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The decisions as the council's minutes record them. A plain-language summary follows once it has been written.
RESOLVED That the presentation be noted and the matter be revisited at a future meeting.
RESOLVED That the report be noted. [The Committee then adjourned for a short break between the 11:35 am and 11:49 am]
RESOLVED That the Social Care elements of the Corporate Risk Register and Corporate Score Card be noted.
RESOLVED That the Quarter 1 Budget Position and the 2025/26 Budget Saving progress within Social Care be noted.
RESOLVED That the Action Log be noted, subject to the following additions: (a) Arrangements be made to visit the VC Gallery in Pembroke Dock on a suitable Wednesday. (b) Site visits be arranged to Hillside in Fishguard and Intermediate Care provision in Hospital and the community
RESOLVED That the changes made to the approved Forward Work Programme, as set out in the report, be noted, subject to the following additions: (a) The Review of Practice Thresholds (Neath Port Talbot) be added to the November meeting. (b) The Care Inspectorate Wales Report and Action Plan be presented to the November meeting. (c) The Social Care Capital Programme be presented to the November meeting. (d) The referral from Policy and Pre-decision Overview and Scrutiny Committee requesting the Committee to review the membership of the Poverty Working Group be considered at the January 2026 meeting as part of the update report already scheduled for January. (e) The Adult Social Care Collaborative communications item be removed from November as the Committee considered the matter at the meeting. Councillor Claire George suggested the inclusion of SLA agreements with the Health Board, discussed earlier under the budget item, as a potential topic for future consideration. It was agreed that this item would be scheduled for the January meeting. Moved by Councillor Steve Alderman; Seconded by Councillor Claire George The votes, undertaken by way of a show of hands, were carried. RESOLVED That a report on Service Level Agreements with the Health Board be added to the January meeting.
There were no declarations of interest made.
It was pointed out that reference to Councillor Alistair Cameron on page 9, paragraph 3, should read Councillor Alec Cormack. Moved by Councillor David Bryan; Seconded by Councillor Steve Alderman The vote, undertaken by way of a show of hands, was carried. RESOLVED That the Minutes of the Meeting held on 19 June 2025 be approved as a correct record, subject to the above amendment.
The meeting agreed to change the order of business in the following order:
There were no public submissions received.
Decision as recorded
RESOLVED That the presentation be noted and the matter be revisited at a future meeting.
The Committee received a presentation on Child and Adolescent Mental Health Services (CAMHS) support for children and young people in Pembrokeshire as provided by Hywel Dda University Health Board. The Chair advised that Rhys Jordan, the Member Champion for Mental Health, was unable to attend the meeting and asked for his support to be noted. He is pleased to see that the mental health of young people is on the agenda and hopes that every effort is being made to ensure all individuals experiencing any form of mental illness are able to access the support they need. The Chair welcomed Alistair Wakely, Service Delivery Manager for Child and Adolescent Mental Health Services to give the presentation. The Service Delivery Manager provided an overview of CAMHS provision in Pembrokeshire stating that CAMHS forms part of a broader system of mental health support for children and young people, which includes school counselling, educational psychology, voluntary sector services, community support, and other local authority services. CAMHS specifically focuses on early intervention for emerging mental health needs, specialist assessments and interventions, and crisis responses for children and young people at imminent risk of harm. The service maintains strong links with the wider health system, including primary care and the 111 Option 2 service, which offers urgent mental health support. CAMHS also works closely with schools and adult mental health service colleagues. The Service Delivery Manager outlined the front door and referral pathways and referral criteria; explained the different levels of mental health, the teams supporting primary and secondary care and the crisis and specialist teams and the Young People’s Sanctuary Service. He also outlined the UK wide trends and the mental health landscape. The Service Delivery Manager for CAMHS highlighted findings from a 2023 study indicating that one in five young people aged 8 to 25 had a probable mental health condition at any given time. This figure has been rising steadily since 2017, reflecting an increasing challenge in supporting children and young people’s mental health. It was noted that 32.8% of 17 to 24-year-olds reported having self-harmed or attempted self-harm at some point, with this figure rising to 69.5% among those with a probable mental health condition. These statistics point to heightened levels of distress among young people. In addition to the data, the Service Delivery Manager reported a significant increase in the number of young people seeking crisis support from CAMHS during this period, although this was not quantified in the study. Reference was made to a national review by Health Inspectorate Wales (HIW), Estyn and Care Inspectorate Wales (CIW) highlighted key concerns in supporting children and young people’s mental health across Wales. These included delays in CAMHS access, barriers for those with complex needs, high demand, and inconsistent eligibility criteria and inter-agency communication. Care-experienced and neurodiverse children were disproportionately affected. Joint recommendations focused on improving first-contact support, decision-making forums, alternative support pathways, trauma-informed