Loading
There is no summary of this meeting yet. Summaries are written once the council publishes the minutes, which are its official record of what a meeting decided. They usually appear a few weeks after the meeting.
Apologies were received from Committee Member Cllr Benjamin Breeze. Cllr Jake Berriman, Leader and Cabinet Member for People, performance and Partnerships; Cllr Sandra Davies, Cabinet Member for Future Generations; and Officer Sharon Frewin, Head of Adults Services.
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.
The Chair was authorised to sign the Minutes of the previous meetings as a correct record.
The Policy and Customer Care Manager provided a brief overview: · There had been increased demand and pressure on frontline teams, which had affected service delivery, particularly in terms of response times. · Key data was outlined, including the proportion of complaints resolved informally, the average time taken to respond, and the increase in compliments received. · Recurring themes in complaints were highlighted, such as communication issues and concerns relating to neurodiversity, and actions being taken to address these were described. Points raised by the Committee: Responses received from Officers or Cabinet Members: Performance and Data Members queried the accuracy of data in Table 1, particularly the inconsistency between the total number of emails and the average per working day. It was asked whether a common number of working days had been used across years. Officers acknowledged that the figures appeared inconsistent and agreed to review the calculation methodology. Officers committed to providing clarification via the committee clerk once the data had been re-examined. ACTION Members questioned the significant underperformance against targets, particularly the 18% and 39% shortfalls in response times, and asked what actions had been taken to address these. Officers explained that delays often occurred due to difficulties in identifying an investigating officer within the required two-day timeframe. To mitigate this, Children’s Services implemented a rota system listing all eligible investigators. If one practitioner was unavailable, the complaint would be passed to the next person on the list. This system had significantly improved response times over the preceding two to three months. Members asked what the average response time would have been if the outlier case (111 working days) had been excluded. It was confirmed that the action plan for 2025–26 had not yet been finalised, although a target of 70% was being considered. Officers acknowledged that the plan should have been in place earlier and agreed to provide the committee with a written update in the autumn. RECOMMENDATION Members noted the absence of clear targets for 2025–26 and asked whether these would be updated, suggesting that 50% compliance was insufficient. Officers stated that statutory timescales remained the benchmark, but the service was aiming to improve performance. The Director of Social Services and Wellbeing added that the team would take away the challenge regarding targets and ensure improvements in compliance were driven forward. Members queried the missing data in Section 4.7 and the impact this had on year-on-year comparisons. Members asked why the data had not been retrospectively updated. Officers explained that gaps had arisen due to a prolonged shortage of administrative support. A new staff member had since been appointed, and the team was working to catch up. Director of Social Services, confirmed that the team was small and under pressure, and that the complexity of complaints required significant input from frontline practitioners. Members requested clarification on the 31% reduction in emails received between 2022–23 and 2023–24 and whether this was due to staffing or system changes. Officers acknowledged the reduction and explained that the service would need to analyse the data further to determine the cause. It was noted that the team had experienced a significant gap in administrative support during the reporting period, which may have contributed to the discrepancy. Officers committed to providing a proper explanation once the data had been reviewed. Communication and Staff Capacity Members asked whether poor communication was due to delays in social worker responses, miscommunication, or tone, and whether there was a recurring theme. It was explained that communication issues were often linked to the highly personal and sensitive nature of the matters being dealt with. Complaints typically arose when responses were not as timely as expected, when telephone calls were not returned, or when information had not been updated. Officers noted that the service had introduced coordinator roles to support social workers in following up on communication and feedback, which had helped improve the situation. These improvements were reflected in the compliments received. Members queried the impact of staff sickness and leave on communication and whether wellbeing support was in place to mitigate this. The Head of Children’s Services confirmed that sickness rates in Children’s Services were very low and that this was evidenced in the monthly performance reports. It was stated that the service had invested significantly in staff wellbeing over recent years, with a comprehensive programme in place to support practitioners. Officers added that Adult Services also benefited from wellbeing initiatives led by Human Resources, such as “Wellbeing Wednesdays”. Members asked whether the administrative gap between April and September had affected email processing and whether this was due to grant funding. Officers confirmed that the gap in administrative support had indeed affected the processing of emails and other data. It was explained that the team had been operating with minimal support for an extended period, which had impacted performance. A new administrator had since been appointed, and the team was working to catch up. Members questioned whether succession planning had been effective, given the time required to train new staff. Officers acknowledged that succession planning remained a challenge, particularly given the time required to bring new staff up to speed. It was noted that the skill set required for complaint handling was specialised and could not be developed overnight. Officers added that the service had embedded a cycle of learning from complaints into practice, which helped support staff development and improve service delivery over time. Neurodiversity related Complaints Members noted a rise in complaints related to ADHD and neurodiversity and asked whether this warranted a deeper dive by the committee. Officers confirmed that there had been a noticeable increase in complaints involving ADHD and neurodiversity. It was explained that the service was developing “Insight Breaks” – short training sessions for practitioners focused on communication with individuals on the autism spectrum or with ADHD. These sessions were being introduced in response to the themes emerging from complaints. Members queried whether social workers were adequately trained to support neurodiverse individuals. Officers acknowledged the concern and stated that the service was actively working to improve understanding and support for neurodiverse individuals. It was noted that long waiting lists for neurodiverse children had been identified as a risk by the Start Well Board, which was co-chaired by the Director of Children’s Services. Powys Teaching Health Board had recently changed its approach and reduced waiting times, but the issue remained a key priority. Members asked whether the committee could explore this further through a Laming visit or via the Start Well Board. Officers welcomed the suggestion and proposed that a Laming visit could be arranged through the Start Well Board to explore operational responses and future plans. It was emphasised that such a visit could provide