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Resolved: to (i) welcome and support the scope of the work along with the planned timescales for the Caledfryn and Dolwen projects; and (ii) acknowledge the rationale for the original Denbigh Health and Social Care Programme being disbanded with the work now being taken forward as three distinct projects.
Resolved: (i) to confirm that it had read, understood and taken into account the work that is required to be undertaken by the North Wales Regional Partnership Board; and (ii) subject to the observations provided to acknowledge the progress made during 2024/25 on all work areas being taken forward through the North Wales Regional Partnership Board. The Chair thanked representatives for attending and for all their hard work in securing the coordinated delivery of essential health and well-being services across the region. At this juncture in the meeting the Committee adjured for a break at 11.05am. The meeting reconvened at 11.15am.
Resolved: subject to the above observations to – (i) recognise the progress achieved to date under the ‘Renew Rhyl – Clear, Hold, Build’ initiative; (ii) acknowledge the assistance provided by the Council since April 2024 to support partnership working for the initiative; and (iii) urge the Council and all other partners involved with the initiative to continue to actively work together beyond the project’s formal closure in March 2026 with a view to securing sustainable long-term benefits for the community of Rhyl West.
Resolved: to confirm its programme of work as set out in Appendix 1 to the report.
Apologies for absence were received from Councillors Jeanette Chamberlain-Jones, Pauline Edwards and Merfyn Parry. The Chair asked that the Committee’s best wishes for a speedy recovery be sent to Councillor Chamberlain-Jones and Councillor Edwards, both of whom were currently unwell.
No interests of a personal, or a personal and prejudicial nature, in any of the Committee’s business were declared.
No items of an urgent nature had been drawn to the Chair’s attention prior to the commencement of the meeting.
The minutes of the Partnerships Scrutiny Committee meeting held on 23 October 2025 were submitted. The Committee: Resolved: that the minutes of the Partnerships Scrutiny Committee meeting held on 23 October 2025 be approved as a true and accurate record of the proceedings. No matters were raised in connection to the contents of the minutes.
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Resolved: to (i) welcome and support the scope of the work along with the planned timescales for the Caledfryn and Dolwen projects; and (ii) acknowledge the rationale for the original Denbigh Health and Social Care Programme being disbanded with the work now being taken forward as three distinct projects.
The Lead Member for Health and Social Care provided a brief introduction on the Denbigh Health and Social Care Project report (previously circulated) to the Committee. A lot of work had gone into the project over the past few years which included a range of stakeholders and although changes had been made over the planning process the aim of the project had remained the same, to ensure that local Health and Social Care provision reflected the changing need. Dolwen is one of two in-house Council Residential Care Homes which had received a positive Care Inspectorate Wales (CIW) Report last year. The projects aim is to increase its capacity from 32 to 50 beds. The proposed changes at Dolwen are in response to more profound care needs being seen within the service. The building would also be modernised to accommodate new equipment. The Corporate Director for Social Services and Education provided further details on the report. The project aligned closely with the Councils communities, performance and culture principles by taking into account the future health and social care needs of Denbigh town and the surrounding area, working in partnership with key stakeholders including the Health Board, and delivering high quality care and support to improve health and wellbeing. Until recently there was a wider programme for delivering future health and social care provision in the Denbigh area. However, following the Council’s decision to close and sell Caledfryn, Betsi Cadwaladr University Heath Board (BCUHB) seized the opportunity to purchase the building earlier than originally anticipated to develop it as a health and wellbeing hub for the town of Denbigh as part of the wider programme. As a result, and in discussions at the Denbigh Health and Social Care Project Board and with Welsh Government it was agreed that Caledfryn would become a project in its own right and be led by BCUHB and that the development of Dolwen would become a project led by the Council. The Director of Allied Health Professionals (Centre Integrated Health Community) guided members through a presentation on the proposed plans for the health and wellbeing hub in the town of Denbigh. A mix of BCUHB, Denbighshire County Council (DCC) and Third Sector services would be housed in the hub to enable more integrated ways of working, to better serve the population of Denbigh in an easily accessible location. Services located in the building would include Adult Mental Health, Children’s Services, Flying Start and the Complex Disabilities Team. It was planned that the building would be a ‘single front door’ for accessing approximately 13 services, facilitating seamless referrals between services whilst providing