SERVICES MEETING CHANGE AND CORPORATE PERFORMANCE ...

SCRUTINY : GOVERNANCE, PERFORMANCE, BUSINESS CHANGE AND CORPORATE

SERVICES MEETING4.30 pm TUESDAY, 1ST MARCH, 2016

COUNCIL CHAMBER

Please note that today’s meeting will be recorded.

This recording will not be broadcast on the Authority’s internet as it will only be used for training purposes by the

Democratic Services Department.

The Public Seating areas will be in view of the Camera and, by entering the Chamber and using the Public Seating Area, Members of the Public

are consenting to being filmed.

This Agenda has been prepared by the Democratic Services Department. Any member of the public requiring information should contact the department on (01685) 725203 or email [email protected].

Any reference documents referred to but not published as part of this agenda can be found on the Council’s website or intranet under Background Papers.

A G E N D A

mailto:[email protected]

1. Apologies for Absence

2. Declarations of Interest (including whipping declarations) Members of this Committee are reminded of their personal responsibility to declare any personal and prejudicial interest in respect of matters contained in this agenda in accordance with the provisions of the Local Government Act 2000, the Council’s Constitution and the Members Code of Conduct. In addition Members must declare any prohibited party whip which the Member has been given in relation to the meeting as per the Local Government (Wales) Measure 2011.

Note:

a. Members are reminded that they must identify the item number and subject matter that their interest relates to and signify the nature of the personal interest; and

b. Where Members withdraw from a meeting as a consequence of the disclosure of a prejudicial interest they must notify the Chair when they leave.

3. Performance and Challenge against "Strategies on a Page" See attached reports. (Pages 1 - 30)

4. Transition from Local Service Board to Public Services Board See attached report (Pages 31 - 42)

5. Scrutiny Referrals, Feedback and Follow up Actions To receive any referrals from the other Scrutiny Committees and Audit Committee; an update from the Chair on their attendance at the Service Performance Challenge Meetings and to consider any follow up actions from the previous Meeting(s).

(Pages 43 - 58)

A referral has been received from the Regeneration, Planning and Countryside Scrutiny Committee – see attached report. To consider placing the “MTCBC Safeguarding Review Improvement Action Plan” on the Governance Scrutiny Committee Work Programme.

6. Reflection and Evaluation of Meeting To receive an update from the Chair.

7. Forward Work Programme See attached report. (Pages 59 - 70)

8. Any other business deemed urgent by the Chair

COMPOSITION: Councillor T Lewis (Chair)

Councillors: D Isaac, B Carter, D Davies, G Jones, L Mytton, D Roberts, L E Smart, W R Smith, S Williams and Richard Thomas

Co-optee(s): A Harris and A Morgan

together with appropriate officers

If you would prefer a copy of this agenda in another language please contact [email protected] or telephone 01685 725203

Os byddai’n well gennych gopi o’r agenda hwn mewn iaith arall, cysylltwch a [email protected] neu ffoniwch 01685 725203



This page is intentionally left blank

Civic Centre, Castle Street, Merthyr Tydfil CF47 8AN

Main Tel: 01685 725000 www.merthyr.gov.uk

SCRUTINY COMMITTEE REPORT

To: Chair, Ladies and Gentlemen

Performance and Challenge against “Strategies on a Page”

1.0 SUMMARY OF THE REPORT

1.1 This is an item on the Committees work programme.

1.2 At the 15th September 2015 meeting of this committee the Deputy Leader and the Chief Executive presented on the Councils Corporate Strategy. The concept of “Strategies on a Page” was also introduced to the scrutiny committee.

1.3 It was agreed at that meeting that an item be placed on the work programme for the Committee to receive an update at a future date on progress against each of the “strategies on a page”. Thus the reason the item is on today’s meeting agenda.

1.4 Four reports have been provided to the Committee and are attached as appendices. Each report provides the current position against each of the strategies on a page i.e a strategy on a page has been produced for each of the 4 themes i.e. Raising Standards; Improving Wellbeing; Economic Growth; and Sustainable Development.

2.0 RECOMMENDATION(S)

2.1 That the scrutiny committee discusses and comments on the issues set out in the four reports.

Date Written 23rd February 2016Report Author Howard JonesService Area Scrutiny SectionCommittee Date 1st March 2016

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Agenda Item 3

3.0 INTRODUCTION AND BACKGROUND

3.1 This item is on the Committees Forward Work Programme.

3.2 At the 15th September 2015 meeting the Committee was reminded that the Council had seven key priorities:-

• Raising standards of attainment • Meeting the needs of vulnerable children• Economic Development • Employability• Promoting independence• Promoting active lifestyles• A sustainable environment

3.3 These seven Council priority areas as shown above are delivered through 4 themes, and each of the 4 Chief Officers has ownership and responsibility for one of these themes.

The 4 themes are:-

Raising Standards - (Chief Officer for Learning/ Cabinet Member for Learning) Learning & LAESCYP Scrutiny Committee

Improving Wellbeing - (Chief Officer for Social Services / Cabinet Member for Social Services)Social Services Scrutiny Committee

Economic Growth - (Chief Officer for Community Regeneration / Cabinet Member for Regeneration, Planning and Countryside)Regeneration, Planning & Countryside Scrutiny Committee

Sustainable Development - (Chief Officer for Neighbourhood Services / Cabinet Member for Neighbourhood Services and Public Protection)Neighbourhood Services and Public Protection Scrutiny Committee

3.4 To reflect the 4 themes as per above in a convenient form, 4 “strategies on a page” have been developed and each reflects Measures of Success; Desired Outcomes and Strategic Aims and Objectives.


Gareth Chapman/Ellis

Cooper/Lorraine Buck/Cllr Brendan Toomey/ Cllr Phil

Williams

Scrutiny & Challenge: Performance against each of the “strategies on a page”. At 15th September 2015 meeting the Deputy leader suggested that they return to provide further information on delivery against the strategies and how they are progressing.

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3.5 Much of Scrutiny committee work programme activity is aligned to the delivery of the Council’s corporate priorities and the “strategies of a page” can assist scrutiny committees in this role.

4.0 CONTRIBUTION TO CORPORATE PRIORITIES

4.1 Each of the four reports relate to the Corporate Plan, the Outcome Agreement, National Strategic Indicators, and External Regulation. Further information is provided in each of the reports.

Scrutiny Section

BACKGROUND PAPERSTitle of Document(s) Document(s) Date Document Location

Does the report contain any issue that may impact the Council’s Constitution?

Not at this point in time

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Education Services – Strategy on a Page


1.1 This report provides the current position against the strategy on a page for the theme: Raising Standards

1.2 The content of the report demonstrates our progress against the; aims, measurable outcomes and the desirable outcomes included in the strategy on a page

1.3 The purpose of the report is to reflect on current performance and identify what we will do next to realise our ambition that:

‘All learners attain at least the expected standard at all stages in their education’


2.1 The content of this report be debated and noted.


3.1 The local authority improvement objectives for 2013 to 2017 include the priority area ‘Raising Standards’ that seeks to prioritise effort within Education Services on ensuring that people in Merthyr Tydfil have the opportunity and aspiration to learn and develop their skills to maximise their potential.

3.2 This strategy includes strategies that will address the impact of disadvantage and poverty on the life, experiences, achievement and aspirations of children and young people aged 0 to 25 across Merthyr Tydfil

Date Written 09.02.16Report Author Dorothy HainesService Area Education ServicesCommittee Date 1st March

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3.3 The aims of the strategy are to:

Improve the quality of leadership including the leadership of learning and teaching

Improve local authority and commissioned services

3.4 The desirable outcomes of the strategy are to:

Improve leadership in all schools so that it is good or better; Improve teaching in all schools so that it is good or better; Ensure that LA provision improves standards of attainment and the quality of

leadership and teaching in schools; and Ensure that all members of the education community collaborate well in order to

improve the standards and wellbeing of pupils

3.5 The outcomes of the strategy will be improved performance against the:

Foundation Phase Outcome Indicator, as determined by Teacher Assessment (FPOI)

Core Subject Indicator at key stage 2, as determined by Teacher Assessment (KS2 CSI)

Core Subject Indicator at key stage 3, as determined by Teacher Assessment (KS3 CSI)

Level 2 threshold including a GCSE grade A*-C in English or Welsh first language and mathematics (KS4 L2+)

The percentage of overall (half day sessions) pupil attendance in primary school The percentage of overall (half day sessions) pupil attendance in secondary

school

4.0 WHERE WE WERE

4.1 At the time of the last Estyn inspection in November 2012 at all key stages, standards for learners were unsatisfactory. In July 2015 attainment improved across all indicators at a faster rate than the Welsh average (WA). Attainment now compares more favourably with Welsh averages across all indicators. The gap between MTCBC and the rest of Wales is narrowing at an accelerated pace.

2014 LA Actual

2014Wales

2015LA Target

2015LA Actual

2015Wales

FPOI 81.2% 85.2% 85.9% 86.2% 86.8%

KS2 CSI 84.2% 86.1% 84.8% 87.4% 87.7%

KS4 L2+ 48.9% 55.4% 52% 52% 57.6%AttendancePrimary 93.9% 94.8% 95% 94.4% 94.9%

AttendanceSecondary 92.9% 93.6 94% 93.1% 93.9%

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4.2 These improvements are a result of

high expectations of absolute levels of attainment and ambitious target setting; accurate self-evaluation that identifies well the strengths and areas for

improvement and leads to quality improvement planning that is focused on improving outcomes;

well informed scrutiny process which has led to effective challenge by elected members;

spending decisions that are directed effectively towards key priorities; the implementation of the Basic Skills Strategy and the focus on improving

standards in English and mathematics; effective monitoring, challenge, support and intervention (MCSI) for all schools

through the local authority working in partnership with the Central South Consortium (CSC);

the effective of use and analysis of performance data at all levels and with all stakeholders in order to prioritise work and to monitor outcomes across all provision;

the development of school-to-school working to develop good practice; support for leadership and governance to build leadership capacity; the effective use of statutory powers to challenge the leadership and

management in those schools whose performance is causing concern; an appropriate, systematic approach to managing attendance; and systematic evaluation of all SLAs for schools and the implementation of changes

in order to improve service delivery.

The actions are underpinned by the key themes i.e. improving teaching and the leadership of teaching through: capacity building for long term sustainability; effective use of information; collaboration; and accountability – responsibility to each other as well as to external agencies.

5.0 WHERE WE ARE NOW

5.1 Improving the quality of leadership including the leadership of learning and teaching

Work has been undertaken to hold to account these schools where standards remain below the median; engage all schools in ensuring strategies are in place to address the

underperformance of groups of pupils; support schools in implementing curriculum reform at KS4; enable all schools to apply consistently strategies to improve attendance through

school to school support and joint practice development; and continue to promote and facilitate the self-improving and self-regulating school

system through school to school working.

5.2 Improving LA and commissioned services

Work has been undertaken to ensure services through the SLAs are effective by implementing changes to SLAs from April 2015; reviewing SLAs to bring about proposed changes for Sept 16; and evaluating the services provided through the SLAs.

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In addition all schools are on track to end the year within their planned budget as a result of the monitoring of all schools and through the financial monitoring conferences with schools at risk.

5.3 Interim performance data shows that most schools are on track to meet their attainment targets and appropriate challenge is in place for those schools that are not on track. Attendance rates have improved. At the end of December attendance in primary schools was 95.02% and 94.25% in secondary schools

5.4 The table below indicates the number of schools categorised in each of the four support categories in the autumn of 2014 and the autumn of 2015. Schools with green and yellow levels of support are effective; schools with amber level of support are in need of improvement and schools with red level of support are in need of the greatest improvement.