valuable insight into how services were supporting neurodiverse children and families, and how waiting lists and service gaps were being addressed. ACTION Did the complaints received highlight any gaps in the Local Authority or the Health Board, and could the information be shared to improve the offer going forward. Presentation Clarification was sought regarding the charges for services mentioned during the meeting. Many individuals had expressed dissatisfaction about receiving unexpected charges for adult social care services. To address this, the service had worked with the finance team to develop a clear and informative leaflet outlining the charges. This leaflet was intended to be shared with service users upfront to improve transparency and reduce complaints. Officers confirmed that the committee would be provided with copies of the leaflet so that councillors could offer consistent information during public surgeries and engagements. Members suggested including an executive summary at the beginning of the report to clearly outline key themes and actions. Officers agreed with the suggestion and confirmed that future reports would include an executive summary to improve clarity and accessibility. ACTION Members proposed renaming the report to reflect a broader scope, such as “Complaints, Compliments and Feedback Report”, to avoid a negative framing. Officers acknowledged the value of the suggestion but explained that the title “Complaints Report” was mandated by regulations. However, it was agreed that the content could be presented in a more constructive and balanced way, incorporating compliments and feedback alongside complaints. It was asked whether the statutory requirement to produce a complaints report could be met within a broader, more constructive document. It was confirmed that while the statutory requirement specified a complaints report, there was scope to embed it within a broader document that also highlighted compliments and feedback. Officers indicated that this approach would be explored in future reporting cycles.
The Chair asked the Committee to focus on the Adults and Children’s Services elements. Director of Social Services and Wellbeing explained that the report included any changes that had occurred during the year, such as additional grant funding, and that the appendices detailed ongoing work to deliver cost efficiencies. Points raised by the Committee: Responses received from Officers or Cabinet Members: Financial Pressures Members asked whether the outturn position was as expected and whether there were any surprises. Officers confirmed that the outturn report reflected the expected position and that there had been no major surprises. It was explained that the report included any changes that had occurred during the year, such as additional grant funding, and that these had been incorporated into the financial overview. The achievability of rolled-over cost reductions in Children’s Services was queried and whether these were realistic given the rising cost of placements. It was explained that the service was under significant pressure due to legacy debts from 2023 and the continued rise in placement costs. Officers reported that the cost of placements had increased by £2.6 million in one year, driven by a national shortage of residential placements and providers raising their fees, in some cases to £15k per week. It was acknowledged that while the service had made progress in Quarter 1, achieving all the rolled-over savings would be a considerable challenge. They asked whether the strategic leadership of the council was fully aware of the pressures and whether this was being escalated appropriately. Officers confirmed that the pressures were being escalated through the appropriate channels. The Director of Social Services added that the matter was being raised regularly with senior leadership and Welsh Government, and that the council was actively engaged in discussions about the financial sustainability of services. Members questioned the impact of the “Not for Profit” care agenda and whether providers were increasing fees in anticipation of the 2026 implementation. Officers stated that the “Not for Profit” agenda had been legislated in Wales in 2025, with full implementation expected by 2026. It was noted that the policy was not yet mirrored in England, although discussions were underway. Officers acknowledged that providers might be increasing fees in anticipation of the changes, which was contributing to the financial pressure. Was the council engaging with Welsh Government and English counterparts on this issue. What was being done at a political level before implementation. Officers confirmed that the council was actively engaging with Welsh Government and that similar conversations were taking place across Wales. It was noted that the issue was a priority topic among Directors of Social Services and that the council was contributing to national discussions. Placements; Cost and Strategy Members asked how much of the £3 million risk budget had been used to support Adults and Children’s Services. Finance Manager confirmed that £2.182 million of the risk budget had been used to support Adults and Children’s Services during the financial year. Why had a 16% reduction in looked-after children not resulted in a corresponding reduction in placement costs. The Head of Children’s Services explained that although the number of looked-after children had decreased, the complexity and cost of the remaining placements had kept overall expenditure stable. It was noted that some children who had returned home no longer incurred costs, but those who remained in care often required high-cost, specialist placements. Modelling was requested to show what the cost would have been if those children had remained in care. Officers confirmed that the service could provide modelling to show what the cost would have been if the children had remained in care. It was noted that some of the children who had exited care would have incurred no further costs, but the modelling would help clarify the financial impact. ACTION Members asked whether the enhanced foster care offer would enable more children to be placed in foster care rather than high-cost residential placements. Officers stated that the enhanced foster care offer aimed to equip foster carers with a wider range of skills, enabling them to support children who might otherwise require residential care. It was confirmed that the impact of this offer would be monitored and reported in future. How much co-production was undertaken to inform children of their placement choices. Officers confirmed that co-production was central to care planning, with children and families actively involved in decisions about placements. Independent Reviewing Officers and advocacy services supported this process, ensuring children's voices were heard. There were also plans to reopen council-run residential homes, recognising their value in keeping children within Powys, despite higher costs. Capital Expenditure Members queried a discrepancy in Appendix A, where the narrative suggested £785k was required for Learning Disabilities and Powys-owned care homes, but only £677k had been rolled forward. Officers clarified that the £677k figure represented the actual remaining budget, and that the necessary virement had been completed to ensure sufficient coverage for the planned expenditure and had been implemented into the capital plan. Had the relevant virement been completed and was the budget sufficient to meet the demand. Officers confirmed that the virement had been completed and that the budget was sufficient to meet the anticipated demand. Clarification was requested on the £10k capital spend in Children’s Services, which was confirmed to relate to 16+ springboard accommodation. Officers confirmed that the £10k capital spend in Children’s Services related to the development of springboard accommodation for young people aged 16 and over.