practice, and better information sharing. These are being progressed through the Regional Partnership Board’s Children and Young People Subgroup. The Service Manager stated that Pembrokeshire referrals had spiked during COVID-19. Acceptance rates have improved due to better referral quality and multi-agency collaboration. Unaccepted referrals are redirected to appropriate services. In terms of presenting issues, common concerns included suicidal ideation, self-harm, anxiety, low mood, emotional dysregulation, and eating difficulties. Key contributing factors included autism/ADHD, substance use, social needs, parental health issues and bereavement. He advised that a multi-agency approach is essential to address these underlying issues alongside mental health support. The Committee considered the presentation and the following key points were raised. Councillor David Bryan enquired about the mental health needs of home-educated children, who may be less visible to services compared to those in school settings. The Service Delivery Manager stated that since the pandemic, school attendance has declined and some families have opted for home education due to distress experienced in school environments. While support exists—such as work by educational psychologists on emotionally based school avoidance (EBSA)—identifying and supporting home-educated children remains challenging due to their limited contact with professionals who might otherwise detect emerging mental health needs. Councillor Claire George asked about the impact of the “no wrong door” approach on reducing referral-to-treatment times. The Service Delivery Manager responded that while it is difficult to quantify at present, the Welsh Government’s new 10-year mental health strategy (published April 2025) aims to improve access further by promoting open access and same-day support. A question was raised by Councillor Alec Cormack about the effectiveness of the “no wrong door” approach and its impact on reducing waiting times. The Service Delivery Manager clarified that initial “choice” appointments are offered within 28 days, but delays can occur before treatment begins. Urgent cases—such as those involving imminent risk—are prioritised and seen without delay. Further questions were asked about the Wellbeing Hub in Carmarthen, including its accessibility for families outside Carmarthenshire and whether geographic location poses a barrier. The Service Delivery Manager confirmed that data on attendance by area is not currently available but can be provided at a future meeting. Clarification was also sought on how urgency is determined and it was explained that while families may perceive any distress as urgent, CAMHS prioritises cases based on imminent risk—such as suicidal ideation with a plan. Councillor Michael James took the opportunity to praise the support a family member had received by the service. Councillor Anji Tinley asked how the CAMHS crisis team responds to emergencies in Haverfordwest, given that the team is based in Carmarthen. The Service Delivery Manager explained that the team is structured to respond flexibly across the region. Daily coordination ensures that urgent assessments or home visits—such as those at Withybush Hospital—are allocated appropriately, with staff travelling as needed. This centralised model allows resources to be deployed based on demand rather than fixed county boundaries. Councillor Tinley also asked about the location of the young person’s sanctuary service operated by MIND. It was confirmed that the service is based in Haverfordwest and operates Friday to Sunday. Further clarification was provided on referral sources which included primary care and local authority services—not just schools. CAMHS also works with schools through in-reach support, but referrals typically come from other professionals. Councillor Steve Alderman asked whether CAMHS receives referrals or connections from the pastoral support system operating in Pembroke on weekend nights. The Service Delivery Manager advised that he had not been previously aware of the pastoral system. While CAMHS referrals come from a defined range of agencies, the emotional wellbeing and mental health team—commissioned by the local authority—has broader referral pathways and may be more connected to such community initiatives. The Service Delivery Manager agreed to follow up with that team to ensure links are in place. The Chair, speaking as Member Champion for Young People, asked for clarification on the age groups CAMHS supports and how services reach young people outside formal education. The Service Delivery Manager confirmed that CAMHS supports children and young people up to age 18, with a transition protocol in place for adult services. The Early Intervention for Psychosis team covers ages 14–25. Welsh Government’s new 10-year mental health strategy is exploring models to support the 15–25 age group more consistently. He added that in terms of outreach, CAMHS engages with non-statutory youth groups, including Point in Fishguard and the GP Youth Project in South Pembrokeshire. The Chair also asked about bereavement support and whether CAMHS works with Sandy Bear. It was confirmed that CAMHS regularly signposts to Sandy Bear and other bereavement charities and meets with them as stakeholder partners. Regarding implementation of recommendations from recent reviews, the Service Delivery Manager explained that some actions are being addressed over the next year through the Regional Partnership Board’s Children and Young People Subgroup, while others will be integrated into longer-term planning. The Chair concluded by reiterating the importance of keeping young people’s mental health on the agenda and ensuring all those in need receive appropriate support. Moved by Councillor Steve Alderman; Seconded by Councillor Claire George The votes, undertaken by way of a show of hands, were carried. RESOLVED That the presentation be noted and the matter be revisited at a future meeting.
