Wrthi'n llwytho
Does dim crynodeb o'r cyfarfod hwn eto. Caiff crynodebau eu hysgrifennu pan fydd y cyngor yn cyhoeddi'r cofnodion, sef ei gofnod swyddogol o'r hyn a benderfynodd cyfarfod. Maen nhw fel arfer yn ymddangos ychydig wythnosau ar ôl y cyfarfod.
The Chair welcomed everyone to the meeting.
There were no declarations of interest received.
The minutes of the meeting held on 19th March 2026 were approved as an accurate record of proceedings.
Members considered items from the Cabinet Forward Work Programme.
Members expressed disappointment that the report presented today was not an update report, and noted that an update will be brought to the committee in July. Members referred to page 33, item 3 of the agenda pack and questioned what had been done to address the transport barriers to facilitate access for all service users. Officers advised that the emerging alliance model includes a core outreach approach, involving active engagement with communities to improve service delivery. The strategy places a strong emphasis on ensuring that commissioned services effectively reach valley communities. While public transport improvements fall outside the direct remit, this issue has been acknowledged within the delivery plan as part of partnership working. It was noted that, as the strategy is implemented, specific actions will be assigned to leads and monitored to assess impact and inform any necessary adjustments. Members referred to page 37, item 15 (to target and restrict the supply of illicit drugs) and questioned what are the number of enforcement actions and what is the quantity of drug seized and the percentage that were Class A or Class B drugs? Officers explained that the purpose of the report was to formally ratify the strategy and advised that performance data will be provided with the next scrutiny committee update. It was noted that there is close partnership working with police colleagues and it is important that enforcement activity is monitored and robust across the region. The Chair asked for details of what partners sat on the Board. Officers confirmed that the Drug and Alcohol Leadership Board is a partnership of public services, including Police, Police and Crime Commissioner, HM Prison and Probation Services, Neath Port Talbot and Swansea local authorities, Mid and West Wales Fire and Rescue Service and the health board. Public services are working together to ensure there is a robust leadership of substance use delivery across the region. There are also some non-statutory members; Council for Voluntary Services and representatives of the new alliance providers and people with lived experience. Members questioned how an assessment could be made of individuals who are not currently engaging with services but may require support in the future. Officers acknowledged the importance of this issue, noting that many individuals with drug or alcohol-related needs may not yet be in contact with services. It was emphasised that increasing the visibility and accessibility of services is fundamental, alongside strengthening peer networks through ongoing co-production work across the region. This approach aims to improve understanding of community needs and support further service development. Officers highlighted the importance of engaging with underrepresented groups and identifying barriers to access by listening to individuals with lived experience and wider communities. Members were encouraged to support outreach efforts within their local areas. Additionally, work is being undertaken with public health teams to enhance communications and awareness campaigns, as well as with General Practitioners to ensure clear referral pathways. It was noted that the service, ‘The Verve’, is intended to be inclusive and accessible not only to individuals directly affected, but also to families, carers, and others seeking support. Officers recognised that further work is required to better understand and address unmet and emerging need within the population. Officers reported that a 72-hour protocol is in place to conduct welfare checks on individuals who have experienced a non-fatal overdose or attended A&E. They noted an increase in referrals, particularly involving recreational drug users, who would not traditionally engage with services. While many of these individuals decline support, the protocol provides an opportunity to reach a broader cohort in a sympathetic manner and encourage engagement with relevant services. Members welcomed this information. Members enquired whether there was confidence that partners had sufficient resources to deal with issues in the community and have officers identified any pitfalls. It was noted that in cases of suspected drug use and dealing from certain properties, the time for the police to access properties can be lengthy and this is distressing to the local community. The Head of Housing and Communities advised members that this issue should be looked at from a community safety partnership perspective rather than this particular strategy and offered to contact the member outside of the meeting to discuss their concerns. Officers confirmed that in terms of the strategy and the deliverables, partners have all agreed that the aims are achievable and have pooled funds and resources to provide a holistic approach. There may be challenges as the work progresses but there is a strengthened leadership and commitment from the Drug and Alcohol Leadership Board for this strategy. Members referred to page 27 of the report which stated that ‘although significant progress has been made, we recognise that more needs to be done to improve outcomes for individuals’. Members asked for further information to be brought to the next meeting regarding this, including supporting statistics and practical examples to clarify the issues identified. Officers acknowledged the need for improvement, particularly in relation to engagement with individuals. It was highlighted that future work would focus on better understanding pathways into services, strengthening outreach activity, and improving communication approaches. This includes developing psychologically informed environments, expanding peer involvement, and working with Public Health Wales to enhance messaging using behavioural insights, with the aim of reducing stigma and encouraging