Agenda
Hysbysiad o Gyfarfod
Fe'ch gwahoddir i gyfarfod
Cyd-bwyllgor Bwrdd Gwasanaethau Cyhoeddus Abertawe
Lleoliad: Ystafell Bwyllgor 6, Neuadd y Ddinas, Abertawe Dyddiad: Dydd Iau, 15 Awst 2019
Amser: 3.00 pm
Cadeirydd: Cynghorydd Xxx Xxxxxxx / Xxxxx Xxxxx
Os ydych am ddefnyddio Wi-Fi, rhowch wybod i ni 24 awr ymlaen llaw, gan nodi’ch rhif ffôn symudol a’ch cyfeiriad e-xxxx.
Agenda
Rhif y Dudalen.
Materion Rhagarweiniol:
1 Ymddiheuriadau am absenoldeb.
2 Datgeliadau o fuddiannau personol a rhagfarnol.
xxx.xxxxxxxx.xxx.xx/XxxxxxxXxxxxxxxxxxx
3 Cofnodion. 2 - 8
Cymeradwyo a llofnodi cofnodion y cyfarfod(ydd) blaenorol fel cofnod cywir.
Eitemau i'w Trafod/Penderfynu/Cymeradwyo:
4 Amlygu Adroddiadau ar Lifoedd Gwaith yr Amcan Lles. (gan gynnwys cofnod o risgiau)
• Y Blynyddoedd Cynnar - Bwrdd Iechyd Prifysgol Bae Abertawe;
• Byw'n Dda, Henediddio'n Dda - Xxxx Xxxx, Cyngor Abertawe;
• Gweithio gyda Natur - Xxxxxx Xxxxx, Cyfoeth Naturiol Cymru;
• Cymunedau Cryfach - Xxxxx Xxxxxx, Gwasanaeth Tân ac Achub Canolbarth a Gorllewin Cymru.
9 - 36
5 Camau Gweithredu'r Cydbwyllgor/Cofnod o Faterion 37 - 43
Cadeirydd
6 Cynllun Gwaith y Bwrdd Gwasanaethau Cyhoeddus ar gyfer y Dyfodol (Trafodaeth xxxxx)
• Cyllidebau wedi'u Cronni (Trafodaeth Xxxxx) - Xxxx Xxxx, Cyngor Abertawe
7 Cymru Ein Dyfodol - Cyfrannu at Adroddiad Cenedlaethau'r Dyfodol 2020.
Cadeirydd
8 Cynnal y Fforwm Partneriaeth - 8 Hydref 2019. (Llafar)
Cadeirydd
Cyfarfod nesaf: Xxxx Xxx, 17 Hydref 2019 ar 3.00 pm
Xxx Xxxxx
Pennaeth Gwasanaethau Democrataidd Dydd Iau, 8 Awst 2019
Cyswllt: Gwasanaethau Democrataidd - (01792) 636923
44 - 45
Swansea Public Services Board – Membership
Statutory Members (Joint Committee and Partnership Forum)
Vacancy - Swansea Bay University Health Board |
Councillor Xxx Xxxxxxx - Leader, Swansea Council |
Councillor Xxx Xxxxxxx - Mid & West Fire and Rescue Service |
Xxxxxx Xxxxx - Head of Operations South West Wales – Natural Resources Wales |
Xxxx Xxxxxxx - Chief Executive, Swansea Council |
Designated Representatives:
Xxxx Xxxxxx-Xxxxxxxxx - Director of Strategy – Swansea Bay University Health Board |
Xxxx Xxxx - Deputy Chief Executive, Swansea Council |
Xxxxx Xxxxx - Deputy Leader, Swansea Council |
Xxxxx Xxxxxx - Deputy Chief Fire Officer - Mid & West Wales Fire & Rescue Service |
Invited Participants (Joint Committee and Partnership Forum)
Xxxxx Xxxxxxx - Xxxxx Government |
Xxxxxx Xxxx - Chief Superintendent, South Wales Police |
Xxxxxx Xxxx - Swansea Council for Voluntary Service |
Xxxx Xxxxxxx - Police and Crime Commissioner |
Xxxx Xxxxx - Assistant Commissioner, South Wales Police and Crime Commissioners Office |
Xxxx Xxxx - Health & Housing |
Invited Participants (Partnership Forum)
Xxxx Xxxxx - Cabinet Member for Care, Health & Ageing Well, Swansea Council |
Xxxxxx Xxxxx - Cabinet Member for Homes & Energy, Swansea Council |
Xxx Xxxxxx - Cabinet Member for Education Improvement & Learning |
Xxxxxx Xxxx / Xxxxxx Xxxxxxx - Cabinet Members for Better Communities, Swansea Council |
Xxxxx Xxxxxxxx - Councillor, Swansea Council |
Xxxxxx Xxxxx - National Probation Service |
Xxxxxx Xxxxxx - Wales Community Rehabilitation Company |
Xxxxxx Xxxxxxxx - Executive Director of Public Health, Swansea Bay University Health Board |
Xxxxxx Xxxxx - Planning Group |
Vacancy - Swansea University |
Xxxx Xxxxxxxx / Xxxx Xxxxx - University of Wales Trinity Saint Xxxxx |
Xxxxx Xxxx - Xxxxx College Swansea (Director of HR) |
Xxxxx Xxxxxx - Xxxxx College Swansea (Head of Employer Development) |
Xxxxxxx Xxxxxxx - Job Centre Plus |
Xxxxx Xxxxx - Regional Business Forum |
Xxxxx Xxxxx - Swansea Economic Regeneration Partnership |
Xxxxxx XxXxxxxxx - Swansea Environmental Forum |
Xxxx Xxxxxxxx - Research Group |
Xxxxx Xxxxxx - Mid & West Wales Fire & Rescue Service |
To be confirmed - DVLA |
To be confirmed - Swansea Learning Partnership |
Present:
Minutes of the Swansea Public Services Board
Committee Room 3C - Guildhall, Swansea Thursday, 20 June 2019 at 3.00 pm
Xxxxxx Xxxxxx-Xxxxxx, Swansea Bay University Health Board Xxxxx Xxxxxxx, South Wales Police
Xxxx Xxxxx, Police & Crime Commissioners Office Xxxxxx Xxxx, Swansea Council for Voluntary Service Xxxxx Xxxxxxx, Xxxxx Government
Xxx Xxxxxxx, Mid & West Wales Fire & Rescue Service
Professor Xxxxxx Xxxxxx, Swansea Bay University Health Board Xxxx Xxxx, Swansea Council
Xxxxx Xxxxxx, Natural Resources Wales