Director of Social Services presented the report: · The assurance review had been commissioned by the Chief Executive to provide an independent check on Children’s Services. · Steve Walker had been asked to examine what was working well, identify areas for improvement, and make recommendations. Background provided by Steve Walker: · The methodology used was explained, including reviewing over 200 documents and conducting on-site visits and interviews. · The findings were summarised, stating that the service was safe, well-led, and improving, and that there were no areas requiring urgent action. · Opportunities for further improvement were highlighted, and the leadership team was praised for their openness and professionalism. Points raised by the Committee: Responses received from Officers or Cabinet Members: Was this commissioned and what was the cost? Yes it was commissioned, however the cost is commercially sensitive and so cannot be shared. That information can be shared confidentially with the committee. ACTION Assurance and Improvement Members asked whether the recommendations were already known to the service or whether they had prompted new thinking. Officers responded that while many of the themes were familiar, the recommendations had prompted valuable reflection and opened new avenues for improvement. It was explained that the service had already begun exploring some of the suggestions, including reviewing the practice framework and engaging with other local authorities to learn from their models. Which projects would be prioritised for delivery at pace and could a follow-up report be provided in six months. Officers stated that the service was prioritising the development of residential homes and the foster-friendly council initiative. Officers confirmed that a report would be brought back to scrutiny in the autumn, outlining the next steps and progress made. ACTION Members asked whether the service had stopped or paused any projects to focus on key priorities. Officers confirmed that the service had paused several projects to focus on those with the greatest potential impact. It was explained that this decision had been taken to avoid overstretching resources and to ensure that key initiatives could be delivered effectively. It was requested that the research into the reasons children came into care be shared with the committee when available. Officers confirmed that the research was underway and that a report would be shared with the committee in the autumn. It was emphasised the importance of understanding the drivers behind care entry to inform preventative strategies. Partnership Working Members raised concerns about the lack of a child protection medical facility in Powys and asked how this was being addressed with the Health Board. Steve Walker described the situation as unacceptable and urged the Health Board to take action. Officers confirmed that discussions were ongoing and that updates would be included in future action plan reports. How were issues such as the absence of a contraceptive clinic being escalated and could councillors support any campaigning efforts. Officers acknowledged the concern and agreed that further exploration and feedback would be provided as part of the broader partnership engagement. Officers welcomed councillor involvement in advocating for improved services. Workforce and Culture Members asked how the service was managing the 40% increase in children on child protection plans and whether this was linked to COVID-19, poverty, or large sibling groups. Officers explained that the increase was due to a combination of factors, including the impact of COVID-19, poverty, and large sibling groups. It was noted that the register was fluid, with many children being de-escalated following intervention. Members queried whether the increase was being monitored against national and regional trends. Officers confirmed that the service compared its data with regional and national figures and that monthly performance reports were used to monitor trends and inform decision-making. Members asked whether the service had considered the impact of grant cuts to preventative services and whether this was contributing to increased demand. Steve Walker stated that cuts to preventative services often led to increased demand on statutory services. He emphasised the importance of evidence-based interventions and welcomed any campaigning efforts to restore funding for community-based support.
This was noted.
It was noted that the Committee would be creating two working groups to look in detail at the Monthly Performance Reports. The work programme was noted.
Councillors must say when they have a personal link to something being discussed, such as a job, a property or a family member. A prejudicial interest is one strong enough that the councillor usually leaves the room and takes no part.
Declarations are read from the minutes once they are published.
Lists the council's current councillors only. Co-opted members, officers and former councillors aren't shown.