Decision as recorded
RESOLVED That the report be noted. [The Committee then adjourned for a short break between the 11:35 am and 11:49 am]
The Committee considered a report by the Head of Adult Care on the Strengths-based practice in health and social care which focuses on identifying and building upon the strengths, resources, abilities, and potential of individuals, families, and communities, rather than solely addressing their problems, deficits, or needs. The Chair welcomed Joanne Cornish, the Head of Integrated Transformation, Erin Bonwick, Senior Nurse Manager, Hywel Dda University Health Board; and Joshua Crowdie-Morgan, Social Work Team Manager for the Joint Discharge Team to the meeting to give an update on the delivery of the programme in Pembrokeshire The Head of Integrated Transformation explained that the approach focuses on identifying and building upon the strengths of individuals, families, and communities, with an emphasis on collaboration and empowerment to overcome challenges and achieve personal goals. She added that Pembrokeshire’s programme is unique in Wales for its integrated delivery across health, local authority and third sector partners. The programme has been externally supported, with funding totalling just over £52,000 across financial years 2024–25 and 2025–26. Approximately £40,000 was provided through the Pembrokeshire allocation of the Regional Integration Fund, with an additional £12,000 from the West Wales Regional Partnership Board. To date, over 220 professionals have been trained, and a cohort of 10 mentors has been developed to embed the practice across the system. The programme aims to become self-sustaining, with a “train-the-trainer” phase planned for early next year. Case studies were included in the report which demonstrated the value and impact of the programme. The Social Work Team Manager provided an update on how the practice is being applied in adult social care. He highlighted the work of the intake team, which serves as the front door for adult social care referrals. Three mentors are embedded in the team and use the approach collaboratively with community health and third sector colleagues through a “fishbowl” process held three times a week. This involves multi-agency discussions to identify individual strengths and community resources, aiming to reduce reliance on statutory services. The Social Work Team Manager and the Senior Nurse Manager advised that they apply the approach in hospital settings, particularly on the acute frailty unit at Withybush Hospital. Reflective sessions are held monthly with staff to explore patient strengths and resources. The approach has proven effective in promoting independence, reducing service demand, and improving outcomes through collaboration and person-centred planning. The Senior Nurse Manager, who oversees patient flow into the community, described how the approach is helping reduce hospital stays and improve outcomes. The ethos of “slowing down to speed up” empowers staff to focus on what matters to patients, identifying their strengths and community resources rather than defaulting to statutory services. This has led to more patients being safely discharged and supported in their communities. The Social Work Team Manager added that regular “fishbowl” sessions—multi-agency meetings to discuss complex cases—have been key to this success. These sessions create a safe space for professionals to collaborate, share expertise, and reduce anxiety around decision-making. The approach has helped overcome a culture of fear and safeguarding concerns, enabling more confident, person-centred planning. The Chair thanked all contributors for their input and acknowledged the remarkable work being carried out across Pembrokeshire. The Committee debated the contents of the report and the key points were highlighted as follows: Councillor Steve Alderman commended the team for their positivity across all levels of intervention to support people citing his personal experience with a family member. Councillor