Xxxxx Xxxxxx, Mid & West Wales Fire & Rescue Service
Also Present:
Xxxxxx Xxxxx, Swansea Council
Xxxxx Xxxxxx, Mid & West Wales Fire & Rescue Service (Observer) Xxxxxx Xxxxxx, Public Health Wales
Xxxxxxx Xxxx, Swansea Council Xxxx Xxxxxxxx, Swansea Council
Apologies for Absence
Xxxxxx Xxxxx, Natural Resources Wales
Xxxx Xxxxxx-Xxxxxxxxx, Swansea Bay University Health Board Xxxxxx Xxxx, South Wales Police
Xxx Xxxxxxx, Swansea Council
1 Welcome.
Xxxxxx Xxxxxx, outgoing Chair welcomed everyone to the meeting. He stated that he would be retiring at the end of June and highlighted all the good work undertaken by the PSB to date including Early Years, the joint working with Neath Port Talbot and progress on the Working with Nature Work Stream.
He clarified that subject to approval from the Public Services Board Scrutiny Performance Panel on 4 July 2019, the Core Group would be renamed as the “Swansea Public Services Board Joint Committee”, in accordance with the agreed Governance Review.
Minutes of the Swansea Public Services Board - Core Group (20.06.2019) Cont’d
2 Election of Chair for 2019/20.
Resolved that Councillor Xxx Xxxxxxx and in his absence Councillor Xxxxx Xxxxx be elected Chair for 2019-2020.
Councillor Xxxxx Xxxxx (Chair) presided
3 Election of Vice Chair for 2019/20.
Resolved that Xxxxx Xxxxxx be elected Vice Chair for 2019-2020.
4 Disclosures of Personal & Prejudicial Interest.
No interests were declared.
5 Minutes.
Agreed that the Minutes of the Swansea Public Services Board Core Group meeting held on 11 April 2019 be approved and signed as a correct record.
6 Membership Review. (Verbal)
Xxxx Xxxxxxxx, Sustainable Policy Officer explained that the Membership of the Swansea Public Services Board must be reviewed in line with the Partnership manual on an annual basis.
During the governance review it had been agreed that representatives from Housing be invited to participate. Membership from the DVLA was also discussed. Xxxx Xxxx confirmed that the Housing and Registered Social Landlords partnership had been approached and a representative would be invited to future meetings. It was also confirmed that the Probation Service were already listed as invited participants and would be contacted to update them on the review.
In addition, representatives from Swansea Environment Forum would be invited to participate in the relevant Work streams, i.e. Working with Nature.
7 Reports on Well-being Objective Work streams (Reports and Verbal)
Written updates were received for the following Work Streams:
• Working with Nature – Xxxxx Xxxxxx, Natural Resources Wales;
• Live Well, Age Well – Xxxx Xxxx, Swansea Council;
• Sharing for Swansea Cross Cutting Theme – Xxxx Xxxx, Swansea Council.
A verbal update was received for the following Work Stream:
• Early Years
Minutes of the Swansea Public Services Board - Core Group (20.06.2019) Cont’d
Xxxxxx Xxxxxx (Chair of Early Years Strategy Group) reported that Welsh Government had asked Swansea PSB and Neath Port Talbot PSB to be pathfinders in Early Years, Best Start in Life. This had resulted in a substantial amount of ongoing work in this area. Welsh Government would be providing each PSB with
£50,000 in order to develop this piece of work. Letters and funding should be received in the next week / fortnight.
• Strong Communities – Xxxxx Xxxxxx had met with Xxxxxx Xxxx to discuss the transfer of strategic lead responsibility to Mid & West Wales Fire & Rescue Service.
The group then discussed the frequency of reporting by each of the Work Streams. It was agreed that a light touch “highlight report” be provided by each of the Work Streams to all meetings of the Joint Committee with a more in-depth 6 monthly report. The development of an agreed template would be useful.
The group then discussed the annual “Walking in their shoes” initiative which was being held on 25 June 2019 at the Scout & Guide Headquarters, Bryn Road.
Agreed that:
1. An interim update report for each of the Work Streams be provided to the Chair and Vice Chair in advance of the next meeting;
2. Update from each of the Work Streams be included on all future agendas, (even if a written update had not been provided);
3. The cross cutting themes be included in each of the work stream updates and be led via an objective lead.
8 Public Services Board Annual Report 2018 / 2019. (Verbal)
Item not discussed.
