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.
Apologies for absence were received from Committee Members County Councillors Chloe Masefield, Gareth E Jones, Ange Williams and Alwyn Evans.
There were no Declarations of Interest from Members relating to items to be considered on the agenda.
The Committee did not receive any disclosures of prohibited party whips which a Member had been given in relation to the meeting in accordance with Section 78(3) of the Local Government Measure 2011.
Background provided: • Officers reported that no complaints had been referred back by the Public Services Ombudsman for Wales, providing assurance on the robustness of processes. • Learning from complaints had led to improvements in policy, recording, commissioning oversight and practice. • A good level of compliments was noted, reflecting positive frontline practice, although overall numbers had decreased. • Investment had been made in digital systems to improve data quality, monitoring and reporting. • The main area for improvement identified was timeliness, with response times not meeting required standards. • Officers reported increased complexity in complaints, contributing to delays and reflecting wider system pressures. • Key complaint themes included: • Communication issues; • Failure to carry out agreed actions; • Financial complaints in Adult Services; and • Perceived lack of support in Children’s Services. • Challenges during the year included staffing changes, reduced capacity and high service demand. • Officers also outlined ongoing partnership working with Llais (Citizen Voice Body for Wales), noting: • A positive and collaborative relationship; • Support provided to individuals raising complaints; • Assistance with signposting to services; and • Shared learning from feedback to improve services. • Officers confirmed an action plan was in place to improve timeliness, capacity, use of systems and service learning, with ongoing national work to review complaint timescales. Issues Raised by the Committee: Responses Received: Members queried the nature of communication issues identified within complaints, seeking clarification on whether concerns related to timeliness, clarity, lack of communication, tone or accessibility Communication issues were generally linked to a lack of information or clarity; complaints did not typically relate to inappropriate or offensive communication, but rather to gaps in information sharing and follow-up. Service users also often reported not knowing what would happen next following an intervention, reflecting pressures on teams and limited capacity to maintain ongoing communication. Members asked how communication issues were being addressed. Improvements included enhanced website information, clearer staff guidance and scripts, and the development of leaflets, particularly around charging and direct payments. Follow-up written communication was now routinely provided after initial contact to ensure clarity and provide a record for service users. And an Action Plan was being developed to assist teams in better communication. Members raised the potential role of artificial intelligence (AI) in improving communication, including simplifying information and improving accessibility. AI was being used primarily to support transcription and summarisation of conversations, subject to consent, allowing staff to focus on more meaningful engagement with service users. AI and digital tools were also being explored to streamline front-door services, signpost enquiries more effectively, and reduce unnecessary demand on staff time. Members questioned whether excessive information could also be contributing to communication issues. Officers acknowledged that feedback indicated some individuals felt overwhelmed by information, and confirmed that work was ongoing to make communication clearer, more concise and more accessible. Members sought assurance regarding the use of AI in interactions with service users. Officers clarified that AI was used to support staff rather than replace professional interaction, with a focus on administrative functions such as recording and summarising conversations, enabling more relationship-based contact. Members asked whether broader, corporate-level improvements to communication were required to be incorporated into the Corporate Strategic Equality Plan. It was noted by the portfolio holder that there was a need to increase public awareness of services and improve communication more widely, including sharing information more proactively and ensuring Members were equipped to signpost constituents effectively. Concern was raised regarding transparency in the use of AI with service users. Officers confirmed that consent was required where AI tools were used (e.g. for transcription), and that these tools were intended to enhance, not replace, professional engagement, allowing staff to focus on direct interaction.
• It was proposed that Members undertake a Laming Visit of the complaints review process to better understand how complaints were managed and how learning was captured. • For The progress of the communication action plan to be included in the 2026-2027 Complaints Report.