Support category Autumn 2014 Provisional autumn 2015

Green 6 schools – 21% 8 schools – 29%

Yellow 7 schools – 25% 12 schools – 43%

Amber 11 schools – 40% 6 schools – 21%

Red 4 schools – 14% 2 schools – 7%

46% of schools (13) have improved their category of support One school has moved from red to amber and another from red to yellow Eight schools have moved from amber to yellow Three schools have moved from yellow to green

6.0 WHERE WE WANT TO BE

Our ambition is to be ranked within the top 10 local authorities in Wales across all the key indicators by 2017. Targets have been set for 2016 and 2017 to reflect that ambition.

2015LA Actual

LA ranking Wales 10th place 2016LA Target

2017LA Target

FPOI 86.2% 16th 86.8% 90% 92%

KS2 CSI 87.4% 17th 88.2% 90% 93%

K3 CSI 81.9% 16th 84.5% 86% 88%

KS4 L1 96.8% 5th 96% 98% 99%

KS4 L2 85.4% 11th 86% 88% 90%

KS4 L2+ 52% 21st 59.3% 58% 62%

Attendance Primary 94.3% 22nd 94.3% 95.5% 96%

Attendance Secondary 93.9% 20th 94% 95% 96%

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7.0 WHAT WE NEED TO DO NEXT

Continue to provide effective monitoring, challenge, support and intervention (MCSI) for all schools through the local authority working in partnership with the Central South Consortium (CSC)

Improve outcomes and provision for pupils with ALN by o undertaking a strategic review of LRB classes; o developing Greenfield Special School further as an outreach centre; ando remodelling the LA ALN and Inclusion Services in response to the new

legislation. Improve attendance by ensuring schools have effective strategies to promote

high rates of attendance and address persistent absenteeism Undertake a review of school places and organisation for April 2017 Undertake a review of the scheme of delegation for April 2017 Review and challenge the effectiveness and composition of governing bodies so

that their practice is line with the standards committees in the schools with high attainment and good progress

Provide support for schools to identify the barriers to parental engagement and to take appropriate action

Evaluate the core funded support services provided by the LA and implement improvements


8.1 The contents of this report relate to the:

Corporate Plan The Corporate Plan sets out the main priorities for the council from 2013 to 2017.

This means that our councillors have a clear set of priorities to guide their decision making and the council has a clear plan to understand if it is succeeding over the four years.

Outcome Agreement The outcome agreement is an agreement between the council and the Welsh

Government. The agreement sets out how the council will work towards improving outcomes for local people within the context of the Welsh Government's national priorities.

National Strategic Indicators The national strategic indicators are used to measure the performance of local

authorities at a national level and focus on key strategic priorities.External Regulation Our work is scrutinised by external regulators to ensure that we use public

money effectively to deliver benefits to our communities. This is a summary of the latest published audit and inspection reports.

LORRAINE BUCK, CORPORATE DIRECTOR PEOPLE & PERFORMANCE

COUNCILLOR HARVEY JONESCABINET MEMBER WITH PORTFOLIO

FOR LEARNING

Page 9


Annual Performance Report

2014/15 Q Drive

Performance against our outcome agreement

09.09.15 Cabinet Report

Corporate Plan 2015/16 Mid-year update


Performance Board- Learning Scrutiny Report

25.01.16 Scrutiny Report


No

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Social Services – Strategy on a Page


1.1 This report provides the current position against the strategy on a page for the theme: Improving Wellbeing



‘People in Merthyr Tydfil will be able to maximise their potential, be free from poverty, be independent and healthy and live in supportive and resilient communities’


2.1 The content of this report be debated and noted


3.1 The local authority improvement objectives for 2013 to 2017 include the priority area ‘Improving Wellbeing’ that seeks to prioritise effort within Social Services on ensuring that people in Merthyr Tydfil lead independent and fulfilled lives are physically active and as a result have improved health. That vulnerable children and adults live healthy, safe and fulfilled lives.

3.2 The aims of the strategy are to implement the SS&WB Act 2014; promote service user independence; promote prevention, early intervention and protection; manage Demand for Services;

Date Written 09.02.16Report Author Lisa Curtis JonesService Area Social ServicesCommittee Date 1st March

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develop further outcome focussed planning; improve partnership working; and improve performance within social services.

3.3 The desirable outcomes of the strategy are that we will

be ready by April 2016 to implement the Social Services and Wellbeing (Wales) Act 2014. (SS&WB Act 2014);

ensure that arrangements for safeguarding are effective at keeping children and adults safe;

increase the number of people supported in their own home; provide the right services are provided at the right time and commissioned

services are targeted and meet appropriate need; complete assessments and reviews in a timely manner and meet ambitious

performance targets; make sure that all people in need have a clear and appropriate plan that meets

their needs; and increase our work with local providers, other Local Authorities and community

groups.

3.4 The outcomes of the strategy will be improved performance against

the number of Looked After Children (LAC) in Merthyr Tydfil; the rate of Delayed transfers of care for social care reasons per 1,000 population

aged 75 or over; the rate of Older people (aged 65 or over) supported in the community per 1,000

population aged 65 or over at 31 March; the rate of Older people (aged 65 or over) whom the authority supports in care

homes per 1,000 population aged 65 or over at 31 March; the percentage of adult protection referrals completed where the risk has been

managed; the percentage of children looked after at 31 March who have experienced one or

more changes of school, during a period or periods of being looked after, which were not due to transitional arrangements, in the 12 months to 31 March;

the percentage of children looked after on 31 March who have had three or more placements during the year;

the percentage of initial assessments that were completed during the year where there is evidence that the child has been seen alone by the social worker;

the percentage of young people formerly looked after with whom the authority is in contact at the age of 19;

the percentage of young people formerly looked after with whom the authority is in contact, who are known to be in suitable, non-emergency accommodation at the age of 19;

the percentage of young people formerly looked after with whom the authority is in contact, who are known to be engaged in education, training or employment at the age of 19;

the average external qualifications point score for 16 year old looked after children in any local authority maintained learning setting; and

the percentage of eligible, relevant and former relevant children that have pathway plans as required.

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4.0 WHERE WE WERE

4.1 The Service is a well-established service with a good reputation. In previous years there was some fluctuation in performance, we performed well in many areas but not consistently across all. The service has faced uncertainties with changes to management structure and budget constraints.

4.2 There were high levels of LAC and children on the Child Protection Register (CPR). Also a high proportion of the child population categorised as in need. For example at its peak the number of LAC was 198.

4.3 The delayed transfers of care for social care reasons in adult services was high in 2013/14 (6.38) and above the Welsh average (4.70). The rate of older people (Aged 65 or over) supported in the community per 1,000 population in 2013/14 was high at 109.02 compared to the Welsh average of 74.48.


5.1 Leadership is good; vision, strategy, implementation plans and financial management are established. There has been a focus on improving citizen involvement and prevention and early intervention

5.2 The number of adult clients who we support with formal social care is decreasing and we are on target to be better than the Welsh average. There has been an increase in those we support in the community to live independently.

5.3 Children in Need (CIN) figures have increased since 2010 but we have seen reduced numbers in LAC and CP. We are focussing on preventative services and working closely with Team Around the Family (TAF), Family First (FF) and Community First (CF) to improve outcomes for families.

5.4 Quarter 3 Performance information shows improvements across the majority of

areas, although still room for improvement in some areas. For example the % of Adult reviews completed in timescales has increased this quarter, but is still below the Welsh Average, work is underway to look at a plan for future improvement of this indicator.

5.5 Currently the numbers of LAC are 140.

5.6 The delayed transfers of care for social care reasons in adult services are currently 3.66. The rate of older people (Aged 65 or over) supported in the community per 1,000 population is currently 80.85

5.7 Dashboards and performance information detailed in the strategy:

Table 1 (historical, current and future performance)Number of Looked After Children in Merthyr Tydfil

2013-14

175

2014-15

163

2015-16

140 (current)

Target 2017

NS1 SCA/001 The rate of delayed transfers of care for social care reasons per 1,000 population aged 75 or over

2013-14 2014-15 2015-16Quarter 3 result

3.88

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Welsh Average (WA) 4.7 4.83

Merthyr Tydfil (MT) 6.38 5.02 3.66

NS1 SCA/002The rate of:a) Older people (aged 65 or over) supported

in the community per 1,000 population aged 65 or over at 31 March.

b) Older people (aged 65 or over) whom the authority supports in care homes per 1,000 population aged 65 or over at 31 March.

Note: This will not be a PI in 2017 – this is the last year for this PI as it stands.

2013-14 2014-15 2015-16Quarter 3 result

72.83

20.55

WA a) 74.48b) 19.84

a) 67.3b)18.85

MT a) 109.02b) 21.8

a) 86.43b) 20.33

a) 80.85b) 20.14

NS1 SCA/019The percentage of adult protection referrals completed where the risk has been managed.


2013-14 2014-15 2015-16Quarter 3 figure

97.50

WA 94.5

MT 99.2 97.1NS1 SCC/002The percentage of children looked after at 31 March who have experienced one or more changes of school, during a period or periods of being looked after, which were not due to transitional arrangements, in the 12 months to 31 March.

2013-14 2014-15 2015-16Quarter 3 figure

11.00

WA 13.8 13.5MT 11.2 14.7 11.7NS1 SCC/004The percentage of children looked after on 31 March who have had three or more placements during the year.

2013-14 2014-15 2015-16Quarter 3 figure

8.95

WA 8.3 9MT 3.4 6.7 5.7NS1 SCC/011bThe percentage of initial assessments that were completed during the year where there is evidence that the child has been seen alone by the social worker.


2013-14 2014-15 2015-16Quarter 3 figures

47.00

WA 42.9 44.8MT 34.6 38 48.9NS1 SCC/033The percentage of:a) Young people formerly looked after with

whom the authority is in contact at the age of 19:

b) Young people formerly looked after with whom the authority is in contact, who are known to be in suitable, non-emergency accommodation at the age of 19; and

2013-14 2014-15 2015-16 100

92.00

55.50

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c) Of young people formerly looked after with who the authority is in contact, which are known to be engaged in education, training or employment at the age of 19.

Note: This will not be a PI in 2017 – this is the last year for this PI as it stands.WA a) 93.4

b) 92.7c) 54.8

a) 93.3b) 93.1c) 59.5

MT a) 100b) 88.9c) 50

a) 86.7b) 100c) 61.5

a) 88.2 (quarter 1 and 2 100%)b) 93.3 (quarter 1 and 2 100%)c) 66.7

NS1 SCC/037The average external qualifications point score for 16 year old looked after children in any local authority maintained learning setting.Note: This will not be a PI in 2017 – this is the last year for this PI as it stands.

2013-14 2014-15 2015-16 No data in dashboard

WA 262 276MT 270.2 371.7 NA

NS1 SCC/041aThe percentage of eligible, relevant and former relevant children that have pathway plans as required.Note: This will not be a PI in 2017 – this is the last year for this PI as it stands.

2013-14 2014-15 2015-16Quarter 2 (verifying quarter 3)

97.00

WA 89.2 91.2MT 97.4 94.7 97.3

6.0 WHERE WE WANT TO BE (see table 1 above)

We want to see an improved performance across all key areas and be in the top 10 across Wales in all areas

Have a citizen led service and have good engagement with the public Working together across all services including the voluntary sector More people living independently without packages of care Numbers of LAC to reduce due to a solid and innovative LAC strategy A well trained and committed staff group


We want to embed the strategy into day to day working and deliver on each theme

Develop the Information, Advice and Assistance and focus on Early Intervention and prevention as part of the Act

We want to embed the ethos of the Act into practice day to day. This will involve training all staff and working on each work stream of the Act

Continue to decrease dependency on Social Services e.g. raising awareness with the voluntary sector – presentation completed to VAMT

Moving forward in order to deliver all of the requirements there is a need for more joined up working between social services, health and with regional partners. Needs based prevention and early intervention that is more person centred needs to be at the heart of future commissioning across the authority.

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We will also need to incorporate any outcomes monitoring frameworks that Welsh Government finalise into our reporting mechanisms to ensure that we are meeting statutory requirements in terms of wellbeing.










