CRAFFU : GWASANAETHAU CYMDEITHASOL
CRAFFU : GWASANAETHAU CYMDEITHASOL
4.00 pm DYDD MAWRTH, 15FED CHWEFROR, 2022 CYFARFOD X XXXX - TIMAU MICROSOFT
Cynhelir Cyfarfod Cyn y Cyfarfod cyn y cyfarfod hwn ac anfonir gwahoddiad ar wahân gan Swyddogion Cymorth Craffu at Aelodau'r Pwyllgor yn unig
Noder bod cyfarfod heddiw’n cael ei recordio
Gellir y recordiad hwn ddarlledu ei ar fewnrwyd yr Awdurdod
Bydd pawb sy'n bresennol yn weladwy i'r camera a, thrwy xxxx mynychu yn cydsynio i xxxx xxxx ffilmio ac i'r posibilrwydd o yr awdurdod ddefnyddio'r delweddau a recordiadau xxxx hynny fel y soniwyd uchod.
Cafodd yr Agenda hwn ei baratoi gan yr Adran Gwasanaethau Democrataidd. Dylai unrhyw aelod o’r cyhoedd xxxx xxxxx gwybodaeth gysylltu â’r adran ar (01685 725284) neu e-bostio xxxxxxxxxx@xxxxxxx.xxx.xx .
Gellir dod o hyd i unrhyw ddogfennau cyfeirio, y cyfeirir atynt ond nad ydynt yn cael eu cyhoeddi fel rhan o’r agenda hwn ar wefan neu mewnrwyd y Cyngor, o xxx Papurau Cefndir
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. Diweddariad Llafar ar Effaith Covid-19 ar y Gwasanaeth
4. Adroddiad Blynyddol Bwrdd Diogelu Cwm Taf Morgannwg 2020-2021
I ystyried yr adroddiad amgaeëdig 5 - 50
5. Strategaeth Eiriolaeth Gwasanaethau Oedolion
I ystyried adroddiad Prif Swyddog Gwasanaethau Cymdeithasol
51 - 54
6. Diweddariad Cynllun Xxxxx, Trawsnewid a Gwella Gwasanaethau Cymdeithasol
I ystyried adroddiad Prif Swyddog Gwasanaethau Cymdeithasol
55 - 64
7. Blaenraglen Waith 2021/22
I ystyried yr adroddiad amgaeëdig 65 - 78
8. Cyfeiriadau Craffu, Adborth a Gweithredu Dilynol Derbyn diweddariad oddi wrth y Cadeirydd
9. Myfyrio ar y Cyfarfod a'i Gwerthuso Derbyn diweddariad oddi wrth y Cadeirydd
10. Unrhyw fater arall y mae'r Cadeirydd yn ei ystyried yn bwysig
CYFANSODDIAD: Cynghorwyr: X X Xxxxx (Cadeirydd)
S Jago (Is-gadeirydd)
Cynghorwyr: X Xxxxxx, X Xxxxxxxx, X Xxxxxx x X Xxxxxx
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
Xxxxxx y dudalen hon yn wag yn fwriadol
Agenda
Civic Centre, Castle Street, Merthyr Tydfil CF47 8AN
Main Tel: 00000 000000 xxx.xxxxxxx.xxx.xx
SCRUTINY COMMITTEE REPORT
Date Written | 1st February 2022 |
Report Author | Xxxxx Xxxxxxx and Xxx Xxxx |
Service Area | Safeguarding |
Committee Date | 15th February 2022 |
To: Chair, Ladies and Gentlemen
Cwm Taf Morgannwg Safeguarding Board Annual Report 2020/2021
1.0 SUMMARY OF THE REPORT
1.1 The purpose of the report is to share with Scrutiny Committee the Annual Report for 2020/2021 for the Cwm Taf Morgannwg Safeguarding Board.
2.0 RECOMMENDATION
2.1 That the Scrutiny Committee notes the Annual Report for 2020/2021.
3.0 INTRODUCTION AND BACKGROUND
3.1 The Cwm Taf Morgannwg Safeguarding Board has a statutory responsibility to publish an Annual Report on 31st July each year, to demonstrate its effectiveness in exercising its functions in the preceding financial year. Please see Appendix 1.
3.2 The purpose of the Annual Report is twofold; it is a tool of accountability and a tool for evaluation. Accountability has three components:
▪ accountability to the public;
▪ accountability to the statutory partner agencies of the Board; and
▪ accountability to the inspectorate bodies.
3.3 The Cwm Taf Morgannwg Safeguarding Board is a statutory partnership made up of the agencies that are responsible for safeguarding children and adults at risk in Merthyr Tydfil, Rhondda Cynon Taf and Bridgend. The aim of the Board is to ensure that people of all ages are protected from abuse, neglect or other kinds of harm. This also involves preventing abuse, neglect or other kinds of harm from happening.
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3.4 The work of the Board is delivered via a Sub Group structure, which aims to support multi-agency safeguarding. The Lead Partner (Rhondda Cynon Taf County Borough Council) employs the staff of the Board Business Unit and holds the Board budget, to which the statutory partner agencies contribute.
3.5 The two key safeguarding objectives of protection and prevention underpin the work of the Board and inform the priorities each year.
3.6 The Cwm Taf Multi-Agency Safeguarding Hub (MASH) sits within the structure of the Board to enhance safeguarding practice, with agencies working together in one place to receive all safeguarding referrals and share relevant agency information to make collaborative decisions.
4.0 SUMMARY OF KEY ACHIEVEMENTS FOR 2020/2021
4.1 The Board published an Annual Plan on 31st March 2020, setting out the priorities for safeguarding children, young people and adults in 2020/2021. These were:
1. Enhance and promote a learning culture where the Board can evidence the difference it is making to safeguarding practice
2. To have in place a fully integrated, functioning regional Safeguarding Board
3. Improve communication and strengthen structural links with other Partnerships in the region in relation to areas of common concern
4. Improve the way in which we engage and promote participation with our communities.
4.2 In March 2020, the Board developed a strategic response to the pandemic, recognising that the impact on the wellbeing of our most vulnerable children, young people and adults may be significant. We needed to be sure that those most at risk continued to be protected from abuse, neglect and other kinds of harm and that partner agencies had effective measures in place to carry out their critical safeguarding responsibilities. Merthyr Tydfil CBC managed the transition to agile working and effective delivery of its safeguarding services with a strong emphasis on two-way communication and clarity for staff. Communication sessions and clear brief “one-minute guides” were used to ensure staff and key partners were clear. Of note is the transition to a virtual Multi Agency Safeguarding Hub (MASH) managed through regular multi agency manager meetings and staff communication ensuring critical activities continued despite the continued challenges.
4.3 In response to this, Board activities were reprioritised and a Silver and Bronze governance structure was put in place to co-ordinate the critical safeguarding activities of partner agencies. Merthyr Tydfil CBC Safeguarding chaired the Merthyr Bronze command leading key local agencies in sharing critical data, managing complex cases and overcoming challenges faced due to the pandemic.
4.4 Despite reprioritising Board activities, the Board was able to progress some of its priorities and a summary of some of the key achievements of the Board is provided below:
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4.4.1 In relation to strategic priority 1 (enhancing and promoting a learning culture) the Board strengthened its arrangements to implement and monitor the learning arising from reviews and audits. Training was delivered to 23 practitioners to enable them to carry out chairing and reviewing in relation to Child and Adult Practice Reviews, as referrals began to rise. Virtual means were used for training and events to share learning. Merthyr have been actively involved in both adult and child practice reviews providing support as reviewer formulating the learning and as chair overseeing the process. Merthyr Tydfil CBC social services staff were involved in multi-agency monitoring groups ensuring recommendations from child and adult practice groups are implemented and learning is achieved. In line with this Merthyr Tydfil children’s and adult services have further developed internal communication pathways to evidence sharing and embedding recommendation outcomes. An example of this is the use of staff communication sessions in Children’s Services to reflect, manage risk and achieve meaningful implementation. Equally, within Children’s Services the Quality Assurance Framework is now within it’s third year of implementation and has evidenced the learning journey of the service, along with how such learning has led to service improvement.
Additionally Merthyr Tydfil CBC have directly achieved support for residents and learning for agencies through involvement in Immediate Response Groups following unexpected deaths and case audits.
4.4.2 The Board’s second priority was to continue to integrate safeguarding activities across the new regional footprint. This involved adapting existing policies and procedures to make them consistent across the region and identifying further opportunities to collaborate. Merthyr Tydfil CBC staff took key roles in leading this policy transition across children’s and adult services. Communication pathways for embedding now policies have also been improved. Merthyr Tydfil CBC staff have also contributed to evaluation of CTM Safeguarding Board Policies and Procedures.
A large piece of regional adult safeguarding work began during this challenging period. The new Wales Safeguarding Procedures came into force at the very start of the initial lockdown. A transition was needed for complience. Merthyr Adult Safeguarding was a key partner in overhauling all relevant processes and recording formats not only for our Borough but across the Safeguarding Board region achieving consistency and good compliant adult safeguarding practice across our region.
Another example was achieving a comprehensive Self Neglect Policy pulling together Merthyr Tydfil CBC and partner agencies into a collective panel to support the risk management of this challenging area of safeguarding.
4.4.3 In relation to the third priority (strengthening the links with other partnerships) a cross-partnership regional approach to suicide prevention was established and this has continued to develop over the past year.
4.4.4 Finally, in relation to opportunities to increase participation in the work of the Board, National Safeguarding Week was delivered on a virtual basis, with a focus on suicide prevention.
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4.4.5 In Children’s Services Merthyr we have continued to actively support families to safely reduce number of children on the Child Protection Register (CPR) and who are Looked After by Merthyr Tydfil. During 2020/2021 the number of children on the CPR reduced by 25% (from 133 to 100). Subsequently children looked after numbers reduced from its peak at in July 2020 of 224 children to the current figure of 171 (reduction of 24%). This is a combination of changes in ways of working such as the development of the Supporting Change Team, Family Group Conference and the work undertaken by the Service on addressing the Court and intervention backlog created due to the COVID pandemic. Quality Assurance work was undertaken which evidences this reduction being due to positive changes to the ways we work with families.
4.4.6 During 2020 Care Inspectorate Wales (CIW) carried out an inspection. They found Merthyr Social Services to be safe with a supportive culture and valued staff, to have positive preventative services, experienced skilled staff and supportive elected members.
During 2020/2021 an internal audit began looking at safeguarding activity during the calendar year 2020. The final report was positive about Xxxxxxx’x safeguarding activities with an overall rating at the highest end of the “reasonable” spectrum. The audit fell narrowly shy oTf uthdealheignhe8st possible “substantial” outcome. Positive
outcomes have resulted from this audit including increased safeguarding training for all public facing staff including elected members.
5.0 NEXT STEPS
5.1 The Annual Report has been approved by the Cwm Taf Morgannwg Safeguarding Board and shared with the Welsh Government, the National Independent Safeguarding Board and the five other Regional Safeguarding Boards.
5.2 A copy of the report has been published on the Cwm Taf Morgannwg Safeguarding Board website xxx.xxxxxxxxxxxxxxxxxx.xxx
5.3 A priority for Merthyr Tydfil Safeguarding is continuing to be adaptable to the changing demands that we face due to the challenges of Covid 19. Effective joint working will ensure people are supported at the right time in the right way. Good communication with an adaptable workforce who are listened to will help us continue to achieve this alongside listening to the people who use our services. The wellbeing of our staff will continue to be actively promoted to gain resilience against the unpredictable nature of the pandemic.
5.4 Adult Safeguarding will embed the completed work resulting in the new Safeguarding Procedures including increasing the voice and control of adults at risk.
5.5 A review of child protection conferences is taking place which will result in giving a high priority to maximum positive engagement from parents in plans that are critical in keeping their children safe. Additionally, we will further use of parental advocacy in child protection conferences.
5.6 Using the children’s services staff led group “Passion 4 Practice” we will ensure the safeguarding workforce is not only consulted but is party to setting the agenda for strategic development. Additionally, that communication sessions continue to promote a learning and reflective culture and contribute to the regional agenda.
5.7 We will ensuring a community voice is present in shaping service development.
5.8 We will continue to embed quality assurance as part of our work across Children’s and Adult Services and start to realise the benefits for through more areas of our service.
5.9 We will ensure that early intervention and prevention work continues to be effective.
6.0 CONTRIBUTION TO WELLBEING OBJECTIVES
6.1 Identify the Wellbeing Objectives and respective plans and strategies to which the contents of the report relate. Explain how the issues in the report contribute to the Wellbeing Objectives.
6.2 Best start to life
Merthyr Children’s Services are committed to providing the right support at the right time to those that need it and contribute to the early intervention and prevention agenda by helping to create the right environment for families to thrive and children and young people reach their potential.
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6.3 Working Life
Children and adults are safe and supported to maximise their potential to contribute to their wider community thought protection and through prevention of harm.
6.4 Living Well
Children and adults are supported to draw on their strengths and maintain positive health and wellbeing while being empowered to seek help and support when needed.
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 | ||
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1
1. Introduction and Foreword - Chair of the Board | P3 |
2. Safeguarding in Cwm Taf Morgannwg | P4 |
3. Members of the Safeguarding Board | P7 |
4. What did the Board do in 2020/21 to meet its outcomes? | P8 |
5. How did we implement our Annual Plan and what were our key achievements? | P10 |
6. Safeguarding Themes | P17 |
7. Information Training and Learning | P21 |
8. How have we collaborated with others? | P24 |
9. Participation and Involving | P25 |
10. Contributions of Board Members | P27 |
11. Managing our Resources | P31 |
12. Other Board Activities | P31 |
APPENDIX 1 BOARD MEMBERSHIP | P34 |
APPENDIX 2 BOARD STRUCTURE | P36 |
Glossary | P37 |
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1.Introduction and Foreword - Chair of the Regional Safeguarding Board
Welcome to the 2020-2021 Annual Report for the Cwm Taf Morgannwg Safeguarding Board.