Background Provided: • Officers introduced the report as a high-level update on progress following the Adult Social Care diagnostic, outlining development of the transformation programme. • The programme responded to ongoing pressures including demographic growth, increasing complexity of need and rising costs, with a focus on improving outcomes while delivering efficiencies. • The transformation approach aimed to shift services towards prevention and early intervention to support independence and reduce demand for intensive services. • Four key workstreams were outlined: • Proactive prevention; • Decision making; • Effective intermediate care; and • Independence planning. • Officers advised that work had progressed to establish delivery foundations, including refining objectives, aligning with existing programmes, appointing leads and developing KPIs and data systems. • Early activity included staff engagement, identification of quick wins and organisational restructuring through the locality model to support delivery. • Key developments highlighted included: • Improved awareness and use of preventative services; • Enhanced decision-making through multidisciplinary approaches; • Improved triage at the “front door” to manage demand; • Strengthened intermediate care pathways and reduced hospital delays; and • Progress in developing alternatives to residential care through independence planning. • Officers reported early indications of impact, including reduced residential placements and increased domiciliary support. • The role of digital solutions and AI was also emphasised as enabling improved efficiency, data use and service delivery. Issues Raised by the Committee: Responses Received: An update was requested on the changes made to the transformation programme. Officers responded that the programme brought existing activity together into a structured framework, ensuring consistency across services and avoiding duplication. The focus was on strengthening prevention, improving decision-making and embedding new models of working to achieve better outcomes and efficiencies. Members sought clarification on public awareness of preventative services, asking what types of support were previously unknown to staff and residents. Officers advised that a range of community and third-sector provision, including grassroots activities, falls prevention services and condition-specific support (e.g. dementia support), had not been widely known or utilised. Work was underway to improve awareness, mapping and coordination of these services. Members queried demographic projections, particularly a reduction in the 50–59 age group. Officers explained that this reflected broader population trends. Members queried whether provision at Hafen day service in Welshpool would increase beyond one day per week. Officers advised that the service was externally operated and committed to liaise with the provider and provide a response outside the meeting. Committee questioned why strength-based practice was not consistently influencing decisions, suggesting this may be linked to staff confidence and risk management. Officers agreed that confidence and risk ownership were key factors, with staff sometimes lacking access to multidisciplinary input to support decision-making. Measures were being introduced to address this, including multidisciplinary “solution circles”, increased mentoring and coaching, and the introduction of dedicated roles to drive consistent practice. Members suggested that sharing positive case studies could improve staff confidence in applying strength-based approaches. Officers confirmed that events and learning sessions had already taken place, including contributions from service users, and that further work would continue to embed good practice. The Chair asked how success of the transformation programme would be measured. Officers confirmed that key performance indicators (KPIs) had been developed for each workstream, with work ongoing to refine data collection methods and ensure consistent reporting. Both quantitative and qualitative data, including service user outcomes and audit findings, would also be used to assess impact. Officers confirmed that KPI information could be shared with the Committee to support future scrutiny.
Background Provided: • The report was an update on the Powys Owned Care Homes Programme following implementation of a new 15-year contract. The new contract, effective from 1 June 2026, provided continuity of care and a stable foundation for future service and estate transformation. • A robust and well-coordinated mobilisation process was delivered, with the provider and internal staff working closely together, including holding near-daily meetings. The transition was managed effectively, resulting in little to no noticeable impact on residents living within the homes. • Work then moved into the next phase, focusing on realising the aspirations set out in the report, particularly in relation to the development of dual-registered care homes. • A refresh of the demand assumptions within the market position statement was undertaken to ensure the data remained accurate, with demand across areas noted as broadly consistent. • Collaborative work was progressed with colleagues to identify potential early sites and to begin developing the necessary business cases. • Ongoing engagement was maintained with key stakeholders, including Powys Teaching Health Board (PTHB) and individuals, to ensure that planning remained inclusive and well-informed. • Consideration was given to piloting a ‘blueprint’ approach at the existing reablement provision site, where a Section 33 agreement with Powys Teaching Health Board was already in place. The potential reconfiguration of this site as a dual-registered facility was explored, enabling the model to be tested and used to inform the wider strategic approach. • Fluctuations in demand within the current reablement service were recognised, including its role in providing step-down and assessment accommodation. Initial workstreams were established to confirm demand data, refine assumptions, and begin identifying suitable delivery sites, with a view to progressing this work towards October. Issues Raised by the Committee: Responses Received: The Chair asked what the next steps were for the programme and what Scrutiny would be expected to consider in future, noting that the new contract had only recently commenced. The Portfolio Holder explained that the update was primarily intended to provide context following significant contractual changes implemented shortly before the pre-election period. The report was largely retrospective, outlining progress to date, with initial forward-looking work focusing on early activity over the coming months. Officers indicated that further, more substantive scrutiny would be possible once the next phase of work had progressed and measurable outcomes were available.
Committee noted the following updates to the Forward Work Programme: • The Powys Teaching Health Board Annual Integrated Plan 2026-2027 had been rescheduled for July 2026. • The Benchmarking Data item schedule for July would be rescheduled for the autumn due to national data not being available. • The Director of Social Services Annual Report 2025-2026 would be received by the Committee via email due to being information only. • The Corporate Safeguarding Board Activity Report scheduled for July could be postponed.
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