LISA CURTIS-JONESCHIEF OFFICER SOCIAL SERVICES

COUNCILLOR LINDA MATTHEWSPORTFOLIO LEAD SOCIAL SERVICES



2014/15 Q Drive








No

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Community Regeneration - Strategy on a Page


1.1 This report provides the current position against the strategy on a page for the theme: Economic Growth

1.2 The content of the report demonstrates our progress against the; aims, measurable outcomes and the desirable outcomes included in the strategy on a page.

1.3 The purpose of the report is to reflect on current performance and identify what we will do next to realise our ambition:

‘To create a diverse and vibrant economy with a skilled, flexible and well paid workforce and well developed business infrastructure ’




3.1 The vision of the Economic Growth Plan for Merthyr Tydfil is ‘to create a diverse and vibrant economy with a skilled, flexible and well paid work force and well developed business infrastructure’. Achieving the vision will position Merthyr Tydfil as a key regional centre within the Cardiff City Region.

3.2 The Council cannot deliver the necessary intervention to facilitate this process alone. It is essential that key partners are engaged to develop a single strategic plan and single integrated action plan that will integrate the connection between the key

Date Written 3rd February 2016 Report Author Alyn Owen Service Area Community Regeneration Committee Date 1st March 2016

Page 17

priority areas. This is critical to achieving sustained and sustainable economic growth in Merthyr Tydfil.

3.3 If the Economic Growth Strategy is to become a ‘game changer’ in the economic fortunes of Merthyr Tydfil, the current pace of economic recovery must increase, which can only be achieved by doing things differently.

The following actions will be delivered as part of the wider strategy and action plan:

• Align physical, social and economic programmes more efficiently, aligning skills development to inward investment and physical growth

• Grow the economy as part of the wider region• Increase connectivity • Maximise our environmental opportunities • Specialise in high value business growth • Promote and innovate for entrepreneurship and support indigenous development • Improve engagement with education and training providers • Intensify partnership efforts to reduce claimant rates • Maintain focus on regenerating the Town Centre • Respond to polarisation in our neighbourhoods

3.4 An outline strategy on a page to deliver a new Economic Growth Plan has now been produced. There are four strategic aims on which the plan is based:

• To support the creation of the right type of businesses supported by the right type of business infrastructure

• Create a flexible, resilient and responsive labour market • Improve skills levels to support business growth • Create the right infrastructure to enable and accelerate business growth

4.0 WHERE WE WERE

4.1 Economic regeneration, through increasing employment, encouraging business growth and tackling social disadvantage, is an important activity for Merthyr Tydfil County Borough Council and its partners. It contributes to local strategic aims in advancing Merthyr’s economic well-being and underpins cross-cutting approaches to tackle deprivation as a result of industrial decline.

4.2 There are 4 key priority areas that need to be addressed simultaneously to enable economic regeneration and bring economic growth to Merthyr Tydfil. These priority areas include:

• The economic base – the existing business and business infrastructure that exists locally and constitutes the sum total local GDP

• The labour market – all residents of a working age who are employed, unemployed or economically inactive

• Skills – those by qualification and work based skills • Physical infrastructure – physical infrastructure such as roads, buildings etc and

also ICT infrastructure

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4.3 In order to achieve holistic economic growth these four elements must be developed and co-ordinated in a single strategic plan. It is imperative that all key delivery partners are engaged in setting the strategic priorities. The plan also requires a single operational planning process based on greater integrated planning. It is also critical that all internal departments within the local authority and partner organisations have clarity in their individual role in operational delivery arrangements.


5.1 In order to support the delivery of a single strategic plan and a single integrated action plan, an Economic Growth Strategic Partnership Group will need to be established. The Group should be facilitated and led by the local authority in the initial development stage. Membership should be strategic with an emphasis on co-ordinating existing economic regeneration functions and developing forward strategy. The Group must have both local, regional and national representation and be able to deliver operation solutions to facilitate local economic growth. It is proposed that the initial partnership group will have representation from multi agencies including FE and training providers.

5.2 The figures provided below outline performance in relation to a number of the key outcomes within the Growth Plan.

Outcome 2014 LA

2014 Wales

2015 LA

2015 Wales

2016 2017

Registered Business Births

200 n/a 200 n/a 247 245

Registered Business Deaths

175 n/a 175 n/a 100 100

Employment Levels n/a n/a n/a n/a n/a n/aAverage Gross Weekly Earnings

438.50 480 426.20 484.40 546.30 558.80

JSA Claimants 2.90 2.50 2.40 1.90 2.45 2.18Economic Inactivity Levels 25.90 25.30 26.20 24.90 24.89 24.72Broadband Coverage 18 49.32 57 75 96 96

The outcomes in table 5.2 outline performance, however, until a detailed analysis is undertaken and a matrix is devised capturing detailed provision is developed, it is difficult to monitor how internal and external programmes impact on outcomes.

5. 3 Business Growth

A number of initiatives are being developed and delivered to improve the economic position in Merthyr through supporting business development, in particular targeted development of the manufacturing, tourism and retail economy aiming to create a Merthyr Tydfil with a growing sustainable economy.

The Merthyr Tydfil EFFECT Programme which has been developed to provide a people orientated Enterprise Facilitation service based on the principles of the Sirolli Institute that will offer generic business development support through engaging with developing and potential social enterprises and small, medium businesses.

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The Encouraging Enterprise Project, a trans-national project funded through Interreg VB, will address social challenges relating to unemployment by jointly developing an innovative programme of advice and guidance aimed at promoting self-employment to unemployed people, rather than being dependent on government support. It will also support (whilst implementing) a suite of support mechanisms for newly-established, micro-enterprises (trading less than 5-years) to strengthen their sustainability and export potential.

The Merthyr Tydfil Enterprise Centre has been created to support new and existing businesses through a central point of contact. Project participants accessing the Enterprise Centre are assessed for both business and personal skill levels, with a specific Action Plan encompassing both elements designed for each individual during their support period. The project is unique as it links potential new business starts to appropriate business advice and support and continues to improve the personal skills of the business owners.

A Meanwhile Use Scheme is also available for new or expanding business to test trade new products in vacant properties across the Town Centre, providing a low risk trading opportunity and enhancing the products and services on offer in the Town Centre.

5.4 Labour Market and Skills

A number of initiatives are being delivered to embed a culture of tackling unemployment and to develop skills for work. Developments within the employability sector will be linked to jobs created through Economic Development services and will contribute to improving the unemployment rate outcomes for Merthyr.

The Bridges into Work Programme will work strictly in non - Communities First areas and will look to tackle poverty through sustainable employment. The project will solely focus on the economically inactive and the long term unemployed aged 25+.

The Communities 4 Work Programme will work in the Communities First areas of Merthyr and aims to tackle poverty through sustainable employment. The authority will work in partnership with Communities First to deliver the programme. The projects will target the economically inactive and long-term unemployed aged 25+.

The Working Skills for Adults Programme will be delivered under the skills for growth theme and will target employed adults looking to upskill up to a level 2 qualification.

Two Inspire project will be delivered across the County Borough. Inspire to Achieve will target 11-24 years olds at risk of becoming NEET (not in employment, education or training) and Aspire to Work will target 16-24 year olds.

To support the development of skills for work a Business Skills and Training Needs Assessment was commissioned for Merthyr with the overall aim to establish specific needs for skills, existing training practice and produce a ‘skills training needs analysis’ relevant to the needs of Merthyr Tydfil businesses, be responsive to the needs and aspirations of the businesses, the employee, and potential employees to facilitate the flourishing of the Merthyr economic base and develop a Merthyr Tydfil Training Plan that is effective and realistic to shape training provision in the County

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Borough, the working relations between businesses and training providers in Merthyr, and enhances the skills levels of the workforce in key sector industries.

The analysis will help enable a review key of findings in relation to activities of the Economic Growth Partnership and assist with the Identification of the next steps for work and partnership implementation. The first undertaking of the partnership will be to map existing provision that is available in Merthyr delivered by the Council and its partners. A review of the Employability Steering Group will also be undertaken.

5.5 Physical Infrastructure

The improvements in the local economic position will be underpinned by the development of the right infrastructure, for growth that connects Merthyr from a regional, national and international perspective and again, a number of initiatives are being implemented to support this.

Innovative housing finance solutions for private sector housebuilding will be identified and delivered and supported through the Vibrant and Viable Places Programme.

A series of Masterplans will be developed in order to support the creation of the right infrastructure and help to inform programmes development to support the achievements of outcomes. These masterplans include the Hoover Site and the Town Centre and will be key to the implementation of future delivery linked to economic growth and skills development.

Support is also being provided in relation to Superfast Broadband. The team is signposting businesses to Welsh Government to receive an overview of the Superfast Business Wales Service, the business benefits of superfast broadband and associated technologies. The service also provides advice on how to help businesses understand, adopt and exploit superfast broadband, provides the knowledge and expertise gathered from previous programme delivery and advice on how partners can increase their own efficiency through superfast technologies

5.6 The Economic Development Team are not solely contributing to the outcomes but the Economic Growth Partnership will engage with those key agencies to try and understand how external programmes also impact on outcomes.


6.1 We want Merthyr Tydfil to have a growing and sustainable economy, making the most of our unique geographic position as the natural service centre for the Heads of the Valleys and improving the employment chances of local residents by creating new and sustainable jobs. We will support development of a thriving, engaged and competitive business sector that is both resilient and competitive in a changing global market. In particular, we will improve the economic position in Merthyr Tydfil by targeted development of the Tourism and Retail economy, continue to improve the physical infrastructure, continue to increase inward investment and improve links with education and training.

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In growing this sustainable economy the local development plan will provide a landscape blueprint for permitted development in both a domestic and business context. The Primary aim of the Local Development Plan (LDP) is to facilitate a reduction in current levels of out migration from the County Borough so that population levels stabilise by 2011 and a 10 year period of enhanced growth is achieved thereafter. This primary aim will be achieved by focusing the majority of new development within Merthyr Tydfil itself, reflecting resource efficient settlement patterns, reducing the need to travel in order to enhance the town’s role as a hub settlement in the Heads of the Valleys; targeting selected development opportunities to the Valleys settlements, helping to regenerate communities by developing realistic and achievable roles based on a quality residential environment within easy access of a wide range of jobs and services.


7.1 Delivery of the vision for economic growth is dependent on three levels of development and organisational co-ordination:

The first level has been the joining up of the diverse economic regeneration functions delivered within the Community Regeneration Service. This has been the Departmental focus over the last 12 months.

The second level is to analyse and create a new operational structure and co-ordination system that brings together the key functions that impact on economic growth across the Councils services. Since June 2015, as part of the development of the Economic Growth Plan, much cross departmental working has taken place. However, to move from a service self-assessment score of adequate to good, this working will need to be accelerated and consideration given to substantive service re-configuration.

The third level is to ensure the wider co-ordination of all interventions delivered by partner organisations within the County Borough. The Economic Growth Partnership will develop a co-ordination and monitoring framework to enable all provision to address targeted need.







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ELLIS COOPER DIRECTOR, PLACE AND TRANSFORMATION

COUNCILLOR CHRIS BARRY PORTFOLIO MEMBER, REGENERATION,

PLANNING AND COUNTRYSIDE



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Neighbourhood Services – Strategy on a Page


1.1 This report provides the current position against the strategy on a page for the theme: A Sustainable Environment



‘People in Merthyr Tydfil will live in communities that are sustainable, clean and energy efficient’




3.1 The local authority improvement objectives for 2013 to 2017 include the priority area ‘A Sustainable Environment’ that seeks to prioritise effort within Neighbourhood Services on waste management and cleanliness activities.

3.2 This priority area focuses on our contribution to the national waste strategy – Wales Towards Zero Waste, which sets out how waste is to be dealt with in Wales in order to benefit the environment, the economy and our social wellbeing.