This Annual Report presents an overview of the work that the Cwm Taf Morgannwg Safeguarding Board carried out in 2020/2021 in pursuit of our aim to ensure that the people of Cwm Taf Morgannwg are safeguarded from abuse, neglect or other forms of harm.
In March 2020, the Board published an Annual Plan setting out its priorities for the coming year. At the same time, we entered a period of unprecedented challenge and uncertainty when the COVID-19 pandemic spread across the nation with a devastating impact for so many individuals, families and communities. Understandably, the pandemic and subsequent lockdowns had a significant impact on the Board’s ability to carry out some of its functions, with resources being targeted towards critical safeguarding activities only. Many of the Board’s non-essential meetings and sub groups were stood down and in their place, local Bronze-Command groups were set up to ensure that our most vulnerable people continued to be protected.
Our partner agencies rose to the challenge with determination and dedication, despite continual pressures on staffing capacity and the need to comply with strict government guidelines around social distancing and self isolation. I would like to thank each and every person working for and on behalf of our partner agencies, in hospitals, care homes, in the community and on the front line of service delivery, for their hard work and commitment to safeguarding the people of Cwm Taf Morgannwg during the past year.
This year’s Annual Report recognises the shift in the priorities of the Board to focus on critical activity only in the past year. Despite this, we were still able to deliver on some of the additional targets that we had set ourselves at the start of 2020 and outstanding tasks will be carried forward into the coming year.
If anyone is interested in finding out more about the Cwm Taf Morgannwg Safeguarding Board please contact our Business Unit by e-mailing: xxxxxxxxxxxxxxx@xxxxxx.xxx.xx
Xxxx Xxx, Chair of the Cwm Taf Morgannwg Safeguarding Board
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2.Safeguarding in Cwm Taf Morgannwg
The area of Cwm Taf Morgannwg Morgannwg covers the local authority areas of Bridgend, Merthyr Tydfil and Rhondda Cynon Taf with a population of approximately 428,0001
The Cwm Taf Morgannwg Safeguarding Board is a statutory partnership made up of the agencies that are responsible for safeguarding children and adults at risk in Cwm Taf Morgannwg. The aim of the Board is to ensure that people of all ages are protected from abuse, neglect or other kinds of harm. This also involves preventing abuse, neglect or other kinds of harm from happening.
The work of the Board is delivered via a Sub Group structure, which aims to support multi- agency safeguarding in Cwm Taf Morgannwg. The Lead Partner (Rhondda Cynon Taf County Borough Council) employs the staff of the Board’s Business Unit and holds the Board budget, to which the statutory partner agencies contribute.
The two key safeguarding objectives of protection and prevention underpin the work of the Board and inform the priorities each year.
The responsibilities and functions of the Board are set out in the statutory guidance under Part 7 of the Social Services and Wellbeing (Wales) Act 2014. It has an overall responsibility for challenging relevant agencies so that:
▪ There are effective measures in place to protect children and adults at risk who are experiencing harm or who may be at risk as the result of abuse, neglect or other kinds of harm; and
▪ There is effective inter-agency co-operation in planning and delivering protection services and in sharing information.
Safeguarding Children
The Social Services and Well-being (Wales) Act 2014 and accompanying Statutory Guidance define a ‘child’ as a person who is aged under 18.
S.130 (4) of the Social Services and Well-being (Wales) Act 2014 defines a child at risk as a child who:
▪ Is experiencing or is at risk of abuse, neglect or other kinds of harm;
▪ Has needs for care and support (whether or not the authority is meeting any of those needs).
What do we mean by Xxxx?
Harm is defined as:
1 Source: Census 2011
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▪ ill treatment - this includes sexual abuse, neglect, emotional abuse and psychological abuse
▪ the impairment of physical or mental health (including that suffered from seeing or hearing another person suffer ill treatment).
▪ the impairment of physical intellectual, emotional, social or behavioural development (including that suffered from seeing or hearing another person suffer ill treatment).
Types of Harm
The following is a non-exhaustive list of examples for each of the categories of harm, abuse and neglect included in vol 5 Working Together to Safeguard People: Volume 5 – Handling Individual Cases to Protect Children at Risk:
▪ physical abuse - hitting, slapping, over or misuse of medication, undue restraint, or inappropriate sanctions;
▪ emotional/psychological abuse - threats of harm or abandonment, coercive control, humiliation, verbal or racial abuse, isolation or withdrawal from services or supportive networks, witnessing abuse of others
▪ sexual abuse - forcing or enticing a child or young person to take part in sexual activities, whether or not the child is aware of what is happening, including: physical contact, including penetrative or non-penetrative acts; non-contact activities, such as involving children in looking at, or in the production of, pornographic material or watching sexual activities or encouraging children to behave in sexually inappropriate ways;
▪ financial abuse - this category will be less prevalent for a child but indicators could be:
o not meeting their needs for care and support which are provided through direct payments; or
o complaints that personal property is missing.
▪ neglect - failure to meet basic physical, emotional or psychological needs which is likely to result in impairment of health or development.
Risk from other actual or potential harm to a child or young person may also result from:
▪ Criminal Exploitation such as County Lines
▪ Child Sexual Exploitation (CSE)
▪ Female Genital Mutilation (FGM)
▪ Modern Slavery and Human Trafficking
Safeguarding Adults
S126(1) of the Social Services and Well-being (Wales) Act 2014 defines an adult at risk as an adult who:
1. Is experiencing or is at risk of abuse or neglect,
2. Has needs for care and support (whether or not the authority is meeting any of those needs), and
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3. As a result of those needs is unable to protect himself or herself against the abuse or neglect or the risk of it.
Abuse:
▪ can be physical, sexual, psychological, emotional or financial (includes theft, fraud, pressure about money, misuse of money)
▪ take place in any setting, whether in a private dwelling, an institution or any other place.
Neglect
This describes a failure to meet a person’s basic needs physical, emotional, social or psychological needs, which is likely to result in an impairment of the person’s well-being (for example, an impairment of the person’s health).
It can take place in a range of settings, such as a private dwelling, residential or day care provision.
The following behaviours could also place the adult at risk of abuse or neglect (this list is not exhaustive):
▪ Violence against women, domestic abuse and sexual violence (VAWDASV) this includes Honour-based Violence (HBV) and Female Genital Mutilation
▪ Domestic abuse and violence against men
▪ Criminal exploitation
Reporting Concerns
In Cwm Taf Morgannwg, all safeguarding concerns are reported to a Multi-Agency Safeguarding Hub (MASH). For the relevant contact details please refer to the information at the end of this report.
The Cwm Taf Multi Agency Safeguarding Hub (MASH) sits within the structure of the Safeguarding Board and acts as the single point of contact for all professionals to report safeguarding concerns across Merthyr Tydfil and Rhondda Cynon Taf. The MASH has been fully operational since May 2015, having been set up to enhance safeguarding practice, with agencies working together to receive all safeguarding referrals and share relevant agency information to make joint decisions. The Cwm Taf MASH partners are: South Wales Police, Cwm Taf Morgannwg University Health Board, National Probation Service, Rhondda Cynon Taf County Borough Council and Merthyr Tydfil County Borough Council Children and Adult Safeguarding Teams, Education, and Emergency Duty Team (EDT).
MASH activity comprises:
▪ Child Protection / Safeguarding
▪ Adults at Risk Safeguarding
▪ Domestic Abuse (MARAC - Multi-Agency Risk Assessment Conference)
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The key aims of the MASH relate to the following themes:
▪ Improved co-ordination and consistency of threshold/decision making when a safeguarding report is raised
▪ Improved response times leading to earlier interventions
▪ Reduction of repeat referrals
During 2020/2021 the Cwm Taf MASH has continued to ensure that the main focus is to respond to all safeguarding concerns promptly in a multi-agency setting. Partners have operated on both a virtual and physical platform with a combination of both office based and remote working working within Covid risk-assessed parameters.
The Bridgend Multi Agency Safeguarding Hub (MASH) has been operational since July 2018 with the official launch having taken place in October 2018. The Bridgend MASH partners are South Wales Police, Cwm Taf Morgannwg University Health Board, National Probation Service and Bridgend County Borough Council (Adult Safeguarding Team, Information, Advice and Assistance Service (IAA) (Children and young people), Early Help, Education, Housing and Emergency Duty Team (EDT).
The key aims of the Bridgend MASH are:
▪ Streamlined decision making through enhanced intelligence
▪ Risk is collectively addressed
▪ Opportunity for early intervention and prevention of repeat referrals
▪ Demand being created but repeat referrals can be effectively reduced
Bridgend MASH is governed by the Bridgend MASH Operational Board and Bridgend MASH Executive Management Board with both boards including representation from all partners. These Boards and Groups have continued to meet throughout the year 2020/21 to guide Bridgend MASH on an operational and strategic level.
Bridgend MASH has continued to operate on a physical and virtual platform during 2020/2021 to ensure individuals in Bridgend continue to be supported wherever there are safeguarding concerns. A comprehensive risk assessment was completed that has enabled people to work in a safe environment. Partners work on a rota basis within their agencies to ensure social distancing is maintained
3.Members of the Safeguarding Board
The Lead Partner for the Board is Rhondda Cynon Taf County Borough Council and the membership complies with the statutory guidance issued under Part 7 of the Social Services and Well Being Act 2014.
A list of members is attached as Appendix 1.
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4.What did the Board do in 2020/21 to meet its outcomes?
In March 2020, the Board developed a strategic response to the pandemic, recognising that the impact on the wellbeing of our most vulnerable children, young people and adults may be significant. We needed to be sure that those most at risk continued to be protected from abuse, neglect and other kinds of harm and that partner agencies had effective measures in place to carry out their critical safeguarding responsibilities.
WHAT CHALLENGES DID WE FACE?
Board partner agencies faced unprecedented challenges in the past year, the impact of the pandemic on organisations, staff and the people we serve was evident, some of which are summarised below:
Organisational Challenges:
▪ The swift introduction of exceptional delivery models
▪ The need to make best use of technology and new platforms
▪ The need to respond innovatively and quickly to assess risk
▪ Additional demands in relation to safeguarding checks by Police and the need to house rough sleepers and the homeless
▪ The management of the vaccine roll-out
▪ The additional pressure on healthcare settings
▪ Increased emphasis on partnership working to manage risks, support business continuity and support the pressures on Health.
▪ Working with third sector organisations to support adults and children in our communities.
Workforce Challenges:
▪ Reduced ability to deliver services due to fluctuating staff absences at short notice.
▪ Needing to implement home working arrangements at short notice
▪ Separating work and home life, home schooling, ‘pandemic fatigue’ and increased levels of anxiety
▪ The need to enhance staff support
▪ Steep learning curves for the provision of PPE, testing of staff and Track Trace and Protect
▪ Bereavements, in particular in care homes which had a significant impact on residents and staff wellbeing
▪ Reduced services leaving individuals and carers without their support networks
Challenges for the People We Protect:
▪ Long term effect of children not being in school or seeing friends and family
▪ Increased social isolation and mental health issues
▪ Increased risks linked to substance misuse, domestic abuse, suicide/self harm
▪ Significant impact in our care homes
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HOW DID WE RESPOND?
The Board put in place the following measures:
▪ Established Silver (regional) and Bronze (local) Command responses to coordinate the critical safeguarding activities of our partner agencies
▪ Ensured that reports were submitted to Gold Command and the Regional Safeguarding Board on the effectiveness of safeguarding arrangements, highlighting any risks or issues requiring escalation
▪ Received guidance from Welsh Government and the National Independent Safeguarding Board to ensure that the statutory duties of the Board were being fulfilled
Through the Bronze and Silver structure we were able to monitor the risks associated with:
▪ The scale and nature of safeguarding reports in relation to children and adults at risk, domestic abuse and suicides
▪ The use of technology and virtual approaches to manage critical work, including strategy discussions and child protection conferences.
▪ The engagement of families in these processes.
▪ Visits and investigations, in particular when households and residential establishments were self-isolating.
▪ Staffing capacity and resources.
▪ Access to schools, childcare and preventative services.
The Bronze meetings were initially held weekly with representation from a broad range of agencies, some of whom had not attended meetings regularly before or been invited to sit on Board sub groups previously e.g. CAMHS and Drive (which operates a perpetrator programme in the region). New multi-agency safeguarding data was also collected and monitored during the lockdown. Following feedback that agencies were keen for the good work that took place during the first lockdown to continue, the Board agreed the establishment of regional Quality Assurance and Performance Sub Groups, which allowed us to maintain these positive working arrangements.
Virtual meetings also increased the attendance of some agencies who we have previously struggled to obtain regular attendance from. This has provided added value to our arrangements, including being able to identify and source quick solutions with partners for high risk cases, that were being impacted on by access barriers created by the pandemic conditions (e.g. access to specialist CAMHS).
OTHER FUNCTIONS OF THE BOARD
The Board is required to carry out a number of statutory functions but clearly business as usual was not possible during the pandemic as partners were called upon to respond to the urgent and unprecedented demands facing services. Non-critical areas were put on hold and as the crisis subsided, virtual technologies improved and further guidance came through from the Welsh Government and the National Independent Safeguarding Board, the Board was able to re-start some non-critical areas of work.
Executive meetings of the Safeguarding Board were held throughout the year to monitor the situation regularly.
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0.Xxx did we implement our Annual Plan and what were our key achievements?
The Board published an Annual Plan on the 31st March 2020, setting out its priorities for safeguarding children, young people and adults in 2020/21.
The Annual Plan for 2020/21 can be accessed at: xxx.xxxxx.xx.xx
As the Board stood down non-critical activities, it was unable to fully implement its Annual Plan this year. However, some work was carried out to progress with its priorities and additional work, as a result of the pandemic, also emerged.
In relation to the Strategic Priorities, a summary of the work carried out is below.
Strategic Priority 1: Enhance and promote a learning culture where the Board can evidence the difference it is making to safeguarding practice
Achieving improvement in safeguarding policy, systems and practice is a core function of a Safeguarding Board. We wanted to focus on learning from the experience of professionals working in our partner agencies, through the findings of case audits undertaken on an inter- agency basis, as well as through the learning from multi-agency professional forums and child and adult practice reviews.
