Items
| No. |
Item |
1. |
Apologies for Absence
Additional documents:
Minutes:
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1.1
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Apologies were received from Councillor Martin
Phipps, who sent their representative – Councillor Maleiki
Haybe. Councillor Mick Rooney arrived at 10:30am.
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2. |
Exclusion of Press and Public
To identify items where resolutions may be
moved to exclude the press and public
Additional documents:
Minutes:
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2.1
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There were no items which would require the
exclusion of the press and public.
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3. |
Declarations of Interest  PDF 86 KB
Members to declare any interests they have in
the business to be considered at the meeting
Additional documents:
Minutes:
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3.1
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There were no declarations of interest
made.
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4. |
Minutes of Previous Meeting PDF 150 KB
To approve the minutes of the last meeting of
the Committee held on
Additional documents:
Minutes:
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4.1
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The minutes of the meeting of the Committee
held on the 8th of November 2023 were approved as a
correct record.
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5. |
Public Questions and Petitions
To receive any questions or petitions from
members of the public.
(NOTE: There is a time limit of up to 30
minutes for the above item of business. In accordance with the
arrangements published on the Council’s website,
questions/petitions at the meeting are required to be submitted in
writing, to committee@sheffield.gov.uk, by 9.00 a.m. on
************ 2023).
Additional documents:
Minutes:
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5.1
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No public questions or petitions were received
by the deadline.
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6. |
Members' Questions
To receive any questions from Members of the
committee on issues which are not already the subject of an item of
business on the Committee agenda – Council Procedure Rule
16.8.
(NOTE: a period of up to 10 minutes shall be
allocated for Members’ supplementary questions).
Additional documents:
Minutes:
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6.1 There were no Members’ questions on this
occasion.
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7. |
Work Programme PDF 472 KB
Additional documents:
Minutes:
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7.1
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The Committee received a report containing the
Committee’s Work Programme for consideration and discussion,
presented by the Principal Democratic Services Officer. The aim of
the Work Programme was to show all known, substantive agenda items
for forthcoming meetings of the Committee, to enable this
Committee, other committees, officers, partners and the public to plan their work with and
for the Committee.
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7.2
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RESOLVED UNANIMOUSLY: That the
Committee’s work programme, as set out in Appendix 1 of the
report, be agreed, including the additions and amendments
identified in Part 1 of the report.
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8. |
Adults Care and Wellbeing Equality, Diversity and Social Justice Delivery Plan PDF 191 KB
Additional documents:
Decision:
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8.1
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The Committee considered a
report of the Strategic Director for Adult Care and Wellbeing which
sought endorsement from the Adult Health and Social Care Policy
Committee on the Adults Care and Wellbeing Equality, Diversity,
Inclusion and Social Justice Delivery Plan 2023/24. The report laid
out a commitment to improving Equality, Diversity and Inclusion (EDI) and Social Justice and
to delivering upon statutory duties.
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8.2
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RESOLVED
UNANIMOUSLY: That the
Adult Health and Social Care Policy Committee:-
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·
Endorse the Adult Care and Wellbeing Equality,
Diversity, Inclusion and Social Justice Delivery Plan
2023/24.
·
Requests that the Strategic Director of Adult Care
and Wellbeing continues to provide the Committee with updates on
progress against the Delivery Plan on a six-monthly basis,
including updates made based on ongoing learning.
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8.3
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Reasons for Decision
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8.3.1
8.3.2
8.3.3
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Equality, diversity,
inclusion and social justice are
essential components of social care. Good equality and diversity
practices make sure that the services provided to people are fair
and accessible to everyone. They ensure that people are treated as
equals, that people get the?dignity and respect?they deserve and
that their differences are celebrated.
Our commitment is towards
delivering on this ambition. We therefore must continue to listen,
learn, and embed equality into everything that we do for our
residents, visitors, and workforce.
The Care Sector Equality,
Diversity, Inclusion and Social Justice (EDISJ) plan was
established to provide a framework for delivering on our ambitions
and contributing to the Councils Strategic Plan.
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8.4
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Alternatives Considered and Rejected
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8.4.1
8.4.2
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Do nothing: Adults Care Social
Care has duties set out in the Care Act and Mental Health Acts
which in particular require a focus on ensuring equity of
experience and services. These forthcoming Care Quality Commission
Assurance will specifically look at Adult Social Care approach to
Equity of Experience and due to this a delivery plan is required to
mitigate and proactively respond to known risks.