holistic support for families. The integration of the services was outlined to members with services being integrated under 3 areas of care – Adult Mental Health, Primary and Community and Children’s Services. The provision of Primary Care Services was currently under discussion with several options being considered by BCUHB and GP surgeries. Details on the timeline for the completion of the health and wellbeing hub were as follows – · Caledfryn building purchased in March 2025 · Business case to be completed by June 2026 · Welsh Government Scrutiny during summer 2026 (pending confirmation of pre-election period and potential impact of a change of government) · Construction phase for 12 months from Summer 2026 · Services to move into Caledfryn in Summer 2027 The Chair thanked the Director of Allied Health Professionals (Centre Integrated Health Community) for his presentation and the information provided. The Head of Adult Social Care and Homelessness Services then provided information on the Dolwen Project. Dolwen is a valued care home which needs updating due to the care needs of residents now being more complex than when the facility was originally built. The proposed plans are to upgrade and expand the existing facility. In accordance with Welsh Government requirements, the Council is required to go through a Five Stage Business Case Process to apply for funding. A Stage 0 funding application had been submitted to the Regional Partnership Board (RPB), Capital Fund Board in July 2025 which confirmed that the project to refurbish and extend Dolwen Residential Care Home would be led by DCC. The Stage 0 funding application was successful and is now moving to the development of the Strategic Outline Case (SOC). A feasibility study is now being undertaken to develop the Strategic Outline Case. To the rear of the Dolwen site is Cysgodfa a housing complex for older residents. To allow people to stay independent at home for as long as possible the intention is to work with Community Housing and Denbighshire Voluntary Services Council (DVSC) to develop an extra care lite model for the tenants of Cysgodfa. The project will be developed as part of the Strategic Outlie Case. The Chair thanked Officers for the information provided. The Chair sought clarity on the two projects in particular the impacts on residents already in Dolwen. The Head of Adult Social Care and Homelessness Service clarified that Caledfryn is a project for a Health and Wellbeing Hub in which there would be many services provided within building. Dolwen Residential Care Home is a project to update and expand the building while residents continue to live in the building which will require careful planning to lessen the impact on those residents. Members discussed the costings of the projects and questioned the level of confidence officers had in the successful acquisition of the required funding. The Head of Adult Social Care and Homelessness Service confirmed that while the specific funding had been made available by Welsh Government, the allocation process is highly competitive. The Council will be vying with other local authorities for a share of the funding. It was pleasing that this project was amongst those that the (RPB) had identified as its priority projects. The Chair questioned the £1m figure quoted for ‘contingency for exclusions’ in the report and asked for examples of the types of areas this would cover. The Head of Adult Social Care and Homelessness Service explained exclusions were elements such as unnoticed asbestos removal, abnormal ground conditions, traffic management and planning and building regulations fees. The report referred to an ‘extra care lite’ model and members questioned the meaning of the term. The Head of Adult Social Care and Homelessness Service clarified the term ‘extra care lite’ model referred to offering extra care to the older community of Denbighshire. Cysgodfa is a dedicated housing development for older residents situated to the rear of Dolwen Residential Care Home. It is proposed that the project could operate on an extra care basis. This will allow residents to remain independent while accessing additional services such as a hot meal or domiciliary care if it is required. At the conclusion of the discussion the Chair thanked both Health Board and Council representatives for providing the Committee with details of the innovative proposals under development for future delivery of both Health and Social Care Services in the Denbigh area. The Committee: Resolved: to (i) welcome and support the scope of the work along with the planned timescales for the Caledfryn and Dolwen projects; and (ii) acknowledge the rationale for the original Denbigh Health and Social Care Programme being disbanded with the work now being taken forward as three distinct projects.
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Resolved: (i) to confirm that it had read, understood and taken into account the work that is required to be undertaken by the North Wales Regional Partnership Board; and (ii) subject to the observations provided to acknowledge the progress made during 2024/25 on all work areas being taken forward through the North Wales Regional Partnership Board. The Chair thanked representatives for attending and for all their hard work in securing the coordinated delivery of essential health and well-being services across the region. At this juncture in the meeting the Committee adjured for a break at 11.05am. The meeting reconvened at 11.15am.