As part of developing a positive culture of learning and development, we aimed to ensure that information was widely disseminated within the workforce and that the Board monitored the extent to which any recommendations were implemented.
The development of a Learning Framework, setting out how will we create an enhanced learning culture, was put on hold. However, we were still able to carry out the following improvements:
▪ Established a multi-agency Monitoring Group to ensure that recommendations from Practice Reviews are progressed, implemented and reviewed accordingly.
▪ Re-designed our action plans to make them smarter
▪ Increased the use of 7 minute briefings to summarise learning.
▪ Trained 23 new Practice Review Chairs and Reviewers
▪ Undertook 4 multi-agency audits
▪ Delivered 2 multi-agency practitioner events
▪ Carried out evaluations on 2 Board protocols
In addition, the Board partner agencies progressed this priority individually, some examples of which are as follows:
RCT Children Services developed a Quality Assurance and Learning Framework (QALF) that sets out to embed a framework that includes the key components of a quality assurance framework, namely; reliable and comprehensive performance management information; audit of cases, both thematic and individual; observations of practice and quality assurance of supervision; training and development of staff; and service user feedback and participation in service development.
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South Wales Police began collating and reviewing suspected suicides and drug overdoses. This information has been shared with other partners across the region via the newly-established Suicide Review Group and the Immediate Response Groups. Work continues to try to prevent such tragic deaths and Neighbourhood Teams and Police Volunteers have been utilised to distribute posters, signposting agencies which can assist when individuals are vulnerable.
Bridgend Children Services has continued to share learning in response to national, regional and local issues and to the learning needs of staff across the Council. An important element of Xxxxxxxx’x outcomes-focused Assuring Quality Framework is to be able to identify and evidence what is working well and what needs to change to respond and support people’s wellbeing.
Merthyr Tydfil Children Services considers that the only true way to evaluate practice is to look at it from a 360° perspective. This involves looking at the data, the quality of practice and most importantly, whether there has been a positive difference to the lives of children and families. A key element of Merthyr’s Quality Assurance Framework is undertaking thematic audits, these cover safeguarding practice and allows consideration of areas for development and areas of good practice on which to continually build.
Case Study - Merthyr Tydfil Adult Services
An 82 year old women (M) was taken to a hospital by Police due to her husband (T) allegedly slapping her at her home. This was one of several previous incidents.
M was assessed as not having capacity and a nursing assessment recommended an Elderly Mentally Inform residential placement. However, her husband wanted her to return home and xxxx staff said M was asking to return home to T.
A multi-agency meeting was required to discuss the risks associated with M being discharged and what destination would be in her best interests. As there had been historical events of abuse between both parties, due to capacity issues it was felt that M would be unable to protect herself from harm.
Following Section 126 enquiries, a strategy discussion was held which found that during the 13 year relationship between M and T, there had been an increase in domestic police reports over the past 4 years.
A decision was needed on whether M needed protecting or if this could be managed at home with a package of care and support.
A best interest meeting was held where the views of M were established, as well as those of her husband.
It was felt that the risks could have been mitigated by a robust Care and Support Plan with a large package of care. This was the least restrictive outcome at the same time ensuring that M was being seen regularly by professionals who would be able to report any concerns quickly.
A further meeting was held and attendees in this meeting included the Council’s solicitor to give legal advice, as well as a further risk assessment being undertaken and clearly documented.
Along with the implementation of the Wales Safeguarding Procedures, the following actions which were agreed included:
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▪ Discharge planning to include 4 calls per day, to be implemented at week of discharge.
▪ Social Worker to visit weekly plus unannounced visits.
▪ Advocate to remain involved.
▪ Social Worker to maintain regular contact with safeguarding and maintain regular updates.
▪ Social Worker to inform care agency of safeguarding concerns and request that all incidents are recorded immediately reported.
▪ Clear contingency plans in place.
▪ Strategy group to reconvene in 6 weeks.
The case is now closed with the safeguarding risks incorporated into the care and support plan and is managed by care management.
Strategic Priority 2: To have in place a fully integrated, functioning regional Safeguarding Board
On 1 April 2019, the regional footprint for safeguarding changed and the Safeguarding Board assumed responsibility for the Bridgend area in addition to Rhondda Cynon Taf and Merthyr Tydfil. The membership and remit of the Board and its Sub Groups were reviewed to reflect this change and we began adopting common processes, protocols and templates. As we entered our second year as a new regional Board, we were keen to further harmonise the joint arrangements to ensure that there is a consistent and joined-up approach to regional safeguarding.
The Board was able to achieve the following in relaton to this priority:
▪ Continued to regionalise our protocols and guidance, approving 7 updated regional documents during the year.
▪ Made good progress in relation to child sexual exploitation across the region by making the links between the already established groups set up to address this issue.
▪ Identified opportunities for the Cwm Taf and Bridgend MASH to collaborate
▪ Good links established with Parc Prison in Bridgend
▪ Focused work carried out to regionalise the data that is reported to the Board’s Adult and Child Quality and Performance groups to enable clear and consistent regional comparisons to be made. This has put us in a better place to inform what sub-group QA work is needed.
KEY ACHIEVEMENT
The Board’s updated Pre-Birth Referrals and Conferences policy has been well received. This moved the point of referral to Children Services from 16 week gestation to as soon as possible, giving more time for services to work closely with pregnant women. This policy was also directly informed by a Child Practice Review and included specific advice about the importance of actively seeking information from and actively engaging with fathers during
pre-birth assessments.
Board partner agencies contributed to this priority individually, some examples of which are as follows:
South Wales Police underwent a new Force Restructure to mirror the newly created regional Cwm Taf Morgannwg Safeguarding geographical area. This resulted in a
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reduction of Senior Officers who attend the Board meetings and therefore a review of police attendance at the various meetings was reviewed and developed to meet the demand.
Bridgend CBC is now represented on all relevant Sub Groups and meetings of the Board.
Education and Inclusion Services representatives on the Board have taken full part in discussions on strategic areas to ensure that the move from Cwm Taf to Cwm Taf Morgannwg has been inclusive and explored key themes of how the Safeguarding Board has worked to include a third local authority. Good links exist across the Education Directorates in the three local authorities, and relationships are well established.
RCT Adult Services have contributed to various working groups designed to achieve consistent process and practice across the Region, including work to regionalise the documentation toolkit for Adult Safeguarding. Adult Services provides the Chair for the Adult Safeguarding Quality Assurance and Performance Sub Group and they have worked with partners to achieve Regional performance measures and a dataset.
Case Studies - RCT Adult Services
The Welsh Ambulance Service Trust raised concerns about poor care by a domiciliary care agency of 58-year-old man with alcohol-related self-neglect and serious health conditions.
Following enquiries, the Lead Coordinator arranged a strategy meeting where it became apparent that even with an increased package of care in his current home, his needs would still not be met.
Having received alcohol detoxification in hospital, he was able to make a mentally capacitated decision about where he lived and his care and support arrangements.
He was keen to retain his independence but acknowledged he could not manage in his current accommodation.
The Strategy Meeting resulted in him being referred for extra care accommodation and both he and his family were delighted at the prospect of a move to more supported accommodation.
There was also learning for the domiciliary care agency about sharing concerns about regular refusal of care interventions.
A Learning Disability Day Centre reported unexplained bruising on a 50-year-old woman, who, on account of her learning disability, could not explain how she had sustained the bruises. She lived with her mother, who has health needs herself, and her older brother.
Following enquiries and an initial strategy meeting, a Care and Support Protection Plan was developed that included a clear requirement on the provider agencies and the family to report any issues promptly to the Lead Practitioner and to address home conditions with the family.
After a further incident, the family were visited but there was insufficient evidence for police to pursue any charge. The Lead Coordinator convened an outcome strategy meeting, where it was apparent that the protection arrangements for the adult at risk were much more robust. There have been no further incidents of unexplained injuries, home conditions have improved and the family are communicating much better with all agencies.
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Strategic Priority 3: Strengthen the links with other Partnerships in the region in relation to areas of common concern
In pursuance of this objective, this year the Board achieved the following:
▪ Established a cross-partnership regional approach to suicide prevention
▪ Progressed with improvements to the MARAC process
▪ Made good links via the Bronze Groups with Substance Misuse, Housing and Domestic Abuse agencies
Board partner agencies contributed to this priority individually, some examples of which are as follows:
There is a clear commitment to collaborative working across RCT County Borough Council. The RCT Youth Engagement and Participation Service (YEPS) contributed to the setting up and running of the Education Hubs during lockdown, which provided a safe space for vulnerable and key workers’ children to attend. The recent Care Inspectorate Wales Assurance visit highlighted that providers felt relationships with them had been strengthened during the pandemic and a culture of trust had developed. Partnership working was particularly prominent in the MASH, with well-established relationships with partners and co- operation between multi-agency professionals, ensuring effective working in relation to sharing information, identifying, and monitoring children’s needs and risks.
Throughout the pandemic South Wales Police utilised and shared the conference call facility which was a newly adopted vessel in order to hold virtual meetings during the lockdown phases. This eased difficulties in partnership working and strengthened links with the Board. Discussions were initiated with the Police and Crime Commissioner’s office to look at closing gaps where there is cross over in work between the work of the Public Services Boards and Safeguarding Board.
Bridgend CBC has also continued to be committed to working collaboratively across Bridgend, including the setting up and running of the Education Hubs during lockdown. The recent CIW Assurance Visit undertaken to the Council, which had a focus on how well social services continued to help and support adults and children (with a focus on safety and well- being), highlighted that partner relationships are strong, productive and well established, and especially prominent within the MASH.
RCT Adult Services are members of all relevant Partnerships across the Region, including the ‘Together for Mental Health’ partnership, the Community Safety Partnership and the Regional Public Service Board. There is also representation on the Regional Serious and Organised Crime Board, the MAPPA Strategic and Operational Groups and the Violence against Women, Domestic Abuse and Sexual Violence Steering Group.
Specific Focus Areas during the Pandemic
Safeguarding in Care Homes
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The three local authorities worked closely together with the Health Board and Public Health Wales during the pandemic, along with other key agencies, to ensure that care home providers continued to be monitored and continued to raise concerns around safeguarding.
Contract Monitoring Teams maintained daily contact, via telephone and e-mail, with all care homes to carry out checks, obtain reports on staffing levels and to provide support. Any concerns with regards staff and resident testing were reported to the Contract Monitoring Officers and, where appropriate, escalated to the CTMUHB testing team.
All relevant information and guidance from Welsh Government, Public Health Wales and CIW was shared promptly with the homes. Weekly contact was made to provide advice with regard to complying with the guidance, along with weekly calls taking place between Local Authority Commissioning, CIW and Environmental Health Officers. Weekly written updates, providing a RAG status and key figures in terms of testing and staff figures were submitted and collated on a weekly basis, and shared with CIW.
As the pandemic unfolded, hospitals were under significant pressure and there were occasions where patients were discharged with minimum and/or inconsistent information regarding their level of needs and care requirements and this did result in additional pressure on care homes to provide required support.
The provision of PPE was one of the main concerns within the sector especially during the initial period. Initially, Contract Monitoring Teams facilitated the distribution of emergency PPE based on the care homes where there were confirmed or suspected cases of infection, in line with national and Public Health guidance. Additional PPE was also procured to distribute where needed as it was identified that there was a potential gap between supply and need. As the supply of PPE from WG increased this was then coordinated centrally and distributed by the Local Authority on a weekly basis, based on an agreed model.
The Deprivation of Liberty Safeguards (XxXX) Teams continued to be fully operational. Advice was sent out to all Care Homes at the beginning of the lockdown period to inform them that they should continue to submit XxXX applications and that all applications would be strictly prioritised according to urgency. As it has not been possible to visit Care Homes to meet with relevant people, assessments were completed remotely using available evidence with telephone or video calls to relevant people when they can manage these forms of communication.
Safeguarding Vulnerable Learners
Education Services within Cwm Taf Morgannwg recognised the importance of safeguarding vulnerable learners in the very early stages of the pandemic and took a multi-agency approach to ensure their safety during times when the children and young people would be out sight of professional services, who may have in usual circumstances, been able to identify any signs of harm, abuse or neglect.
RCT Education Services developed a Vulnerable Learner Protocol which used intelligence gathering from Children Services and provided schools with a clear system of the most vulnerable pupils within their school and expectations on frequency of contact.
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Schools were opened as emergency hubs for vulnerable learners and key workers’ children to provide a level of support, but there were still children identified as vulnerable who either did not take up placements or did so infrequently. Those schools who were unable to contact could request for the Attendance and Wellbeing Service to undertake an emergency visit.
This was further developed by September 2020 to incorporate a revised model of delivery for the Attendance and Wellbeing Service (AWS). An Integrated Wellbeing Pathway was created which involved AWS, Youth Engagement and Progression, Resilient Families Service, Education Psychology and Eye 2 Eye Counselling Services. Schools were able, and continue to be able, to refer to AWS on a 3 day rota for any pupils they have not seen or been in contact with. AWS will undertake a doorstep visit to sight the children, offer wellbeing support and signpost to the above identified services where needed. This led from September to March, over 8000 home visits being completed and pupils remaining to be regularly sighted by professionals.
Xxxxxxx Xxxxxx’x Education Services also developed a multi-agency process to ensure they stayed in touch with their vulnerable learners who may have required access to the Hubs. To enable that the process worked as efficiently and effectively as possible, it was recommended that Hub schools held the relevant details of all of the children from their catchment schools. This would help to facilitate the timeliness of referrals to MASH.
Suicide Prevention
The Cwm Taf Morgannwg Safeguarding Board and its partners recognised a need to address the increasing number of suicides in the region and in considering a suitable response, it was recognised that the responsibility for dealing with and preventing suicides sat with a number of different partnerships and structures across the region. It was noted that although each of these partnerships and structures played an important role in trying to tackle the issue of suicide, there was no joined-up approach in place and opportunities to collaborate had not been maximised.
