Consultation on the
Neath Port Talbot Carers Partnership
Joint Carers Commissioning Strategy 2015-18
A Response from Neath Port Talbot CVS
April 2015
Neath Port Talbot CVS
Tŷ Margaret Thorne
17-19 Alfred Street
Neath
SA11 1EF
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A response to the Consultation on the
Neath Port Talbot Carers Partnership
Joint Carers Commissioning Strategy 2015-18
Neath Port Talbot Council for Voluntary Service (CVS)
Neath Port Talbot CVS is the County Voluntary Council and a Charitable Company set
up to promote, support and develop the Third Sector in Neath Port Talbot. It has over
500 member organisations and is in touch with over 1,000 Third Sector organisations
operating in Neath Port Talbot.
The organisation has strong partnership links locally and regionally and works in a
number of strategic areas, such as Health, Regeneration, Children & Young People.
As part of this work, Neath Port Talbot CVS facilitates the Regional Health, Social Care
and Wellbeing Network and the Neath Port Talbot Health, Social Care and Wellbeing
Forum. Neath Port Talbot CVS also promotes a range of health messages to its staff
and to the wider community through its networks, newsletters, website and social
media.
Neath Port Talbot CVS has made this consultation document available on its website
and through its general information services. It has also been discussed at the Neath
Port Talbot Health, Social Care and Wellbeing Forum.
Neath Port Talbot CVS welcomes the opportunity to respond to this consultation, and in
doing so, reflects the views of Third Sector organisations who have contributed to this
response, either through the submission of comments or through discussion at the
Forum.
Response:
General comments:
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The Draft Joint Carers’ Commissioning Strategy is hugely aspirational and there is
little to challenge in the Aims, Vision, Values and proposed Outcomes to which it
aspires.
However, the Draft is vague, with much pulling together of current initiatives and
provision. What is not clear is the level of investment which the Local Authority
envisages is required in order to achieve these outcomes.
There is much mention of, and heavy emphasis placed upon, the work of Neath
Port Talbot Carers’ Service. However this is a small service with currently very
limited funding. It is also somewhat risky to highlight within a strategy best practice
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examples for which longer term funding is not secure. An example is the inclusion
of information on the Neath Port Talbot Carers’ Big Lottery Project, the funding for
which is due to end half way through the life of this Strategy - what happens to
these services after this period?
The low take up of Carers’ Assessments is perhaps indicative of the fact that many
carers are not convinced that such an assessment will be of practical benefit in
terms of increased services. The link between an assessment and the practical
benefits which flow from it will need to be demonstrated far more clearly if take up
rates are to be increased.
On a more positive note, the development of the Short Breaks (Respite) allocation
tool is a major step forward replacing an inflexible and often manifestly unfair
system with a far more responsive and equitable one.
Again, on a practical level, the development of a ‘low level’ sitting service will be of
immense benefit to many carers whose needs and circumstances do not lend
themselves to more formal and intensive respite provision. However, once again,
the funding mechanism for such a service needs to be clear.
The promotion of opportunities to access community education and activities at
Community Centres presupposes that such facilities are still in place over the life of
the Strategy. This points to the cross-departmental nature of an effective strategy
for carers and the need to consider the effect of Local Authority cuts as a whole
when drafting a strategy.
The importance of raising both the existence and the needs of carers with staff at
GP surgeries is crucial. It is with GP practices that the pathway to support for the
majority of carers begins. There will need to be continued funding in this area to
reflect the need for ongoing awareness training for Primary Care staff.
The Social Services and Well Being Act will have a significant impact on carers and
will see the Carers Strategies (Wales) Measure 2010 repealed. References to the
Act and its impact need to be strengthened throughout the document.
The impact of bereavement on carers needs greater consideration in the strategy.
Bereavement can have a devastating effect on a carer. A carer might have become
isolated as they have fulfilled their caring role, and they may find it difficult to
re-engage back into society. It is important to have continuity following the
bereavement with the same agency in joint partnership rather than signposting.
Young Carers:
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Greater emphasis is needed throughout the strategy on young carers, and children,
young people and families. Whilst young carers are mentioned, it feels as if they
are an afterthought. Specific references to young carers are required in particular
around the vision, values and outcomes.
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With regards to the development of the strategy, were children and young people
involved at this stage?
It is important that links to relevant strategies relating to children and young people
are made. One such example is the Early Intervention and Prevention
Commissioning Strategy, which was approved by the Local Authority on
22nd September 2014.
With regards to outcomes, it is essential that it is recognised that young carers may
require help/ support to have their voices heard, and this support should be
provided where required.
The needs assessment section of the commissioning strategy needs strengthening
with regards to young carers. The information provided is very brief in comparison
to adult carers.
The statistics provided need to include those that relate to young carers, such as
data from the census and perhaps other research e.g. BBC Survey.
Again, the views of young carers need to be reflected. Work has taken place with
young carers accessing services through Carers Trust Swansea Bay over the last
couple of months. There may be information through this work that would enhance
the document, and provide evidence around consultation, health and social care
and training.
Reference is made to a short film that conveys young carers’ views about their
caring role, but there is little detail.
It needs to be noted that the Young Carers Forum will no longer exist. There have
been discussions to try and take the young carers agenda forward as an integral
part of the Joint Carers Strategy Group.
With regards to the recommendations for future service development/provision for
young carers, the first point will need to be amended to reflect how the work will be
taken forward. Additionally future service development may be influenced by the
outcomes from the work that has taken place with young carers accessing services
through Carers Trust Swansea Bay.
Some points requiring clarity/ further detail:
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It would be helpful if a specific time frame is set for the reviewing of the strategy
e.g. every three years.
Crossroads Care Swansea Neath Port Talbot is now Carers Trust Swansea Bay.
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