3.3 The aims of the strategy are to

increase the amount of waste reused, recycled or composted;

Date Written 09.02.16Report Author Cheryllee EvansService Area Neighbourhood ServicesCommittee Date 1st March 2016

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reduce the amount of waste sent to landfill; provide a more cost efficient and efficient waste management service; and improve Local Environmental Quality.

3.4 The desirable outcomes of the strategy are to

generate income from the sale of clean, high quality recyclable materials; change behaviour so that residents engage and take ownership of recycling

waste; create more ‘green’ jobs; create a more resilient and resource efficient economy; reduce greenhouse gas emissions; reduce carbon emissions; reduce our ecological footprint; and reduce fly tipping and litter incidents.

3.5 The outcomes of the strategy will be improved performance against the

Waste (Wales) measure Landfill allowance scheme % of fly tipping incidents cleared within 5 working days % of highways and land of acceptable level of cleanliness

4.0 WHERE WE WERE

4.1 The primary indicators are the waste and landfill measures, which focus on our contribution to the national waste strategy (Wales Towards Zero Waste).

Table 1: A Sustainable Environment: Neighbourhood Services Performance Data 2014/15

2014/15 2014/15 2014/15 2013/14 2013/14 2013/14

Performance Measure MTCBCAll

Wales Ranking MTCBC All

Wales Ranking

% % % %

WasteWG TGT =

52 WG TGT =

52

Recycling, reuse or composted 51.2 56% 21 +1 48 54 22

Waste Amount of waste sent to Landfill 37 29% 17 +5 51 38 22

(Landfill Allowance Scheme) 70 101.4

% of Fly Tipping Incidents cleared within 5 working days 92 93 18 -4 96 95 14

% of Highways and land of a high or acceptable level of cleanliness 93 97 18 -3 95 97 15

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4.2 Recycling

It can be seen from the above table that despite failing to meet the statutory Welsh Government target of 52% for recycling in 2014/15, there was an improvement in this area with an increase from 48% in 2013/14 to 51.2% in 2014/15. However, failure to meet the statutory 52% target, in 2014/15 means that the Authority is faced with a potential fine of £48,000.

4.3 Landfill Allowance Scheme (LAS)

The annual Report on the Landfill Allowances Scheme (LAS) Wales 2014/15 showed that MTCBC landfilled 5,870 tonnes of biodegradable municipal waste using 69.9% of its landfill allowance and therefore achieved its LAS obligation during 2014/15.

This represents a significant improvement on the previous year when the landfill allowance scheme was exceeded and the Authority faced a potential fine. The improvement in performance also improved the Council’s position in the All Wales table from 22nd to 17th.

The improvement in performance is attributed to the fact that a significant element of residual waste was diverted from landfill to an ‘Energy From Waste’ incineration plant.

4.4 Fly- tipping

Fly-tipping is the common term used to describe waste illegally deposited on land and it is a significant problem for all Local Authorities. Fly tipping is a blight on our communities and poses a threat to humans and wildlife, damages our environment and spoils enjoyment of our towns and countryside. A depleted natural environment, blighted by fly-tipping impacts not only our long-term health and wellbeing, but also affects tourism, inward investment potential and our ability to grow our economy.

The Council has a duty to clear fly-tipping from public land but has no obligation to clear fly tipped waste from private land. This is a very important point which is not widely understood. A significant number of fly tipping incidents occur on private land and very often the requests for clearance are directed to the Council. Historically, on occasion, the Waste Department have collected fly-tipped waste on private land at the Council’s expense. This practice can no longer continue as there is a considerable cost associated with clearance and disposal of waste and perhaps more importantly the waste collected has a negative impact on our waste performance targets.

In 2014/15, 92% of all reported fly tipping incidents were cleared within 5 working days. This level of performance was 1% below the All Wales average of 93% and places the Authority 18th out of 22 in the All Wales league table.

4.5 Street Cleansing

The street cleaning service has been subject to a number of cuts over recent years, which has resulted in a significant reduction in staff and a subsequent reduction in the frequency of litter picking.

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Whilst 2 years ago, all streets throughout wards were litter picked weekly it is now the case of once every 8-10 days and potentially longer if fly tipping, needle complaints or dog fouling clearance is prioritised.

In 2014/15, 93% of highways and land was considered to be at a high or an acceptable level of cleanliness. This figure was 4% less than the All Wales average of 97% and placed the Authority 18th out of 22 in the All Wales league table. This is unsatisfactory.

However, it is acknowledged that prevention is better than cure. In 2014/15 there was a complete lack of enforcement for littering crimes. As part of the Sustainable Environment strategy, the Authority will be engaging with a private enforcement company in 2015/16 to issue fixed penalty notices for littering and dog fouling offences. This will be a cost neutral service to the Council. It is expected, that robust enforcement will result in significant improvements in the cleanliness of the County Borough.


5.1 Recycling

Since the introduction of the new kerbside sort collection service in June 2015, there has been a significant improvement in the rate of recycling.

Data at Quarter 2 shows that 56.3% of municipal waste collected has been recycled, re-used or composted. However, the Welsh Government target for recycling has increased in 2015/16 to 58% which means that further improvements are required to meet the target.

5.2 Landfill Allowance Scheme (LAS)

Data available at Quarter 2 shows that 45% of our landfill allowance has been used. This figure is comparable with last year’s Q2 performance. Since November 2015, residual waste has been diverted to Energy from Waste.

5.3 Fly Tipping

The data at Quarter 2 shows that 95.27% of fly tipping incidents have been cleared within 5 working days. Fly tipping incidents have increased over recent months and in an attempt to deal with the issue more effectively, Neighbourhood Services are piloting a dedicated ‘hit squad’ to deal with clearance and enforcement.

5.4 Street Cleansing

At Quarter 2, 100% of highways and land inspected was considered to be at a high or an acceptable level of cleanliness.

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6.1 Targets set out in the Sustainable Environment strategy for 2015/ 16 are as follows:

2015/16 2015/16

Performance Measure WG Target MTCBC Target

Waste

Recycling, reuse or composted. 58% 58%

Waste - Amount of waste sent to landfill Max Max

Landfill Allowance Scheme 100 % = 8012T 75% = 6009T

Top 5 Average Fly Tipping cleared within 5 working days 98.80% 100%

Top 5 Average

Cleanliness of roads 99.20% 100%


Deploy wardens at Household Waste Recycling Centres to encourage householders to sort black bag waste

Extend recycling collection service to include textiles and small electrical equipment

Divert residual waste to Energy From Waste plant Review final destination of street waste arising and gulley waste to ensure that

recycling is maximised Review trade waste plan to ensure that charging mechanism favours recycling; Commence litter enforcement contract with private contractor Engage with community groups and organisations to arrange community clean

ups






Government. The agreement sets out how the council will work towards Page 29

improving outcomes for local people within the context of the Welsh Government's national priorities.




ELLIS COOPER DIRECTOR, PLACE AND TRANSFORMATION

COUNCILLOR DAVID JONES PORTFOLIO MEMBER,

NEIGHBOURHOOD SERVICES & PUBLIC PROTECTION



2014/15 Q Drive








No

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THE TRANSITION FROM LOCAL SERVICE BOARD TO PUBLIC SERVICES BOARD

An overview of the transition arrangements required to establish a Public Services Board and the requirements placed on Public Service Boards.


1.1 The report is presented in response to the requirements set out in the Well Being of Future Generations Act 2015 and the supporting draft guidance “Shared Purpose, Shared Future” provided by WG. The Act places a well being duty on specified public bodies to act jointly via public service boards to improve the economic, social, environmental and cultural well-being of their area by contributing to the achievement of well being goals. The final guidance is due from WG in the next few weeks.

1.2 This report has been drawn together to identify the requirements of the Act in moving from a Local Service Board (LSB) to a statutory Public Service Board (PSB) and to demonstrate the progress to date both from a local and regional perspective in preparing for transition.

1.3 From a regional perspective, the report identifies the current work undertaken (with the agreement of the Cwm Taf Regional Collaboration Board (RCB)) to move towards the establishment of a Cwm Taf Public Service Board from April 2016.

1.4 In order to assure democratic accountability, the new Act requires local authorities to ensure that their Overview and Scrutiny Committees have the power to scrutinise decisions made or other action taken, by the public services board for the local authority area in the exercise of its functions.


2.1 Scrutiny Committee members consider and acknowledge: - the statutory requirements placed on PSB’s and its members under the new Act.- the progress to date in relation to preparing for transition from LSB’s to PSB’s. - The regional approach being adopted in moving to a Cwm Taf PSB from April 2016.

Date Written 15 February 2016 Report Author Suzanne Davies Service Area Corporate ServicesCommittee Date 1 March 2016

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Agenda Item 4


3.1 The Well Being of Future Generations Act 2015 places requirements and duties on the Local Authority as both a “public body” and as a statutory member of the new Public Services Board. The Local Authority must effectively carry out “sustainable development” which is the process of improving the economic, social, environmental and cultural well being of its area , by taking action , in accordance with the sustainable development principle, aimed at achieving the seven well being goals. Further details on the requirements of the Act can be found in the documents identified in the background papers below

3.2 The Well Being goals are:

3.3 The sustainable development principle is made up of five key ways of working and how we need to do things differently. These are long term, integration, collaboration, prevention and involvement.

SUSTAINABLE DEVELOPMENT PRINCIPLE -HOW DO WE DO THINGS DIFFERENTLY

Long-termThe importance of balancing short-term needs with the need to safeguardthe ability to also meet need in the long term

PreventionHow to prevent problems occurring or getting worse may help publicbodies meet their objectives

IntegrationConsidering how the PSB’s objectives impact on each other, on theobjectives of partner organisations etc.

CollaborationActing in collaboration with any other person that could help the body tomeet its well-being objectives.

InvolvementThe importance of involving people with an interest in achieving commongoals and ensuring those people reflect the diversity of the area which thebody serves.

7

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3.4 In addition to the well being duty placed on individual public bodies, the new PSB has a collective well being duty to improve the economic, social, environmental and cultural well being of its area by contributing to the well being goals , and must in accordance with the sustainable principle:

3.4.1 Assess the state of the well being of its area. In partnership, across the Cwm Taf area – a joint needs assessment will be undertaken to meet the requirements of both the Social Service and Well Being Act and the Well Being of Future Generations Act.

3.4.2 Prepare and publish a local well being plan setting out local objectives to contribute to the well being goals and the steps the PSB proposes to take to meet them

3.4.3 Consult fully with statutory consultees as identified within the Act.

3.5 This is about achieving a better alignment between national and local well being goals. It will provide flexibility to determine local priorities and will increase local accountability and scrutiny.

3.6 The PSB is also required to prepare and publish an annual report on the steps it has taken since the publication of its most recent well being plan to meet the objectives set out in the plan. Annual reports include both the progress being made but will also be a vehicle for organisations to communicate how decisions have been made that deliver the well being objectives.

3.7 Membership

3.7.1 The four statutory members of each PSB are the Local Authority, the Local Health Board, the Fire and Rescue Authority for an area and Natural Resources Wales.

3.7.2 All the statutory members must be in attendance at a meeting of the PSB for the decisions made during that meeting to be considered valid.

Statutory Members

Local Authority The directly elected mayor of the authority or the councillor elected as executive leader of the authority, and the head of the authority’s paid service designated under section 4 of the Local Government and Housing Act 1989 (c.42).

Local Health Board Whichever of the following the board designates: (a) the chairman; (b) the chief officer; (c) both.

Welsh Fire and Rescue Authority

Whichever of the following the authority designates; (a) the chairman; (b) the chief officer; (c) both.

The Natural Resources Body for Wales

The chief executive

3.7.3. However a member, and invited participant of a board is able to designate an individual from their organisation to represent them. The only restriction is that a directly elected mayor or executive leader of a local authority may only designate another member of the authority’s executive. The person designated should have the authority to make decisions on behalf of the organisation.