A Suicide Prevention Steering Group was set up in July 2020, co-ordinated and chaired by the Cwm Taf Morgannwg Safeguarding Board. Membership of this group consisted of multi- agency representatives from:
▪ Cwm Taf Morgannwg Safeguarding Board
▪ Together for Mental Health Partnership (including the Suicide and Self Harm Prevention Sub Group)
▪ Cwm Taf Community Safety Partnership
▪ Bridgend Community Safety Partnership
▪ National Co-ordinator for Suicide and Self Harm Prevention
A detailed scoping exercise on the current provision for tackling suicide in the Cwm Taf Morgannwg region was carried out to identify any gaps and/or opportunities to improve co- ordination and collaboration. As a result, the following actions were agreed:
▪ The regional approach to Suicide and Self Harm should follow the six objectives of the Talk to Me 2 strategy. All current arrangements identified in the scoping exercise should feed in to these objectives.
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▪ Formally adopt the IRG protocol as the regional response to all suicides that meet the definition of a critical incident.
▪ Set up a regional Suicide Review Group to receive data on, and review, completed suicides in the region. The Group should identify themes, patterns and trends and consideration to be given to reporting its findings to the Suicide and Self Harm Prevention Group.
6.Safeguarding Themes
Audit Activity
Achieving improvement in safeguarding policy, systems and practice is a core function of the Board. This year, a new approach to audit work was agreed, to be carried out via task and finish groups and recommendations made by case audits were monitored to identify how practice is adapted to reflect any learning.The key learning themes from two completed audits are summarised below:
AUDIT ACTIVITY | THEMES IDENTIFIED |
Child S | Decision-making and levels of accountability: Chronologies help to provide a whole picture of what is going on within cases and can be a good predictor of future harm. Where a child has been placed on the CPR more than once, a multi-agency chronology should be completed by the Core Group, which may prevent issues from being looked at in isolation and limit the risk of professional over-optimism. There needs to be improved communication within agencies with regards to escalating concerns to appropriate management within their organisations and with partners. The Core Group guidance needs to be amended to include the need for legal services to sit in on Tier 2 meetings to provide a legal view on thresholds. Engagement: The voice of the child, alongside their lived experience must remain at the centre of professional activity and decision-making and direct work must be undertaken to ensure that this known. Conference and Core Group meetings must ensure that children and young people’s wishes and feelings are discussed as a distinct agenda item within all meetings. |
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Assessment and Planning: Disguised compliance to be considered in all Case Conference and Core Groups as being a potential factor in why a Part 6 Care and Support Plan is not progressing and the Conference Chair should discuss this as an option during meetings. Core Groups must be given priority by all agencies, and Conference reports must detail when they have taken place and the Conference Chair must question if this information is missing. Single agency and Safeguarding Board multi-agency audits on CPR cases should monitor that Core Groups are being held as per procedures and if not, that this is being highlighted by the Team Manager, Conference Chair and / or though the triggering of the CTM Safeguarding Board Escalation Process for raising concerns about the effectiveness of multi-agency practice. Professionals need to have a clear and shared understanding of what neglect looks like. Where a child has been placed on the CPR for neglect and the Core Group cannot agree on what ‘good enough’ looks like, the assessment tools that are available to assist with this should be completed as soon as possible Recording: The quality of documentation completed on children on the CPR needs to be sufficiently detailed, accurate and to be completed on time. Professional disagreements need to be recorded on a child’s records and in meeting minutes, so that there is more emphasis on reporting concerns and challenging partner decisions if little action has been taken, with an audit trail to support that action was taken. Case responsible professionals need to take ownership for seeking feedback from Children’s Services in respect of the C1’s they have submitted. When different decisions on the threshold for action for siblings is being taken, the rationale for this needs to be recorded on their respective files. Workforce development: Children subjected to a second+ period of registration must be identified in supervision by their worker (including Conference Chairs), and receive enhanced attention by Supervisors, so that the professionals working with them receive all the support they require and timely decision-making that meets the child (xxx’x) well-being |
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needs is achieved. Supervisors need to ensure that the risk assessment and management tools that exist to help professionals in their work are encouraged and completed at the right time, especially when a case has become stuck and / or there are disagreements about threshold. | |
Adult L | • The use of Multi Agency Meetings should be more frequent and arranged promptly for complex clients. • Mental Health Services need to trust feedback from providers and react to concerns more promptly and comprehensively. • Care Plans and Support Plans need to work side by side. • Crisis Team need to be more understanding when arranging assessments, by taking into account transport issues for clients especially late at night. • Crisis Team need to feedback to Support Staff their reasons for no support provided in order to explain to the client. • The Adult Safeguarding Team needs a robust process for responding to repeated PPNs and escalating risk and need. • No identified need for transition to adult services from 16+ • It should not be assumed that CMHT input is not required because an individual is receiving support from a Supported Housing Provider. • Communication between the multiple agencies involved in this case must be addressed and a strategy introduced on communication, sharing information on care and treatment, also to include what to do in a crisis or at times of concern. • Clarity needed around the disclosure of concerns when an individual discloses ‘at risk’ behaviors, particularly when safeguarding issues arise. • The importance of case recordings and that a focus is given to the outcome achieved. • The amount of PPNs should have triggered a process to raise as a significant concern. • There is a general assumption that once health take primacy then there is no need for a PPN as this would be duplication. |
Adult Practice Reviews and Child Practice Reviews
The Board is required to carry out a Child or an Adult Practice Review in circumstances of a significant incident where abuse or neglect of a child or an adult at risk is known or suspected. The Board did not publish a Child Practice Review in 2020/21.
The Board published 1 Adult Practice Review during the year and this is available on the Board’s website APR CTMSB1/2019.
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The learning themes coming out of this review were as follows:
1. Ensuring the most appropriate use of legislation for adults requiring inpatient care When applying a legal framework for an inpatient, best practice would include discussions with all relevant parties involved in their care and treatment. Staff need to have a clear understanding on how and who makes referrals.Timely referrals to advocacy services should be made where patients lack capacity.
2. The patient pathway between older persons mental health wards
Where there are concerns over the appropriate placement for any patient these should be escalated through the Care and Treatment Plan review process. Where specialist placements are required, there are established processes for accessing these through the Health Board and Local authority funding panels. Applications will be based upon a current needs assessment.
3. The reporting and recording of safeguarding incidences
In environments where there are a high number of incidents between vulnerable adults there is the danger that a culture of professional tolerance develops, resulting in high staff thresholds for challenging behaviour and an under reporting of serious incidents.
4. The role of the multi-disciplinary team
A wide range of evidenced based interventions should be available to all patients on older person’s mental health wards. As well as the individual benefits this provides, this will also ensure a balanced multi-professional approach to minimising potentially restrictive practices.
Partner agencies were able to respond to the outcome of this review as follows:
Merthyr Tydfil CBC has considered the learning, referral pathways are in place and working well and there is a commitment to fulfilling the role as part of a multi-disciplinary team in relation to adult mental health.
All Learning is incorporated into WAST safeguarding training, policies and procedures as appropriate. There has not been any learning/required actions specific to WAST staff, however identified generic themes are disseminated throughout the Trust.
Xxxxxxx Xxxxx Taf CBC disseminated the report to all managers and teams. Training has been delivered on Mental Capacity/Best Interests Decision-Making & applications to the Court of Protection. Training has also been delivered on the use of the Mental Health Act and the interface with the Mental Capacity Act. Further guidance has been produced for staff on identifying cases where application to the Court is necessary, including use of IMCA and other professional advocates in this process. A greater awareness of social work staff and managers in the need for Court proceedings is evident from notifications to the XxXX Team of relevant cases and the increasing number of cases referred to the Court.
RCT Education and Inclusion Services, deal with Child safeguarding issues for the majority and therefore some of the recommendations from this review did not align.
However, Adult Practice Review CTMSB1/2019 highlighted in Recommendation 1 and 4 the importance of staff being aware of their roles and legislation and the consideration of
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when practitioners should report to safeguarding and when they should report to police. These areas are routinely covered in training sessions with schools and school staff are required to undertake Level 1 training refreshers annually.
7.Information Training and Learning
The Board is required to review the training needs of practitioners in the area and ensure that there is a co-ordinated approach to safeguarding training, taking into account themes and learning arising from the delivery of the Board's functions. This work is monitored by the Board’s Training and Learning Sub Group.
The majority of the multi-agency safeguarding training is planned, delivered and co- ordinated by the local authority-based Training Departments.The delivery of training in 2020/2021 was impacted by the pandemic and agencies had to quickly move towards virtual approaches. Despite this, the Cwm Taf Training Department delivered 128 safeguarding training courses to 993 people from a range of agencies. The majority of these people were employed by the local authorities but agencies represented also includes health, nurseries, police, housing providers and voluntary organisations.
At the start of the pandemic, the inability for Bridgend Training Department to deliver face- to-face training either in-house or commissioned led to cancellations and postponements of planned events, and interrupted momentum in the delivery of some regional training priorities. Reduced venue availability and social distancing requirements restricted numbers at in person events by 50% on average throughout the year. Covid-19 accelerated growth in the use of digital and virtual learning programmes and Bridgend has seen an increased take up in e-learning, and has significantly expanded safeguarding e-learning available on its website. In Bridgend, 55 courses were delivered to 863 people from a range of agencies, these include staff, xxxxxx carers and volunteers. This data also includes schools safeguarding training.
National Training Framework on Violence Against Women, Domestic Abuse and Sexual Violence (VAWDASV)
Since implementation, 12,231 staff members from Rhondda Cynon Taf County Borough Council, Bridgend County Borough Council and Merthyr Tydfil County Borough Council have completed Group 1 training. Figures are not available locally for the Cwm Taf Morgannwg UHB, Welsh Ambulance Service Trust or the South Wales Fire and Rescue Service as they report directly to Welsh Government.
The table below outlines Cwm Taf’ Morgannwg progress in 2020-2021:
Group | Numbers completed |
1 | 1735 (LA data only) |
2 | 154 |
3 | 0 (no group 3 trainers) |
4 | 12 |
5 | 5 |
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In addition, the Health Board incorporates the Ask and Act training package into their Safeguarding People training, which allows them to illustrate the impact of domestic abuse on children and their families, and how this abuse can manifest in adulthood and beyond.
Multi Agency Practitioner Events (MAPF)
A MAPF on Radicalisation took place in November 2020. This event included a
presentation on Radicalisation, Extremism and the ‘Prevent’ programme and on the findings from a CTMSB Review of a case where a young person from the region was convicted of terrorism offences.
Welsh Government Training Grant
The Board receives an annual grant from the Welsh Government to support additional safeguarding training activities. This year the grant enabled us to support the following:
▪ The delivery of Stress, Trauma and Resilience training to members of staff from a variety of agencies.
▪ ASSIST Suicide Prevention training to 48 members of staff across all partner agencies.
▪ A Wellbeing workshop, held during Safeguarding Week 2020, where 27 staff were in attendance.
▪ CSE awareness raising session to 30 practitioners
▪ On-Line Abuse and CSE training to 30 participants
The Welsh Ambulance Services safeguarding team developed appropriate training packages to suit both virtual and face to face delivery to meet safeguarding educational requirements during the Pandemic. This included required updates on Wales Procedures.
▪ 60% of WAST Training was delivered virtually and 40% face to face.
▪ 63% increase in demand to train staff in comparison to last year ( due to huge recruitment drive within the organisation)
▪ 95% compliance Safeguarding Children (2985/3141)
▪ 92% compliance for Safeguarding Adults( 2778/3035)
▪ 84% for VAWDASV group 1 (3430/4091)
▪ 1110 tot staff trained Group 2 Ask and Act
RCTCBC Education has focused this year on providing opportunities for staff across the central service area and schools to be able to access safeguarding training that may not have been available previously. This has included 4 training dates for Hafan Cymru ‘Disclosure of Abuse’ training and 6 training dates for Women’s Aid delivered VAWDASV Group 1 Training.
Since the Summer 2020, RCT Adult Services have adapted to be able to deliver virtual training and have continued to do so. Whilst it is difficult to measure the impact that training has on practice and outcomes for adults at risk, the RCT Adult Safeguarding Team receives the highest number of Safeguarding Reports across the 3 Local Authorities in the Region from a wide range of professionals and agencies, which suggests that there is a high level of awareness of adult Safeguarding across the public service landscape in RCT. There is an equally high level of XxXX applications, again suggesting that awareness of the requirements of the Mental Capacity Act is strong.
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Safeguarding Week 2020 took place in November 2020 and the Cwm Taf Morgannwg Safeguarding Board, along with all other Safeguarding Boards throughout Wales, took this opportunity to work with its partners to highlight safeguarding issues and promote safeguarding activities.
The Board and its partners focussed on positive mental wellbeing and preventing suicide, with the emphasis being on ‘Talking Saves Lives’ and the importance of people reaching out and talking whenever they may be struggling and feel that things are getting on top of them.
A programme of events and activities was developed for the public, young people and professionals. Some of the events which were included were:
▪ A presentation on the link between mental health and domestic abuse. 55 people attended.
▪ Prevention of Child Sexual Exploitation, which discussed real case studies, how multi- agency working, resilience building and intervention can reduce the risk of CSE, in high-risk cases. 37 people attended.
▪ Managing Mental Health in the Workplace, which gave a first-hand account of how difficult it can be from a supervisor’s perspective in managing a member of staff suffering from depression. 32 people attended.
▪ “Keeping the Peace and Falling to Pieces” was a presentation by former Metropolitan Police Commander, Xxxx Xxxxxxxxxx, who suffered a breakdown and who spoke about his experience. 61 people attended.
▪ A webinar By Dr Xxx Xxxxxx of Cardiff University on suicide prevention was recorded, circulated to the Board and its partners, uploaded to the Board’s website and promoted through social media.
Feedback from the above events was very positive. Some comments received include:
“Thank you very much for the event today….. it is vitally important we break any stigmas around mental health and events like this are steps to make that happen!”