Consider alternative delivery
plan – We could review different Delivery Plan options for
EDISJ. The current Delivery Plan has been developed following staff
engagement sessions and learning from SACMHA speak up
reports.
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Minutes:
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8.1
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The Committee considered a
report of the Strategic Director for Adult Care and Wellbeing which
sought endorsement from the Adult Health and Social Care Policy
Committee on the Adults Care and Wellbeing Equality, Diversity,
Inclusion and Social Justice Delivery Plan 2023/24. The report laid
out a commitment to improving Equality, Diversity and Inclusion (EDI) and Social Justice and
to delivering upon statutory duties.
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8.2
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RESOLVED
UNANIMOUSLY: That the
Adult Health and Social Care Policy Committee:-
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|
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·
Endorse the Adult Care and Wellbeing Equality,
Diversity, Inclusion and Social Justice Delivery Plan
2023/24.
·
Requests that the Strategic Director of Adult Care
and Wellbeing continues to provide the Committee with updates on
progress against the Delivery Plan on a six-monthly basis,
including updates made based on ongoing learning.
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8.3
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Reasons for Decision
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8.3.1
8.3.2
8.3.3
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Equality, diversity,
inclusion and social justice are
essential components of social care. Good equality and diversity
practices make sure that the services provided to people are fair
and accessible to everyone. They ensure that people are treated as
equals, that people get the?dignity and respect?they deserve and
that their differences are celebrated.
Our commitment is towards
delivering on this ambition. We therefore must continue to listen,
learn, and embed equality into everything that we do for our
residents, visitors, and workforce.
The Care Sector Equality,
Diversity, Inclusion and Social Justice (EDISJ) plan was
established to provide a framework for delivering on our ambitions
and contributing to the Councils Strategic Plan.
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8.4
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Alternatives Considered and Rejected
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8.4.1
8.4.2
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Do nothing: Adults Care Social
Care has duties set out in the Care Act and Mental Health Acts
which in particular require a focus on ensuring equity of
experience and services. These forthcoming Care Quality Commission
Assurance will specifically look at Adult Social Care approach to
Equity of Experience and due to this a delivery plan is required to
mitigate and proactively respond to known risks.
Consider alternative delivery
plan – We could review different Delivery Plan options for
EDISJ. The current Delivery Plan has been developed following staff
engagement sessions and learning from SACMHA speak up
reports.
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9. |
DASS Local Account and Annual Performance Report PDF 153 KB
Additional documents:
Decision:
9.1 The
Committee received a report of the Strategic Director of Adult Care
and Wellbeing which sought to approve the publication of
Sheffield’s Local Account for Adult Social Care for
2022/23.
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9.2
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RESOLVED
UNANIMOUSLY: That the Adult Health and
Social Care Policy Committee:
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-
Approves the Local Account 2022-23 for publication
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Thanks members of the Local Account Co-Production
Group for their time and contributions in creating the Local
Account
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9.3
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Reasons for Decision
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9.3.1
9.3.2
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The Local Account highlights our strengths and areas
of challenge for 2022 to 2023 and sets out priorities for the
future. It emphasises our journey towards enabling people to live
the life they want to live and in particular enabling people to
live independently at home.
Having a Local Account builds in transparency and
accountability in relation to reporting on adult social care
performance.
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9.4
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Alternatives Considered and Rejected
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9.4.1
9.4.2
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Sheffield City Council could
opt to not publish a Local Account for 22/23. However, the council
would then need to find a different way to demonstrate the
statutory duty of accountability for the Director of Adult Social
Services.
We believe the Local Account is
the best way to demonstrate the statutory duty of
accountability.
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10. |
Healthwatch Commissioning Strategy PDF 231 KB
Additional documents:
Decision:
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10.1
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The Committee considered a
report of the Strategic Director for Adult Care and Wellbeing which
sought approval for a Healthwatch Commissioning Strategy. The
report also provided an update regarding Healthwatch statutory
duties and the local offer, including the outcomes of Stakeholder
Engagement and the Healthwatch Annual Report 2022-3.
