Agenda item

Following scrutiny, the report was noted.

The West Glamorgan Regional Transformation Programme Director presented the work of the West Glamorgan Regional Partnership Board; membership of the board includes Neath Port Talbot and Swansea Councils, Swansea Bay University Health Board, and third sector partners. Formed in 2016 under the Social Services and Well-being Act Part 9 guidance, the Western Bay Regional Partnership Board initially included Bridgend Council. However, following health board boundary changes in 2019, the region was renamed West Glamorgan.

 

New governance arrangements were established in 2019, with Directors and Service Heads collaborating on future operations. Annually, a five-year area plan is developed based on the population needs assessment which is conducted every five years. One year after the assessment, a strategic area plan addressing regional priorities and population-specific issues is created. The current area and action plan, approved on January 25, 2023, covers 2023 to 2027.

 

The Partnership Board reports to the local Cabinet of the health board and local authorities, any changes to service delivery is presented to these local cabinets. The board has a diverse membership and continues to expand as mandated by Welsh Government, with additional co-opted members as needed.

 

There are three steering advisory boards, each with distinct programmes:

 

1.Steering and Advisory Board 1

• Communities and Older Persons Programme Board: aims to reduce hospital discharge delays and prevent escalation into managed care services.

• Carers Partnership: Supports unpaid carers with a collaboratively developed strategy and priority work plan.

• Dementia Programme: Engages the community, including a listening campaign in Baglan, to inform a strategy for West Glamorgan.

 

2.Steering and Advisory Board 2

• Well-being and Learning Disability Programme Board: collaborates with individuals with disabilities to develop a Well-Being Strategy.

• Mental Health and Well-being Board: Focuses on preventing emotional well-being issues and enabling people to stay well at home.

• Regional Commissioning Programme: Assesses market stability reports and the capacity of managed care services, including residential placements for older adults. This new programme is currently defining its terms of reference and priorities.

 

3. Steering and Advisory Board 3

• Children and Young People Programme Board: Supports children with complex needs to remain at home and avoid escalation into care.

• Neurodiverse Programme: Develops a strategy to support individuals with neurodiversity, aiming to reduce waiting lists and unnecessary diagnoses, and to help people to live their best lives in the community. This initiative involves extensive co-production and communication efforts.

 

Further details on these strategies will be available once finalised.

There are several supporting programmes underpinned by a large capital programme, which facilitates other initiatives. Currently, the digital and data transformation initiative is on hold due to the Welsh Government's new Connecting Care programme. Additionally, Mosaic has been launched in Neath Port Talbot and will be adopted across the region, allowing for more effective data sharing.

 

In relation to workforce initiatives, significant work is underway under the Social Care Workforce Development Programme (SCWDP), collaboration is ongoing with the training department to ensure the SCWDP programme's workforce connections support the regional projects.

 

A report is produced every three years to document work undertaken with the third sector and not for profit sector, to ensure section 16 is considered across all programmes.

 

The total spend across the region in the last financial year was £18,909,515, this is split across the third sector (24%) and statutory partners (76%). Currently, the partnership is the only one in Wales to achieve the Welsh Government target for third sector funding and the partnership is held in high esteem as a result of work with the third sector. The investment is due to end in March 2027, and this is a risk to programmes of work, conversations have taken place with Welsh Government relating to future funding.

 

The Programme Director provided information to members on the learning disability programme, with a focus on access to transport. Work has been undertaken with travel companies to investigate how transport can be more accessible. A workshop was held with transport providers across the region. It was identified that some issues faced by learning disabled people were mirrored across the general population.

 

The Regional Partnership Board have written to the Welsh Government Minister for Economy and Transport in relation to a new transport charter, and a meeting is planned with the council leader. Despite facing challenges, including delays caused by COVID-19, significant progress has been made. Collaboration and engagement are crucial for future success.

 

In relation to needs assessments, members enquired how is work collaborated through the different partners?