Claire George asked about next steps, potential barriers and how reluctant partners have been engaged. The Head of Integrated Transformation acknowledged that while many have embraced the programme, operational pressures have posed challenges. A key success factor has been the commitment of senior leaders across health, the local authority and third sector—many of whom have completed the training themselves. This leadership support has helped secure staff time for training and embed the approach across services. It was noted that a targeted strategy is now being developed, including a “heat map” to identify areas with lower coverage and guide future training efforts. The Senior Nurse Manager highlighted how existing meetings—such as those reviewing patients with hospital stays over 21 days—have been repurposed using the fishbowl model to improve the quality of discussions and outcomes. This has led to more impactful, person-centred planning. The Social Work Team Manager added that efforts are underway to expand the mentor network within hospital settings. The goal is to embed the approach into day-to-day practice across inpatient and community settings. Councillor Alec Cormack asked whether there are plans to expand the approach more widely. The Head of Integrated Transformation responded that Pembrokeshire is frequently cited as an exemplar by Social Care Wales, and the county’s work is regularly shared as best practice within a national leadership group. Social Care Wales is actively advocating for wider adoption of the integrated model based on Pembrokeshire’s success. Councillor Anji Tinley sought clarification on the difference between being trained and becoming a mentor. In response, the Head of Transformation explained that the training consists of a three-day programme focused on strengths-based approaches. Those who complete the training gain core skills relevant to their roles, such as in nursing, social work, or occupational therapy. Mentors are selected from among the trained individuals based on their aptitude and enthusiasm. Their role is to support others in applying the training, often by facilitating reflective sessions and fishbowl discussions. Mentors help create space for staff to slow down, reflect, and embed the practice, often bringing an external perspective that enhances objectivity. In essence, training builds the skills, while mentoring enables and sustains their practical use. The Chair referred to the point made that four cases demonstrated a cost avoidance of £77,000 and sought clarification on what that would equate to a potential total cost avoidance across all cases. Officers confirmed that a dashboard is being developed to capture and measure this data, including case studies. It was acknowledged that cost avoidance impacts both statutory partners—local authority budgets and the NHS—through reductions in care packages, residential placements and earlier hospital discharge. Councillor Claire George highlighted the importance of having greater oversight of the impact of tech-enabled care, noting its potential benefits and the need to promote its use more effectively. The Director of Social Care agreed and emphasised the value of the programme, both in terms of financial impact and improved outcomes for individuals. He noted that while initially framed as a project, it has evolved into a core practice model for delivering social care in the Authority. The model has helped newer staff adopt relational approaches and reminded experienced staff of their original motivations. The Chair thanked the Officers for their informative presentations and for presenting a really good news story. Moved by Councillor David Bryan; Seconded by Councillor Claire George The votes, undertaken by way of a show of hands, were carried. RESOLVED That the report be noted. [The Committee then adjourned for a short break between the 11:35 am and 11:49 am]
Decision as recorded
RESOLVED That the Social Care elements of the Corporate Risk Register and Corporate Score Card be noted.
