid rehousing are embedded in the Housing Support Grant programme going forward.
5.4 To complete the Temporary Supported Housing Review in conjunction with the Supporting People Team and ensure that partners and service users and fully engaged and consulted throughout the process.
For the Public Service Board:
5.5 Members of the PSB commit to using the Wales Audit Complex Needs Tool whenever initiating a new partnership, service, project or service review/evaluation that will provide services for people with complex needs. See Appendix A.
5.6 Members of the PSB assess their services against the Wales Audit characteristics of public services that are better placed to respond to people with complex needs. See Appendix B.
Report Author: Xxxxx Xxxxxx
Organisation: Swansea Council, Housing Service
Appendices:
Appendix A - Audit Wales Complex Needs Tool
Appendix B - Wales Audit characteristics of public services that are better placed to respond to people with complex needs
Supporting improvement – Self-reflection tool for assessing how well public bodies tackle complex needs
Page 18
Recommendation 2 of this report requires public bodies to use this self- assessment tool to identify their strengths and weaknesses in how they collectively tackle complex needs. This self-assessment should be used to judge how well partners are working and identify where change is needed. We expect public bodies to use this tool to evaluate their current performance and identify where they need to improve.
Evidenced by | We do this and do not need to improve our approach at all | We do this someof the time but there are opportunities to improve ourapproach | We are not good at this and need to improve our approach |
Creating a shared vision and joint delivery outcomes | |||
We have identified our key partner organisations that need to be involved in tackling the complex need | |||
All our partners accept and agree that tackling the complex need is everyone’s business | |||
We have agreed a common definition of complex needs and the key cohorts involved | |||
We have with our partners diagnosed the current ‘as-is’ situation and identified what we need to change to better address the complex need | |||
We have with our partners agreed the outcomes we | |||
want to collectively deliver and a joint plan fordelivering our outcomes | |||
Creating an ethos of shared responsibility and accountability | |||
All partners have agreed to flex their standard approach to deliver the wider collective goal of addressing the complex need | |||
We have jointly created a shared accountability framework to govern and scrutinise our decisions in addressing the complex need | |||
Resourcing the changes needed | |||
All partners have jointly considered whether a pooled budget is required | |||
If a pooled budget has been identified the following factors have been taken into account by all partners have agreed: • the scope of services covered • how the pooled budget will be managed • aims and objectives for the pooled budget • the cost of the defined service and their contribution (financial, staff resources and assets) | |||
Page 19
• developed and agreed the business case for approving the pooled budget • The business case has been scrutinised and approved under each organisation’s governance and accountability framework | |||
Designing and delivering a flexible, accessible and person-centred service | |||
We always help people with complex needs when they first contact us and irrespective of which organisation they get in touch with | |||
We always ensure someone with complex needs is able to directlyspeak to someone when they want to or need to | |||
We accept that it may take multiple attempts to effectively engage with someone with complex needs and we will proactively intervene as often aswe need to help someone (assertive outreach) | |||
Our joint service for people with complex needs operates flexibly offering a range of ways to get in touch (eg early morningand late evening, face- to-face, telephone, web based, | |||
Page 20
outreach,office based, remote, weekend working, etc) | |||
Our joint service for people withcomplex needs engages with people when and where they are and does not require them to come to us at fixed appointments | |||
We always listen to people with complex needs to ensure we understand their situation | |||
We always create bespoke responses tailored to an individual with complex needs strengths and requirements | |||
Integrating and streamlining pathways and processes | |||
We have a joint application whichcaptures information once in a streamlined way, only asking the questions that we and ourpartners need information on | |||
We have a single person-centred assessment of needs, strengths and risks to self/others that all partners use | |||
We have a streamlined and responsive assessment process that allow all partners to assess and decide on applications quickly – eg in hours not days | |||
We avoid waiting lists as a standard response wherever possible when helping people with | |||
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complex needs | |||
We have a joint risk assessment process that is used by all partners | |||
We have a data sharing protocol in place that all partners have signed up to and is working effectively | |||
We have created a single ‘end to end’ system and pathway that avoids organisations dealing with people with complex needs in isolation | |||
All partners tolerate service user failure and do not penalise them when they struggle to cope or show signs of not being able to cope | |||
We and our partners avoid policy choices that penalise people with complex needs when they are unable to manage – eg penalising for past behaviour, putting in place restrictions to access services such as local letting schemes, exclusions or suspensions | |||
Co-locating and integrating management of services | |||
We have created a multi- disciplinary team co-locating and integrating services with partners | |||
We have a single integrated management structure covering | |||
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the work of all partners in the multi-disciplinary team | |||
We have created a single decision-making process that cuts across organisationboundaries | |||
We jointly commission specialist services to support our work in addressing complex needs with all partners | |||
Evaluating our work anddelivering our outcomes | |||
We regularly evaluate how we are collectively delivering againstthe outcomes we set | |||
We jointly take corrective action as a result of our evaluation | |||
We are open to challenge and scrutiny to improve our services for people with complex needs | |||
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Appendix B Audit Wales Report - Rough Sleeping in Wales – Everyone’s Problem; No
One’s responsibility
Exhibit 5 – characteristics of public services that are better placed to respond to people with complex needs
Accessible and person centred
• recognises people are in trauma.