“Thank you very much for sharing your experience and reflections with us. It is extremely important to break the stigma of mental health and sessions like these are very powerful and make a difference.”
“It's been a privilege listening to your experiences and positive to see that with the right support, things can get better and I think that will give a great deal of hope to many.”
The full activities programme can be viewed here.
During Safeguarding Week, Cwm Taf Morgannwg Mind launched ‘Project Speak’ – a three year project to tackle suicide prevention, including a range of training programmes, awareness raising campaigns and postvention support across the Cwm Taf Morgannwg region.
A section called ‘Talking Saves Lives’ was created on the Board’s website, with a prominent banner on the page highlighting this. This section contains information on a range of support services, apps, training and resources for adults, children and young people, professionals and parents and carers.
The visits to the CTMSB website from 11th until 21st November was 692 in comparison to the number of people who visited the site from 1st until 10th November, which was 277.
A radio advert with Heart Radio ran from 16th until 20th November, which directed listeners to the Board’s website. The estimated reach for this radio campaign was 176,000 listeners.
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Dissemination of Information
As part of developing a positive culture of learning, the Board has disseminated best practice and learning within the workforce via Multi-Agency Practitioner Forums (see above), information within the Board’s e-bulletin as well as updating the website with reports and learning outcomes from Adult/Child Practice Reviews and audits.
The Autumn bulletin was developed and circulated within the Board and its partners in September 2020 and included information on:
▪ The Board’s response to the Covid 19 pandemic
▪ The Board’s Annual Plan and Annual Report
▪ Wales Safeguarding Procedures
▪ Recently approved policies and procedures
▪ Learning from case reviews
▪ Campaigns
Social Media
Throughout the year, information on a range of safeguarding issues for both the public and professionals was shared on the Board’s Facebook page and its Twitter account which was launched in the Summer.
Social media was a key communications channel used to raise awareness of Safeguarding Week, to promote the messages on well-being, mental health and suicide prevention and sign-posting to support services.
The Board’s Facebook page reach was 37,055 and the Twitter account was 24,300.
Website
Information on a range of safeguarding issues was uploaded to the website throughout the year and in direct response to the pandemic, a specific section was created and called “Keeping Our Communities Safe During Covid-19”.
To make this as prominent as possible, a bright yellow banner was placed on the home page of the website taking people to this information, which was been broken down into ‘Public’ and ‘Professional’ sections. Please select this link to view these pages.
0.Xxx have we collaborated with others?
Working in partnership with other agencies is integral to the work of the Board. We do this in a number of ways, with individuals, agencies, partnerships and organisations both within and external to Cwm Taf Morgannwg.
Community Safety Partnerships
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The Board collaborated with the Community Safety Partnerships in relation to 4 ongoing Domestic Homicide Reviews during 2020/2021. Representatives from the Community Safety Partnerships sit on Safeguarding Board Sub Groups and joint work on Suicide Prevention and Domestic Abuse continues.
Wales Safeguarding Procedures Project Board
Representatives of the Board have continued to engage and participate in the Wales Safeguarding Procedures Project Board, led by Cardiff and the Vale Safeguarding Board. A theme has emerged with the implementation of Section 5: Safeguarding Allegations/ Concerns about Practitioners and Those in Positions of Trust (Professional Concerns). Discussions are ongoing, with a view to achieving consistency across Wales.
Welsh Government and the National Independent Safeguarding Board
The Business Managers from all 6 Regional Safeguarding Boards across Wales met with Welsh Government and the National Independent Safeguarding Board on a weekly basis for most of the year. Discussions focussed on the situation across Wales and the UK with regards the pandemic. Similar meetings were also held with Board Chairs.
NISB members attended all Board meetings during 2020/2021.
Other Regional Safeguarding Boards
The Board Chair and the Board Business Manager have continued regular contact with their counterparts across Wales to share good practice and resolve any common issues/barriers.
9.PARTICIPATION AND INVOLVING
Children, young people or adults who are affected by the exercise of the Safeguarding Board’s functions should be given the opportunity to participate in the work of the Board.
How have we achieved this?
Unfortunately, much of the Board’s engagement and participation work reduced during 2020-21 because of the pandemic. Where possible, information technology has been used
to maintain contact with people and develop new types of service delivery. The use of online platforms such as Teams, as well as the development of the phone-in systems has ensured that schools are more involved than ever in strategy discussions and conference meetings as the ability to remain at school but take a full and active part in meetings has increased
RCT's Youth Engagement and Participation Service, has continued to provide enriching opportunities and support services for young people across RCT. This has included a range of support on its social media platforms for children, young people, parents, and carers.
Mental Health and Wellbeing Officers based with the YEP Service, offer specific support and advice for young people struggling with their own mental health. Face-to-face youth work is provided on school sites, ensuring that young people have a familiar face to engage with for 1:1 sessions, and XXXX secured the funding for a School Based Counselling grant to provide dedicated support to young people with poor mental health and reluctant to return to school following Covid.
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For RCT Children Services, digital meeting room technological solutions have been sourced to enable the move to a position where hybrid meetings can be held with children and families. During a recent CIW Quality Assurance visit, there was an emphasis on exploring how well the local authority was ensuring people, carers and practitioners are having their voices heard, making informed choices, and maintaining control over their lives. The inspection concluded that the local authority had made clear its strategic and operational intent to support vulnerable young people, adults and carers throughout the COVID-19 pandemic, and maintained a line of sight on the changing COVID-19 landscape, resulting in clear plans and innovative practice/responses to address the challenges presented.
The WAST Patient Engagement and Community Involvement team have worked with children and older people in formulating a charter for both groups which provides our staff and volunteer workers with the expectations of these individuals who use our service. They have also worked closely with the deaf community, learning disability groups and currently with carers on how WAST can support them in accessing the service.
South Wales Police has relied heavily upon volunteers, Special Constabulary and communities to improve the engagement of communities. Virtual community meetings are ongoing and ways in which to report crime have been enhanced. Surveys within certain communities has also helped in understanding the needs of communities.
Bridgend College organised a number of activities in 2020 for students on safeguarding issues, including:
▪ Two workshops on self-harm, which aimed to make students aware of why people self- harm, how to stay safe and where to access support. Students were supported by staff to attend the workshops and feedback was very positive from both.
▪ Six workshops on mental health which were run by Mental Health UK and Xxxxx and which raised awareness on mental health and resilience and how to develop proactive strategies. Students enjoyed and benefitted from the workshops, with staff commenting that groups are more cohesive and supportive.
▪ A session was delivered by the Breck Foundation to staff at Bridgend College on raising awareness of the dangers of gaming and online grooming.
Bridgend Youth Council arranged for a workshop to be held in November 2020, followed by on-going drop-in sessions on the impact of loneliness and isolation on young people’s mental health. The Reach Out Workshop with Youth Cymru helped members of Bridgend Youth Council understand the impact that loneliness and isolation can have on their mental health, especially during the covid-19 pandemic and recurring lockdowns.The Youth Council members, aged between 11 and 25, were able to understand and recognise mental health triggers of loneliness and isolation and knew where to access support if needed. This led to regular online Chat and Chill Drop In’s so that the young people had a social outlet during lockdowns or holidays and felt connected and supported by Bridgend County Borough Council’s Participation Team.
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A Ladder of Participation has been developed in order to measure how well we are doing in engaging with our communities and service users. This will be embedded into the work of the Board in 2021/2022.
As shown in the diagram on the left, there are six rungs to the ladder, with each rung representing a different level of participation.
Public voice activity on every step of the ladder is valuable, although participation becomes more meaningful at the top of the ladder.
Starting at the bottom is fine – and in fact, to be expected – as long as the ambition is to keep moving up the ladder, reflecting on how much service users and the community are involved.
10. Contributions of Board Members
Each Safeguarding Board partner has a responsibility to ensure that the Board is operating effectively. There are clearly defined Terms of Reference as well as role profiles for Board members.
Merthyr Tydfil County Borough Council (MTCBC)
Merthyr Tydfil County Borough Council involvement and contribution to the Board comes from Children and Adult Services, Education, Housing and Public Protection. There is good representation on all meetings and sub groups of the Board.
Communications on safeguarding matters are shared with colleagues and schools and the Board website is promoted widely to enable increased participation. An annual Student Conference is held during Safeguarding/Anti-bullying Week with pupils to ensure increased understanding on matters such as County Lines, Racism, Bullying, Healthy Relationships etc. to enable learners to make more informed choices.
During the suspension of some Board activity due to Covid-19, MTCBC chaired Bronze Command ensuring safeguarding services across Merthyr remain co-ordinated.
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MTCBC also contributes to the work of the Board in the following ways:
▪ Chairing the Board’s Protocols & Procedures Group
▪ Leading and co-producing regional guidance
▪ Being Vice Chair for Adult MASH Quality Assurance & Performance
▪ Chairing a Child Practice Review
▪ Reviewer for an Adult Practice Review
▪ Panel member for a Domestic Homicide Review
▪ Supporting the development of the Suicide Review Group
MTCBC provides performance data and contributes to audit work as sub-group activity as required.
MTCBC contributes directly to updating and creating Adult, Children and Joint Safeguarding Board Policies. MTCBC also contributes to the facilitating of safeguarding training across Cwm Taf Morgannwg.
Bridgend County Borough Council (BCBC)
Children’s Social Care continues to provide professional representation, consistent attendance and active contribution at the Board and all Board Sub-Groups and Task Groups. During the pandemic period BCBC continued to attend those groups which report to the Safeguarding Board as well as the additional meetings held as a result of the pandemic. Attendance has not been compromised as virtual opportunities have arisen and enable communication and participation to continue.
BCBC are committed to safeguarding at a senior management level through active contribution in the Regional Safeguarding Board, with our Director of Children’s Social Care, Head of Children and Adults Social Care in attendance along with the Group Manager for Safeguarding who chairs the Child & Adult Practice Review Subgroup and has responsibility for BCBC’s Multi-agency safeguarding Hub (MASH).
This year, staff within the Educational Engagement Team (EET) made links with both regional and national Safeguarding in Education leads to work collaboratively on developing training, supporting with issues within safeguarding and education directorates and implementing/ reviewing local and national policies. This is then fed back into the CTMSB meetings as appropriate.
During the early part of the pandemic the BCBC Safeguarding Group Manager took responsibility for chairing the Bronze meetings.
BCBC Children’s Social Care actively contribute to safeguarding processes including:
o PRUDiC
o Child/Adult Practice Reviews
o Domestic Homicide Reviews
o Multi Agency Practitioner Forums
o Immediate Response Groups
o Suicide Review Group
o Case and Thematic Audits
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Rhondda Cynon Taf County Borough Council (RCTCBC)
RCTCBC endeavours to ensure appropriate representation, consistent attendance and active contribution at the Board and all Board Sub-Groups and Task Groups. During 2020/2021 we have tried to ensure that attendance at meetings has been minimally affected by staff absence and service pressures because of COVID 19.
There is a clear commitment to safeguarding at a senior management level through active contribution to the Regional Safeguarding Board, and our Director also chairs the Safeguarding Board. The Service Directors and Heads of Service also attend the Board and there is also representations on the Operational Committees.
During the early part of the pandemic, the RCT Service Director for Children chaired the Silver Command meetings and the Head of Service for Safeguarding chaired the Bronze meetings.
The Head of Service for Safeguarding Children chairs the CQAP subgroup and the Head of Service for the Youth Offending Service chairs the Engagement Participation and Communication Sub group. We also provide the vice-chair for PPG.
Children’s actively contributes to safeguarding processes including:
▪ PRUDiC
▪ Child/Adult Practice Reviews
▪ Domestic Homicide Reviews
▪ Multi Agency Practitioner Forums
▪ Immediate Response Groups
▪ Suicide Review Group
▪ Case and Thematic Audits
Education and Inclusion Services have been heavily involved in the work of the Board including the sub-groups throughout the last year.Board meetings have been consistently attended by the Education and Inclusion Services Director and her nominated deputy when she has been unable to attend. Information has been shared as and when necessary with full participations in discussions of Board agenda items.
The pandemic, and the challenge this placed on Education, did make it difficult at times for officers to attend all sub-group meetings but best endeavors were made. In September 2020, the education representatives across the Board sub-groups were reallocated to take into consideration changes within roles and to ensure good attendance. A deputy was also named for all groups to ensure consistency in approach if the initial representative was unable to attend.
RCT Adult Services participated and contributed to all Board meetings during the year and attended the Bronze and Silver meetings, providing data to demonstrate our on-going safeguarding arrangements. We have an excellent track record in attendance at meetings and make a significant and consistent contribution to the work of the Board, including the provision of Panel members, Reviewers and Chairs for Practice Reviews and MAPFs.
South Wales Police
South Wales Police (SWP) has been fully committed in the work of the Board for 2020/2021. The demands placed upon them due to the pandemic and the new force
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structure required them to restructure roles and responsibilities quickly to adapt to the new demands.
SWP representatives on sub groups, and Board meetings can be generalised as an active participation role and support has been given to workstream leads through the completion of actions, reports, development of policy, and sharing of data to enhance the work around safeguarding practices of the board.
With regards attendance at the Board meetings this is reinforced from a senior management position and the data around attendance is reviewed regularly. Performance around police attendance for 2020-21 being what can be described as frequent; and any incidents of non-attendance by the SWP representative (or a deputy) is by exception due to operational necessity reasons, but updates are provided.
SWP made several contributions to Safeguarding Week for 2020, focused on learning for professionals in managing mental health issues to further promote learning in this subject area.
In addition given the new geographical area SWP has adopted to cover the Cwm Taf Morgannwg area a process of sharing best practice between MASH’s has been undertaken and significant improvements have been made in several area of business through this learning processes, PPN demand and risk assessment is one such example increasing professionalism and risk management in domestic abuse.
Welsh Ambulance Services NHS Trust
The Welsh Ambulance Services NHS Trust (WAST) achieves the safeguarding objectives of each Regional Safeguarding Board by effectively working together to ensure good outcomes for people who have contact with their service within the Board Region. This has included engagement with Child and Adult practice reviews, Domestic Homicide Reviews and all Safeguarding strategy meetings associated with the protection of individuals and their families within the Safeguarding Board Region. Providing information for Immediate Resource Group meetings, PRUDiCs and members of board sub groups.