9 Risk Tracker.
The Sustainable Policy Officer provided an update on the Risk / Issue Log. She explained that some of the issues would be finalised once the Governance Review had involved Scrutiny.
Leads had not been identified for all areas, so many risks could not be addressed. However she felt that this could be resolved in the next month in conjunction with finalising the governance review. Moving forward it would be useful for each objective leave to raise and address risk specific to their objective and for corporate risks to be assigned a lead and timescale for resolution.
A discussion then ensued about streamlining the process and reviewing the issue / risk register.
Agreed that Xxxxx Xxxxxx provide the Sustainable Policy Officer with a copy of the project management process used by Mid & West Wales Fire and Rescue Service for recording risks / actions.
Minutes of the Swansea Public Services Board - Core Group (20.06.2019) Cont’d
10 Safer Swansea Partnership.
Xxxx Xxxx, Swansea Council provided a highlight report on behalf of the Safer Swansea Partnership regarding on-going issues that had been identified in the High Street area of Swansea.
Concerns and issues had been identified through a joint-working scoping meeting between Swansea Council Community Safety and South Wales Police.
Intervention measures had already been put in place to address specific issues, but greater co-ordination was required and a sustained effort for a longer-term solution.
Agreed that:
1) The current interventions be co-ordinated through the Safer Swansea Partnership Steering Group by establishing a Critical Incident Task and Finish Group;
2) A county lines “problem solving” meeting be arranged in July to discuss issues with local residents and businesses;
3) Xxxxxx Xxxx identify 3rd Sector representatives to be involved.
11 Resources for PSB (Pooled Budgets). (Verbal)
Xxxxxx Xxxxxx, Swansea Bay University Health Board clarified that this item was more about the resources for administering the PSB, rather than pooled budgets.
He stated that the administration of the Swansea PSB fell directly on the Local Authority and would welcome a discussion about whether other partners could assist in order to make the PSB more effective.
Agreed that further discussions take place at the next meeting.
12 Joint Swansea & NPT PSB Activity. (Verbal)
Xxxxxx Xxxxxx, Swansea Bay University Health Board provided a verbal update on the joint work of Swansea & Neath Port Talbot PSB:
• Early Years – update already been provided in minute 7;
• Critical Incident Group - details of a joint report of the Critical Incident Group on Substance Misuse established by the two Public Services Boards of Neath Port Talbot and the City & County of Swansea had previously been reported to the PSB Partnership Group. The report identified the actions to bear down on drug-related deaths in the region and to tackle the scourge of County Lines;
• Suicide Self Harm - an update had been provided to the Partnership Group at its last meeting regarding “Swansea and Neath Port Talbot Suicide and Self- Harm Prevention – update report April 2019”.
Minutes of the Swansea Public Services Board - Core Group (20.06.2019) Cont’d
13 Human Rights City.
Xxxxx Xxxxxxx, Swansea University provided an update report on the current situation in relation to Human Rights City.
The Human Rights Steering Group had met on a number of occasions to discuss how to deliver the commitment to be recognised as a Human Rights City. As a result a “Statement of Intent” had been created for the PSB to agree as both a common commitment and an institutional commitment from each PSB member.
Agreed that:
1. The Statement of Intent be formally signed off by each of the 4 Statutory Partners;
2. The Statement of Intent be shared with each of the 4 Work Streams for incorporating into the Wellbeing Plan.
14 Physical Activity Alliance. (Presentation)
Xxxxxx Xxxxxx, Public Health Practitioner provided a presentation to the Group on Swansea Bay, Physical Activity Alliance.
She outlined the background:
• Collaborative developed in 2015
• In 2016, the “Promise to Move you More” Physical Activity (PA) Strategy was developed with 6 key principles – life improving, accessible, active travel, public open spaces harnessed, all sectors have a role in promoting PA
The strategy should impact on the ability for everyone to prioritise active choices everyday of their lives.
• 2018 – 4 sub groups: 0-4; Early Years
5-18 Young People
19-64 Working Age
65+ Older People
0-4 Early Years Sub-Group
• Improve physical literacy across all registered early years settings;
• Undertake a baseline audit across Neath Port Talbot and Swansea;
• Undertake developmental work with settings that are identified with poor strategies and poor physical literacy among the children;
• Evaluate the impact of the interventions and scale them up
Minutes of the Swansea Public Services Board - Core Group (20.06.2019) Cont’d
Other Sub-Groups
• 5-8 Led by Swansea University “Unstructured Play”;
• Working Age – Currently scoping out the action plan;
• Older People – reviewing the evidence around falls prevention and identify local community initiatives, eg Ospreys in the Community, Action for Elders, etc.
The work of the Alliance began before the inception of the PSB’s. It was timely for a review of the reporting process and governance. Therefore she was requesting that the work of the Alliance be incorporated within the respective PSB sub-group.
The Group felt that it may fit in the Age Well, Live Well Work Stream, however further discussions would need to take place to consider the Terms of Reference and how the governance can integrate into the PSB.
Agreed in principal that the work of the Physical Activity Alliance be incorporate within Swansea PSB subject to further discussions.
15 Healthy Cities. (Verbal)
Xxxx Xxxx, Swansea Council outlined that the items in minute 15, 16 and 17 were not identified as items in any of the 4 Work Streams, hence them being listed as individual items for discussion on today’s agenda.
Agreed that specific Work Streams be identified for each of the items in minutes 15- 17 and reported to the next meeting.
16 Swansea Well-being Centre. (Verbal)
See minute 15.
17 Public Services Hub. (Verbal)
See minute 15.