The Committee considered a report by the Director of Social Care and Housing on the social care elements of both the Corporate Scorecard and the Corporate Risk Register. The Director of Social Care introduced the corporate scorecard, noting its purpose is to provide members with an opportunity to ask questions on specific measures. He highlighted that the scorecard reflects the positive impact of the strengths-based approach to care delivery, aligning with the earlier discussion. It was noted that while the number of looked-after young people increased in Quarter 1, the rise was less significant than in previous periods and advised that further detail on the budget implications will be discussed in a subsequent agenda item. Members were invited to review the scorecard and raise any queries. The Chair acknowledged the remarkable improvements in adult social care, noting that the current position is the best in over 24 years. The key challenge identified was maintaining this progress going forward. The Chair also recognised that pressures within children’s social care remain significant and are unlikely to ease in the near future. It was noted that right-sizing the budget has contributed positively to the improvements. Councillor Alec Cormack queried the terminology used in the safeguarding section of the scorecard, specifically whether “undertaken” and “completed” inquiries mean the same thing. The Director of Social Care clarified that under Welsh safeguarding procedures, inquiries should be both undertaken and completed within seven working days. However, this is rarely achieved consistently due to reliance on external agencies such as health boards and police to provide necessary information. He noted that recent improvements have been made, including increased team capacity and the appointment of a dedicated service manager for adult safeguarding. These changes have helped reform systems and processes to better manage demand, though further work remains. The Head of Adult Care highlighted the significant structural changes within adult safeguarding services. She noted that adult and children’s safeguarding previously operated as an integrated service but separating them has proven beneficial. The service has received investment to support improved delivery. For assurance, she confirmed that all teams have completed collaborative communication and Vanguard training, ensuring a consistent approach across adult services. She acknowledged previous staffing challenges but confirmed that vacancies have now been filled, which is expected to positively influence service performance and dynamics. Councillor Claire George commended the team for their remarkable performance, noting the visible impact of their efforts since Quarter 3 of the previous year. Councillor Anji Tinley raised a query regarding the foster care data presented on page 58 of the corporate scorecard, noting a visible number of deregistrations and seeking clarification on the reasons behind them. The Director of Social Care responded that while the raw data shows deregistrations, the underlying reasons are not currently known. He committed to following up on the matter. The Director confirmed that the latest data for the corporate scorecard was for March of this year and that was showing receipt of five new inquiries and no deregistrations within that month. In noting the five inquiries currently received, the Chair asked how long it typically takes for an inquiry to progress to approval and active status. The Director responded that while timelines can vary, the process generally takes several months due to the need for thorough assessment and safeguarding. He emphasised that the process is intentionally robust, involving multiple conversations between social workers and prospective carers, to ensure the safety and suitability of placements for vulnerable young people. Councillor Alec Cormack referred to the significant improvement in the number of people waiting for occupational therapy assessments in April and asked for an explanation. The Head of Adult Care responded that the improvement was due to a concerted effort by the occupational therapy team to review referrals, changes in grant funding criteria—from full renovations to partial renovations—and the introduction of overtime to address the backlog. Additionally, some individuals withdrew due to changes in eligibility. She confirmed that further reductions are expected in the next quarter and assured Members that all occupational therapy teams have completed Vanguard training, with 65% also completing collaborative communication training. The Chair commended the tremendous improvements across services and asked that thanks be passed on to the teams involved. It was noted that the progress made over the past 12 months has had a significant impact on budgets and represents a major achievement. The Chair also raised a query regarding the housing scorecard on page 61, noting a reduction in the number of people on the register and asking whether the previously discussed re-registration process had taken place. The Director of Social Care confirmed that this was linked to a planned software change and that further clarification would be sought from the relevant Cabinet Member. The Head of Adult Care provided an update on the Care Inspectorate Wales (CIW) report, noting that it was embargoed internally but would be brought to the Committee in full, along with an action plan. She confirmed that the report was largely favourable and that CIW had been assured by the improvements made in adult social care, particularly around assessment and review times. CIW confirmed they would not be returning until the normal rotation of visits, which was seen as a positive outcome. The Chair confirmed that the report and action plan would be added to the Forward Work Programme. The Cabinet Member for Social Care and Safeguarding referred to the CIW letter and read out several key statements. She highlighted that progress had been made across all areas identified for improvement in April 2024. Safeguarding practice within the local authority has improved, and positive leadership is ensuring that adult safeguarding staff are well-equipped to carry out their statutory duties. The Authority is responding appropriately to immediate safeguarding concerns, and partners are fulfilling their duty to report, with timely and appropriate adult-at-risk referrals being made. The Cabinet Member emphasised that while there is still work to do, the review is very positive. The Director of Social Care then explained that the Committee was being asked to review the social services risks that have been escalated onto that Corporate Risk Register. He confirmed that there have been no major changes since the last update, but highlighted three key risks. The first relates to increasing demand within children’s services, and the second concerns the rising need for specialist placements—although the rate of increase has slowed recently. The third, newly added risk involves the potential failure to provide statutory services under the Mental Health Act due to a shortage of Approved Mental Health Practitioners (AMPs), a challenge faced across Wales. To mitigate this, he advised that the Authority has revised terms and conditions within available financial limits, increasing competency payments to reflect the advanced training required for AMPs. This has enabled the recruitment of at least one, possibly two, additional AMPs, improving service resilience. Ongoing efforts are being made to attract more practitioners, supported by workforce development grants. The Head of Adult Care added that no area in Wales currently has a full complement of AMPs. Pembrokeshire has a lower-than-average rate, but the team’s resilience has ensured no statutory obligations have been missed. She noted active outreach efforts to promote the profession and the benefits of living and working in Pembrokeshire. Moved by Councillor Claire George; Seconded by Councillor Steve Alderman The votes, undertaken by way of a show of hands, were carried. RESOLVED That the Social Care elements of the Corporate Risk Register and Corporate Score Card be noted.