The COVID 19 period has resulted in national recognition of increased vulnerability for Children and Adults at Risk of Abuse. The pandemic has impacted the safeguarding team within WAST in all activities. Particularly responsibility in working with partner agencies and ensuring that staff were appropriately trained to fulfil their safeguarding responsibilities.
XXXX has continued to uphold the strategic requirements placed upon the organisation despite many of the safeguarding team being re-deployed to support operational and IPC demands during the initial COVID response.
WAST analysis of this impact clearly demonstrates a significant increase in safeguarding activity within our organisation. This is illustrated in an increase of almost 50% in concerns identified and reported to Local Authority by WAST staff. Their safeguarding responsibilities have been supported by the recently embedded digital reporting system (Doc works). This system will enable them to provide regionally specific safeguarding data monthly as well as annually to the Safeguarding Board in 2022.
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Cwm Taf Morgannwg University Health Board
Health representation has been present at all of the partnership groups and have participated in the work of the Board. During the pandemic health worked closely with their strategic partners in preventing and protecting the community. The Bronze, Silver and Gold command meetings provided an excellent platform for partners to share learning and practice. In addition, to quickly devise plans to safeguard both children and adults at risk.
Health colleagues have taken on the role of panel members/reviewers for APR, CPR & DHR. The early learning identified at these reviews has been disseminated across agencies.
11. Managing our Resources
The Cwm Taf Morgannwg Safeguarding Board uses the national funding formula to assess and identify annual financial contributions from statutory partner agencies.
This is calculated as follows:
Agency | % Split | % Split |
Rhondda-Cynon-Taf CBC | 60% | 55% |
Bridgend CBC | 32% | |
Merthyr Tydfil CBC | 13% | |
Cwm Taf Morgannwg UHB | 25% | |
South Wales Police | 10% | |
Probation Service | 5% | |
Totals | 100% |
In 2020/2021 expenditure was as follows:
Staff | £228,928 |
Premises | £7,330 |
Other | £8,961 |
Training costs are not included as this sits outside the Board budget.
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12. Other Board Activities
Adult Protection and Support Orders (APSOs)
The statutory guidance issued under the Social Services and Wellbeing (Wales) Act 2014 sets out the arrangements for these civil orders to be used by a local authority to enable an authorised officer to speak in private with a person suspected of being an adult at risk.
The Board has ensured that there are 4 authorised officers in Cwm Taf Morgannwg who are appropriately trained and that a regional process has been put in place.
No orders were sought in Cwm Taf Morgannwg during 2020/2021.
Guidance and Advice received from the Welsh Ministers and/or the National Board
This year, as a response to the COVID-19 pandemic, the Board has maintained stronger connections and worked very closely with Welsh Government and National Independent Safeguarding Board colleagues.This has involved responding quickly to guidance received from the Welsh Government and ensuring that this has been distributed and published promptly.
Throughout 2020/2021, the Board received regular updates from the designated link member of the NISB, which continues to be a standing agenda item at every Board meeting.
Section 137 requests for information
Section 137(1) of the Act provides a Safeguarding Board with the power to request specified information from a qualifying person or body provided that the purpose of the request is to enable or assist the Board to perform its functions under the Act.
In 2020/21 the Board did not use its Section 137 powers to access information.
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Are You Concerned About Someone?
If you suspect that a child or young person is being harmed or is at risk of being harmed then you have a duty to report it immediately. All calls concerning worries about children are treated seriously. Contact your local Safeguarding Team on the numbers provided below:
In Rhondda Cynon Taf: 01443 425006
In Merthyr Tydfil: 01685 725000
In Bridgend: 01656 642320
Opening Hours:
Monday - Thursday 8.30am - 5.00pm Friday - 8.30am - 4.30pm
If you suspect that an adult is being harmed or is at risk of being harmed then you have a duty to report it immediately. All calls concerning worries about vulnerable adults at risk are treated seriously. Contact your local Safeguarding Team on the numbers provided below:
In Rhondda Cynon Taf: 01443 425003
In Merthyr Tydfil: 01685 725000
In Bridgend: 01656 642477
Opening Hours:
Monday - Thursday 8.30am - 5.00pm Friday - 8.30am - 4.30pm
To contact Children or Adults Services outside office hours, at weekends and bank holidays, call:
Cwm Taf Morgannwg Emergency Duty Team on 01443 743665.
If you suspect that a child, young person or an adult is
at immediate risk of harm call 999 and speak to the Police.
If you would like to report a non-urgent incident, or have a problem or general query, you can call 101, the 24 hour non-emergency number for the police. Use 101 when the incident is less urgent than 999.
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APPENDIX 1 - BOARD MEMBERSHIP
NAME | TITLE | AGENCY |
Xxxx Xxx (Chair) | Director of Community and Children’s Services | Rhondda Cynon Taf County Borough Council |
Xxxx Xxxxxx-Xxxxx (Vice Chair) | Chief Officer, Social Services | Merthyr Tydfil County Borough Council |
Xxxxxx Xxxxxxxx (Vice Chair) | Director of Social Services and Wellbeing | Bridgend County Borough Council |
Xxxxxx Xxxxx | Head of Public Protection | Rhondda Cynon Taf County Borough Council |
Xxxxxx Xxxxx | Adult Safeguarding Service Manager | Xxxxxxx Xxxxx Taf County Borough Council |
Xxxx Xxxxxx | Service Director, Adult Services | Rhondda Cynon Taf County Borough Council |
Xxxxx Xxxxx | Head of Safeguarding and Support (Children) | Rhondda Cynon Taf County Borough Council |
Xxxxxx Xxxxxx | Director of Education and Lifelong Learning | Rhondda Cynon Taf County Borough Council |
Xxxxxxx Xxxxx | Service Director, Children Services | Rhondda Cynon Taf County Borough Council |
Xxxx Xxxxx | Xxxx of Legal - Community Care and Children | Rhondda Cynon Taf County Borough Council |
Xxx Xxxx | Safeguarding Principal Manager | Merthyr Tydfil County Borough Council |
Xxxx Xxxx | Chief Officer, Community Regeneration | Merthyr Tydfil County Borough Council |
Xxxxx Xxxxxx | Chief Officer, Education | Merthyr Tydfil County Borough Council |
Xxxxx Xxxxxxxx | Head of Children Services | Merthyr Tydfil County Borough Council |
Xxxxxx Xxxxxxx | Head of Adult Services | Merthyr Tydfil County Borough Council |
34
Xxxxx Xxxxxxx | Head of Legal and Governance | Merthyr Tydfil County Borough Council |
Xxxxxxxxxx Xxxxxx | Head of Adult Social Care | Bridgend County Borough Council |
Xxxxx Xxxxxx | Head of Children’s Social Care | Bridgend County Borough Council |
Xxxxxx Xxxxxxx | Head of Education and Family Services | Bridgend County Borough Council |
Xxxx Xxx | Director of Nursing, Midwifery & Patient Services | Cwm Taf Morgannwg University Health Board |
Xxxxxx Xxxx | Assistant Director for Quality and Safety | Cwm Taf Morgannwg University Health Board |
Xxxxx Xxxxxx | Superintendent | South Wales Police |
Xxx Xxxxxx/Xxxx Xxxx | Independent Protecting Vulnerable Person Manager | South Wales Police |
Xxxxxx Xxxxx | Assistant Chief Officer | National Probation Service |
Xxxxxx Xxxxxxxx | Chief Officer | Voluntary Action Merthyr Tydfil |
Xxxxx Xxxxx | Third Sector Representative, Merthyr Tydfil | Voluntary Action Merthyr Tydfil |
Xxxxxx Xxxxx | Head of Service | Cwm Taf Youth Offending Service |
Xxxxxxxx Xxxxxx | Designated Nurse | Public Health Wales |
Xxx Xxxxxx | NISB Representative | National Independent Safeguarding Board |
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35
APPENDIX 2 BOARD ORGANISATION CHART
CWM TAF MORGANNWG
SAFEGUARDING BOARD
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Suicide SSHP
Strategic Group
Joint Operational
Committee (JOC)
Bridgend
MASH
Joint Review Sub Group (JRG)
Cwm Taf MASH Operational Committee (MOP)
Suicide Review
Group
Training and Learning Sub Group (TALG)
Protocols and Procedures Sub Group (PPG)
Cwm Taf MASH Quality Assurance Sub Group (MAQA)
Adult Quality
Assurance Sub
Children Quality
Assurance Sub
Cwm Taf Multi
Agency CSE Sub
Bridgend CSE
Task Group
Monitoring
Group
Cwm Taf MARAC
Quality
Assurance Sub
Group (AQAP)
Group (CQAP)
Group (MACSE)
Group 36
Glossary of Terms
Adult Practice Review
The Regional Safeguarding Board must commission an Adult Practice Review in cases where an adult at risk has died, sustained potentially life threatening injury or sustained serious and permanent impairment of health.
Child Practice Review
The Regional Safeguarding Board must commission a Child Practice Review in cases where a child has died, sustained potentially life threatening injury or sustained serious and permanent impairment of health.
Child Sexual Exploitation
Child sexual exploitation (CSE) is a type of sexual abuse. Children in exploitative situations and relationships receive something such as gifts, money or affection as a result of performing sexual activities or others performing sexual activities on them.
Children Looked After
A child is looked after by a local authority if a court has granted a care order to place a child in care, or a council’s children’s services department has cared for the child for more than 24 hours.
Community Safety Partnership
Statutory partnership to develop and implement strategies to tackle crime and disorder including anti-social and other behaviour adversely affecting the local environment.
County Lines
County Lines is where illegal drugs are transported from one area to another, often across police and local authority boundaries (although not exclusively), usually by children or vulnerable people who are coerced into it by gangs.
Domestic Homicide Review
A Domestic Homicide Review (DHR) is a locally conducted multi-agency review of the circumstances in which the death of a person aged 16 or over has, or appears to have,
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resulted from violence, abuse or neglect by:a person to whom he or she was related, or with whom he or she was or had been in an intimate personal relationship; or,a member of the same household as himself or herself.
Female Genital Mutilation
Female genital mutilation (FGM) is a procedure where the female genitals are deliberately cut, injured or changed, but there's no medical reason for this to be done.
Immediate Response Groups
A group which is convened to provide a rapid, multi-agency response to managing the consequences of a critical incidents, such as the unexpected death of an adult and is lead by the Police Superintendent (or a suitable deputy).
MARAC
A monthly risk management meeting where professionals share information on high risk cases of domestic violence and abuse and put in place a risk management plan.
Modern Slavery
The illegal exploitation of people for personal or commercial gain. It covers a wide range of abuse and exploitation including sexual exploitation, domestic servitude, forced labour, criminal exploitation and organ harvesting.
Monitoring Group
This group, in conjunction with the CTMSB’s Joint Review Group, will ensure that the CTMSB discharges its functions in relation to Adult and Child Practice Reviews as set out in the statutory guidance.
Multi-Agency Practitioner Forum (MAPF)
Multi-agency professional forums are a mechanism for producing organisational learning, improving the quality of work with families and strengthening the ability of services to keep children safe. They utilise case information, findings from child protection audits, inspections and reviews to develop and disseminate learning to improve local knowledge and practice and to inform the Board’s future audit and training priorities.
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PPE
Personal Protective Equipment
Public Protection Notice (PPN)
The forms have two main purposes. One is for police officers to make referrals to partner agencies when they have concerns about vulnerable people. The PPN is also used as a risk assessment tool for victims of domestic abuse and stalking and harassment (DASH).
Prevent
Prevent is about safeguarding and supporting those vulnerable to radicalisation
PRUDiC
This procedure sets a minimum standard for a response to unexpected deaths in infancy and childhood. It describes the process of communication, collaborative action and information sharing following the unexpected death of a child.
Public Service Board
Improves the economic, social, environmental and cultural well-being in its area by strengthening joint working across all public services in Wales xxx.xxxxxxxxx.xxxxx
Quality Assurance and Performance Groups
Two separate groups for adults and children whose objectives are to monitor the
effectiveness of agencies’ practice within the processes of safeguarding and encourage high standards of practice by all those involved in safeguarding work, promoting agency and individual accountability through the monitoring and evaluation of performance.
Social Services and Wellbeing (Wales) Act 2014
The Social Services and Well-being (Wales) Act is the law for improving the well-being of people who need care and support, and carers who need support.
Strategy Meeting
A meeting for social workers and other professionals to plan what they are going to do next about a case.
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Test, Trace, Protect
A government-funded service in Wales, first published on 13 May 2020 by the Welsh Government to track and help prevent the spread of COVID-19.
Violence Against Women, Domestic Abuse and Sexual Violence (VAWDASV)
The Violence against Women, Domestic Abuse & Sexual Violence (Wales) Act 2015 focusses on the prevention of these issues, the protection of victims and support for those affected by such issues.
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Agenda
Civic Centre, Castle Street, Merthyr Tydfil CF47 8AN
Main Tel: 00000 000000 xxx.xxxxxxx.xxx.xx
SCRUTINY COMMITTEE REPORT
Date Written | January 2022 |
Report Author | Xxxxxx Xxxxxxx |
Service Area | Adult Social Care |
Committee Date | 15th February 2022 |
To: Chair, Ladies and Gentlemen
Adult Services Advocacy Strategy
1.0 SUMMARY OF THE REPORT
1.1 The report outlines the progress made in respect of the development of an Advocacy strategy for Adults.
1.2 The report indicates the current position and next steps.
2.0 RECOMMENDATION that
2.1 Scrutiny consider the position and provide comment.
3.0 INTRODUCTION AND BACKGROUND
3.1 It is a requirement of the Social Services & Wellbeing Act (SS&WB Act) that people where necessary are supported by Advocacy services at various points in their contact with Social Services.