18 Our Future Wales.
The consultation entitled “Our Future Wales” would be ongoing until November 2019. Further information / actions would be forthcoming.
The letter was noted.
19 Any Other Business.
• Xxxxxx Xxxxxx-Xxxxxx highlighted a change in process being adopted by Cardiff PSB in relation to major events held in the City. Cardiff PSB would be co-ordinating the planning of major events. This was due to the large number of events requiring public sector services and it was hoped that this could be better co-ordinated via the PSB as they were the main statutory partners.
Minutes of the Swansea Public Services Board - Core Group (20.06.2019) Cont’d
The meeting ended at 4.36 pm
Chair
Workstream: Early Years- To Give Every Child the Best Start in Life | |
Project Lead: Xxxxxx Xxxxxxxx/Xxxxxx Xxxxxxxx/Xxxx Xxxxxxxx Date: 01/08/2019 | |
Project Overview | Links to other workstreams or partners |
Jig-so • Jig-so is a multi-agency and multi-disciplinary team involving health and local authority staff. The project aims to offer support to young or vulnerable parents at the earliest possible opportunity - in the first 1000 days of their children’s lives. • The team consist of 7 midwives, 4 nursery nurses, 3 early language workers and 5 parenting workers. All are colocated and work together as one team. Due to the multiagency nature of the team it is able to offer a greater level of support that other agencies are often unable to provide. Primary Care Child and Family Wellbeing Team ( GP Network) • The PCCFWT is funded by 3 out of 5 GP Cluster Networks in Swansea. It is a collaborative initiative funded by health and implemented by staff within Swansea Council’s Early Intervention Services. The project aims to improve family wellbeing and resilience through the offer of home based interventions for families with children from birth to the age of | Jigso • Excellent referral pathway from generic midwives thanks to the robust links with Jig-so midwives (very early identification of need). • Positive links with Action for Children enhanced by regular referral meetings. • Robust links with social services as a result of the team’s parenting officers, enabling us to meet the often complex needs of the most vulnerable families. Primary Care Child and Family Wellbeing Team ( GP Network) • Positive relationships with key health professionals in GP networks • Referral pathway’s established between other EIS Services and third sector providers • Robust links with Statutory Services ALN-Non Flying Start Training • Flying Start |
Agenda Item 4
Page 9
11 years, who present at their local GP with concerns regarding children’s behaviour and development. The team consist of 2 full time workers. ALN – Non Flying Start Training A suite of training has been identified and planned for delivery during Autumn 2019. The training will support Swansea’s Early Years Childcare settings (private and third sector childcare) to have a better understanding and provide due regard to the ALN Code. Training will support and enhance the childcare workforce to consider whether a child has, or may have ALN, prepare and maintain IDP’s and support the workforce to work collaboratively with parents, specialist provision and Local Authority. ALN Grant – 30 Hour Funded Childcare Offer The funding awarded through the ALN Grant is for childcare providers to enable access to childcare for 3 & 4 year olds and support each child’s individual needs. The funding can also be utilized to help upskill the workforce with training such as support for dealing with specific medical needs or more general training that is directly linked to the provision of care for a specific child. XXXX Xxxxxxxx XXXX Xxxxxxxx is the evidence based early years movement programme that we have developed and delivered alongside Xx Xxxxx Xxxxxxxxxx from the University of Wales Trinity St Xxxxx, the Wales Institute of Physical Literacy, Swansea Active Young People Team & The Family Resource Team | • Education • Health • Speech and Language SKIP Meithrin • Ageing Well Work stream – By helping develop children’s fundamental motor skills we are helping children to build a movement vocabulary that will serve them going forward and help them be the best that they can be in respect of physical activity. The aim is to develop a good base camp of movement skills to provide children with opportunities to engage well with physical activity over the course of their life. • University of Wales Trinity St Xxxxx (UWTSD) • Flying Start • Non maintained day nurseries • Active Young People Team • Family Resource Team |
Page 10
Project Outcomes/ Milestones | |
Jigso • Having been operational for 3 years, the project is considered established. An independent evaluation undertaken by Swansea University highlighted the benefit of the multi- agency team. • As a result of a very positively received recent conference Jig-so were asked to present at the Welsh Government Pathfinders meeting as Jig-so was highlighted as an example of good practice in supporting families in the early years. Primary Care Child and Family Wellbeing Team ( GP Network) • The project has been operations for 3 years and is considered established. An independent evaluation of the project by Swansea University highlighted the benefit of this collaborative project. • It is believed that this project is the first of its kind in the UK • The project has been successful in evidencing significant cost avoidance for the families engaged in and benefitting from its support. It has also evidenced significant re focusing / appointing of GP appointment time. • In May 2019 the project was shortlisted as a finalist in the Academi Wales Award for Improving Outcomes for People In Wales • The project has also been shortlisted for the NHS Wales |
Page 11
Award under the category of Improving Patient Wellbeing.
The winner will be announced on September 19th 2019.
ALN – Non Flying Start Training
Page 12
Within the first term of delivering the training we aim to provide 160 training places to the childcare workforce in Swansea.
