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Website URL : http://www.swansea.gov.uk/index.cfm?articleid=619
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Agenda and minutes

Venue: Committee Room 5, Guildhall, Swansea. View directions

Contact: Democratic Services - (01792) 636923 

Items
No. Item

5.

Disclosures of Personal & Prejudicial Interests.

Minutes:

In accordance with the Code of Conduct adopted by the City & County of Swansea, no interests were declared.

6.

Minutes: pdf icon PDF 114 KB

To approve & sign the Minutes of the previous meeting(s) as a correct record.

Additional documents:

Minutes:

Resolved that the Minutes of the People Policy Development Committee held on 17 April 2019 be approved and signed as a correct record.

7.

Terms of Reference. (For Information) pdf icon PDF 51 KB

Minutes:

The Chair outlined the Terms of Reference for the Committee ‘for information’.

8.

Work Plan 2019-2020. (Discussion)

Minutes:

The Chair outlined details of a recent meeting held with the Director of Social Services, relevant Cabinet Members and Richard Rowlands, Strategic Delivery & Performance Manager to discuss potential Work Plan items for the People Policy Development Committee 2019-2020.

 

The Strategic Delivery & Performance Manager had explained that prospective items should relate to the Corporate Priorities and Policy Commitments of the Council and focus on “new policy” with specific outcomes.

 

The Chair confirmed that the previous work on Transition would “roll over” from last year in order to complete the work undertaken to date. 

 

The Committee discussed an item suggested by Councillor Mark Child, Cabinet Member for Care, Health & Ageing Well, regarding alternative strategic commissioning models.  These models would support personal wellbeing outcomes identified in the Social Services & Wellbeing Act 2014.  The model would move away from the traditional direct or commissioning services approach via co-operative, social enterprise, not for profit companies or 3rd sector organisations.

 

In order to comply with the Act, the new model would change the way local authorities plan, promote and deliver services and the way they work with people to design and operate services.

 

The Act focusses on earlier intervention to prevent needs becoming critical, and promotes investment of resources in the short term, to give best value to the public purse overall.  It also promotes integration between the health and social care sectors to the greatest extent possible in order to achieve improved wellbeing outcomes.

 

https://gweddill.gov.wales/docs/phhs/publications/151125pt2socialen.pdf

 

The Director of Social Services highlighted work undertaken by Somerset Council which involved a “personal budget” scenario for service users.  Community catalysts work with entrepreneurs to establish social enterprises or micro-businesses.  In a very short timescale around 200 businesses or interested individuals had been established and were working in local communities supporting small groups of individuals within their own community.  In addition, Solva in Pembrokeshire had established a social enterprise scheme which could also provide useful information to the Committee.

 

He stressed that they would need to be mindful of various issues such as safeguarding and domiciliary care registration, however it was clear that individuals want to receive support in their own community provided by people in their own community.

 

He suggested that guidance be sought from Swansea Council for Voluntary Service (SCVS) and the Wales Co-Operative Centre.  The Committee may Co-Opt individuals from these organisations onto the committee or invite them in to provide a presentation/information.

 

As this was a completely new way of working, there would need to be a considerable amount of research undertaken as there was limited experience in the Council. 

 

The Committee considered a further item in relation to Youth Services / provision, however it was felt that the items already suggested would take up a considerable amount of the time.  Therefore the Committee agreed to focus on Transition and Commissioning Models and re-assess the Work Plan later on in the year.

 

Resolved that the Work Plan for 2019-2020 consist of:

 

1)              Transition (completion of work from 2018-2019);

2)              Strategic Approach to Commissioning Models.

 

Contacts:
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