 

Officers advised members that Well-being assessments are conducted by Neath Port Talbot and Swansea’s Public Services Board’s, and data collected from both the Population Needs Assessment and Wellbeing Assessments from various sources across the partnership, including councils, health boards, and Welsh Government is shared to not duplicate effort and to ensure consistency. There are gaps in data for example on neurodivergent individuals across Wales, efforts are being made to improve data collection for future population needs assessments, especially since COVID-19 has significantly changed circumstances. The partnership is working with Welsh Government to address data gaps and ensure comprehensive data collection.

 

Members enquired whether there was an evidence base to support that older people want to stay in their own homes rather than supported living, older people are supported to stay at home but can suffer with isolation and loneliness.

 

Officers advised members that social workers and practitioners have conversations with individuals to understand their preferences. Additionally, efforts are made to explore community offerings and access to local activities to address isolation. It is a complex issue that requires a multifaceted approach.

 

The Director of Social Services, Health & Housing stated that while people generally prefer to stay in their own homes, individual discussions and choices are crucial. In the past, limited housing options forced people to choose between staying at home or moving to residential care. The strategy includes investing in diverse housing options such as supported living and older people's villages. This approach aims to provide support for those who want to stay at home and offer communal settings for those who prefer them.

 

Members enquired about waiting lists for neuro diverse conditions and how this can affect individuals and their families. It was noted that easy read documentation and other simple adjustments can make a difference. The Chair suggested more awareness raising campaigns going forward.

 

Officers advised members that the region had recently launched the Myth Busting campaign for neurodiversity, which has gained national attention. The campaign addresses how to support people whilst they are on waiting lists. The initiative is at an early stage, with more local work planned to further develop the programme. Details of the campaign will be shared with members.

 

The Director of Social Services, Health & Housing advised members that the presentation provided an overview of the regional partnership board and its extensive work. While detailed discussions on specific areas were not possible at this meeting, more information can be provided on topics such as the neurodivergence pathway, work with children and young people, older people, and hospital discharge. Relevant officers can be brought in to discuss these specifics upon request.

 

Members referred to page 7 of the report and the establishment of pool funds, members enquired how this has worked, is it done fairly and what has the impact been?

 

Officers advised members that the Welsh Government promotes the establishment of pooled funds, and the region already has pooled funds for intermediate care services and joint equipment. These funds have worked well, but current issues, such as hospital delays, require a review to ensure services meet new demands. Discussions are ongoing concerning potential new pooled fund arrangements to improve collaboration.

 

Members queried end of life care and support within the community.

 

The Head of Adult Services confirmed that district nursing and McMillan provided support and that all residential care homes are trained in end of life care. If any further detail is required, this could be provided at a future meeting.

 

Members requested that any future performance measures could be reported as figures as well as percentages. Members requested a breakdown of the financials of the Regional Partnership Board.

 

Officers confirmed that the percentages provided in the report are based on responses from service users, it was challenging to gather complete data as not everyone provides feedback. Responses from the statutory sector are lower than the third sector, which is being addressed. The data presentation follows national and regional investment fund measures for consistency across Wales. More detailed breakdowns of projects and funding are available if required; the website lists projects without specifying their funding amounts.

 

Members requested further detail concerning the significant risks in relation to the existing funding schemes mentioned on page 5 of the report. Members also enquired about the scrutiny arrangements for the Regional Partnership Board and requested a breakdown of the financial details be provided to members.

 

Officers confirmed that the uncertainty regarding future funding is a considerable risk. Flat rate grants were a risk as the money received is static and as budgets and costs increase, services can drop. A detailed piece of work is ongoing to establish the impact across the third sector on the delivery of services.

 

Officers confirmed that a breakdown of finances could be shared with the committee.

 

In relation to governance arrangements, the Regional Partnership Board is responsible to the three statutory organisations.

 

The Director for Social Services, Health & Housing advised members that any policy decisions which involved this council would be brought to the Cabinet for decision and the scrutiny committee would have the opportunity to call a report in for scrutiny. In addition, the committee can call in other areas of the regional work being undertaken, and partners from Health, Third Sector and Swansea Council could be invited to answer members questions.

 

Following scrutiny, the report was noted.