• focused on immediately helping people at first point of contact.
• does not operate appointments.
• has open direct access to services.
• flexible operating times.
• tailored to deal with people in crisis.
• focused on listening, not telling.
• creates bespoke responses tailored to an individual’s strengths and needs.
Streamlined processes
• minimal and streamlined application systems.
• quick and responsive assessment processes.
• avoid waiting lists and rationing of services.
• avoid policy choices that penalise people – eg local lettings schemes, exclusions and suspensions.
• effective and efficient data sharing and information exchange processes that cover core issues like risk assessments, need assessment and challenging behaviour.
Co-located and integrated
• co-located services operating as a multi-disciplinary team.
• an ‘end to end’ system approach that avoids organisations dealing with issues in isolation.
• a single responsive decision-making process that cuts across organisation boundaries.
• jointly commissioned specialist services.
An ethos of shared responsibility and accountability
• organisations working for the collective good.
• power is equalised with genuine co-production.
• understanding and valuing the needs and perspective of others.
• being adaptive on the ‘how’ and not being fixed on ‘only one way’.
• flexing approaches and accepting that ‘one size does not fit all’.
• organisations not protecting their interests at the expense of public sector partners.
• tolerating service user failure and not penalising when they do.
• accepting public service responses will require lots of resets and starting again with individuals to break their cycle of complex need.
• creating a shared accountability framework that all public bodies sign up to and work within.
• avoiding self-protection and self-promotion
Swansea Public Services Board Joint Committee – 21 October 2021
Purpose:
Proposals to stimulate discussion for PSB focus and delivery in response to the pandemic for 2021/22.
Link to Well-being Objective: Cross cutting
Recommendation(s):
It is recommended that:
1) A Virtual Partnership Forum is held in November focusing on Human Rights / Human Rights City.
2) A Virtual Partnership Forum is held in January / February 2022 focusing on a City of Well-being and Wildlife.
3) A partner with access to Zoom and experience technically host the above event.
4) An in person Partnership Forum is held in June 2022 focusing on Culture of Communities and future work programme.
5) The number of invitees is open to all the Partnership Forum members
6) Partners commit to contributing volunteer breakout room facilitators.
Partnership Forum Options
1. Background
1.1 Swansea PSB Governance sets out the importance of the wider Partnership Forum and its diverse, broad membership which meets every six months.
1.2 Over 100 community and groups voluntary groups, public services, businesses and citizens met in October 2019. Due to the pandemic, the Forum did not meet as planned in Spring 2020 and has not been able to meet since, due to pressures on the partners and ongoing response to Covid.
2. Format Options and Resource requirements
2.1 The event is recommended to take place virtually given relatively high levels of Covid in Swansea, moving to an in person format next year.
2.2 The number of attendees can be set from 20, 40 to over 100 and can be based on open invitation or selection based on past involvement. The suggestions being as the event is virtual it is open to everyone.
2.3 Many partners and citizens prefer Zoom to Teams but several partners including the Council are unable to host an event using this platform for security reasons. Ideally a partner with access to Zoom might technically facilitate the virtual event. If no partners is willing to do this we will need to use MS Teams.
2.4 Volunteers will also be needed from across partners to help facilitate including a Welsh language break out if possible (1 volunteer per break out room of 8).