3.7.4 A PSB must hold a meeting, chaired by the Local Authority, no later than 60 days after the date on which the board is established. The board must also hold a “mandatory meeting” chaired by the Local Authority, no later than 60 days after each subsequent ordinary election of councillors. Ordinary elections are where all seats on a council are up for election or re-election. Subsequently the board can determine when and how often it meets. Page 33

3.7.5 The Local Authority must chair the first meeting of a PSB but members can then appoint another statutory member or an invited participant to chair.

3.7.6 PSB’s must invite specified statutory invitees to participate in the board’s activity.

3.7.7 Bodies or persons which accept invitations from the board will become invited participants, and will be entitled to make representations to the board about the assessments of local well-being and local well-being plan, take part in its meetings and provide other advice and assistance. Providing assistance does not include being required to provide financial assistance.

3.7.8 A PSB must invite the following to participate in the activity of the PSB

The Welsh Ministers The chief constable of the police force for a police area, any part of which falls within the

local authority area The police and crime commissioner for a police area any part of which falls within the

local authority area A person required by arrangements under section 3(2) of the Offender Management Act

2007 to provide probation services to the local authority area At least one body representing relevant voluntary organisations (whether or not the body

is known as a County Voluntary Council).The board could work with the County Voluntary Council to determine who the most appropriate representative(s) of relevant voluntary organisations would be.

3.8 Involving other partners

3.8.1 The PSB will be required to engage with key partners in the area who have a material interest in the well-being of the area, or who deliver important public services, in the preparation, implementation and delivery of the work of the board. They are named in the Act as ‘other partners' and are:

Community Councils

Community Health Councils

HEFCW Arts Council of Wales

National Library of Wales

Public Health Wales NHS Trust

National Park Authorities

Further or Higher Education institutions

Sports Council for Wales

National Museum of Wales

3.8.2 The board could invite any of these partners to participate more fully in its activity as an invited participant. It is for each board to consider what other bodies, if any, it wishes to invite to participate in its work and to what extent. The only condition is that they must exercise functions of a public nature

3.9 Local Accountability and Scrutiny

3.9.1 Local integrated planning will only be effective if the members of the PSB take joint responsibility themselves for securing improvement, with local democratic processes providing appropriate challenge and support. Welsh Ministers will not approve local well being plans. Local well being plans are the plans of PSB members locally owned and subject to local scrutiny. Instead, Ministers have a power to direct PSB’s to review its local plan or to refer the plan to the relevant local government scrutiny committee if it is not considered sufficient, due to an adverse report by the Future Generations Commissioner for Wales or a concern that statutory duties are not being met.

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3.9.3 In order to ensure democratic accountability, there is a requirement for designated local government scrutiny committee of the relevant local authority to scrutinise the work of the new PSB. The guidance to the Act identifies the importance of one committee taking an overview of the overall effectiveness of the PSB. This is the reason one committee must be designated to undertake this work.

3.9.4 Each local authority must ensure its overview and scrutiny committee has the power to:

a. review or scrutinise the decisions made to actions taken by the public service board;b. review or scrutinise the board’s governance arrangements; c. make reports or recommendations to the board regarding its functions or governance

arrangements;d. consider matters relating to the board as Welsh Ministers may refer to it and report to the

Welsh Ministers accordingly; and e. carry out other functions in relation to the board that are imposed on it by the Act.

3.9.5 The designated committee will be provided with evidence in the form of the draft assessment of local well-being and, the draft well being plan (both of which Scrutiny will formally be consulted on) and copies of the final versions of both. It will also be provided with annual reports.

3.9.6 The Scrutiny Committee can require any member of the PSB to give evidence, but only in the exercise of joint functions conferred on them as a member of the PSB under the Act.

3.10 The Future Generations Commissioner for Wales’ role is to act as a guardian for the interests of future generations in Wales, and to support the public bodies listed in the Act to work towards achieving the wellbeing goals. The Future Generations Commissioner for Wales has a range of actions that will be carried out. The Commissioner will:

Advise, encourage and promote; Undertake research; Carry out reviews; Make recommendations; Publish a Future Generations Report; and The Commissioner will also be supported by an Advisory Panel.

3.11 In relation to PSB, the Future Generations Commissioner will also be a statutory consultee for both the well being assessment and the local well being plan. The PSB must also seek the advice of the Commissioner. This advice will relate to how the PSB can meet its proposed objectives in a manner that is consistent with the sustainable development principle as identified in 3.3 above.

4 WHERE WE WERE

4.1 In December 2012, Welsh Government produced the ‘Shared Purpose, Shared Delivery’ guidance document which set out the role of local government and their partners, through Local Service Boards (LSBs), in helping to achieve outcomes by bringing together public service leaders to plan, work, deliver and improve, thereby supporting better outcomes for citizens.

4.2 Shared Purpose, Shared Delivery (2012) outlined the requirement for each LSB to undertake a needs analysis and produce a single integrated plan (SIP). The process in preparing this plan was to be underpinned by clear lines of both executive and democratic accountability for delivery. How this will be achieved through effective performance management and democratic local scrutiny was to be set out in the SIP itself.

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4.3 The Local Government Measure 2011 placed a requirement on local authority scrutiny committees to scrutinise designated public service providers. Scrutiny committees were provided an opportunity to hold the Local Authority and LSB partners to account for their contribution towards the delivery of the SIP.

4.4 The requirements of the new Well Being of Future Generations Act as identified in Section 3 replace the above.

4.5 Merthyr Tydfil LSB is well established and overseeing the implementation of the Merthyr Tydfil Single Integrated Plan (SIP) along with delivering specific LSB projects supported through the European Social Fund:

Joint European Social Fund (ESF) Consultation and Engagement Project with RCT LSB /CBC;

Hedfan – 8-14 Out of School Hours Learning (OSHL) with Blaenau Gwent LSB/CBC et the title and partners;

Change Programme: Transforming the Culture & Approach to Promoting the Benefits of Work with RCT, Blaenau Gwent, Torfaen and Bridgend LSB/ CBC’s.

All the above projects have previously presented to Scrutiny Committee.

4.6 The SIP was initially approved by Full Council on 23 April 2013. Since the SIP was introduced there have been changes to the circumstances LSB partner organisations and communities have had to respond to (e.g.) responding to the austerity measures.

4.7. The partners of the Cwm Taf RCB have worked together on a number of projects and initiatives during the last three years. Initially, the Board set out priority projects in line with the Single Integrated Plans across both Local Authority areas, national workstreams, funding opportunities and projects supported via the European Social Fund monies. These include:

Cwm Taf Multi-agency Safeguarding Hub (MASH); ICT Schools Enabled Project (funded through the Regional Collaboration Fund); 'Addressing the issue of empty homes' (supported by the Welsh Government 'Houses

into Homes' loan scheme; Joint European Social Fund (ESF) Consultation and Engagement Project; Integrated Localities (supported by the European Social Fund); Cwm Taf Data Observatory; Intermediate Care Fund Cwm Taf Youth Offending Service Asset Management

5. WHERE WE ARE NOW

5.1 During 2015 – 16 a comprehensive mid-term review of Merthyr Tydfil’s SIP was undertaken to enable all aspects of the of the SIP to be fully considered, noting progress made since the Plan was approved in April 2013. This review identified key lessons learned and informed any adjustment to working practice required to support the achievement of improved outcomes for citizens going forward.

5.2 The review process also focussed on future requirements and the transitional activities the LSB needs to make to ensure that, as a body, it is positioned to respond positively to these future requirements (e.g.) the Wellbeing of Future Generations (Wales) Act and the Social Services and Wellbeing Act. LSB members looked to preserve the supporting principles of both Acts into the revised SIP for 2015-16 to ensure they clearly demonstrated how they plan to manage the future generational challenges that must be faced in Wales in a more joined up way.

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5.3 The revised SIP for 2015/16 was approved by the Merthyr Tydfil LSB in October 2015 and Council in November 2015. The approach and rationale behind the review was part of a report presented to this Scrutiny Committee on 8 December 2015.

5.4 Using the findings of the SIP review process approval was secured from LSB members to refocus the SIP report card, used as a vehicle for performance management, to ensure that the information required to secure evidence of performance and to inform questioning/ challenge by LSB members regarding delivery methods and links to positive outcomes was made more explicit. Refocusing the report card was also aimed at reducing duplication of reporting for SIP Priority Leads; and reducing the administrative burden on those Leads who were required to report to multiple fora. The refocus of the report card also offered the LSB an opportunity to secure more value for money linked to the financial contribution of key LSB partner organisations and the Cwm Taf Data Observatory.

5.5 In preparing for transition to PSB, Merthyr Tydfil LSB has:

Ensured the Wellbeing of Future Generations Act remains a key focus point for the LSB support team; the LSB and SIP Steering Group members. The Act is a standing agenda point for both of these groups;

Received regular updates are provided to LSB on discussions and issues arising from LSB Support Network Events;

Invited Natural Resources Wales and the South Wales Fire and Rescue Service to attend Merthyr Tydfil LSB. This was followed by a presentation by both organisations at the December 2015 meeting of the LSB to discuss transition, how both organisations see their role on PSB going forward and how their organisations are contributing to the current SIP;

Developed a first draft of a terms of reference which will now need to be considered in line with the development of a Cwm Taf PSB moving forward – please also see Point 5.7 below and sections 6 and 7 of this report;

Jointly responded (with RCT LSB) to the draft Guidance on the Act; Undertaken consultation on the National Indicator Set – a workshop event with the Local

Authority and its SIP partners was held on the 18 December and a response was provided to Welsh Government;

Areas for consideration by scrutiny in 15/16 included:

Report regarding Requirements of the Wellbeing of Future Generations Act: Overview of the Wellbeing of Future Generations Act and the role of partnerships to support local implementation.

Update on Performance Management of the Reviewed SIP: SIP review including performance management arrangements to monitor delivery of the SIP.

The transition from Local Service Boards to Public Service Board: Overview of the transition arrangements from LSBs to PSBs and overview of the requirements of PSBs.

5.6 From a Merthyr Tydfil County Borough Council perspective:

The Council is an “early adopter” of the Sustainable Development Principle where external support has been provided through the WLGA. In Merthyr Tydfil the focus was on developing a Long Term Strategy. This was undertaken as part of a workshop event in April 2015 with the Local Authority’s Senior Leadership Group and our Local Service Board and Single Integrated Plan partners. As part of the “early adopters” work, Merthyr Tydfil was the only Local Authority to include LSB partners in workshop events.

Further work has also been undertaken with WLGA regarding in relation to reviewing, updating our existing Sustainable Development Impact Assessment to ensure it embeds the principles of the Act. This included a desk top review, one to one sessions and a group workshop. This work is now forming the basis of amending our Impact Assessment and discussions are on-going with our Equalities Manager to look at the potential to being together the Sustainable Development and Equalities Impact Assessments.

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Presentations and a workshop session was held with the Local Authority’s Corporate Management Team in January 2016 to look at the next steps for the Local Authority;

Presentations have been made to the Local Authority’s Senior Leadership Group, Scrutiny, Cwm Taf Local Safeguarding Adult and Children’s Board, Change Management Steering Group, Social Services and Well Being Act Working Group;

5.7 From a regional perspective:

5.7.1 A proposal has been agreed by the Cwm Taf Social Services & Wellbeing Executive Board, and both Merthyr Tydfil and RCT LSB’s to develop a joint needs assessment supporting both the Social Services and Well Being and Well Being of Future Generations Acts. This will be undertaken across the Cwm Taf footprint. Whilst being mindful to ensure that care and support needs are not lost in the broader issue of wellbeing (or conversely that care and support for the vulnerable over-dominates the wellbeing agenda), it was strongly felt that a combined approach would be both an effective and efficient way forward.

The benefits of this approach include the adoption of a common language upon which discussions can be based; assurance of a commonality of assumptions; a standardised methodology being adopted across Cwm Taf linked to data analysis and interpretation and the sharing of skilled, experienced staff to undertake this process.