Childcare Provision and Places
Places
Settings
Places
Settings
Places
Settings
Places Settings Places
Settings
0 000 000 000 800 1000 1200 1400 1600 1800
Series2 Series1
SKIP Meithrin
• 12 week intervention programme delivered in 11 early years settings across Swansea
• Development of 4 day SKIP practitioner and mentoring training programme delivered by UWTSD
Key Updates this period | Overview of key risks |
Highlights – Achievements / Outcomes Jigso • Swansea University have completed a year long study with very positive outcomes and highlighted the impact the project is having on families worked with. This study was based on both quantitative and qualitative research and funded by the Welsh School of Research grant. • Removal of age restriction prohibiting parents being referred if over 24 years of age, as it is felt the project is able to support the general population better in this way and offer intervention at an earlier stage. Primary Care Child and Family Wellbeing Team ( GP Network) In May 2019 the project was shortlisted as a finalist in the Academi Wales Award for Improving Outcomes for People In Wales • The project has also been shortlisted for the NHS Wales Award under the category of Improving Patient Wellbeing. The winner will be announced on September 19th 2019. Challenges/ Barriers Jigso • Area 1 - Continued project development • Area 2 – overcoming differences from both agencies policies and procedures. • Area 3 – developing the project in times of austerity. Primary Care Child and Family Wellbeing Team ( GP Network) Continued funding post March 2020 | Jigso 1. Risk 1 – funding reductions Impact – High Likelihood - V high 2. Risk 2 – structural changes within social services Impact – medium, Likelihood – High. 3. Risk 3 – project no longer funding health employees – impact - V high, Likelihood – medium Primary Care Child and Family Wellbeing Team ( GP Network) 1. Risk 1 – funding reductions Impact – High Likelihood - V high 2. Risk 2 – structural changes within social services Impact – medium, Likelihood – High. 3. Risk 3 – project no longer funding health employees – impact - V high, Likelihood - medium |
Page 13
SKIP Meithrin • Capacity to roll out 12 week programme to all early years settings is limited to staff time • Financial uncertainty around supporting training and resources | |
Priorities for next period | Stakeholders Involved & Communication undertaken |
Jigso • Continue to develop and expand Jig-so • look at opportunities to further evidence the impact of the project. Primary Care Child and Family Wellbeing Team ( GP Network) • To explore continuation of funding opportunities XXXX Xxxxxxxx • To improve the mentoring of the staff working with the children in settings | Jigso Health and Local authority Primary Care Child and Family Wellbeing Team (GP Network) GP Clusters, Health and Local Authority SKIP Meithrin Local Authority, UWTSD, Private Sector, Flying Start Settings |
Any Actions for PSB: (Please tick as appropriate) Note Action Decision • Action 1 Identify Lead for Early Years Strategy Steering Group after the retirement of Xxxxxx Xxxxxx • Action 2 Provide senior strategic support to PSB workforce to promote the Best Start campaign • Action 3 Discuss funding issues of health staff within Jig-so, explore the form of support PSB board can provide to enable the continuation of this project. • Action 4 Specialist training that supports the sector to understand, address and support children with ALN within provision. Action 5 Confidence that referrals into specialists support can withstand a possible increase of children being identified earlier with ALN. E.g. before the age of 3 years. | |
Page 14
Report Prepared by: Xxxxx Xxxxx, Xxxx Xxxxxx, Xxxxxx Xxxxx, Xxxx Xxxxxxx
Page 15
Project Title : | Well-being Objective Action Planning and implementation | Sponsor : | Xxxxxx Xxxxxxxx | |||
Project Manager: | Xxxxxx Xxxxx | Date Created: | Updated 05/08/2019 | Version Number: | 1 | |
ID | Subject | Risk/ Issue | Description | Proposed Action/ Mitigation | By When | RAG Status | Open/ Closed |
01 | Jigso | Risk | Funding reductions | Ongoing | Open | ||
02 | Jigso | Risk | Structural changes within social services | Ongoing | Open | ||
03 | Jigso | Risk | Project no longer funding health employees | Ongoing | Open |
Page 16
04 | Primary Care Child & Family Well being team (GP Network) | Risk | Funding reductions | Ongoing | Open | ||
05 | Primary Care Child & Family Well being team (GP Network) | Risk | Structural changes within social services | Ongoing | Open | ||
06 | Primary Care Child & Family Well being team (GP Network) | Risk | Project no longer funding health employees | Ongoing | Open |
Page 17
Workstream: Live Well Age Well | |
Project Lead: Xxxx Xxxxxxxx Date: 2nd August 2019 | |
Project Overview | Links to other workstreams or partners |
The Live Well Age Objective aims to make Swansea a great place to live well and age well where people are supported to be safe, healthy, independent and resilient in order for them to reach their full potential. To achieve this we need to develop approaches and services which support independence and resilience across communities, moving away from a service delivery model and changing the relationship between public and services. It is important we ask and understand what matters to individuals and what would help to build confident, healthy and resilient communities. | Representatives from the 3 other PSB objectives were invited to participate in the July workshop. There is a link to the Early Years Objective to ensure there is a seamless approach and pathway across the age ranges. Links have been made with the Stronger Communities objective to understand the similarities between the two objectives to avoid duplication. As we all reflect on the focus of the objectives going forward we need to make sure there are strong links and understanding between the objectives as they are congruent. |
Project Outcomes/ Milestones | |
• Revisit existing steps in Wellbeing Plan under this objective to establish what is business as usual and what actions would benefit from a collective partnership approach (April 19) • Mapping of existing work on Ageing Well into the Live Well Age Well objective to ensure nothing is lost (May – June19) • Partnership workshop held to reflect where we have come from and identify key areas of work going forward (July 2019) • Live Well Age Well Group to identify key priorities for 19/20 (September 2019) |