engagement. Members queried whether there were any community-based schemes in place, such as community kitchens where people are known as individuals. Officers agreed with the importance of this approach and advised that, while engagement activities such as clubs and cookery sessions have previously been linked to specialist services, there is increasing recognition that individuals should be supported within mainstream community settings. Work is ongoing to strengthen links with local area coordinators and community groups, enabling individuals to access existing local opportunities and integrate more fully within their communities as part of their recovery. The Chair commented that there was a difference in engaging as a volunteer in a formal structure such as CVS to being involved in projects in local communities. It was noted that many ward members have regular volunteers in their wards, the Chair commented that they would like to see a more grassroots led approach in future. Members referred to page 28 of the report and asked for clarification that the data mentioned was current and not from 2019. Officers responded that 2019 was when the transformation program commenced. Data is continuously studied, and various quarterly and live data is available. Officers agreed that the wording could be changed to make this clearer. Members referred to page 30 of the report and enquired how many Welsh speakers access services. Officers advised that this data was not available at the meeting but would be provided. It is recognised that there is a need to ensure that information regarding language is recorded effectively and this will be recorded and tracked through Verve from 1st June, to ensure the Welsh language is supported within our services properly. Officers confirmed that services are required to be delivered bilingually, in order to support individuals and this needs to be recorded. This action in the delivery plan will be monitored. Members referred to page 32 of the report and queried whether accessing the right support quickly had improved since this was last reported to committee. Members also requested an overview of the current process. Officers explained that, prior to 1 June, services were fragmented, with multiple contracts commissioned by different agencies operating in silos, resulting in disjointed pathways, inconsistent referral processes and delays in accessing support. The system has since been redesigned through co-production, informed by staff and lived experience, and now operates under a single, integrated contract delivered by an alliance of providers. This approach enables shared accountability, more efficient use of resources, reduced bottlenecks, and improved tracking and monitoring of performance across the system. It was further highlighted that the new model provides a “one front door” approach, meaning all referrals—self, professional, or criminal justice—are triaged through a single entry point, with individuals directed to the appropriate support and guided through the service, including aftercare. The Cabinet Member for Housing and Community Safety welcomed the renaming of the Area Planning Board to the Drug and Alcohol Leadership Board, noting that it provides greater clarity regarding its purpose. Appreciation was expressed to officers and partner organisations for their work in developing the strategy and establishing the new alliance. The Cabinet Member also welcomed the strategy’s comprehensive alignment with the recommendations of the Drugs Commission, emphasising the importance of continuing to implement and monitor these recommendations over time. It was noted that the document reflects a significant amount of work within a highly complex field. Following scrutiny, the recommendation was supported to Cabinet.
There were no items from the Scrutiny Committee Forward Work Programme for consideration.
Members considered the Performance Monitoring items.
The Head of Adult Services provided an overview of the Adult Services Business Plan, contained within the agenda pack. Key achievements for 2025/26, included bringing Trem Y Glyn back in-house, improvements to hospital discharge processes and community transitions, completion of an adult services review, and three successful CIW inspections. Key priorities for the coming year include progressing the transformation programme, developing alternative care and accommodation models, reconfiguring prevention and intensive support services to reduce residential admissions, and expanding AI use across services. The Adult Services budget is just over £95 million. While acknowledging financial pressures, the service remains committed to delivering required savings while maintaining safe service provision. Members referred to page 11 of the business plan (page 71 of agenda pack) and asked for clarification regarding the term RIF and what can be funded from this? Members also asked for further information on the mental health virtual ward. Officers responded that RIF stands for Regional Integrated Fund which is a regional funding pot from Welsh Government. The current funding stream is fully committed and will be ending from March 2027; there is no guarantee at this stage what the next funding element will look like. The fund sits under the regional partnership strategic aims. The Committee was advised that the development of virtual mental health wards is progressing well, with two clusters now operational within the Upper Valleys and Neath primary care GP practice networks. The initiative reflects strong partnership working with GP practices, focusing on identifying individuals known to services and providing earlier, more coordinated support within the community to prevent escalation into statutory services. Collaborative multi-disciplinary team (MDT) meetings, involving both statutory and third sector organisations, were highlighted as a key strength, enabling comprehensive discussions to determine the most appropriate support for individuals. This approach aims to reduce duplication and avoid individuals being placed on multiple waiting lists, ensuring timely, person-centred interventions and improved outcomes. The Head of Housing and Communities provided an overview of the Housing and Communities Business Plan and reported significant progress, including reduced Disabled Facilities Grant