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The decisions as the council's minutes record them. A plain-language summary follows once it has been written.
RESOLVED to approve the minutes of the 2nd December 2024 as an accurate reflection of the meeting.
RESOLVED to: -Scrutinise the Cabinet Member for Health and Social Care in respect of matters considered and agreed by Cabinet, and any key decisions taken, during the period 9 May 2024 – 17th March 2025.
RESOLVED to: · Scrutinise the contents of the report and note the impact of the service change on the Community Meals service as well as the next steps and; · Request a further update report regarding service user feedback.
RESOLVED to: • Scrutinise and provide comments on the information presented. • Request a further report on the strategy's implementation progress, including measurable outcomes and milestones.
In accordance with the Code of Conduct, there were no declarations of interest made.
Decision as recorded
RESOLVED to approve the minutes of the 2nd December 2024 as an accurate reflection of the meeting.
It was RESOLVED to approve the minutes of the 2nd December 2024 as an accurate reflection of the meeting.
Decision as recorded
RESOLVED to: -Scrutinise the Cabinet Member for Health and Social Care in respect of matters considered and agreed by Cabinet, and any key decisions taken, during the period 9 May 2024 – 17th March 2025.
The Chair welcomed the Cabinet Member for Health and Social Care to the Committee and thanked him for attending. The Democratic Services Officer presented the report to Members and advised Members that they have an opportunity to scrutinise any arising matters with the portfolio holder responsible for Health and Social Care and to ensure that the appropriate mechanisms are in place to effectively scrutinise the Executive. Discussions ensued and a Member enquired about the progress made towards establishing a not-for-profit model for care services catering to looked-after young people. The Member emphasised the significance of this issue to Members, noting that it has been extensively deliberated across multiple committees. The Cabinet Member acknowledged the Welsh Government’s laudable aim to transition to a not-for-profit model, recognising that while businesses need to generate profit, it is essential that profit-making from children's care remains minimal. He cautioned that removing profit incentives could inadvertently distort the market, leading to issues such as profiteering and the establishment of inappropriate children’s homes. However, he reassured Members that the Council is making substantial progress in developing its own provision, remaining on track to establish eight homes within the next year. While the not-for-profit goal is commendable, the 2030 deadline remains ambitious. Another Member referenced the Committee’s scrutiny of the Director of Social Services Annual Report in October 2024, which outlined the service area priorities for 2024/25. The Member requested an update on the progress made towards achieving these priorities. The Cabinet Member highlighted the significance of the Annual Report, noting that it sets out the statutory responsibilities of each Local Authority in delivering adults' and children’s services. He outlined the Council’s ongoing efforts to modernise and transform services, including the construction of new, contemporary care homes, the reform of children's services, and the revision of adult day service offerings. Additionally, he stressed the importance of maintaining a well-trained and highly motivated workforce and advocated for the establishment of a national health and social care policy and pay framework. He emphasised the growing societal expectations surrounding social care, highlighting its increasing relevance for the future of the community, as reflected in the Director of Social Services' report. A Member acknowledged the vital role of multi-agency collaboration in preventing gaps in service provision and requested an update on the effectiveness of partnership working, particularly concerning Cwm Taf Morgannwg. The Cabinet Member stated that the region is progressing towards a more integrated approach, where services operate collaboratively to safeguard children, young people, and vulnerable individuals at risk. He emphasised the shared duty of the Council and the Cwm Taf Morgannwg Safeguarding Board to ensure the protection of those in need and to proactively prevent abuse. By fostering interagency cooperation and integration, the Council aims to establish robust arrangements that safeguard residents of all ages from harm, neglect, and exploitation. Another Member revisited the discussion on the Welsh Government’s not-for-profit objectives concerning children's homes, raising concerns about unsuitable locations proposed by private companies for new facilities. The Member sought the Cabinet Member’s perspective on this matter. The Cabinet Member acknowledged that this issue intersects with various areas within the Local Authority, including the Planning & Development Committee. He assured Members that Children’s Services’ insights and recommendations are incorporated into the planning process, which is aiding in the progress of this matter. However, further discussions are necessary to address its broader impact effectively. A Member referred to the recent inspection of the Youth Justice Management Board and queried how the Board intends to collaborate with the Council to address areas identified for improvement. The Cabinet Member shared that the inspection had yielded a good rating for Cwm Taf Youth Justice Services. He also highlighted that the Ministry of Justice has provided funding to Local Authorities to support a ‘turnaround’ scheme aimed at deterring young people from criminal activity. He stressed the importance of regional collaboration and integration among agencies to ensure effective resource allocation, planning, and alignment with broader Council strategies, such as safeguarding and early intervention initiatives. A Member referenced the