The Social Services and Well-Being (Wales) Act 2014 Advocacy Code of Practice (Pt.10) specifies the requirement for Local Authorities to:
a) ensure that access to advocacy services and support is available to enable individuals to engage and participate when local authorities are exercising statutory duties in relation to them; and
b) to arrange an independent professional advocate to facilitate the involvement of individuals in certain circumstances.
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3.2 One of the requirements of the SS&WB Act is that a person’s requirement for advocacy support is considered from the first point of contact with social services and where it has been identified that they require this support, arrangements are made to facilitate this.
3.3 Whilst there are several forms of advocacy the predominant areas are self-advocacy, informal and formal.
3.4 Advocacy can be provided on an informal basis through family member support through to specialist advocate services that are a requirement for those lacking capacity to make a decision around their care and support.
3.5 The majority of individuals are able to self-advocate and express their views and undertake decisions on their own lives.
3.6 The need to develop an Advocacy Strategy is included in the Recovery and Improvement Plan and Scrutiny has requested that they are provided with an update on the actions undertaken and the current position.
4.0 WHERE WE WERE
4.1 Adult Services had robust arrangements in place to support Advocacy for those individuals who lacked capacity to fully engage in the decision making process in respect of their care and support needs. The areas that this related to were in the main the Deprivation of Liberty, Mental Health Act decisions and actions and the Court of Protection.
4.2 Advocacy had also been commissioned to ensure the voice of the service users were included in the decision making process where service changes were being proposed such as the proposed changes to Day Services.
4.3 Informal Advocacy through the support of family members with the permission of the person is well established.
4.4 As part of the self-evaluation against the requirements of the SS&WB Act it was identified that improvements were required in the consideration of the need for advocacy at the first point of contact. This was confirmed during the inspection of Social Services by Care Inspectorate Wales undertaken in 2019.
5.0 WHERE WE ARE NOW
5.1 We have identified what is required to improve the offer of advocacy to Adults and have implemented the required actions however there are still areas that need to be progressed, though these have been delayed due to the pandemic.
5.2 These actions have included the appointment of a Senior Social Worker in the Adult Duty Team who has responsibility to enhance the practice of duty officers to consider advocacy as part of the initial proportionate assessment.
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5.3 We have adapted the assessment documents within WCCIS so that the consideration of advocacy is a mandatory section that cannot be by passed during the assessment. This will also improve the data we hold in terms of the level of advocacy provided.
5.4 A mapping exercise of existing advocacy services that operate within Merthyr Tydfil CBC boundaries has been undertaken. However, during this process, we noted that these services are often subject to change as they are often reliant on short term funding or have a narrow eligibility criteria.
5.5 An Adult Services Advocacy Strategy has been developed in partnership with Cwm Taf Morgannwg Advocacy Forum. It was hoped that this could have been co- produced with people who use advocacy services however this was impeded by the pandemic.
6.0 WHERE WE WANT TO BE
6.1 Whilst progress has been made we recognise that we need to continue to adapt our approach to advocacy in line with the changing needs of the people of Merthyr Tydfil.
• We recognise that we need to improve our data collection to enable us to commission appropriately.
• We recognise that we need to promote advocacy appropriately and work on perceptions of its efficacy.
• We recognise that we need to work co-productively with our service users and our advocacy provider on our approach to advocacy within Merthyr Tydfil.
7.0 WHAT WE NEED TO DO NEXT
7.1 Work regionally to expand the advocacy offer for our citizens reviewing and adopting best practice where appropriate.
7.2 Utilise enhanced data to ensure we are taking the correct approach to the commissioning of services including consideration of the increase in demand for advocacy for parents whose children are involved with social services.
7.3 Review provision of advocacy services and promote their use in Merthyr Tydfil as appropriate.
7.4 Develop and improve training on advocacy to ensure that the correct information on the benefits of engaging in advocacy are being shared with potential service users.
8.0 CONTRIBUTION TO WELLBEING OBJECTIVES
8.1 The provision of advocacy aligns to the Living Well objective in supporting people to have voice and control.
XXXX XXXXXX XXXXX
CHIEF OFFICER (SOCIAL SERVICES)
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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 | ||
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Agenda
Civic Centre, Castle Street, Merthyr Tydfil CF47 8AN
Main Tel: 00000 000000 xxx.xxxxxxx.xxx.xx
SCRUTINY COMMITTEE REPORT
Date Written | 11th January 2022 |
Report Author | Xxxx Xxxxxx-Xxxxx |
Service Area | Social Services |
Committee Date | 15th February 2022 |
To: Chair, Ladies and Gentlemen
Social Services Recovery, Transformation and Improvement Plan Update
1.0 SUMMARY OF THE REPORT
1.1 Scrutiny members have requested the Chief Officer of Social Services provide a position statement on the Social Services Recovery, Transformation and Improvement Plan along with any details of issues/barriers experienced and how these have been overcome.
2.0 RECOMMENDATION
2.1 That the scrutiny committee discusses and comments on the issues set out in the report.
3.0 INTRODUCTION AND BACKGROUND
3.1 The Coronavirus (Covid-19) has had a devastating impact on many people’s lives in the past two years, and it’s had significant impact on Health and Social Care. The need to lockdown for periods of time, self-isolation and shielding have had a serious impact on well-being and quality of life in local communities. The focus for much of the work in the initial lockdowns was about ‘keeping people safe’ and dealing with safeguarding concerns. Some of the areas of transformation and improvement were delayed due to the need to refocus resources in other areas for a short period of time. Within the last year we have been able to consider the recovery, transformation and improvement of the service, and review the plans we had put in place.
3.2 Prior to the outbreak of Covid-19 Merthyr Tydfil was working with the ‘Improvement Board’ to consider areas of Transformation and Improvement. Social Services
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already had plans in place to look at future service delivery and were in the process of drawing up plans to take the service forward. Some areas we have been able to progress, but others had been delayed due to the pandemic, which as we have moved out of restrictions we have start to address. We are now focussing on recovery from the pandemic. We have been able to make positive progress in some areas with some projects being completed.
3.3 Since the initial lockdown in March 2020 we have continued to work hard to ensure that the public still receive a service when required. Merthyr Tydfil County Borough Council, along with partners from other public bodies and third and independent sectors, have continued to provide targeted front-line responses to the constantly changing situation that the Coronavirus pandemic has presented. We have worked within the guidance provided by Welsh Government and the Council has continued to deliver core services with a shared commitment to work in partnership. Where required we have worked in different ways to meet emerging and existing needs.
3.4 It is important to highlight that the virus did not alter Social Services duties to vulnerable children or adults. Safeguarding has remained a priority throughout. Managers and staff have worked closely together to ensure that we have discharged our duties to the public, whilst promoting both public and staff safety.
3.5 Services have had to adapt to changes in legislation in respect of restrictions eg social distancing and isolating when required. It is fair to say that the pandemic has put Social Care provision under strain in the past months. We are still not at full capacity pre covid levels for service delivery due to the restrictions still in place, but we continue to plan for future pressures and the changes that maybe required longer term as we recover from the pandemic and consider the growing needs of the public.
4.0 RECOVERY, TRANSFORMATION AND IMPROVEMENT PLAN
4.1 As outlined in previous scrutiny reports the Social Services element of the RTI plan is focussed on improving resilience. This has been the focus of the areas for development and improvement during 2021/22. It is broken down into three areas:
– Recovery;
– Resources and Service Improvement; and
– Resilience and Sustainability.
4.2 Covid-19 xxxx’t gone away and will continue to be part of our day-to-day work for some time, and we need to continue being mindful of this as we move forward. The vaccination programme has had huge success, and the majority of social care staff within Merthyr Tydfil have now been vaccinated three times. The guidance had altered regards the requirement to isolate if you had received the double vaccine, then this did have positive impact on the availability of workforce. However due to recent increases in COVID numbers new guidance suggested that if you had been in contact with a COVID positive case then the person should self-isolate until a negative PCR test was confirmed.
4.3 In relation to resilience in Social Services, overarching priorities will be to manage demand, performance and budget. We will continue to monitor and review Children
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Looked After figures as this has had a huge impact on the budget previously. We will also monitor and review the high demands on Adult Services eg. discharges from hospital and an increase in Learning Disability Placements breaking down. However we are conscious that we are seeing more complex cases since the initial lockdown due to people being isolated for a period of time. Also the Health Board have seen an increase in hospital admission, not necessarily COVID related but for other medical reasons, which impacts on the flow of patients and puts more pressure on social care to find appropriate placements and care packages in a timely manner.
5.0 WHERE WE WERE
5.1 Safeguarding has always remained a priority for Social Services. It is imperative that we protect the most vulnerable Adults and Children in our community.
5.2 Planning has been focussed on recovery and how we deal with extra demand in Social Care in the future. This will require a whole Council approach, and also working with partners. Regional Working has been re-established and clear priorities set for children and adult services boards. Close links have been made with the Health Board, with Director of Social Services being invited to the health Integrated local group (ILG) for Merthyr Tydfil and Cynon areas, and a Health Summit being held involving Chief Executives and Directors across all 3 Local Authorities. Clear regional goals and priorities were set, which link with local recovery plans.
5.3 The Hardship funding has continued this financial year and there has been regular dialogue with Welsh Government about market stability within the care home sector. Advice from Welsh Government is that the Hardship fund will continue until March 2022, but that funding will be tapered off from September 2021.
5.4 New guidance was issued in August 2021 around the expectations for future requirements to isolate if contact had been made with someone COVID positive. We started to see numbers of staff having to isolate reducing as a result of this, appreciating that within care homes this needed to be risk assessed depending on needs of the resident.
5.5 There were care homes in Merthyr Tydfil in red status, due to staff members testing positive or awaiting test results. If someone tests positive then they are routinely tested again via a PCR test as there have been some cases of false positive results. Twice weekly testing has continued across the service, including social work teams to continue to offer safe care and support to people when they need it.
5.6 Referrals across Adult’s and Children’s Services saw an increase with pre covid levels being seen. Adult Services are supporting individuals to be discharged from hospital in a timely manner with packages of support or being placed in a care home setting if required. Within Children’s Services the referrals being received are of a more complex nature although numbers are consistent with pre Covid levels.
5.7 Five of the projects listed within the RTI plan have been completed:
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o Increase the number of xxxxxx carers in Merthyr Tydfil and implement the Placement Commissioning Strategy Action Plan.
o Analyse and understand our children looked after cohort (CLA) and continue implementation of the CLA strategy and closer to home project.
o Implement the action plan for the Care Leavers Strategy including Pathway to Work.
o Work with partners in the council and the Third Sector to finalise revised transition arrangements.
o Develop Advocacy Services for adults.
5.8 Comprehensive closure reports were developed for these areas of improvement which demonstrated that the actions identified in the RTI plan were completed.
6.0 WHERE WE ARE NOW
6.1 In respect of the improvement plan the following table gives you an overview of the summary updates of each project line:
Project | Original deadline | New deadline | Reasons / Comments |
Review, reset or renew all service models across social services (LCJ) | March 2021 | March 2022 | Impact of Covid delayed progress. Additionally, the recovery from Covid could lead to changes in service delivery which will not be evident yet. There is regular dialogue with teams around future plans, and the recovery element of the plan. NB. This project also links to new ways of working linked to the corporate project around agile and digital working. Deadlines for this element will be aligned to the corporate deadlines. |
Review existing programmes for impact of pandemic and risk mitigation (LCJ) | March 2021 | March 2023 | We know we need to think about future working in social services and about where the demands are. There are high level complex cases that need to be resourced, but also lower level support cases where we need to ensure we align our prevention services to have the best impact for the people we work with. Review of governance across the Region (since Bridgend joined) has |
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led to new regional priorities. Regional priority areas identified for Children's Services over 3 years: Priority 1: Integrated approach to accommodation and care and support for those with complex needs. Priority 2: Integrated approach to promote emotional and physical resilience. Regional priority areas identified for Adult Services over 3 years: - Care Homes - Community Services Model review - Mental Health - Learning Disabilities - Carers | |||
Develop Advocacy Services (AE) | March 2021 | May 2021 | Project Completed. |
Continue to work with Housing colleagues to develop an additional extra care facility for adults (AE) | March 2025 | No change | In progress. Meetings continue with colleagues to develop this proposal. We know this is an area that will grow in the future. Funding was agreed at Council in recent months to consider this approach in future. An application for ICF funding has been submitted to undertake a feasibility study. The outcome is awaited. |
Launch the new service to support people with dementia in collaboration with Meaningful Care Matters (AE) | March 2021 | March 2022 | The Project had been severely hampered by Covid 19. The opening of Ty Enfys now enables the project to move to the next phase as the environment is now conducive to the full implementation of the Meaningful Care Model. Workshops are being undertaken |
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with the staff group and MCM and it is anticipated that Meaningful Care Matters will return to undertake an audit in February 22 to establish how effectively the model has been implemented to date. | |||
Increase the number of xxxxxx carers in Merthyr Tydfil and implement the Placement Commissioning Strategy Action Plan (TS) | March 2021 | No change | This project is complete. We will continue to strive to recruit more local carers but we have achieved all the actions in our plan. |
Analyse and understand our children looked after cohort (CLA) and continue implementation of the CLA strategy and closer to home project (TS) | March 2021 | No change | This project is complete. We understand the data around our CLA and work hard to achieve the goals we set for the closer to home project and the CLA strategy. |
Implement the action plan for the Care Leavers Strategy including Pathway to Work (TS) | March 2021 | No change | All actions have been completed so the project is complete. |
Work with partners in the council and the Third Sector to finalise revised transition arrangements (TS) | March 2021 | No change | All actions completed so the project is complete. |
Develop further support for carers (AE) | March 2022 | No change | In progress. The carers officer has been focussing on engaging with carers to establish the current position and inform further actions. This has included utilisation of social media and pop up sessions for carers. Based on the feedback from carers the current carers contracts have been revised to better reflect the needs of carers and are being tendered |
Develop a cultural change programme | March 2022 | Need to align | This project is linked to the corporate project around agile and |
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across Social Services that fits with the wider council transformation (LCJ) | timescales to corporate project - JB | digital working. Deadlines for this element will be aligned to the corporate deadlines. | |
Work with the Third Sector and social enterprise organisations to improve the range of community-based support available (AE) | March 2022 | No change | In progress. We meet regularly now with the CEO of VAMT to discuss these issues. There is also a piece of work underway with Lloyds bringing all partners together to consider support in this area. We have worked with the third sector around wellbeing support for people working or volunteering in the sector supported through the recovery grant |
Agree with partners how we need to commission accommodation services in the future that reflects the needs of the people living here (AE) | March 2023 | No change | In progress. There is regional work being undertaken in this area, we have commissioned Practice Solutions to undertake a feasibility study and to date they have undertaken individual meetings with all care home providers and completed a literature search of models of care. It is anticipated that a draft report will be available by March 22 |
Strengthen MTCBC’s contribution to, and benefits from, working within the Cwm Taf Morgannwg Regional Partnership (AE) | March 2023 | No change | In progress. Relationships within the partnership are much stronger than they have been. The Children & Adults groups and sub groups are progressing the priorities identified |
6.2 Each remaining project has a plan in place and is being progressed. It’s worth noting that for social services within our plan we have key improvement actions rather than major change projects. Many of which revert to business as usual so they don’t necessarily close as projects but are embedded into day to day service delivery.