Page 18
• Partnerships lead identified to take action forward (October 2019) • Live Well Age Well Group to monitor progress (January 2020) • Annual Progress Report to include actions and outcomes complied (March 2020) | |
Key Updates this period | Overview of key risks |
Highlights – Achievements / Outcomes • Good partnership buy in around this objective • A huge amount of work around this area already underway • Expanded the knowledge base through existing involvement to wider partners Challenges/ Barriers/Risks 1. Not joining up all existing work to make sure the Live Well Age Well Objective adds value and not duplicates business as usual 2. Not having the right people are around the table to take action and deliver outcomes 3. How to expand the lens and age range of this objective | 1 3 2 1. Risk 1 2. Risk 2 3. Risk 3 |
Page 19
Priorities for next period | Stakeholders Involved & Communication undertaken |
• Priority 1 – Session to agree key priorities, ensuring the right people are included and that we capture existing work, not to duplicate. • Priority 2 – Ensuring a partnership approach is taken to identifying the key priorities and actions to be taken forward | Stakeholders involved include PSB Partners, wider partners outside the PSB, operational leads and citizens across the age range. Communication is ongoing through our forum work with citizens and through our Live Well Age Well partners |
Any Actions for PSB: (Please tick as appropriate) Note Action ✓ Decision • Action 1 - Can the PSB consider Culture Change & Involvement to be moved to a cross cutting theme across the 4 objectives? At the moment it just sits within the Live Well Age Well objective and it • Action 2 – Can the PSB explore what a ‘City for All’ , taking a rights based approach, would look like and the relationship and fit with specific initiatives such as Age Friendly Cities, Playful Cities, City of Sanctuary, Intercultural Cities, City of Culture, Human Rights City for example? At the workshop these featured strongly as potentially confusing and conflicting messages, for partners and for citizens. | |
Report Prepared by: | |
Page 20
Project Title : | Well-being Objective Action Planning and implementation | Sponsor : | Xxxx Xxxx | |||
Project Manager: | Xxxxxx Xxxxx | Date Created: | Updated 05/08/2019 | Version Number: | 1 | |
ID | Subject | Risk/ Issue | Description | Proposed Action/ Mitigation | By When | RAG Status | Open/ Closed |
01 | Objective Delivery | Risk | Not joining up all existing work to make sure the Live Well Age Well objective adds value and not duplicates business as usual | Identify the various work streams and develop a common theme to ensure synergy between objectives | Ongoing | Amber | Open |
02 | Resources | Risk | Not having the right people around the table to take action and deliver outcomes | Identify the key delivery people and ensure they have buy in to each of the objectives and understand their key result areas and deadlines. | Ongoing | Amber | Open |
03 |
Page 21
Page 23
Page 24
Page 25
Page 26
Page 27
Page 28
Page 29
Page 30
Page 31
Page 32
Page 33
Project Title : | Well-being Objective Action Planning and implementation | Sponsor : | Xxxxxx Xxxxx | |||
Project Manager: | Xxxxxx Xxxxx | Date Created: | Updated 05/08/2019 | Version Number: | 1 | |
ID | Subject | Risk/ Issue | Description | Proposed Action/ Mitigation | By When | RAG Status | Open/ Closed |
01 | Communicat ion | Risk | Lack of communication from the PSB wider membership to the Working with Nature group | Identification of objectives and a clear understanding and communication of how each wider partner can contribute to the work plan and outcomes. | Ongoing | Amber | Open |
02 | |||||||
03 |
Page 32
PSB Highlight Report | Workstream: Stronger Communities | |
Project Lead: | Xxxxx Xxxxxx / Xxxxx Xxxxxx | Date: 31/7/2019 |
Project Overview | Links to other workstreams or partners |
Following allocation of the workstream to a new statutory partner, a full review of the action plan is in progress. The review includes identifying actions that are now complete, those that are ongoing and new actions that need to be included. The review will identify what is ‘business as usual’ and should therefore not be included in the action plan. A number of meetings have been held between Xxxxx Xxxxxx, Xxxxx Xxxxxx and Xxxxxx Xxxx, a new strategic stakeholder group has been identified including partners from across PSB member organisations and other key partners who have a role in delivering actions within the workstream. The strategic stakeholder group has held one meeting with a follow up meeting planned for September. | The new strategic stakeholder group has been developed to ensure that it includes partners able to reflect the work of the RPB and in particular the current ‘Transformation’ programme which has links to a number of actions within the workstream. Group membership enables there to be intelligence sharing and joint working across other PSB workstreams and between different agencies and departments. |
Project Outcomes/ Milestones | |
1. Identification of key strategic stakeholders 2. Establish a strategic stakeholder group |
Page 33
3. Complete a review of the existing action plan 4. Identification of new / emerging priority and longer term actions 5. Establishment of operational groups to drive key actions | |
Key Updates this period | Overview of key risks |
Highlights – Achievements / Outcomes • Highlight a First strategic group meeting held • Highlight b Focus on ensuring that initiatives across a range of partners and programmes contribute to the workstream (RPB Transformation programme intelligence included in the action plan is an example of this). Challenges/ Barriers • Area 1 As the new statutory lead understanding the background to the workstream and ‘getting up to speed’ has been an essential piece of work within the reporting period. • Area 2 Limited engagement from partners which impacts on progress • Area 3 | 1. Risk 1 2. Risk 2 3. Risk 3 |
Priorities for next period | Stakeholders Involved & Communication undertaken |
Page 34
• Priority 1 Completing review of action plan • Priority 2 Strategic group meeting regularly | |