3. Content Options and Timing
3.1 The PSB has responded to the pandemic by narrowing its short term focus to four emerging themes.
• A Human Rights City
• A City for Well-being and Wildlife
• A Culture of Community (subject to development following Possibilities for People feedback)
• Mental Health (subject to development following Possibilities for People feedback)
3.2 It should be noted that the impact of Covid is still significant in its direct impact on Health, Social Care, Education and indirect impact other public services in Swansea.
3.2.1 As a result, Health and Social Care related resource is not available to support the Partnership Forum until Spring 2022.
3.3 Resource is available to focus on a ‘Human Rights City’ theme for the Partnership Forum if held in November. This would enable the Forum to feed directly into the developing Statement of Intent. Break out groups could focus on a vision for human rights city, ideas for an action plan and areas of focus, what difference the initiative should make. The Break out groups should also identify how these can be personalised, giving examples of how the actions affect the individual resident. The aim would be to encourage attendees to support and sign a Human Rights City Pledge and be an active member of the Human Rights action plan implementation group.
3.4 ‘A City for Well-being and Wildlife’ is another potential focus for a January / February Event. Resource issues linked to COP 26 etc. may impact an earlier focus.
3.5 A further theme in January / February might be:
‘Playing our part in the Recovery’
This would focus on the PSB role in recovery and focus on work stream focus for next 18 months, giving participants opportunity to respond and help shape post lockdown work streams as well as support work streams on Human Rights City and City for Well-being and Wildlife focusing on what part they can play and how they can contribute.
Appendices: None
To/
Councillor Xxx Xxxxxxx & Councillor Xxxxxx Xxxxx,
Joint Chairs of Swansea Public Services Board
BY EMAIL
cc: Vice-Chair of Swansea PSB
Please ask for: Gofynnwch am:
Direct Line:
Llinell Uniongyrochol:
e-Mail e-Xxxx:
Our Ref Ein Cyf:
Your Ref Xxxx Cyf:
Date Dyddiad:
Scrutiny 01792 637257
SPC/2021-22/1
16 July 2021
Summary: This is a letter from the Scrutiny Programme Committee to the Joint Chairs of Swansea Public Services Board following the meeting of the Committee on 15 June 2021. It is about the performance of the Public Services Board.
Dear Councillor,
Scrutiny Programme Committee – 15 June
We are writing to you following our Scrutiny session on the Public Services Board (PSB) with our views.
As part of our ongoing scrutiny, the Committee heard from two of the four Statutory Members of the PSB: Mid & West Wales Fire & Rescue Service (MAWWFRS) and Natural Resources Wales (NRW) about their organisation’s role and responsibilities in relation to the PSB, and on the delivery of PSB Well-being Plan objectives that they are leading on.
This was further evidence to the Committee on how the PSB is performing and making a difference for citizens, and follows on from the December 2020 PSB Scrutiny session, at which we considered the PSB Annual Report 2019/20, and got an overview of progress made by the PSB, and the current situation. We wrote to you reflecting on that meeting in January and highlighted within that letter the need for the PSB to:
Overview & Xxxxxxxx / Xxxxxxxx a chraffu
Swansea Council / Cyngor Abertawe
Guildhall, Swansea, SA1 4PE / Neuadd Y Ddinas, Abertawe, SA1 4PE
xxx.xxxxxxx.xxx.xx / xxx.xxxxxxxx.xxx.xx
I dderbyn yr wybodaeth hon mewn fformat arall neu yn Gymraeg, cysylltwch â’r person uchod To receive this information in alternatiPveagfoerm28at, or in Welsh please contact the above
a) improve the performance framework to better evidence the tangible difference the PSB is making.
b) improve public visibility / messaging about the work of the PSB
c) press the Welsh Government on PSB resources
At our meeting in June we heard from Xxxxx Xxxxxx, Deputy Chief Fire Officer, MAWWFRS (also vice-chair of the PSB Joint Committee), Xxxxx Xxxxxx, Group Manager, MAWWFRS (operational lead on the PSB Well- being Objective ‘Strong Communities’), Xxxxxx Xxxxxxxx, Swansea Environment Team Leader, NRW, Xxxxxx XxXxxxxxx, Coordinator, Swansea Environmental Forum (operational lead on the PSB Well-being Objective ‘Working with Nature’), and Xxxx Xxxx, Deputy Chief Executive, Swansea Council.
This letter reflects on what we learnt from the information presented, questions, and discussion. It shares the views of the Committee, and highlights any outstanding issues / actions for your response - main issues summarised below.