There has been a consensus amongst partners that we must focus more time and effort on developing better understanding and analysis in our needs assessments so we create the intelligence and ability to answer the “so what” questions i.e. moving from a 'situation analysis' to a 'response analysis'.

On – going development of the Population Assessment will take place through the Cwm Taf Population Assessment Core Group

5.7.2 In relation to our partnership agenda; a pilot project has been undertaken across Cwm Taf (lead by Chief Superintendent Sally Burke) to look at the streamlining and developing of effective partnership arrangements in the Community Safety arena across Cwm Taf along with agreement in principle to a joint Cwm Taf PSB moving forward. An initial report was presented to Cwm Taf RCB at its meeting in October 2015 and it was agreed in principle (subject to a further options paper) to:

the creation of one Cwm Taf Public Service Board; and to create a joint SIP Steering Group/ Public Services Coordination Group equivalent,

providing strategic direction and clarity for the detailed rationalisation mapping work to develop, beginning with a focus on community safety and public protection of the RCB.

5.7.3 Following a programme of work undertaken by a working group, a further paper was presented to and agreed by the Cwm Taf RCB on 1 February 2016 outlining a redesign proposal from strategic and operational leads. The recommendations that were approved are now being taken forward and are included in Section 7 of this report under “What we need to do next”.

5.7.4 The engagement and consultation requirements of the new Act forms part of the work programme of the Cwm Taf Public Engagement (PEG) Group.

6. WHERE WE WANT TO BE

6.1 As identified in Section 3 and point 5.7 above, early in the financial year and to March 2018 to respond to the Act, PSB partners will need to:

Constitute the new Cwm Taf Public Services Board; Identifying its members and elect a Chair; Agree Terms of reference in line with the requirements of the Act; Continue to develop and publish its Needs Assessment by the required date of March

2017; Page 38

Develop and publish a Well Being Plan by March 2018; Engage and consult on both the Assessment and Well Being Plan as outlined in the Act;

and Develop PSB Scrutiny arrangements.

6.2 Further details on the work to be undertaken are identified within Section 7 of this report “What we need to do next?

7. WHAT WE NEED TO DO NEXT

7.1 Following discussions at the Cwm Taf Regional Collaboration Board meeting on the 1 February 2016, the following recommendations were approved and are now being taking forward to support the transition from LSB’s to PSB’s:

Consider and approve the proposal for one Cwm Taf Public Service Board (PSB), which is fully supported by all Strategic operational leads, Welsh Government and all key partners relevant to a future PSB structure.

Note and approve the proposals for new partnership governance and meeting structures. That the RCB agrees the proposed process for transition to constitute a new Cwm Taf

RCB, as outlined, at the next RCB in April. Consider and agree the development of a collaborative partnership support unit to

service the new partnership meeting structures, allowing for a shared resource approach, which will better equip both Local Authorities and other PSB partners in coping with the demands in preparing for Social Services & Wellbeing (SSWB) and Wellbeing of Future Generations (FG) legislation.

Agree the proposed concept of a ‘Manual of Partnership Working’, in principle and its further development, including a matrix to evidence where key delivery elements are captured in new structures to ensure all statutory requirements are clearly defined and identified as to where they are delivered within the partnership structures e.g. discharging Together for Mental Health delivery plan through the Mental Health Partnership Board.

Consider and support further work to review and refine joint scrutiny arrangements to ensure improved governance, clarity of approach and oversight of elected members in the new PSB landscape.

Consider developing a joint commissioning approach across all aspects of public protection, community safety, substance misuse and other relevant strands. This to include further work regarding Welsh Government and European funding streams.

Consideration by RCB of the further development of a more formal Communication Strategy to support this work. To date work has been limited to members of the Working Group and relevant staff. If recommendations agreed a formal communication strategy will be developed in more detail.

Consider whether RCB would like to broaden the principles of this approach to other areas of business e.g. Emergency Planning and resilience, housing, training etc. As the Working Group has matured as a collective, it was felt that there are opportunities here that could be developed by a similar shared approach.

Consider and support further work with Welsh Government to clarify and streamline reporting mechanisms. Consider briefing Welsh Government (WG) on our work, with a view to seeking to influence reporting mechanisms above PSB, as SSWB/FG proposals are being developed.

Agree that the working group can further develop detailed proposals regarding potential Chairs, meeting attendees, terms of reference etc. within the new governance structure, if approved.

Page 39


8.1 Current Priority Outcome Areas in the SIP are listed below along with a cross reference to the 7 Corporate Priorities set down by MTCBC:

Merthyr Tydfil Single Integrated Plan MTCBC Corporate PlanAttainment & Skills Raising Standards of AttainmentParticipationCommunity Regeneration Economic Development / EmployabilityHealthy Lifestyles Active LifestylesPromoting Independence Promoting IndependenceProtecting Vulnerable Adults Meeting the Needs of Vulnerable ChildrenSafer, Inclusive and Cohesive Communities A Sustainable EnvironmentHousing

8.2 In moving forward under the new Act, the Local Authority will have both a collective responsibility as a statutory member of the new PSB as identified in Section 3 of this report.

8.3 From a “public body” perspective the core duty in the Act is that the Local Authority must set well being objectives that maximise its contribution to achieving the well being goals as identified in point 3.2 above. In doing so, this means the Local Authority must take all reasonable to meet those objectives, in accordance with the sustainable development principal as identified in point 3.2 above. The requirements of the Act from both a Local Authority perspective (as a public body) and as a member of the new PSB, were summarised in a diagram provided by WG, in its draft guidance to the Act. This is illustrated below:

Page 40

8.4 It is fundamentally important that the requirements of the Act are not seen as an additional layer to existing activity and should be embedded within existing corporate processes. Although placing additional requirements on the Local Authority and its partners through the Public Service Board, the Act:

is an important driver to enable the Local Authority to better serve the people of Merthyr Tydfil and is NOT an additional task;

offers opportunities to review how we further develop high quality services to the public effectively and sustainably;

will allow us to clearly demonstrate positive outcomes for the people of Merthyr Tydfil – delivered collaboratively with our partners and our communities.

along with other legislation (e.g. Social Services & Wellbeing Act) it aligns with the Council’s agreed seven key priorities, four themes and Quality Improvement agenda (Steering the Ship);

is a way of doing things not an end in itself.

GARETH CHAPMANCHIEF EXECUTIVE

Cllr. Phil Williams Cabinet Member for Governance &

Corporate Services

BACKGROUND PAPERSTitle of Document(s) Document(s)

DateDocument Location

Reviewed Single Integrated Plan for 2015-16

October 2015 LSB and Partnership Manager Room 426 Civic Centre

Merthyr Tydfil Local Service Board – Information Strategy

March 2014 http://www.merthyr.gov.uk/media/1352/lsb-information-strategy.pdf

Cwm Taf Joint PublicEngagement Strategy

June 2014 http://www.rctcbc.gov.uk/en/relateddocuments/publications/corporatepolicy/singleintegratedplan/jointcwmtafpublicengagementstrategy.pdf

Shared Purpose, Shared Future consultation documents

September 2015 http://gov.wales/consultations/people-and-communities/shared-future-shared-purpose/?lang=en

Wellbeing of Future Generations (Wales) Act 2015

29 April 2015 http://www.assembly.wales/laid%20documents/pri-ld9831%20-%20well-being%20of%20future%20generations%20(wales)%20bill/pri-ld9831-e.pdf

Social Service & Wellbeing (Wales) Act 2015

1 May 2014 http://www.senedd.assembly.wales/documents/s25589/Social%20Services%20and%20Well-being%20Wales%20Bill,%20as%20passed%20unchecked.pdf

Cwm Taf Regional Collaboration Board Reports

October 2015 and February 2016

LSB and Partnership Manager Room 426 Civic Centre


Potential joint scrutiny arrangements will need to be considered moving forward

Page 41

http://www.merthyr.gov.uk/media/1352/lsb-information-strategy.pdf

http://www.rctcbc.gov.uk/en/relateddocuments/publications/corporatepolicy/singleintegratedplan/jointcwmtafpublicengagementstrategy.pdf

http://www.rctcbc.gov.uk/en/relateddocuments/publications/corporatepolicy/singleintegratedplan/jointcwmtafpublicengagementstrategy.pdf

http://gov.wales/consultations/people-and-communities/shared-future-shared-purpose/?lang=en



http://www.assembly.wales/laid%20documents/pri-ld9831%20-%20well-being%20of%20future%20generations%20(wales)%20bill/pri-ld9831-e.pdf



http://www.senedd.assembly.wales/documents/s25589/Social%20Services%20and%20Well-being%20Wales%20Bill,%20as%20passed%20unchecked.pdf







CHILD SEXUAL EXPLOITATION - ROTHERHAM MBC(This is the original report considered at the Regeneration, Planning and Countryside Scrutiny Committee held 26 January 2016)


1.1 In 2015 the Casey Report relating to Child Sexual Exploitation in Rotherham MBC was released and identified a number of weaknesses in Safeguarding processes by the Local Authority and the Police. The Licensing section were included in the review following concerns expressed in the Casey report into the licensing and monitoring of taxi drivers to ensure they were fit and proper persons to carry out such duties.

1.2 In March 2015 Merthyr Tydfil County Borough Council set up a task and finish group to look at the failings of Rotherham MBC and improvement action plan developed.

1.3 This report identifies the new processes and procedures implemented to meet the improvements identified in the action plan


2.1 That the Scrutiny Committee discusses and comments on the issues set out in the report.

2.2 That the scrutiny committee identifies any further information they wish to receive.

Date Written 15th January 2016Report Author Paul LewisService Area Trading Standards, Licensing and

School Transport Committee Date 26th January 2016

Page 43

Agenda Item 5


3.1 Scrutiny committee requested a report be brought identifying how the Licensing section have responded to the findings and concerns raised within the Casey Report into Child Sexual Exploitation at Rotherham MBC

4.0 CASEY REPORT

4.1 The taxi Trade in Rotherham MBC was found to be instrumental in the incidents of Child Sexual Exploitation.

4.2 Weaknesses were identified in how Rotherham MBC vetted their licensed trade to ensure that they were fit and proper persons.

4.3 There was criticism of the Conviction Policy adopted by Rotherham as it was not robust.

4.4 Effective investigation of complaints was not conducted and the threshold of evidence to trigger a review of a licence was set at too high a level of proof.

4.5 Complaint history was not considered at licence renewal of drivers.

5.0 MERTHYR TYDFIL REVIEW

5.1 A review of processes and policies by the Licensing section was undertaken as part of a Safeguarding Review panel.

5.2 The Panel were satisfied that the Service had a sufficiently robust policy on conviction criteria when assessing the licensed trade. As well as checks on British convictions we also require checks from other countries for applicants who were born outside of the UK or applicants who have spent over a six month period outside the UK

5.3 The panel were satisfied that complaints were investigated and assessed at renewal of a licence but this could be improved by guidance for staff being produced.

5.4 An Action plan with improvement areas identified. (Appendix 1)

6.0 ACTION TAKEN FOLLOWING REVIEW

6.1 As part of the Safeguarding review a thorough review of all our licensing policies and procedures was undertaken.

6.2 Staff guidance document has been developed and issued. (Appendix 2)

6.3 A new application procedure has been adopted ensuring all drivers, new and renewal, are required to produce a Disclosure Barring Service (DBS) check prior to the issuing of a licence. Previously we would allow a renewal application to be processed if the DBS had not arrived in time. (Appendix 3)

Page 44


7.1 The current computer software used for Taxi Licensing is adequate for the production and processes of licenses but is not user friendly in terms of monitoring and reporting. In April 2016 we are switching our software provider to a new system which is more advanced.


8.1 The issues raised in this report contribute to the corporate priority that people in Merthyr Tydfil enjoy a vibrant, attractive, safe and sustainable place in which to live, work, play and visit.