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10.2
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RESOLVED
UNANIMOUSLY: That the Adult Health and
Social Care Policy Committee:
-
Approves the Council commissioning a new Healthwatch
contract for Sheffield with a contract period of 10 years, with an
estimated value of up to £2.4m over the 10 years.
-
Notes the decision by the Strategic Director Adult
Care and Wellbeing to provide a 6-month extension to the current
contractual arrangements to ensure continuity of service delivery
whilst the commissioning strategy is being implemented.
-
Endorses the Healthwatch Annual Report 2022 –
2023.
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10.3
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Reasons for Decision
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10.3.1
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The failure to provide Healthwatch services after expiration of
the current service without another arrangement in place to deliver
the services would therefore mean that the Council would fail to
meet its statutory duty.
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10.4
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Alternatives Considered and Rejected
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10.4.1
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Do nothing - This is not an
option because the Council have a statutory duty to enter into
arrangements with a local Healthwatch organisation to meet
statutory duties.
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11. |
Adult Care & Wellbeing: Market Sustainability & Commissioning Update and Approval of the 24/25 Care Fees PDF 232 KB
Additional documents:
Decision:
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11.1
11.2
11.3
11.4
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The Committee considered a
report of the Strategic Director for Adult Care and Wellbeing which
provided the Committee with an update on Adult Care and Wellbeing
Commissioning in 2023/24. The report sought to provide assurance on
the delivery of market sufficiency responsibilities as set out in
the Care Act 2014, covering achievements and planned activity to
improve sufficiency, stability and
quality assurance.
The report sought approval for
proposed fee rates for Council contracted providers in the
financial year 2024-25. It was proposed that these rates take
effect from 8th April 2024.
Members stressed the need for
fair wages for staff, whilst also noting underfunding from Central
Government.
Members asked whether a Climate
Impact Assessment had been carried out. The Assistant Director,
Adult Commissioning and Partnerships stated there was a brief
overview of this in the report; however, they stated more detail
would be provided in March’s report to the Adult Health and
Social Care Committee.
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11.5
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RESOLVED
UNANIMOUSLY: That the Adult Health and
Social Care Policy Committee:-
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1.
Note progress made in relation to providing support
in the City and delivering a stable care
market, including:
•
The outcome of the Care and Wellbeing
tender
•
The tender for Care at Night services
•
The tender for Standard Residential
provision
•
Our Technology Enabled Care offer and
developments.
•
Our Direct Payment Support Service
2.
Note progress made in implementing Quality Assurance
oversight and governance arrangements.
3.
Note the flowchart for provider escalations to the
Council covering contractual, safeguarding and fee uplift requests
set out at Appendix 3 and the intention that officers will work in
partnership with providers to develop an escalation framework based
on this model to be brought back to Committee in 2024.
4.
Approves use of £840,000 in 2024/25 of the
‘Market Sustainability and Improvement Fund: Workforce
Fund’ announced in August 2023 to further close the gap
between the current weekly fee rate and the median Fair Cost of
Care output for standard residential care.
5.
Approve the Care Fees for the financial year
2024/2025 as set out in this Report.
6.
Note that a report will be brought to March 2024
Committee with an update on the delivery of the Transforming Care
Homes Commissioning and Delivery plan.
7.
Approves that a report will be brought to March 2024
Committee setting out proposals for how Sheffield City Council can
further move towards the Fair Cost of Care and Foundation Living
Wage.
8.
Delegates authority to
the Strategic Director of Adult Care and Wellbeing in consultation
with the Chair of the Adult Health and Social Care Policy Committee
to agree any appropriate and proportionate fee increases requested
by non-standard provision, and by providers outside Sheffield
because cost pressures will vary from place to place.
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11.6
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Reasons for Decision
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11.6.1
11.6.2
11.6.3
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In fulfilling our Care Act 2014
duties, local authorities must ensure good oversight and
understanding of the local care market, including setting rates
that we believe, based on the evidence, will ...
view the full decision text for item 11.
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12. |
Adult Care Strategy Delivery and Service Performance Update PDF 213 KB
Additional documents:
Decision:
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12.1
12.2
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The Committee considered a
report of the Strategic Director for Adult Care and Wellbeing which
provided a scheduled update following the approval of the Adult
Health and Social Care Strategy at the Co-Operative Executive on
16th March 2022 and the approval of an operating model
to deliver on the strategy by the Adult Health and Social Care
Policy Committee meeting in November 2022. The paper set out
delivery progress and what had been achieved. The report also
demonstrated how impact was being measured in order to demonstrate
progress in enabling citizens of Sheffield to live the life they
want to live.