The Lead Member for Health and Social Care introduced the North Wales Regional Partnership Board’s Annual Report for 2024/25 (previously circulated) to the Committee. The aim of the Regional Partnership Board was for partners to work collaboratively to support the health and wellbeing of residents across North Wales. The Board had a diverse membership which included all six North Wales local authorities, BCUHB and a wide range of statutory and voluntary partners. The report was wide-ranging and reflected the amount of work the Board had carried out over the past year across the region. The report also included a break down of how funding was used and the impact of it. The report was structured around the national models of care which included the annual delivery plan that partners would be actioning through project delivery over the coming year, in response to the challenges and the successes that were recognised in the sector. Over the past year the Board had gone through a review and refresh process of how it operated and as a result of this process the Board had become more ambitious in building stronger regional partnership working with a focus on prevention work. An achievement highlighted in the report was the Dementia Friendly Community scheme which was developed by the Board and DVSC. The number of Dementia Friendly Communities across the region had significantly increased since the introduction of the scheme. The Head of the Regional Collaboration Team provided further details on the report. The Board was cooperating for the benefit of residents that needed support, help and services within the Health Care Sector. It was important to acknowledge that for collaboration to work effectively, it was essential that the Board was able to establish a positive environment where different viewpoints were heard and expressed. A lot of the work that was carried out was to meet the expectations of Welsh Government under its six models of care and a number of these expectations were acknowledged in the report. The Welsh Government’s models of care included preventative measures, supporting complex needs and supporting families and children. It was important to recognise that while the report highlighted the successes and the challenges that existed within the sector, it was also important to acknowledge that the Board was only able to achieve what it as working towards due to the financial assistance from the Welsh Government through different sources. A piece of regional work highlighted in the report looked at moving the agenda of the Board from managing illness, to being more proactive and concentrating on how healthy practices were promoted in communities in the future, with the preventative element of health being a key focus throughout the sector. The report referenced the need to concentrate on specific areas in advance, specifically people being discharged from hospital and it was noted that Denbighshire had the lowest number of residents waiting to be discharged which demonstrated the benefit of collaborative working across the region. The Chair thanked officers for the report and welcomed, specifically the news that Denbighshire had the lowest waiting times for patients being discharged from hospital. Members requested further information on the projects that were going well in Denbighshire in relation to the Regional Partnership Board’s scope of work. The Corporate Director for Social Care and Education explained that many successful projects in Denbighshire were included in the report. A project to highlight was the pioneering Bwthyn y Ddôl – Sub-Regional Children’s Residential Assessment Centre which opened in 2024 which had significantly helped children and families in crisis. The Project was delivered through the partnership working of Conwy County Borough Council, Denbighshire County Council and Betsi Cadwaladr University Health Board. Another innovative scheme in Denbighshire which was proving to be successful was the Local Family Integrated Team (LIFT) which provided multi-agency support to families who required it. Members discussed moving from treating ill health to preventing ill health and asked for a further explanation on this. The Head of the Regional Collaboration Team explained that an issue raised during previous meetings of the Board was the realisation that there needed to be a shift in focus from looking at people when they were ill to trying to highlight care that was available to them when they were healthy. A report presented to the Board by Public Health Wales (PHW) in Summer 2025 titled ‘Well North Wales’ highlighted the need for partners to look at the different aspects which exist within a person’s life, for example education, housing etc and how these currently tended to be viewed in isolation. There was a need to approach things differently and bring all aspects of a person’s life together to form a holistic approach to their welfare and promote healthy life choices, in line with the ambitions set out in the Well-being of Future Generations (Wales) Act. Following an in-depth discussion, the Committee: Resolved: (i) to confirm that it had read, understood and taken into account the work that is required to be undertaken by the North Wales Regional Partnership Board; and (ii) subject to the observations provided to acknowledge the progress made during 2024/25 on all work areas being taken forward through the North Wales Regional Partnership Board. The Chair thanked representatives for attending and for all their hard work in securing the coordinated delivery of essential health and well-being services across the region. At this juncture in the meeting the Committee adjured for a break at 11.05am. The meeting reconvened at 11.15am.
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Resolved: subject to the above observations to – (i) recognise the progress achieved to date under the ‘Renew Rhyl – Clear, Hold, Build’ initiative; (ii) acknowledge the assistance provided by the Council since April 2024 to support partnership working for the initiative; and (iii) urge the Council and all other partners involved with the initiative to continue to actively work together beyond the project’s formal closure in March 2026 with a view to securing sustainable long-term benefits for the community of Rhyl West.