Any Actions for PSB: (Please tick as appropriate) Note Action Decision • Action 1 PSB Partners to ensure appropriate attendance at meetings i.e. attendees with authority to make decisions on behalf of their respective organisations • Action 2 PSB to ensure that ‘Action owners’ commit to delivering on the agreed actions within the plan. • Action 3 | |
Report Prepared by: GM Xxxxx Xxxxxx MWWFRS | |
Page 35
Project Title : | Well-being Objective Action Planning and implementation | Sponsor : | Xxxxx Xxxxxx | |||
Project Manager: | Xxxxxx Xxxxx | Date Created: | Updated 05/08/2019 | Version Number: | 1 | |
ID | Subject | Risk/ Issue | Description | Proposed Action/ Mitigation | By When | RAG Status | Open/ Closed |
01 | Progressing actions | Risk | Limited engagement from partners which impacts on progress | Meet and discuss with partners their input and reduce focus and objectives to ensure they are achievable and prioritised. | Ongoing | AMBER | Open |
02 | |||||||
03 |
Page 36
Project Title : | Well-being Objective Action Planning and implementation | Sponsor : | Xxxx Xxxx | |||
Project Manager: | Xxxxxx Xxxxx | Date Created: | Updated 23/07/2019 | Version Number: | 7 | |
ID | Subject | Risk/ Issue | Description | Proposed Action/ Mitigation | By When | RAG Status | Open/ Closed |
01 | Action Plan agreement within groups June 2018 | Issue | The scheduling of meetings and allocation of step and action leads has led to delay in the setting of objectives | Update June 2019 – Statutory Members are agreeing responsibility and actions Objective Leads to put forward their final date to submit action plan | August 2019 | Red | Open |
03 | Participation limited to ‘usual suspects’ June 2018 | Risk | There is no mechanism to communicate the action planning process so opportunities to participate are restricted. | In order to meet the aim of involving unusual suspects - the Action Planning Checklists requires Leads to consider who else could be involved or where existing practice can be supported The new Governance structure resolves this – via Partnership Forum | July 2018 | Green | Closed |
04 | Capacity to deliver our ambitions June 2018 | Issue | All organisations are impacted by austerity so finding the resources to deliver will be challenging | Prompt and regular reporting on this risk so it can be mitigated where possible via partnership working. Governance Review has streamlined process and dispersed workloads/ responsibilities | April 2019 | Green | Closed |
Agenda Item 5
Page 37
06 | Statutory Annual Report Oct 2018 | Issue | The PSB has a duty to report on progress towards improving well- being and the steps it is taking to do so. | Ensure Objective leads are engaged in completing action planning checklist and reporting on progress and lessons learnt Update July 2019 – completed and signed off/ published | May 2018 | Green | Closed |
07 | Membership and selection of Chair Oct 2018 | Issue | The membership and Chair is overdue for annual review | Select chair and review membership at next Core Meeting Update July 2019- Chair and Vice Chair elected. Including Housing and Probation | Summer 2018 | Green | Closed |
08 | Review of Governance Oct 2018 | Issue | The PSB has committed to a Review of Governance on completion of the Local Well-being Plan | Schedule a Review of Governance Update July 2019 – Key decisions made and Governance Review complete | Following completion of the LWP | Green | Closed |
10 | Additional items/projects/ activities Oct 2018 | Risk | Ad hoc and unanticipated items have the potential to divert focus from the implementation of the well- being Plan and overfill agenda diverting attention from core business | Clarity over the roles and responsibilities of sub and delivery groups/leads could enable a ‘management by exception’ approach where autonomous groups report to the Core Group only where necessary enabling the Core to focus on projects requiring their intervention Update July- addressed via Governance Review – Joint Committee role to unlock any challenges/ barriers | Ongoing | Green | Closed |
Page 38
11 | Streamlining Oct 2018 | Issue | The Local Well-being Plan is an ambitious, wide-ranging, long term plan not everything has to be implemented in Year 1. | Ensuring actions are staged over actions over the short, medium and long term will ensure Update July- this has been identified | Ongoing | Green | Closed |
12 | New ways of working Oct 2018 | Risk | Workshops and other dynamic means of debate are not currently possible within the support framework | Consider alternative/innovative mechanisms as part of the review of governance. Update July- addressed via governance review- New way of working eg. Partnership Forum | Ongoing | Green | Closed |
14. | Objective lead Accountability | Issue | Several Objective Leads have left post or responsibility is not clear, In some areas Step rather than Objective Leads are appropriate given the disparate nature of steps within an objective –where groups are forming or co-ordination is more appropriate | The Governance Review is addressing this issue and Chair and Vice Chair meeting Leads to agree responsibilities. Update July – this issue has been addressed by introducing the highlight reports from each Lead on their Objective workstream | Jan 2019 | Green | Closed |
15. | Regional Bid 2019/20 | Risk | Initial application requires further clarification based on agreement of joint working priorities between PSBs | Meeting on 10th April 2019 to agree joint priorities/approach. The bid will be updated based on this agreement. Update July – Agreed in principle detail in process of agreement- Bid submitted awaiting outcome | Ongoing | Green | Open |
16. | Misalignment with FG Commissioner’s expectations | Risk | The FG Commissioner could review the PSB’s operation in the case of under delivery. | Effectively implement governance review and carry out future operations in line with expectations Update June - Governance Review completed-successful year reported on in Annual Report | September 2019 | Green | Closed |
Page 39
Page 40
Items to close
03 | Participation limited to ‘usual suspects’ June 2018 | Risk | There is no mechanism to communicate the action planning process so opportunities to participate are restricted. | In order to meet the aim of involving unusual suspects - the Action Planning Checklists requires Leads to consider who else could be involved or where existing practice can be supported The new Governance structure resolves this – via Partnership Forum | July 2018 | Green | Closed |