Ellis Cooper, Corporate Director Place and Transformation

Cllr Chris Barry, Portfolio member for Regeneration, Planning and

Countryside.


Action Plan

Taxi Licensing – Officer Procedures

Taxi Licensing Application Process

July 215

18/9/15

14/10/15

Attached.

Attached.

Attached


No

Page 45

MTCBC Safeguarding Review Task and Finish Group July 2015

1

MTCBC SAFEGUARDING REVIEW IMPROVEMENT ACTION PLAN

Actions linked to Training

OUTCOME ACTIONS FOR IMPROVEMENT RESPONSIBILITY TIMESCALE PROGRESS RAG

Reinforce the Council vision in line with the revised Corporate Strategy and encourage managers to incorporate in daily activities

CMT December 2015

Develop a system for performance measurement and monitoring

Ewan McWilliams

December 2015

Share vision with all staff and ensure that it is understood and embedded

Ceri Dinham October 2015

1.1 The Council has a clear vision which is shared and supported across all departments

Carry out the required improvements to the partnership structure to ensure that it is effective (e.g. Partnership Board, SAB)

Mark Thomas March 2016

1.2 There is a consistent senior leadership team that takes responsibility for ensuring a good standard of performance across all Council services

Good principles for performance management to be adopted across the organisation

Training March 2016

Develop a mechanism for flagging emerging safeguarding issues

Safeguarding Manager

December 2015

1.3 The Council is aware of emerging safeguarding issues and effectively challenges both officers and external partners

Ensure SCB action plans are shared with staff where appropriate

Safeguarding Manager/Nicola

September 2015

[Type a quote from the document or the summary of an interesting point. You can position the text box anywhere in the document. Use the Drawing Tools tab to change the formatting of the pull quote text box.]

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2

Share the report on the outcomes of the work of the MTCBC Task and Finish Group

Kingham

Finalise MTCBC Safeguarding Policy and share with staff, managers and Council members

Safeguarding Manager/Ceri

Dinham

September 2015

Consider the need for improved processes for dealing with safeguarding issues in schools

Training October 2015

Safeguarding training for staff to be part of induction process and reviewed

Training March 2016

Staff roadshows to include awareness raising and information on how to report safeguarding concerns

Ceri Dinham March 2016

where appropriate

Develop/improve intelligence gathering mechanisms

Cwm Taf SCB March 2016

Closer working with portfolio members to improve the ownership of strategies

CMT November 2015

1.4 Elected members effectively challenge and hold officers to account to ensure improvements in outcomes Develop a consistent approach to

effective challenge at a corporate level

CMT December 2015

1.5 Officer reports, including performance monitoring reports are robust and allow for effective challenge by elected members

Embed consistent performance reporting mechanisms into revised corporate strategy

CMT December 2015

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3

Ensure members are better informed on key issues and are aware of what questions to ask (link to 2.6)

Training

Improve the quality of performance reports and ensure that independent reviews and consultations are considered when identifying the need to improve

Training

1.6 The Council has clearly aligned plans and strategies which are deliverable and are clearly connected to day-to-day operations and linked to staff performance appraisals

Programme of consistent one to ones to be implemented

Lisa Jones March 2016

1.7 There is an effective Scrutiny structure in place which holds Cabinet Members and senior officers to account for their individual performance and decision-making

Implement actions from Scrutiny review (links to Scrutiny feedback)

Carys Kennedy September 2015

1.8 The Council uses inspection as a tool to drive improvement

Further development of inspection function in relation to external challenge

Mark Thomas December 2015

1.9 There is an effective use of the auditing function within MTCBC which is used to support improvements

Review of the internal audit function to identify the capacity to support service improvements

Mark Thomas March 2016

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4

Define and communicate what constitutes a healthy culture

Richard Parry/Ceri Dinham

September 2015

Develop accountability in relation to performance management and practice

CMT March 2016

1.10 The Council has a healthy culture and strong values that is reflected in the conduct of senior managers and Council members

Develop managers to effectively address inappropriate behavior and poor performance

Training March 2016


Develop improved systems for analysis of performance management

Ewan McWilliams

March 20162.1 Performance in relation to Children’s Services is effective and there are adequate systems in place to support this Improve QA systems by increasing

random sampling of case files and self audits

Annabel Lloyd December 2015

Increased awareness raising and training with other agencies on CSE

Training December 2015

2.2 Children’s Services recognizes the role of other agencies in prevention services Adult Safeguarding Board –

improvements to the structure in line with the SS&WB Act

Nicola Kingham March 2016

Share YOS protocol to identify areas of good practice

Lyndon Lewis September 2015

2.3 There is an effective transition process in place to support those young people who become 18 and who may still be vulnerable

Consider the need for a 16-21+ team, improve current leaving care service

Annabel Lloyd November 2015

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5

Identify the role of other agencies in supporting transition and strengthening wellbeing support in compliance with the SS&WB Act

Annabel Lloyd/ Mark Anderton

March 2016

Roll out safeguarding training to front line staff

Training March 2016

Safeguarding training for corporate parenting. Everyone should be aware.

Training December 2016

Measure the effectiveness of training Training March 2016

2.4 There is an effective safeguarding training programme in place which is available to all staff, members and partner agencies

Ensure safeguarding training for all members continues to be effective

Training March 2016

Need to identify patterns in behavior for all children

Annabel Lloyd October 20152.5 The Council’s procedures for identifying and tackling children missing from home are consistent and include appropriate processes and systems

Training in relation to children missing from home for Members

Training January 2015

2.6 Leadership, governance and management of Children’s Services is effective and supports the delivery of improvements

Training/induction for Scrutiny members on their role

Training November 2015

Filter down to operational staff (see 2.4)

Training March 20162.7 There is an effective ‘social care’ approach to safeguarding issues, involving the whole Council and other agencies

Training for other agencies with regards their safeguarding role

Training March 2016

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6

CTSCB needs to develop strategy, needs to be preventative and involve education

CTSCB March 2016

Finalise new corporate Safeguarding Policy (see 1.3 also)

Annabel Lloyd December 2015

Report back to Scrutiny on findings of the self assessment (see 1.3 also)

Annabel Lloyd September 2015

2.8 There is a robust, corporately owned strategy on CSE in place which includes clear actions that are monitored appropriately

Carry out self assessment with social work staff

Annabel Lloyd September 2015


Establish a formal process for ensuring plans feed into the SIP

Partnership Team

March 2016

Implementation of the requirements associated with the SS&WB Act and the Future Generations Act.

Partnership Team

March 2016

3.1 The LSB ensures it both informs other key plans and that partner organisations plans feed into/influence the SIP

Progress with discussions between the Regional Collaborative Board and the LSB to streamline structure

Need consistency in collaboration to achieve outcomes

RCB/LSB March 2016

3.2 The partnership structure is strong and partnerships are committed to joint working and achieving outcomes

Manage the changes in management/representation to ensure consistency

Develop and sustain the existing willingness to change

Partnership Team

March 2016

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7

Development of clearer governance arrangements

Ensure the effective use of sub groups that are meaningful and clear terms of reference established. Ensure agendas are focused and membership is appropriate.

Partnership Team

March 2016

Progress with discussions between the Regional Collaborative Board and the LSB to streamline structure

RCB/LSB March 2016

Improve the co-ordination of themes/work programmes

Partnership Team

March 2016

Continue with the CS Review to include an evaluation of joint priorities

Julian Pike March 2016

Establish agreed outcomes for Community Safety

LSB/SIP March 2016

3.3 There are effective liaisons across the Council, the police and other partners with regard to community safety

Joint events to be carried out LSB/SIP March 2016


4.1 The safety of the public is the uppermost concern of the licensing and enforcement department

4.2 There are up to date and relevant policies and procedures in place that underpin the work of the

Update policies and procedures Paul Lewis March 2016 1. New Application Guidance and Intended Use Policy going before the Planning, Licensing

and Regulatory Committee on the

14.10.15 and adoption at full council on the 4.11.15

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8

department

4.3 When granting licences one conviction of indecency is enough to prevent a licence being granted

None

4.4 The department records and investigates complaints about the conduct of drivers/operators appropriately

Guidance for staff would be beneficial in determining non-conviction incidents

Paul Lewis December 2015

Operational Guidance drafted.

4.5 There is a clear procedure in place for investigating complaints and this is used effectively

Update complaints procedure Paul Lewis December 2015

Operational Guidance drafted.

4.6 There is a threshold of evidence in place to consider suspension and revocation of licences and this is set at an appropriate level

Written framework to be developed Paul Lewis January 2016 Operational Guidance drafted which includes guidance in line with Fitness Criteria for Drivers.

4.7 Complaints are considered when licences come up for renewal

None

4.8 Data on drivers’ performance and conduct is collected, with trends identified and track record data made available

Implement improved reporting mechanisms

Paul Lewis October 2015 Weekly complaints monitoring by Trading Standards and Licensing

Manager in place.


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9

Carry out annual reviews of the policy and the processes

Carys Kennedy March 20165.1 The Council’s Whistle-Blowing policy and processes are appropriate and fit for purpose Reports on whistle blowing to be

presented to Cabinet.Carys Kennedy March 2016

Broaden training and awareness raising for staff

Training March 20165.2 All staff are made aware of the Policy and are encouraged to make use of it and comply with the outcomes

Issue shortened explanatory version of policy

Carys Kennedy December 2015

5.3 Cases of whistle-blowing are dealt with appropriately, in line with the agreed policy

Present annual report to Council and Standards Committee

Carys Kennedy March 2016

5.4 Staff are confident and comfortable enough to make use of the policy in legitimate circumstances without fear of reprisal, but there are sanctions for misuse

Use of staff forum and staff survey to share information and obtain feedback

Ceri Dinham January 2016

5.5 The Council takes steps to investigate cases appropriately and bring to a conclusion

Implement a system for continuous review

Carys Kennedy March 2016

5.6 Whistle blowers are treated fairly when raising valid

Implement WAO action plan Carys Kennedy December 2015

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10

concerns


Improve the usage of the staff handbook e.g. electronic based

Lisa Jones November 2015

Reports on policy to Cabinet. Lisa Jones March 2016

6.1 The Council has appropriate policies and processes in place for dealing with matters relating to officer performance, conduct and grievances. HR Annual Report to Cabinet/Council

to include sickness levelsLisa Jones March 2016

Staff training and general awareness of policies to be embedded into day to day work and with staff

Training March 20166.2 Staff are aware of the above policies and processes and use them appropriately

Carry out a review of all policies on Intranet


6.3 Severance payments are not used as a substitute for disciplinary action

Further challenge on this is required CMT/Cabinet December 2015

6.4 Disciplinary action is taken promptly and investigations are thorough

Reports to Cabinet with support from internal audit


Training for managers and hearing officers

Training March 2016

Policies to be developed by senior officers and review process in place on an annual basis


6.5 Sanctions are consistent and appropriate

Accountability framework needs to be better defined with a consistent

CMT March 2016

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11

approach for all managers

Page 57



SCRUTINY REPORT


Scrutiny Committee Work Programme

1.0 PURPOSE OF THE REPORT

1.1 To provide the Scrutiny Committee with its work programme for consideration and to prepare in advance for the next scrutiny committee meeting.


2.1 The Committee considers its work programme and approve, revise or amend it as deemed appropriate; and to consider the questions above in planning for the next meeting.

3.0 INTRODUCTION AND BACKGROUND3.1 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.

3.2 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 Corporate Plan

and priorities?b. Is this item/topic relating to service performance concerns?c. Is this item/topic of significant public interest?d. Has the item/topic got budgetary implications?