The Lead Member for Housing and Communities introduced the report (previously circulated) and the Renew Rhyl – Clear, Hold Build Initiative to the Committee. The report explained the progress made through the Renew Rhyl – Clear, Hold Build Initiative in Rhyl West from April 2024 to date. It was a nationally mandated Home Office Initiative to reduce serious and organised crime (SOC) and strengthen community resilience in selected parts of the UK, with the programme in rhyl running until March 2026. The initiative had been delivered through three distinct phases: Clear, which removed immediate SOC threats through targeted enforcement; Hold, which consolidated and stabilised the area; and Build which delivered a whole system approach to tackle the drivers of crime and prevent harm from returning. One of the most significant outcomes of Clear, Hold, Build had been the development of strong networks across services and organisations. The partnership approach had fostered trust and improved communication, with organisations increasingly knowing who to contact and working together outside of formal meetings. The Corporate Director for Governance and Business provided further details on the progress of the initiative stating that since the implementation of the initiative there had been a 14% reduction in crime, 35 warrants issued, 180 arrests made, and property closure notices given. The Insight, Strategy and Delivery Manager provided further details on the next steps of the initiative. Council teams were convening one final workshop to consider progress against the agreed Clear Hold Build Action Plan, scheduled for March 2026. The Council’s continued facilitation/convenor role post March 2026 was actively being discussed with preference to align as much as possible with existing multi-agency structures and governance already in existence, with the work itself being undertaken on a business as usual basis. The Chair thanked officers for the report and welcomed questions from the Committee. Members expressed their concerns regarding what will happen after March 2026 when funding would cease and questioned if there was any data available to measure the impact of the initiative. The Corporate Director for Governance and Business stated that no funding had been given to the Council for the initiative. The funding had been given to the Police for the initial phases, with the multi-agency work being undertaken through invitation. It was hoped that the collaborative relationships established and fostered during the delivery of the initiative would continue through regular workshops and the Council were looking at ways in which they could help achieve this. Members acknowledged that the crime rate in Rhyl West had reduced however questioned if residents overall felt that Rhyl was a safer place due to the initiative. The Insight, Strategy and Delivery Manager explained that a survey on an increased feeling of safety in the area had not been carried out however, she would consider the proposal going forward and liaise with the Rhyl Regeneration Manager to explore ways of undertaking this type of survey. There was a piece of work called ‘Our Rhyl’ which was looking at the possibility of a Community Hub in the area to engage with local residents however, there were currently funding challenges around this. The Corporate Director for Governance and Business explained the fact that crime levels in Rhyl West had seen a reduction of 14% would suggest that Rhyl was a safer place and the initiative had generally received a positive response. The Police assessment of risk had also indicated that the risk of SOC had reduced significantly. In addition, the Police had given assurances to all stakeholders that they did not want to see incidents of SOC creeping back into the area once the formal project ceased in March 2026, hence the aspiration by all involved that strong collaborative working arrangements remained and became business as usual. The reputation of Rhyl was discussed, and questions were raised regarding what work could be carried out to eliminate the negative reputational damage Rhyl had received over previous years. The Corporate Director for Governance and Business referred to positive news stories including recent television programme and news articles which portrayed a positive impression of Rhyl, and which had engaged with residents. It was important to continue to promote positive projects which were happening in Rhyl to change any negative reputational views. The Insight, Strategy and Delivery Manager added that public relations (PR) communication had been discussed at the last workshop in November 2025, and actions were agreed to support a better image of Rhyl which included podcasts and Community Networking Lunches. The Council were committed to supporting Rhyl in the long term. Members questioned how confident officers were that the benefits realised to date, with the help of the funding provided, were sustainable for the long-term and that Rhyl had a brighter future. The Insight, Strategy and Delivery Manager stated she was confident that Rhyl had a brighter future. A Rhyl Regeneration Manager had recently been appointed with the focus of supporting the vision for Rhyl that had been co-created with a long-term perspective. She was currently liaising with officers in other areas of the UK whose localities had suffered similar reputational damage to that experienced by Rhyl, but who had in recent times been able to turn their reputation around. Members questioned how The ROC Outreach Centre was impacting on the sustainable element of the Clear, Hold, Build Programme and how voluntary projects such as The ROC would be funded going forward. The Corporate Director for Social Care and Education explained there were a number of third sector organisations, voluntary groups and charities working in the area supporting residents, working collaboratively. Services and organisations were working in a partnership approach and would continue to help residents experiencing difficulty. The Chair thanked the Lead Member and officers for providing the report and for answering members’ questions. At the conclusion of a comprehensive discussion, the Committee: Resolved: subject to the above observations to – (i) recognise the progress achieved to date under the ‘Renew Rhyl – Clear, Hold, Build’ initiative; (ii) acknowledge the assistance provided by the Council since April 2024 to support partnership working for the initiative; and (iii) urge the Council and all other partners involved with the initiative to continue to actively work together beyond the project’s formal closure in March 2026 with a view to securing sustainable long-term benefits for the community of Rhyl West.
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Resolved: to confirm its programme of work as set out in Appendix 1 to the report.
The Scrutiny Coordinator introduced the report and its appendices (previously circulated), which sought the Committee to review its programme of future work. The next meeting of the Partnerships Scrutiny Committee was to be held on the 5 February 2026. There were two business items on the agenda: · Removing profit from the Care of Looked after Children. · Contaminated Land Appendix 2 contained the Member’s Scrutiny Proposal form for members’ use, Appendix 3 contained the Cabinet Forward Work Programme for the Committee’s information and Appendix 4 contained the progress on the Committees resolutions form its previous meetings. The Committee: Resolved: to confirm its programme of work as set out in Appendix 1 to the report.
None. Meeting concluded at 12.05pm
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