Adult Social Care Strategy, highlighting its second priority, which focuses on making it easier for individuals to maintain their independence. The Member asked how the Council intends to engage with service users and individuals to support them in understanding their options. The Cabinet Member explained that the strategy represents a six-year policy transition, shifting from building-based services to integrated community-based solutions that promote independence. He emphasised the importance of incorporating the voices of service users and their families into service development, ensuring that provisions evolve in response to the changing needs of residents. He highlighted the ‘My Day, My Way’ project, which has been instrumental in incorporating service users' perspectives into policy adjustments. A Member requested an update on ongoing care accommodation projects, asking whether they remain on schedule. The Cabinet Member referred to the Council’s commitment to investing in modern, state-of-the-art care facilities. He provided the following updates: • Dan-y-Mynydd – Currently under construction, scheduled for completion in early 2026. • Bronllwyn Learning Disability Facility – Under construction with approved Welsh Government funding. The new scheme will comprise 11 permanent and three respite beds. Construction began in December 2024 and is expected to conclude by February 2026. • Garth Olwg – Former residential care home demolished; plans for 22 Learning Disability Supported Accommodations are in place. Further work is underway to secure a tender partner in 2025, with funding applications submitted to the Welsh Government. Estimated completion is approximately 18 months from project commencement, though no firm completion date has been set. • Ferndale – Progressing through the planning phase; a recent site visit by Cllr Caple included discussions with Ferndale House staff. • Mountain Ash – Ongoing construction, with demolition works scheduled to finish by March before Linc assumes project oversight. Completion is expected in early 2027. The Cabinet Member confirmed that the total investment in care accommodation is estimated at £93 million, supported by £23 million in Council resources. A Member raised the necessity for closer integration between health and social care services and requested further details on the Council’s approach to achieving this. The Cabinet Member agreed with this perspective, sharing that an integrated system is essential for meaningful impact. He noted that investment in social care ultimately benefits the wider health system by supporting individuals in returning home following hospital stays. While integration is progressing gradually, he welcomed its positive implications for future service delivery. Another Member addressed funding pressures affecting health and social care staff, seeking confirmation that the Council continues to lobby Welsh Government for additional support. The Cabinet Member reassured Members that he, alongside the Leader and other Cabinet Leaders for Health and Social Care, are advocating for a national health and social care policy and pay framework. He emphasised the need for an integrated career pathway bridging health and social care sectors. Following discussion it was RESOLVED to: -Scrutinise the Cabinet Member for Health and Social Care in respect of matters considered and agreed by Cabinet, and any key decisions taken, during the period 9 May 2024 – 17th March 2025.
Decision as recorded
RESOLVED to: · Scrutinise the contents of the report and note the impact of the service change on the Community Meals service as well as the next steps and; · Request a further update report regarding service user feedback.
The Service Director of 21st Century Schools and Transformation presented the report to Members which provided an updated on the service review of the Community Meals Service in Rhondda Cynon Taf. In discussing the report, a Member raised a question regarding medically prescribed diets and asked how confident are officers that the service area will have the updated information regarding dietary requirements. The Service Director of 21st Century Schools and Transformation confirmed that when a person is discharged from hospitals the service require an updated medical certificate and without this a meal would not be served to ensure confidence that the individuals safety is paramount. The Business Manager, Catering Services added that referrals to the service come with referral information. Staff communicate with the service user or family and review the requirements regularly to ensure information is up to date. Reminders can be added to the SMARRT system to ensure these reviews are completed. Another Member referred to the data provided within the report regarding numbers of meals provided daily and highlighted the drop in this figure. The Member requested an explanation from Officers whether there are any known reasons for this reduction. The Service Director of 21st Century Schools and Transformation explained that when there were service changes introduced in July 2023 some service users embraced the change whilst others did not. Additionally, as a reduction in the number of service users was also a direct result of the Covid-19 pandemic. The service area has ensured that current service users have been engaged with and undertaken tasting sessions to ensure the choices were appropriate, some service users did not like the appeal of a frozen meal and chose to withdraw from the service opting to use alternative methods. Members were assured that the service is continuing to provide meals for those who are the most vulnerable and require support and will continue to do so. The representative from RCT Older People’s advisory group (OPAG) requested more information regarding non-peelable versions of food as referenced in the report, noting the difficulty that can be experienced in opening these. The Business Manager, Catering Services explained that the service had experienced issues whereby the previous films had not withstood the