Making a Difference
We asked what distinguishes the PSB from the organisational activities / collaborative working that perhaps might happen anyway in the delivery of shared objectives, e.g. what difference does the PSB as a body, and PSB Joint Committee when it meets, add or make?, what is it that the Statutory Members make happen? We heard how the PSB is considered a catalyst for wider partnership working across Swansea, providing space for senior members of each organisation to come together, and acting as an enabler for collaboration on tackling the key issues, both Well-being Plan objectives and specific issues that may arise and need wider involvement, and sharing of knowledge and expertise.
It was acknowledged that, in some areas, there is already effective partnership working, not dependent on the PSB, but overall we were told that the PSB, whilst not a perfect body, has served to strengthen relationships across public service providers, and with other sectors, with the Joint Committee maintaining an overview of partnership working, and taking decisions that will improve joint working and engagement and deliver shared objectives.
The Committee remarked upon minutes of previous PSB Joint Committee meetings, which could be clearer to the observer in respect of showing the outcomes from each meeting, to evidence positive action.
Performance Framework
Further to our views on improving the performance framework to better evidence the tangible difference the PSB is making, the Committee would like to see target setting, clearer measures of performance / success and reporting of achievement attached to each of the PSB Well-being Plan objectives, ideally shown in the form of action plans, with milestones and timescales. This will facilitate our ability to assess progress, and scrutinise and challenge the performance of the PSB, to see whether you have done what you said you would and direction of travel, etc. We understand that this would mean a mix of quantitative and qualitative measures, in order to provide something meaningful. The Committee noted that this is work-in-progress for the PSB and look forward to an improved performance model.
PSB Resources
There are still issues around PSB resources with a general recognition that pump-priming is necessary to accelerate collaborative working, and for the PSB to make a bigger difference and impact. Whilst the PSB may facilitate good engagement between partners, without that investment the PSB will remain challenging and, with respective organisations always under pressure to tighten their belts (not to mention financial challenges from the pandemic), this is a risk to its sustainability. A comparison was made with the relatively good level of financial support Regional Partnership Boards receive to support the delivery of health and care services. We noted that partners lobby the Welsh Government at every opportunity, and learned that some money has been forthcoming from the Welsh Government specifically for collaboration with Neath Port Talbot PSB to develop a common approach for the Assessment of Local Well-being for 2022.
Nevertheless, partners did feel that significant benefits have come out of the PSB, for example in progressing work on the shared ‘Working with Nature’ Well-being objective, and working together on advancing the development of Green Infrastructure in the City Centre, helped by PSB support including funding from NRW. There are benefits that can result from doing things differently; making better use of existing resources or with the additional of what might seem modest sums.
The issue of PSB mergers is still one that is live. It is possible that involvement in multiple PSBs by organisations that already work on a regional footprint impacts on their ability to engage more effectively with each local PSB, and mergers would help them.
Governance
We also asked whether the overall governance of the PSB could be improved further; though understand that the operation of the PSB, since agreeing a new streamlined governance structure in 2019, has been impacted upon by the pandemic, e.g. affecting ability to hold PSB Partnership Forum meetings. We also queried the relationship between Objective Delivery Working Groups and the PSB Joint Committee, e.g. was there a clear line of communication between strategic leads and those working ‘on the ground’ to deliver objectives / work streams, to ensure awareness, with clear monitoring and feedback processes. We heard that the absence of the Partnership Forum has hindered things, in terms of wider information sharing of progress and awareness; however, the Objective Delivery Groups do report to the PSB Joint Committee. With the worst of the pandemic hopefully behind us, perhaps lessons learned over the past 15 months might help re-shape and re-focus things further so that the PSB can be more agile.
There was also some discussion, both in reference to the ‘Strong Communities’ Well-being objective and wider PSB involvement, of the role of the Police in multi-agency working. There was some concern about front-line police resources to support local work. We were assured that the Police were an active supporter of the PSB and committed, with meetings well attended, and that they were integral to the ‘Strong Communities’ work.
Scrutiny Views
From our discussion, the Committee would highlight the following issues in terms of providing challenge to the PSB for improvement:
a) Improve the clarity of action and outcomes from meetings.
The Committee would suggest that minutes of PSB Joint Committee meetings could be clearer to the observer, in respect of showing the outcomes from each meeting, to evidence positive action.
b) Improve the ability to measure progress in the delivery of Well-being objectives.