Date Written 12th January 2016Report Author Scrutiny SectionService Area Legal & Governance ServicesCommittee Division Scrutiny Exempt/Non Exempt Non ExemptCommittee Date 1 March 2016

Page 59

Agenda Item 7

e. Is this a item/topic where Scrutiny involvement will make a significant difference and achieve tangible outcomes?

f. 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 purposec. 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 / reviewe. to explore possible solutions to an issue

Q) What outcome is the committee seeking from the consideration of this item?

a. To comment on the proposed budget and make suggestions to cabinet regarding the proposed budget’s ability to deliver the priorities of the council

b. Identification of any causes for concern and note successes.c. To receive an overview presentation.d. To gain an understanding of and to comment on a policy / strategye. 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 corporate plan / 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, Health Board 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 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?Meetings do not have to be held in a formal committee room environment. You may wish to hold occasional meetings out in the community e.g.

Page 60

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.

Scrutiny SectionMTCBC


Does the report contain any issue that may impact the Council’s Constitution? No

Page 61

Governance, Performance, Business Change and Corporate Services Scrutiny Committee Work Programme 2015/16

(The Work Programme is reviewed at each meeting and as such is subject to change)

(Work programme Version November 2015)

29th June 2015 15th September 2015 27th October 2015 8th December 2015 14th Jan. 2016 SPECIAL

Corporate Items Annual Return – Standards for Welsh

Public Libraries(JS)

Corporate Strategic Direction

(GC/EC/LB/ BT/PW)

Corporate Plan Challenge Process(EC, LB, MT, PW EMcW)

Review of HR Services

(DH/LJ/Cllr PW/CK)

Corporate Business Change

(EC / Cllr PW/GT/AM)

Policy Review & Development

Monitoring Reports / Briefing Reports

Scrutiny Committees membership, remits and Meeting dates.

Local Service Board; Wellbeing of Future Generations Act

Chair of LSB, MT, SD

Performance Strategy &

Performance Board(SJ/MT/EMcW)

Local Service Board - Update on Performance Management of the Reviewed SIP(Cllr PW/Chair of LSB, MT,

SD)

Performance Monitoring

Corporate Plan 2014/15 (Q4)

Annual Performance report and progress

updates (LB/MT)

)

Consultation on draft budget proposals

2015/16(GC/SJ/Cllr PW/Cllr BT)

JOINT MEETINGAll Scrutiny

Committees)

Page 63

Governance, Performance, Business Change and Corporate Services Scrutiny Committee Work Programme 2015/16



19th January 2016

1st March 2016

12th April 2016

24th May 2016

Work Programme suggestions

Corporate Items Corporate Risk Register(MT/ KOD/ Cllr Phil Williams)

Local Service Board. The transition from LSB to Public Service Board(Chair of LSB, MT, SD/ Cllr

Phil Williams)

Overview of Scrutiny(CK/Cllr PW)

Corporate Developments update (incl self-

evaluation and value for money) Cllr Phil

Williams

Policy Review & Development

Budget & Performance(SJ/MT/ Cllr Phil Williams)

Monitoring Reports / Briefing Reports

Review of HR Services- action plan update(LJ/ Cllr Phil Williams)

Performance and Challenge against x4 “Strategies on a Page”

(GC/EC/LB/Cllr BT/Cllr PW)

Whistleblowing Policy

(CK/Cllr PW)

Performance Monitoring


(EMcW / Cllr Phil Williams

LAESCYP Performance Board Action Points – update on Action point 5 Corporate Support Services

Wales Audit Office Reports, AIR & Letters(GT, EC, LB, MT, Cllr Phil Williams)Dates to be agreed

Local Service Board – Annual Report and Key Priorities

(EC/LB/Cllr PW/Chair of LSB/MD/SD)


(EMcW/ Cllr Phil Williams)

Page 64

Governance, Performance, Business Change and Corporate Services Scrutiny Committee Work Programme Descriptors 2015/16



Committee Governance, Performance, Business Change & Corporate ServicesOverarching Item Officer &

Cabinet Member

Timing (Other) Scrutiny Focus




Williams

15th Sep 2015

Scrutiny & Challenge : A report outlining the corporate strategic direction and identifying measures for success, desired outcomes and targets towards meeting the ambition of top performance, sustainability and good reputation.

Local Service Board; Wellbeing of Future Generations Act


Scrutiny & Challenge : A report detailing the requirements of the Wellbeing of Future Generations Act: Overview of the Wellbeing of Future Generations Act and the role of partnerships to support local implementation.

Corporate Plan Challenge Process

Ellis Cooper/Lorraine

Buck/Mark Thomas / Cllr Phil Williams

Ewan Mc Williams

Scrutiny & Challenge : A report detailing (i) the outcomes of the SER process for services during 2014/15 (ii) what process will be used during 2015/16 to ensure robust corporate and service challenge (iii) how the SER process for 2014/15 has influenced the Corporate Plan and the corporate strategic direction (iv) progress towards embedding self-evaluation into corporate and service planning cycles

Annual Performance report and progress updates

Lorraine Buck/Mark

Thomas

15th Sep 2015

Scrutiny and Challenge: Statutory publication of Annual Performance Report and quarterly updates on performance. Each year the Council reviews its performance and evaluates progress made against the priorities set out in the corporate plan. A report is prepared that sets out how well the Authority is performing and what it can do to improve.


Lorraine Buck/ Lisa Jones/ Cllr Phil

Williams

27th Oct 2015

Carys Kennedy Scrutiny & Challenge : Follow up to the Schools Scrutiny Committee scrutiny concerns about HR related issues with schools and progress on delivering the actions following the HR review in 2014 and in relation to the effectiveness and impact of school related issues

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Performance Strategy & Performance Board

Ewan McWilliams

27th October

2015

Scrutiny & Challenge: A report and presentation which is to discuss the performance element of the organisational improvement strategy and to include the role of the Performance Board.




Williams

Late Oct 2015 & Mid Apr

2016

(Joint Committee)

Scrutiny & Challenge : A report on progress towards delivering the corporate strategic direction plan for two of the key themes of top performance, sustainability and good reputation in the first meeting and in the second meeting the remaining theme and a summary of progress for the whole plan

Corporate Business Change

Ellis Cooper / Cllr Phil Williams

Gary Thomas / Andrew Mogford

Scrutiny & Challenge : A report detailing the key elements of the business change strategy and programme and an evaluation of successful it is in achieving transformational and budgetary change whilst also supporting the delivery of the ambitions of top performance, sustainability and reputation

Local Service Board - Update on Performance Management of the Reviewed SIP

Ellis Cooper / Cllr Phil

Williams/L. Buck


Scrutiny & Challenge : A report providing an update on Performance Management of the Reviewed SIP: SIP review including performance management arrangements to monitor delivery of the SIP


Dorothy Haines/ Lisa Jones/ Carys

Kennedy / Cllr Phil Williams

8th Dec 2015

Scrutiny & Challenge : Follow up to meeting on 27th October 2015. Schools Scrutiny Committee have had concerns about HR related issues with schools and progress on delivering the actions following the HR review in 2014, and in relation to the effectiveness and impact of school related issues

Consultation on draft budget proposals 2015/16

Gareth Chapman/Steve

Jones/Cllr P Williams/ Cllr B.

Toomey

14th Jan 2016

(Joint Committees)

Challenge & Overview : Referral from Cabinet for scrutiny to understand and then challenge proposed budget proposals for 2015/16 and beyond where appropriate

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Corporate Risk Register

Mark Thomas/K.

O’Donovan / Cllr P Williams

Challenge & Overview: To provide a report providing an overview of the Corporate Risk Register (to manage high level risks facing the organisation from a strategic and business risk perspective).

Review of HR Services – action plan update

Lorraine Buck/ Lisa Jones/ Cllr Phil

Williams

Scrutiny & Challenge: Follow up to the Schools Scrutiny Committee scrutiny concerns about HR related issues with schools and progress on delivering the actions following the HR review in 2014 and in relation to the effectiveness and impact of school related issues. This follows on from the meeting on 27th October 2015.


Ewan Mc Williams / Cllr

P Williams

19th January

2016

Scrutiny & Challenge : Quarter 2 Corporate Plan & Outcome Agreement performance monitoring. Focus is to scrutinise progress and to highlight variations in performance

Budget & Performance

Steve Jones / Mark Thomas / Cllr P Williams

Scrutiny & Challenge : A report detailing progress on embedding value for money analysis in service self-evaluations and providing an indication about whether key council services are providing value for money

Local Service Board. The transition from LSB to Public Service Board

Chair of LSB, MT, SD / Cllr P

Williams

Scrutiny & Challenge : Overview of the transition arrangements from LSBs to PSBs and overview of the requirements of PSBs




Williams

1st March 2016

Scrutiny & Challenge: Performance against each of the “strategies on a page”. At 15th September 2015 meeting the Deputy leader suggested that they return to provide further information on delivery against the strategies and how they are progressing.

Whistleblowing Policy

CK, Cllr P Williams

Challenge & Overview: As per WAO report - There is significant scope to improve the Council’s whistleblowing policy, process, and training and to raise awareness of whistleblowing arrangements across the Council. The current whistleblowing arrangements, themes, trends and outcomes are not subject to member scrutiny and challenge” (Source – WAO- Annual Improvement report and Corporate Assessment June 2015)

Corporate Software Mark Thomas / Challenge & Overview: At the June 2015 meeting MT advised that the Authority will

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Programme for recording / monitoring Performance.

Cllr P Williams be introducing a new software package to record and monitor performance. The committee has asked for an update on progress.

Overview of Scrutiny

CK, Cllr P Williams

Scrutiny & Overview: Annual report detailing the work, of the scrutiny committees, their behaviours and the responses to 2014/15 recommendations. This will include an evaluation against the Auditor General’s report on Good Scrutiny Practice and an assessment of the impact of the committees and the chair’s group

Corporate Developments update (incl self-evaluation and value for money)


Cooper/Lorraine Buck/M Thomas/ Cllr Phil Williams

Information & Challenge : The work of the Governance Scrutiny Committee needs to be further enhanced monitoring the corporate developments being led by the Chief Executive and in particular in relation to self-evaluation and value for money (Source – “A Review and Evaluation of Member Scrutiny 2013-14”)

Action Points following Learning & LAESCYP Performance Board meeting Nov 2015

DH, G Estabanez, Cllr

P Williams

12th April 2016

Pupil Outcomes

Scrutiny and Challenge: At the last Learning & LAESCYP Performance Board 5 areas for improvement were identified – 1) Parental Engagement (Lead Officer Sarah

Bowen); 2) More Able and Talented Pupils (Dorothy Haines); 3) Governance & Governing Bodies (Dorothy Haines); 4) Collaboration (Dorothy Haines); and 5) Corporate Support Services (Glynis Estabanez). (These were identified in the Performance Board report to Learning &

LAESCYP meeting on 25th January 2016). Numbers 1 to 4 managed by the L&L scrutiny committee; and 5) by the Governance Scrutiny Committee. Above suggested by Cllr P. Williams.

Wales Audit Office Reports, AIR & Letters

Gareth Chapman/Ellis Cooper/Lorrain

e Buck/M Thomas/ Cllr Phil Williams

Date to be agreed

Information & Challenge : The key elements of the Wales Audit Office reports and/or letters issued for 2014/15 and planning for improvement 2015/16.

Local Service Board – Annual Report and Key Priorities

Ellis Cooper / Cllr Phil

Williams/Lorraine Buck / Chair

Date to be agreed

Scrutiny & Challenge : Annual Report and detailing performance and Key Priorities in relation to the revised SIP for 2015/16.

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of LSB, MT, SDChild Sexual Exploitation (CSE) – Rotherham MBC

Corporate Safeguarding Group responsible for Action Plan

Date to be agreed.

Referral from Regeneration Scrutiny Committee. At the Regeneration Scrutiny meeting on 26th January the Committee was provided an action plan – “MTCBC Safeguarding Review Improvement Action Plan”. The Licensing section actions were reported to the committee. The Committee however felt that ownership of monitoring the actions of the action plan should be by the Governance Scrutiny Committee as it was authority–wide. The Governance Scrutiny Committee to consider how to deal with this matter. (A report on the matter was agended at Council on 02/12/2015 MTCBC Corporate response to the Casey report”

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