journey from the kitchen where they were cooked to service users home resulting in the loss of meals. A decision was made to move to a non-peelable lid but every service user is offered a plated up version of the meal where staff will be able to open the meal. This has been explained to all service users, including those who do not take up the offer of a plated up service. The OPAG representative also enquired about the frequency of the service. Business Manager, Catering Services confirmed that deliveries are made Monday-Friday and on Friday, extra meals can be delivered to cover the weekend. Regarding service user debt, the OPAG representative sought clarification on how outstanding payments are managed. The Business Manager, Catering Services shared that currently at the end of the month service users would receive a sundry debtor bill which can be paid in a variety of ways. In relation to historic debt, this can be in relation to service users who have passed away. The service area tries to support those who are experiencing difficulty in paying their bill. The OPAG representative commended the continued provision of the community meals service in RCT, contrasting this with the experience of residents in other Local Authorities where the service has been discontinued. A Member then addressed the report’s reference to kitchen and administrative staff covering driver shortages, questioning the long-term plans to resolve this issue. Additionally, the Member noted rising service costs and requested information on the tender process to ensure best value for money. The Service Director of 21st Century Schools and Transformation confirmed that recruitment adverts are regularly published for casual drivers, particularly to cover holiday periods. Members were advised that the current pool of casual drivers has been sufficient to maintain service deliveries, but an expanded workforce is still necessary. Recruitment efforts will continue, including participation in Council-run job fairs to promote the service. Regarding pre-packaged frozen meals, the Service Director explained that market options are relatively limited. External providers tend to be more expensive than the current supplier, but the priority remains delivering high-quality, nutritious meals. Ongoing collaboration with the Council’s procurement team is focused on establishing a new framework. Although there was initial interest in coordinating with neighbouring Local Authorities, demand from these regions has declined due to reductions or discontinuations of similar services, limiting opportunities to drive market efficiency. Nonetheless, the Council maintains a strong partnership with its current provider and will continue working to ensure value for money. A Member noted from the report the use of functionality within the MIS system to generate service user satisfaction questionnaires/surveys and raised the opportunity for Community Services Scrutiny to review this information once it is available and requested this is fed back at a later date. The Service Director of 21st Century Schools and Transformation welcomed the opportunity to provide this information when available and confirmed that drivers regularly support service users in providing feedback information. Following consideration it was RESOLVED to: · Scrutinise the contents of the report and note the impact of the service change on the Community Meals service as well as the next steps and; · Request a further update report regarding service user feedback.
Decision as recorded
RESOLVED to: • Scrutinise and provide comments on the information presented. • Request a further report on the strategy's implementation progress, including measurable outcomes and milestones.
The Director of Children’s Services presented a report to the Scrutiny Committee, detailing the progress of the Children’s Services "Right Help, Right Time, Right Place" Strategy. The Director acknowledged that the strategy's implementation had not progressed as anticipated, citing a reduction in officer resources during the autumn as the primary challenge. As a result, the Director will need to reassign responsibilities across the Leadership team within Children’s Services. During the discussion, a Member highlighted the Workforce Strategy, posing a question about whether the service area is confident it can meet the high standards required amidst increasing demands and pressures faced by staff. In response, the Director explained that the Workforce Strategy emerged as a necessary measure during the pandemic, which saw high vacancy rates and staff departures within Children’s Services. The strategy has since been reviewed, leading to a transition into phase two and a significant reduction in vacancy rates which has been a positive outcome. The Director also commended the 'Grow Our Own' initiative for its meaningful contributions. Additionally, efforts to enhance staff retention and wellbeing through comprehensive support systems were emphasized. The Member inquired whether the recruitment challenges stemmed from growing pressures across Social Services as a whole. The Director suggested that the nature of the work carried out by staff is not always fully understood, and the unprecedented challenges faced during the pandemic had a profound impact on staff which could not be prepared for. Acknowledging the current constraints and setbacks caused by reduced officer resources, Members discussed the value of requesting a future report that would outline the tangible progress measures and outcomes of the strategy's implementation. Following deliberations, it was RESOLVED to: • Scrutinise and provide comments on the information presented. • Request a further report on the strategy's implementation progress, including measurable outcomes and milestones.
The Chair thanked Officers and Members for attending the meeting. Members were thanked for their insightful contributions to the meeting and the questions posed for each report leading to detailed and valuable discussions.
None.
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