6.3 The risks around the latest wave of the pandemic are being managed in terms of progress whilst ensuring service delivery continues. In terms of the overarching aim
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of Resilience in Social Services, a meeting is scheduled with members of the Improvement and Assurance Board to take stock and ensure progress, risks and concerns are shared and mitigated. Additionally, as part of the ongoing monitoring of the RTI Plan, the Management Team will review the remaining projects to ensure the actions and targets are on track.
6.4 In past months you will be aware that we have received significant grant funding to assist with recovery. There has been a set criteria for this and was to consider support to staff and providers (wellbeing), children services, and carers. A plan has been submitted to Welsh Government in line with the guidance. The grant has to be spent by 31st March 2022. The areas we are supporting include the following:
• Young carers.
• Parent advocacy (extending the service for a further six months).
• Development and scoping of support for carers to children with disabilities and unpaid carers.
• Wellbeing sessions for staff and team development across children and adult services to support staff resilience.
• Preventative services – therapies and packages of support to families.
• Family Group Conference.
• Additional Agency staff to support Covid recovery including Mental health social worker, support workers, Children Social workers and Community Occupational Therapist.
• Baby and you project – to add additional pre birth support to meet demand.
• Commissioning of parenting assessments.
• Develop digital stories to promote access to services and understanding of service provision.
• Third sector support.
• Review of fee cost analysis.
• PPE (regional service costs)
• Financial sustainability of the care sector (Residential care sector has been impacted upon and hardship fund diminishing though requirements remain.
• Additional and enhanced respite services.
• Service monitoring officer for six months.
• Children Services – residential costs.
6.5 The above is some of the pressure areas within the service and the financial support will assist the recovery within the next few months. Its also gives us the opportunity to give teams additional support.
6.6 The recovery grant has been welcomed and allows the service to be innovative and assist with current service delivery and adding some additional support. There are significant pressures within some service areas at present, for example, domiciliary care and this is an area that may require additional funding in future to consider contracted hours, the Real Living Wage and extra demand within the system.
7.0 WHERE WE WANT TO BE
7.1 We want to provide an excellent service to the public of Merthyr Tydfil.
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7.2 We wish to be resilient in future and ensure we are in a stable position financially to continue to provide the service that people need, when they need it. There are currently discussions ongoing about additional demands in the service and what issues may arise next year with changes required in some sectors e.g. Domiciliary care.
7.3 We wish to continue to improve our services and change and adapt when required. We need to learn from the past year and focus resources on recovery for social care.
7.4 Partnership working is important, so we need to build on the positive partnership working that has taken place over the past two years. There is new guidance from Welsh Government regards future regional funding and this will be on a five-year plan, which is a positive position.
8.0 WHAT WE NEED TO DO NEXT
8.1 We need to continue to address all aspects of the Recovery, Transformation and Improvement Plan. All areas of the plan are being addressed and need to continue on the improvement journey.
8.2 Continue to work with our partners across Cwm Taf Morgannwg. Clear priorities have been set for Children and Adult Services, which fit with our local plans. There are regular meetings with all agencies to consider existing pressures and plan for the future.
8.3 Ensure we continue to support staff in recovering from the pandemic. The recovery grant allows us to focus on staff wellbeing and development by providing funding and this is part of the criteria of the grant.
8.4 The posts that were identified within the capacity exercise and the RTI plan have all been successfully recruited to. We have also built in some additional temporary support through the recovery grant to assist service delivery. We need to consider whether any of his resource needs to continue longer term.
8.5 Early help and prevention is key to the service and we need to continue to promote this.
9.0 CONTRIBUTION TO WELLBEING OBJECTIVES
9.1 This report specifically links to the Living Well objective within the Council’s Corporate Wellbeing Plan: People are empowered to live independently within their communities, where they are safe and enjoy good physical and mental health.
9.2 Through the continued provision of services through the Pandemic we will also be able to demonstrate the team’s contribution to support progress against other wellbeing objectives set down by the Council in focus in the Corporate Wellbeing Plan. That is:
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• Best Start in 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.
XXXX XXXXXX XXXXX
STATUTORY DIRECTOR FOR SOCIAL SERVICES/CHIEF OFFICER
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 | ||
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Civic Centre, Castle Street, Merthyr Tydfil CF47 8AN
Main Tel: 00000 000000 xxx.xxxxxxx.xxx.xx
SCRUTINY REPORT
Date Written | 17th January 2022 |
Report Author | Scrutiny Section |
Committee Division | Scrutiny |
Exempt/Non Exempt | Non Exempt |
Committee Date | 15th February 2022 |
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.
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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. |
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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.
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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.
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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 | 21st April 2021 | Full Council 21th April 2021 | |
Does the report contain any issue that may impact the Council’s Constitution? | No | ||
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APPENDIX I
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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, |
As per the Audit Wales (AW) scrutiny forward work programmes should: provide a clear rationale for topic selection; be more outcome focussed; ensure that the method of scrutiny is best suited to the topic area and the outcome desired; align scrutiny programmes with the council’s performance management, self-evaluation and improvement arrangements.
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. | |
Deferred until | Service)/Xxxx Xxxxxx-Xxxxx | Committee will receive the service’s response to the first of the key questions | Recovery, | |
further notice | (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. |
As per the Audit Wales (AW) scrutiny forward work programmes should: provide a clear rationale for topic selection; be more outcome focussed; ensure that the method of scrutiny is best suited to the topic area and the outcome desired; align scrutiny programmes with the council’s performance management, self-evaluation and improvement arrangements.
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 Xxxx | 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 | |||
Deferred until 4th | Deputy Leader) | have been resolved; this can take up to 6-8 months after the financial year. | ||
12th | Jan 2022 (agreed in 12th October | The committee has requested an end of year report (2020/21) for consideration and challenge. The report should include any | ||
October | Scrutiny). | 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 Xxxx Xxxxxx | Recovery, | ||
of closure and | (Cabinet Member for | Transformation & | ||
support provided) | Social Services and Deputy | Improvement | ||
Leader) | Plan. |
As per the Audit Wales (AW) scrutiny forward work programmes should: provide a clear rationale for topic selection; be more outcome focussed; ensure that the method of scrutiny is best suited to the topic area and the outcome desired; align scrutiny programmes with the council’s performance management, self-evaluation and improvement arrangements.
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 Xxxx 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. | |
Update on | Xxxx Xxxxxx-Xxxxx (Chief | Information Report: As a result of challenge and discussions in 12th October | Recovery, | |
Staffing Capacity | Officer Social Services)/ | Social Services Scrutiny Committee, Members have requested an | Transformation & | |
(Children’s and | Xxxxx Xxxxxxxx (Head of | Information Report on staffing numbers throughout the Social Services | Improvement | |
Adult Services) | Children Service)/ Xxxxxx | during the pandemic (and currently) for both Adults and Children’s Services. | Plan. | |
Edevane (Head of Adult | This report should also include details on staff employed to cover issues | SSWBA. | ||
(requested by | Service) Cllr Xxxx Xxxxxx | during the pandemic and staff employed through Covid funding. | Focus on the | |
Members on 12th | (Cabinet Member for | Future. | ||
October Scrutiny) | Social Services and Deputy | |||
Leader) | ||||
Update on Budget | Xxxx Xxxxxx-Xxxxx (Chief | Scrutiny & Challenge: - A report is to be presented to Scrutiny providing an | Focus on the | |
Position | Officer Social | update on Social Services budget and areas of likely overspend and the | Future | |
Services)/Cllr Xxxx Xxxxxx | measures that have been put in place to help reduce any overspend within | |||
(Cabinet Member for | the department. This report should also give any details of issues/barriers | |||
23rd | Social Services and Deputy | experienced and how these have been overcome. | ||
November | Leader) | |||
2021 | Children Services | Xxxxx Xxxxxxxx (Head of | Scrutiny & Challenge: - The Head of Children Services will provide a position | Focus on the |
Strategies – | Children Service)/Xxxx | statement in respect of the Corporate Parenting Board and Children Looked | Future. | |
Corporate | Xxxxxx-Xxxxx (Chief Officer | after. The report is also to identify key areas for development and | SSWBA. | |
Parenting Board | Social Services)/Cllr Xxxx | improvement. | Recovery, | |
(also to cover | Xxxxxx (Cabinet Member | Transformation & | ||
CLA) | for Social Services and | Improvement | ||
Deputy Leader) | Plan. | |||
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 Xxxx Xxxxxx | projects. | SSWBA. | ||
(Cabinet Member for | Recovery, | |||
Social Services and Deputy | Transformation & | |||
Leader) | Improvement | |||
Plan. |
As per the Audit Wales (AW) scrutiny forward work programmes should: provide a clear rationale for topic selection; be more outcome focussed; ensure that the method of scrutiny is best suited to the topic area and the outcome desired; align scrutiny programmes with the council’s performance management, self-evaluation and improvement arrangements.
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)
Regional | Xxxx Xxxxxx-Xxxxx (Chief | Scrutiny & Challenge: - This report is to provide a regional annual position | Focus on the | |
Partnership | Officer Social | summary along with a current position update on this service within Merthyr | Future. | |
Business | Services)/Cllr Xxxx Xxxxxx | Tydfil | SSWBA. | |
(Cabinet Member for | Recovery, | |||
Social Services and Deputy | Transformation & | |||
Leader) | 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 KQ2 – | Children Services)/Xxxxxx | evaluation process supports Chief Officers and service teams to reflect on | Future. | |
Provision & | Edevane (Head of Adult | what they achieved and identify and set priorities for improvement. The | SSWBA. | |
Service Delivery | 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 & | ||
Deferred until | Services)/Cllr Xxxx Xxxxxx | outlining the findings of the process (along with relevant supporting | Improvement | |
4th January | further notice | (Cabinet Member for | evidence); and review the validity of the judgment ascribed. | Plan. |
2022 | Social Services and Deputy | |||
Leader) | ||||
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 Xxxx | 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 | |||
Deferred from | Deputy Leader) | have been resolved; this can take up to 6-8 months after the financial year. | ||
12th October | The committee has requested an end of year report | |||
2021. (Agreed by | (2020/21) for consideration and challenge. The report should include any | |||
members in 12th | details of issues/barriers experienced and how these have been overcome. | |||
October Scrutiny). | The report is also to identify key areas for development and improvement | |||
for 21/22. | ||||
Verbal Update | Xxxx Xxxxxx-Xxxxx (Chief | Verbal Update: | Focus on the | |
Officer Social | The Chair has requested a verbal update on the impact of Covid-19 on the | Future. | ||
Services)/Cllr Xxxx Xxxxxx | service at the beginning of each scrutiny meeting due to the current | SSWBA. | ||
(Cabinet Member for | increased positive cases of the Omicron variant. | Recovery, | ||
Social Services and Deputy | Transformation & | |||
Leader) | Improvement | |||
Plan. |
As per the Audit Wales (AW) scrutiny forward work programmes should: provide a clear rationale for topic selection; be more outcome focussed; ensure that the method of scrutiny is best suited to the topic area and the outcome desired; align scrutiny programmes with the council’s performance management, self-evaluation and improvement arrangements.
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)
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 Xxxx Xxxxxx (Cabinet Member for Social Services and Deputy Leader) | Xxxxxxxx & 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 Xxxx 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 (Chief Officer Social Services)/Cllr Xxxx 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 key projects. | Focus on the Future. SSWBA. Recovery, Transformation & Improvement Plan. | |
Verbal Update | Xxxx Xxxxxx-Xxxxx (Chief Officer Social Services)/Cllr Xxxx Xxxxxx (Cabinet Member for | Verbal Update: The Chair has requested a verbal update on the impact of Covid-19 on the service at the beginning of each scrutiny meeting due to the current increased positive cases of the Omicron variant. | Focus on the Future. SSWBA. Recovery, |
As per the Audit Wales (AW) scrutiny forward work programmes should: provide a clear rationale for topic selection; be more outcome focussed; ensure that the method of scrutiny is best suited to the topic area and the outcome desired; align scrutiny programmes with the council’s performance management, self-evaluation and improvement arrangements.
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)
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 Xxxx 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 Xxxx 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 Xxxx 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. | |||
As per the Audit Wales (AW) scrutiny forward work programmes should: provide a clear rationale for topic selection; be more outcome focussed; ensure that the method of scrutiny is best suited to the topic area and the outcome desired; align scrutiny programmes with the council’s performance management, self-evaluation and improvement arrangements.
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 Xxxx 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 Xxxx 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 Xxxx 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. | ||
As per the Audit Wales (AW) scrutiny forward work programmes should: provide a clear rationale for topic selection; be more outcome focussed; ensure that the method of scrutiny is best suited to the topic area and the outcome desired; align scrutiny programmes with the council’s performance management, self-evaluation and improvement arrangements.