Decision as recorded
RESOLVED That the Quarter 1 Budget Position and the 2025/26 Budget Saving progress within Social Care be noted.
The Committee considered an update report by the Finance Manager on the current 2025/26 budget position (Q1) for Social Services and progress made towards 2025/26 efficiencies. The Chair welcomed Bradley Challinor, Finance Manager to the meeting to present the report. The Finance Manager presented the Quarter 1 budgetary position for Social Care for the 2025–26 financial year. It was confirmed that both the Director of Social Care and Housing service areas are projected to come in on budget. Children’s Services is forecasting a minor overspend of £32,000 (0.1%) against a budget of £41.853 million, while Adult Services is projecting an overspend of £84,000 (0.1%) against a budget of £89.385 million. The Finance Manager also reported on progress toward the Directorate’s required £6.134 million in efficiencies for 2025–26. As of Quarter 1, £3.553 million in savings are rated green (on track), £2.564 million are rated amber (project-based and under review), and £17,000 are rated red. Members were reassured that amber-rated savings are expected to move to green as projects progress and are validated by the Finance Team. The Chair then invited questions, and the following key points were noted. Councillor Alec Cormack queried the amber-rated savings within the Social Care budget, noting the significant figures involved and asking whether all amber savings are currently projected to be achieved by year-end. The Finance Manager confirmed that all savings—including those rated amber—are expected to be delivered. He explained that the cautious approach taken last year led to a variance between Quarter 3 and Quarter 4 for 2024-25, but at Quarter 1 of 2025–26, the full £6.134 million in savings has already been removed from budget areas, and the amber-rated items are expected to move into green as the year progresses. Councillor Alec Cormack referred to the table on page 67 and noted that the projected average cost per hour for home care is significantly below the budgeted figure, asking for an explanation. The Finance Manager responded that the reduction is due to a gradual shift from external home care provision to increased use of in-house services. This change reflects both a strategic commissioning decision and a cost-saving measure, as outlined in the commissioning plan presented to Cabinet in June. The move supports market stabilisation and helps reduce budget pressures associated with external providers. Councillor Claire George queried the reference to patient flow Service Level Agreements (SLA) in Appendix A and sought clarification on the distinction between S33 and S38 in Appendix B. The Finance Manager stated that from a financial perspective, the patient flow SLA may present a potential pressure of approximately £260,000 in 2025/26, pending ongoing discussions with Health regarding regional funding allocations. Updates will be provided in Quarter 2 once the funding position is confirmed. S33 relates to joint working with partner agencies to secure appropriate funding for joint health and social care packages. This ensures clients meeting health funding thresholds receive the correct financial support. Validated income of £295,000 has already been achieved in Quarter 1. S38 involves a review of SLA agreements with Health, focusing on market pressures and inflationary adjustments to ensure accurate payments for services such as beds and care provision. The Head of Adult Care added that operationally, S33 entails joint reviews between Health and Social Care staff, supporting collaborative communication and outcome-focused care planning. Progress is ongoing and on a positive trajectory. Councillor Cormack queried the projected flatlining in the number of the Council’s foster carers and the increase in independent foster carers, which are typically more costly. He asked whether further action could be taken to increase the number of in-house foster carers. The Director of Social Care responded that several initiatives are currently underway. A recent Cabinet decision will introduce a 100% Council Tax exemption for both existing and new in-house foster carers, which will be implemented at the start of the next financial year. Additionally, funding has been drawn down through the prevention agenda to increase payments to in-house foster carers, aiming to reduce the financial gap between the Council’s and independent fostering agency rates. The Director explained that these measures together form a compelling offer for potential new foster carers. A marketing and recruitment campaign is also being developed in collaboration with the internal Communications Team to further support recruitment efforts. He stated that the impact of these initiatives can be revisited in future committee meetings if Members wish. Members indicated that they would welcome more information on this. The Chair raised concerns about the progress of the second phase of the in-house children’s residential care home, noting that it has been under discussion for two years. He also queried the status of capital projects announced during budget setting, particularly those relating to adult care and potential developments across Pembrokeshire. He expressed frustration at the pace of progress and asked whether internal council processes or legal delays were contributing to the hold-up, and whether anything could be done to expedite