RESOLVED
UNANIMOUSLY: That the Adult Health and
Social Care Policy Committee:-
-
Notes progress in delivering upon the Adult Care
Strategy Living the Life You Want to Live.
-
Notes Adult Care and Wellbeing performance
at December 2023 in relation to each of
the Adult Care and Wellbeing priorities and our actions in
response.
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12.3
12.3.1
12.3.2
12.4
12.4.1
12.4.2
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Reasons for Decision
Asking for regular updates and
refreshes of the Strategy Delivery Plan will keep the Committee,
wider stakeholders, and the public the ability to hold the Council
to account for progress and impact and will provide an additional
mechanism to input to future development.
Noting the performance update,
enables Committee to undertake scrutiny of Adult Care performance
including strengths and areas for prioritisation.
Alternatives Considered and Rejected
Do Not Provide an Update on The
Strategy Delivery Plan Progress – When the Strategy Delivery
Plan was approved by Committee in June 2022 the was a commitment to
review the plan regularly and by not reviewing, we would not be
meeting that commitment. Due to the significant amount that has
been delivered on the plan, leaving it as it would make it harder
to identify the priorities for 2023.
A different delivery plan - The
real options for the delivery plan are around the individual
elements, which will be worked through as part of the constituent
pieces of work. These will be worked through in different ways,
with many of them resulting in their own future reports to the
Committee.
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13. |
Emergency Overnight Short Breaks (EONSB) for people with a Learning Disability and/or Autism PDF 196 KB
Additional documents:
Decision:
|
13.1
13.2
13.3
13.4
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The Committee considered a
report of the Strategic Director of Adult Care and Wellbeing which
summarised the Council’s statutory duties and set out the
importance of ensuring continuity of Emergency Overnight Short
Breaks (EONSB) services, and the proposals to deliver those in a
way which met the needs of the people of Sheffield.
The report also set out the
approach to the development of Emergency Overnight Short Breaks
provision for the City and the implementation of an Emergency
Overnight Short Breaks review group to co-produce the development
of short breaks in the City.
The Chair asked that reference
to Council be removed from the Recommendations, as the report would
not be approved at full Council.
RESOLVED
UNANIMOUSLY: That the Adult Health and
Social Care Policy Committee:-
-
Approves the proposal to develop both Sheffield City
Council and Commissioned Services to ensure sufficiency of
Emergency Overnight Short breaks arrangements in the City.
-
Notes that a Commissioning Strategy for the
Commissioning of Emergency Overnight Short Breaks will be brought
to Committee in March 2024 following soft market testing between
December 2023 and February 2024
|
13.5 Reasons for
Decision
13.5.1 Increasing supply in EONSB is a
complex programme of work and requires a multifaceted approach,
likely over a number of years. A combination of options will be
explored to potentially provide short/medium- and longer-term
solutions.
13.5.2 Market sustainability,
alongside the Care Governance Strategy, and the Care Quality
Framework are key to the delivery of the Council’s statutory
responsibilities for Adult Social Care including the following
outcomes for the people of Sheffield:
• promotion of wellbeing
• protection of (safeguarding) adults at risk of abuse or
neglect
• preventing the need for care and support
• promoting integration of care and support with health
services
• providing information and advice
• promoting diversity and quality in providing
services
13.6 Alternatives
Considered and Rejected
The
options considered are: -
• Do Nothing – Doing no planned developments would
not ensure sufficiency of local provision, leading to poor outcomes
for the individual and their families, increasing the considerable
distress such emergency situations cause. In addition, Adult Care
would require relying on commissioning costly options via a direct
payment or via a direct award, delivered by specialist crisis
providers due to their urgency and complexity. This would pose an
ongoing a challenge due to the availability of very few specialist
providers in the local market.
• Undertake A Commissioning Strategy Without Engagement
– It is likely taking a direct approach would not enable the
coproduction with individuals, carers, providers of personalised
solutions required.