waiting times, an 81% homelessness prevention rate, property acquisitions for housing support, and the launch of the Alliance and Business Crime Watch scheme. While temporary accommodation numbers have stabilised, reducing these remains a key priority, with ongoing actions continuing from existing strategies. Members referred to page 19 of the business plan (page 129 of the agenda pack) and asked for further information regarding capital grant slippage and asked for the amount of underspend. The Head of Service explained that slippage arose due to development delays by Registered Social Landlords, limiting their ability to draw down allocated funding, partly due to changes in Welsh Government processes. A strong Housing Support Grant programme is in place for the next two years, with an aim to fully utilise available funding, noting that development delays can occur outside of organisational control. The amount of underspend was not available at the meeting but would be provided to the committee. An overspend is being programmed for the following few financial years. Members would welcome a future report on this. Members were pleased with the development of property purchase to stop the reliance on temporary accommodation, which was beneficial for residents living in temporary accommodation and the council budget. Members referred to the Violence Against Women and Girls Strategy and noted that updated guidance from Welsh Government is expected shortly. Members sought assurance that sufficient time would be allocated to incorporate new research and ensure the strategy is innovative, highlighting that some forms of violence were not fully addressed in the previous strategy. The Head of Service confirmed that an update report will be presented in July outlining progress against the current strategy. It was noted that the strategy will be reviewed and updated in line with any new Welsh Government guidance to ensure it remains comprehensive and responsive to community needs. The Member agreed to liaise with officers outside of the meeting to discuss any perceived gaps within the current strategy. The Head of Children’s and Young People’s Services provided an overview of the Business Plan, noting that the Children’s Services Review has been completed and is scheduled for committee overview in July. It was highlighted that strategic planning is informed by regular feedback from frontline activity, including audits, story capture, and the views of young people and families. Learning groups are established and overseen by the Strategic Assurance Group to maintain service standards. Governance of transformation projects has been strengthened through the introduction of a dedicated Transformation Project Lead. Key developments include the planned in-house delivery of the Park House Short Breaks service from 1 September, and ongoing work to identify suitable properties for a new children’s residential home, supported by a cross-departmental project team. The opening of Victoria Gardens supported accommodation in May has enhanced housing pathways for young people aged 16+, with early occupancy reported. These developments support preparation for the removal of profit from children’s care by 2030. Face-to-face training remains a priority for safeguarding and practice development, with positive feedback reported. Staff wellbeing is also emphasised, with upcoming events planned. Positive partnership working across the Council was noted, including recent feedback linked to a peer review exercise. Members requested further information on how the removal of profit from care would operate in practice. The Head of Service confirmed that the Welsh Government has assured that any young people already placed in provision by 2030 will be able to remain there. However, it was acknowledged that some homes are likely to close, which could leave certain young people in a vulnerable position. Although the number of young people in residential care or independent foster homes is relatively small, the situation will be closely monitored, with contingency plans to be developed nearer to 2030. The Chair noted that a number of private providers are already converting to community interest companies and questioned the overall costs of providing care, as well as the potential savings and benefits to the sector. In response, the Head of Service advised that work has been undertaken to establish the cost of in-house residential provision, which is estimated to be no less than £5,000 per young person per week. For those requiring intensive specialist support, costs can rise to as much as £19,000 per week, with an average range of £10,000 to £12,000 depending on the level of need. The Chair expressed a desire to see a detailed breakdown of these in-house costs and suggested that the council may need to review its on-cost charges for social care services. The Head of Service clarified that developing in-house provision is unlikely to result in significant financial savings for the council, but it would improve outcomes for young people by enabling them to remain closer to their families and communities, while also supporting higher-quality social work. Following the discussion, the Chair questioned the value of the not-for-profit plans if it did not result in any savings for the authority. The Head of Service advised members that residential care is the most appropriate accommodation for a small cohort of young people with a higher level of need. It is preferable to have a small therapeutic environment and needs led in house residential homes to improve outcomes. Following scrutiny, the report was noted.
The Scrutiny Chair presented the Social Services Scrutiny Committee Annual Report for 2025/2026 and thanked Democratic Services Officers for their support. Following scrutiny, the report was endorsed and commended to Council.
There were no urgent items.
Rhaid i gynghorwyr ddweud pan fydd ganddyn nhw gysylltiad personol â rhywbeth sy'n cael ei drafod, fel swydd, eiddo neu aelod o'r teulu. Mae buddiant sy'n rhagfarnu yn ddigon cryf i'r cynghorydd adael yr ystafell fel arfer a pheidio â chymryd rhan.
Caiff datganiadau eu darllen o'r cofnodion unwaith y byddan nhw wedi'u cyhoeddi.
Yn rhestru cynghorwyr presennol y cyngor yn unig. Nid yw aelodau cyfetholedig, swyddogion a chyn-gynghorwyr yn cael eu dangos.