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In accordance with the Code of Conduct adopted by the City & County of Swansea, no interests were declared.
Resolved that the Minutes of the Social Care & Tackling Poverty Service Transformation Committee held on 8 June 2026 be approved and signed as a correct record.
Amy Hawkins, Head of Adult Services & Tackling Poverty accompanied by Claire McCarthy-Reed, Early Help Area Team Leader provided a “for information” report in order to update the Social Care & Tackling Poverty Service Transformation Committee on Adult Services Early Help progress and share information on recent developments. The report also included information on the next steps for Early Help, as it works towards achieving its strategic priorities in line with Adult Services Target Operating Model. The composition of the new early help team was outlined which includes, flexible support, common access point, information and advice, rapid response, sensory services, early help lead workers, area coordination, and a prison project. The team also works closely with the third sector, particularly Swansea Council for Voluntary Service (SCVS), to deliver a holistic and community-based early help offer. The team reported handling over 10,000 enquiries in the past year, with more than 5,500 new contacts. Over 50% of these were supported through information, advice, and assistance, while the community wellbeing officers and area coordinators supported hundreds of individuals. The prison project coordinator assisted 134 adults leaving prison, with 25 securing employment. Specialist roles within the team included dedicated officers for unpaid carers, vision assessment and reablement, and hospital discharge support. The team has expanded its vision impairment services and works in partnership with organisations like Swansea Carers Centre and SCVS to enhance support for carers and promote community-based solutions. Early help assessments had been co-produced with people with lived experience, in collaboration with the Poverty Insight Lab and the Poverty Truth Commission, aiming to rehumanise services. Two research projects were underway with Swansea University and Birmingham University, focusing on community resilience and improving first contact experiences. The officers acknowledged ongoing risks such as high demand, sector pressures, and reliance on grant funding. Communication on the Early Help offer includes information on our website, updates to council members via the Cabinet Member, and leveraging the Early Help team’s community presence to reach isolated and digitally excluded residents. The Committee raised concerns about the area coordination model, specifically regarding communication, coverage during staff absences, and clarity on points of contact. The neighbourhood team approach and steps to improve information sharing was outlined and the Cabinet Member for Adult Wellbeing stated she would circulate an email to all Councillors providing information on the contact details for the Early Help teams and the Area Coordinators. In addition, the Cabinet Member suggested that a further Early Help briefing could be provided for those Councillors who missed the previous session. The Committee also discussed the integration of health and social care in hospital discharge and reablement, the establishment of a multidisciplinary team (MDT), the number of reablement beds, and the collaborative approach with the health board to support timely and effective discharges. The Chair thanked the Officers for the update report.
Jane Whitmore, Head of People and Community Services provided a “for information” report to update the Committee on the progress of digital transformation across the Social Services directorate. She explained that the directorate had been on a structured digital transformation journey over the last two years, moving from individual technology projects to a broader programme of digital transformation designed to improve outcomes for residents, reduce administrative burden on practitioners, strengthen decision-making and create a more digitally confident workforce. Key areas of focus had included the adoption of AI tools, rollout of Microsoft Copilot, development of Digital in Social Care (DiSC) Cymru initiatives, implementation of the Mosaic case management system, and the approach to staff training and strengthening governance and assurance around digital and AI use. She outlined the future developments including the establishment of a dedicated Social Services Digital Board to understand what other Digital tools were available to assist with efficiency whilst being mindful of maintaining human interaction. The Committee sought assurances about support and training for staff and it was confirmed that all staff had been part of the stakeholder and engagement to understand knowledge, skills, development and training requirements for the future. The Chair thanked the Officer for the update.
The Chair presented the draft work plan for 2026-2027. Resolved that the following items be added to the Work Plan: 14 September 2026 Assistive Technology Development / Community Equipment Store Children’s Emotional Wellbeing – No Wrong Door 26 October 2026 Dyfatty Junction and Building a Better Dyfatty Tackling Poverty Strategy & Action Plan Benefit Update Promotion 14 December 2026 Kinship Care, Fostering, and Special Guardianship Support Youth Work Strategy Development 14 January 2027 Childcare Offer Expansion Employability Support Models 1 March 2027 Integrated Working for Hospital Flow Children’s Emotional Wellbeing – No Wrong Door (Update) Annual Report
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