developments. The Director of Social Care responded that the process for acquiring additional residential provision under Children’s Services has been expedited in recent weeks. He confirmed that he and the Head of Service are now undertaking the necessary financial and legal due diligence, which has been independently commissioned and is currently underway. In relation to the broader governance of Social Care capital programmes, the Director explained that a dedicated programme manager is coordinating a master spreadsheet to track governance milestones across both Adult and Children’s Services. He referred to the Social Care Capital Programme Board established to ensure cross-cutting corporate oversight. Moved by Councillor David Bryan; Seconded by Councillor Steve Alderman The votes, undertaken by way of a show of hands, were carried. RESOLVED That the Quarter 1 Budget Position and the 2025/26 Budget Saving progress within Social Care be noted.
Decision as recorded
RESOLVED That the Action Log be noted, subject to the following additions: (a) Arrangements be made to visit the VC Gallery in Pembroke Dock on a suitable Wednesday. (b) Site visits be arranged to Hillside in Fishguard and Intermediate Care provision in Hospital and the community
The Committee considered a report by the Democratic and Scrutiny Services Officer on the actions arising from the last meeting and a recent Committee referral. The Head of Democratic Services presented the report and explained that arrangements were being made for the Committee to visit the VC Gallery in Pembroke Dock on a forthcoming Wednesday and the Committee would be notified in due course. The Chair asked the Director of Social Care to provide background on the decision to delay the agenda item relating to the academic review of the front door of Children’s Services, which had originally been scheduled for this meeting. The Director explained that while the Committee had been expecting an update, the current data available is still in its early stages and would not provide meaningful insight at this point. The next phase of the academic analysis will involve two child protection experts spending time with the team, including shadowing and filming practitioners to observe interactions and practice. Additionally, a new service manager has recently been appointed, with responsibility for both child protection and prevention. This individual brings fresh insight from previous experience in Neath Port Talbot and will contribute to the review of practice decisions and threshold models. The Director confirmed his continued commitment to bringing this item back to Committee once the data is more robust and the findings can be presented in a meaningful and informative way. Cllr Claire George expressed interest in a visit to Hillside in Fishguard to observe recent developments, as well as a visit to intermediate care beds. Following the presentation earlier in the meeting, she also proposed a visit to the Intermediate Care Team at the hospital. The Chair welcomed the suggestion and asked the Head of Adult Care to work on developing some ideas for potential visits. the Head of Adult Care confirmed that this would be taken forward. Councillor Alec Cormack noted that the Neath Port Talbot item is now scheduled for 13 November and asked whether the previously discussed Member Seminar—intended to help all 60 members understand the related initiatives—had been scheduled. The Chair responded that the seminar has not yet been formally arranged, as the intention is to wait for the outcomes of the upcoming meeting. Once those discussions have taken place, a decision can be made on whether it would be beneficial to share the information more widely with all Members, and the seminar can then be scheduled accordingly. Moved by Councillor Steve Alderman; Seconded by Councillor Anji Tinley The vote, undertaken by way of a show of hands, was carried. RESOLVED That the Action Log be noted, subject to the following additions: (a) Arrangements be made to visit the VC Gallery in Pembroke Dock on a suitable Wednesday. (b) Site visits be arranged to Hillside in Fishguard and Intermediate Care provision in Hospital and the community
Decision as recorded
RESOLVED That the changes made to the approved Forward Work Programme, as set out in the report, be noted, subject to the following additions: (a) The Review of Practice Thresholds (Neath Port Talbot) be added to the November meeting. (b) The Care Inspectorate Wales Report and Action Plan be presented to the November meeting. (c) The Social Care Capital Programme be presented to the November meeting. (d) The referral from Policy and Pre-decision Overview and Scrutiny Committee requesting the Committee to review the membership of the Poverty Working Group be considered at the January 2026 meeting as part of the update report already scheduled for January. (e) The Adult Social Care Collaborative communications item be removed from November as the Committee considered the matter at the meeting. Councillor Claire George suggested the inclusion of SLA agreements with the Health Board, discussed earlier under the budget item, as a potential topic for future consideration. It was agreed that this item would be scheduled for the January meeting. Moved by Councillor Steve Alderman; Seconded by Councillor Claire George The votes, undertaken by way of a show of hands, were carried. RESOLVED That a report on Service Level Agreements with the Health Board be added to the January meeting.