The Committee would like to see target setting, clearer measures of performance / success and reporting of achievement attached to each of the PSB Well-being Plan objectives, ideally shown in the form of action plans, with milestones and timescales.
c) Reflect on PSB governance in light of lessons learned from the pandemic.
The Committee would suggest that the PSB consider how lessons learned over the past 15 months might help re-shape and re-focus things further to create a more agile PSB.
Your Response
We hope that you find the contents of this letter useful and would welcome any comments, however we do not expect you to provide a formal response. However, we do expect the PSB to consider our views and the Committee will follow up on progress in addressing these issues.
We are planning our next PSB Scrutiny session for 14 December, at which we are looking to focus on the work of the Health Board and Swansea Council as the other Statutory Members of the PSB, and progress with delivery of the Early Years and Live Well, Age Well PSB Well-being Plan objectives, hopefully with action plans to show progress. If available, the Committee will also be able to consider the PSB Annual Report for 2020/21, and follow up on any issues arising from scrutiny, and action taken.
Yours sincerely,
COUNCILLOR XXXXX XXXXX
Chair, Scrutiny Programme Committee xxxx.xxxxx.xxxxx@xxxxxxx.xxx.xx
Please ask for: Cllr Xxxxxx Xxxxx Direct Line: 07584670061
Email: Xxxx.Xxxxxx.Xxxxx@xxxxxxx.xxx.xx
Date: 29th September 2021
Dear Xxxxxx
I write further to your email dated 22nd September 2021 to Xxxxxx Xxxxx / Xxxx Xxxxxxxx who in turn passed to me to respond as Chair of Public Services Board.
The statutory partners are experiencing system pressures, especially but not exclusively in the health and social care system, as a result of the increasing Covid cases and the impact this is having. This means that we and our partners are re- prioritising work leading to staff being diverted to support the escalating situation and increasing demand that we are facing as a result.
Health have not significantly contributed to the well-being assessment to date; whilst we are making progress in developing our well-being assessments, the increasing response needed across the health and social care system means that there are implications for completing the well-being assessments within the required timescales.
In light of this, the Regional Co-ordination Board that has been established by the statutory partners to ensure that there is sufficient co-ordination between Neath and Swansea PSBs and between the well-being and population assessments, wrote to the Minister to request some flexibility in the timescales for completing the exercises across both Neath and Swansea PSBs.
The situation is likely to get worse during the oncoming autumn and winter months and so any additional breathing space to complete the well-being assessment would be greatly appreciated and would lessen the risk that the assessment will not be completed within the expected timescale.
Yours Sincerely
Xxxx Xxxxxx Xxxxx, Swansea PSB Chair Xxxx Xxxx, Deputy Chief Executive
Xxxxxxx Xxxxx AS/MS
Y Gweinidog Cyllid a Llywodraeth Leol Minister for Finance and Local Government
Xxxx cyf/Your ref ChEx/VD/aem Ein cyf/Our ref RE/10351/21
Xxxxx Xxxxx Chief Executive
Neath Port Talbot Council x.xxxx@xxx.xxx.xx
5 October 2021
Dear Xxxxx,
Thank you for your letter. I am grateful to you for raising this issue with me on behalf of the Swansea Bay region.
I am aware of the pressures that partners are facing and I understand the need for resources to be diverted in the short term. Whilst there is no provision in the Well-being of Future Generations (Wales) Act 2015 for delaying the date the assessment has to be published by, I want to be supportive and pragmatic under the current circumstances.
At this stage, given the assessments are not due to be published until May next year and as you say good progress has already been made, I would like to keep the situation under review. I suggest that we re-assess the situation in the New Year when the implications for the preparation of the assessments is clearer. In the meantime, I have asked my officials to keep in close contact with the PSB coordinators in Swansea Bay to offer support and guidance.
It is worth being clear that a delay in publication could still be open to challenge from others, although we understand that the Future Generations Commissioner for Wales is also taking a pragmatic approach in current circumstances.
I hope this provides appropriate assurance to you and the other Board members. Yours sincerely,
Xxxxxxx Xxxxx AS/MS
Y Gweinidog Cyllid a Llywodraeth Leol Minister for Finance and Local Government
Bae Caerdydd • Cardiff Bay
Caerdydd • Cardiff
CF99 1SN
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