Minutes:
|
13.1
13.2
13.3
13.4
|
The Committee considered a
report of the Strategic Director of Adult Care and Wellbeing which
summarised the Council’s statutory duties and set out the
importance of ensuring continuity of Emergency Overnight Short
Breaks (EONSB) services, and the proposals to deliver those in a
way which met the needs of the people of Sheffield.
The report also set out the
approach to the development of Emergency Overnight Short Breaks
provision for the City and the implementation of an Emergency
Overnight Short Breaks review group to co-produce the development
of short breaks in the City.
The Chair asked that reference
to Council be removed from the Recommendations, as the report would
not be approved at full Council.
RESOLVED
UNANIMOUSLY: That the Adult Health and
Social Care Policy Committee:-
-
Approves the proposal to develop both Sheffield City
Council and Commissioned Services to ensure sufficiency of
Emergency Overnight Short breaks arrangements in the City.
-
Notes that a Commissioning Strategy for the
Commissioning of Emergency Overnight Short Breaks will be brought
to Committee in March 2024 following soft market testing between
December 2023 and February 2024
|
13.5 Reasons for
Decision
13.5.1 Increasing supply in EONSB is a
complex programme of work and requires a multifaceted approach,
likely over a number of years. A combination of options will be
explored to potentially provide short/medium- and longer-term
solutions.
13.5.2 Market sustainability,
alongside the Care Governance Strategy, and the Care Quality
Framework are key to the delivery of the Council’s statutory
responsibilities for Adult Social Care including the following
outcomes for the people of Sheffield:
• promotion of wellbeing
• protection of (safeguarding) adults at risk of abuse or
neglect
• preventing the need for care and support
• promoting integration of care and support with health
services
• providing information and advice
• promoting diversity and quality in providing
services
13.6 Alternatives
Considered and Rejected
The
options considered are: -
• Do Nothing – Doing no planned developments would
not ensure sufficiency of local provision, leading to poor outcomes
for the individual and their families, increasing the considerable
distress such emergency situations cause. In addition, Adult Care
would require relying on commissioning costly options via a direct
payment or via a direct award, delivered by specialist crisis
providers due to their urgency and complexity. This would pose an
ongoing a challenge due to the availability of very few specialist
providers in the local market.
• Undertake A Commissioning Strategy Without Engagement
– It is likely taking a direct approach would not enable the
coproduction with individuals, carers, providers of personalised
solutions required.
|
14. |
Adult Health and Social Care: Financial Recovery Plan Update PDF 474 KB
Additional documents:
Decision:
|
14.1
|
The committee considered a
report of the Strategic Director of Adult Care and Wellbeing which
aimed to deliver on the commitment to transparent and accountable
financial reporting. The update provided:
• Assurance regarding
delivery upon our financial recovery plan in 2023/24.
• Updates regarding use of
new grant funding.
• Update on care funding
decisions and appeals.
• Highlights of ADASS
benchmarking on financial performance.
• Update on autumn budget
statement and impact on 2024/25 business planning.
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14.2
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The report was noted by the
Adult Health and Social Care Committee.
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Minutes:
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14.1
|
The committee considered a
report of the Strategic Director of Adult Care and Wellbeing which
aimed to deliver on the commitment to transparent and accountable
financial reporting. The update provided:
• Assurance regarding
delivery upon our financial recovery plan in 2023/24.
• Updates regarding use of
new grant funding.
• Update on care funding
decisions and appeals.
• Highlights of ADASS
benchmarking on financial performance.
• Update on autumn budget
statement and impact on 2024/25 business planning.
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14.2
|
The report was noted by the
Adult Health and Social Care Committee.
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15. |
2023/24 Q2 Budget Monitoring PDF 483 KB
Additional documents:
Decision:
|
15.1
15.2
|
The Committee considered a
report of the Director of Finance and Commercial Services which
brough the Committee up to date with the Council’s General
Fund Revenue outturn position for 2023/24 as at Quarter
2.
The report was noted by the
Adult Health and Social Care Committee.
|
Minutes:
|
15.1
15.2
|
The Committee considered a
report of the Director of Finance and Commercial Services which
brough the Committee up to date with the Council’s General
Fund Revenue outturn position for 2023/24 as at Quarter
2.
The report was noted by the
Adult Health and Social Care Committee.
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