The Committee considered the Forward Work Programme for the next meeting and noted the changes that have been made. The Chair noted that the Neath Port Talbot item has now been rescheduled for the 13 November meeting. It was also confirmed that the strategy for keeping families together has been removed from the programme, as the structure no longer exists and has largely been subsumed by Operation Salus, which has already been reported. The Head of Democratic Services outlined the items currently scheduled for the November meeting, which include: • Neath Port Talbot update • GP and Pharmacy Support • Director’s Annual Report • Care for vulnerable younger adults and post-16 support for children in care • Update from the West Wales Regional Partnership Board · The item on Adult Social Care Collaborative Communications will be removed. During the meeting, additional items were proposed for inclusion in November: the CIW report and action plan, and the Social Care Capital Programme. It was agreed that both would be added to the November agenda. A referral has also been received from the Policy and Pre-decision Overview and Scrutiny Committee regarding the Poverty Strategy Working Group. The referring Committee felt that oversight of this group is more appropriate for this Committee, noting a lack of elected member involvement. The group currently includes 34 officers and external agencies, and it was recommended that member input be added. It was agreed to schedule this item for the January meeting, aligning it with the existing poverty update. Moved by Councillor Steve Alderman; Seconded by Councillor Claire George The votes, undertaken by way of a roll-call, were carried. The votes were noted as follows: For the Motion: Councillors Steve Alderman, Joshua Beynon, David Bryan, Alec Cormack, Claire George, Nicola Gwynn, Delme Harries, Michael James, Anji Tinley and Iwan Ward [10] There were no votes against or abstentions. RESOLVED That the changes made to the approved Forward Work Programme, as set out in the report, be noted, subject to the following additions: (a) The Review of Practice Thresholds (Neath Port Talbot) be added to the November meeting. (b) The Care Inspectorate Wales Report and Action Plan be presented to the November meeting. (c) The Social Care Capital Programme be presented to the November meeting. (d) The referral from Policy and Pre-decision Overview and Scrutiny Committee requesting the Committee to review the membership of the Poverty Working Group be considered at the January 2026 meeting as part of the update report already scheduled for January. (e) The Adult Social Care Collaborative communications item be removed from November as the Committee considered the matter at the meeting. Councillor Claire George suggested the inclusion of SLA agreements with the Health Board, discussed earlier under the budget item, as a potential topic for future consideration. It was agreed that this item would be scheduled for the January meeting. Moved by Councillor Steve Alderman; Seconded by Councillor Claire George The votes, undertaken by way of a show of hands, were carried. RESOLVED That a report on Service Level Agreements with the Health Board be added to the January meeting.
Before closing the meeting, the Chair acknowledged that Darren Mutter, Head of Children’s Services, will be leaving his role. Thanks were extended for his professionalism, enthusiasm, and contributions, particularly in a challenging area of work. The Chair wished him well in his new role and noted that future collaboration with him would be likely as regional work continues across Wales.
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