04 | Capacity to deliver our ambitions June 2018 | Issue | All organisations are impacted by austerity so finding the resources to deliver will be challenging | Prompt and regular reporting on this risk so it can be mitigated where possible via partnership working. Governance Review has streamlined process and dispersed workloads/ responsibilities | April 2019 | Green | Closed |
06 | Statutory Annual Report Oct 2018 | Issue | The PSB has a duty to report on progress towards improving well- being and the steps it is taking to do so. | Ensure Objective leads are engaged in completing action planning checklist and reporting on progress and lessons learnt Update July 2019 – completed and signed off/ published | May 2018 | Green | Closed |
07 | Membership and selection of Chair Oct 2018 | Issue | The membership and Chair is overdue for annual review | Select chair and review membership at next Core Meeting Update July 2019- Chair and Vice Chair elected. Including Housing and Probation | Summer 2018 | Green | Closed |
08 | Review of Governance Oct 2018 | Issue | The PSB has committed to a Review of Governance on completion of the Local Well-being Plan | Schedule a Review of Governance Update July 2019 – Key decisions made and Governance Review complete | Following completion of the LWP | Green | Closed |
10 | Additional items/projects/ activities Oct 2018 | Risk | Ad hoc and unanticipated items have the potential to divert focus from the implementation of the well- being Plan and overfill agenda diverting attention from core business | Clarity over the roles and responsibilities of sub and delivery groups/leads could enable a ‘management by exception’ approach where autonomous groups report to the Core Group only where necessary enabling the Core to focus on projects requiring their intervention Update July- addressed via Governance Review – Joint Committee role to unlock any challenges/ barriers | Ongoing | Green | Closed |
11 | Streamlining Oct 2018 | Issue | The Local Well-being Plan is an ambitious, wide-ranging, long term plan not everything has to be implemented in Year 1. | Ensuring actions are staged over actions over the short, medium and long term will ensure Update July- this has been identified | Ongoing | Green | Closed |
12 | New ways of working Oct 2018 | Risk | Workshops and other dynamic means of debate are not currently possible within the support framework | Consider alternative/innovative mechanisms as part of the review of governance. Update July- addressed via governance review- New way of working eg. Partnership Forum | Ongoing | Green | Closed |
Page 41
14. | Objective lead Accountability | Issue | Several Objective Leads have left post or responsibility is not clear, In some areas Step rather than Objective Leads are appropriate given the disparate nature of steps within an objective –where groups are forming or co-ordination is more appropriate | The Governance Review is addressing this issue and Chair and Vice Chair meeting Leads to agree responsibilities. Update July – this issue has been addressed by introducing the highlight reports from each Lead on their Objective workstream | Jan 2019 | Green | Closed |
Page 42
Joint Committee Risk Log | ||||||
Project Title : | Well-being Objective Action Planning and implementation | Sponsor : | Xxxx Xxxx | |||
Project Manager: | Xxxxxx Xxxxx | Date Created: | Updated 23/07/2019 | Version Number: | 7 | |
ID | Subject | Risk/ Issue | Description | Proposed Action/ Mitigation | By When | RAG Status | Open/ Closed |
01 | Action Plan agreement within groups June 2018 | Issue | The scheduling of meetings and allocation of step and action leads has led to delay in the setting of objectives | Update June 2019 – Statutory Members are agreeing responsibility and actions Objective Leads to put forward their final date to submit action plan | August 2019 | Red | Open |
15. | Regional Bid 2019/20 | Risk | Initial application requires further clarification based on agreement of joint working priorities between PSBs | Meeting on 10th April 2019 to agree joint priorities/approach. The bid will be updated based on this agreement. Update July – Agreed in principle detail in process of agreement- Bid submitted awaiting outcome | Ongoing | Green | Open |
Page 43
Public Services Board Joint Committee - 15 August 2019
Our Future Wales - Involvement for the Futures Generations Report 2020
Purpose:
To update partners of Involvement for the Futures Generations Report 2020
Link to Well-being Objective:
Cross cutting
Report Author: Organisation:
Xxxxxx Xxxxx Swansea Council
Recommendation(s):
To agree a way forward
1. Background Information
1.1 An email has been received from Xxxxxx Xxxxxx from the Future Generations Office seeking views of Public Services Boards in relation to how to become involved in PSB work around Our Future Wales.
2. Introduction
2.1 A request to make you aware that 'Cymru Ein Dyfodol'/'Our Future Wales' is now live on the website: xxxxx://xxxxxxxxxxxxxxxxx.xxxxx/xxxx/xxx-xxxxxx-xxxxx/
The views of Public Services Boards and PSB Scrutiny Committees are being sought to feed in to this conversation that will inform the first Future Generations Report 2020. If we could discuss this at an upcoming meeting of the PSB or Committee.
The conversation has a loose timescale until November 2019.
It would very much appreciated if we could respond to the People's Platform as a Public Services Board, which comprises of a few short questions on the issues and concerns we have now and for the future for our area.
There are a number of ways you can get involved – been advised that members of the Future Generations team are already visiting different parts of Wales, which you can register to attend here: xxxxx://xxx.xxxxxxxxxxxx.xxx/x/XXXXXXX
There are toolkits available for groups to run through the conversation themselves and a specific toolkit for schools.
Anyone can get involved and they are hoping for as many people to respond as possible. So please also pass this information on to anyone who you think can help like engagement networks, third sector partners and networks, forums, citizen panels, Elected Members and other Boards etc.