Agenda, decisions and draft minutes

9.1

The Care Governance Officer presented the report to the committee which highlighted that the Local Account is intended to provide a picture of how adult social care is performing in Sheffield and proposed that the Local Account become a web-based microsite instead of a written document.

9.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Note and Endorse the Adult Care Strategy and Local Account of Performance becoming a web-based microsite.
2. Approve and Authorise officers to develop the Adult Social Care Strategy and Local Account of Performance microsite and to update the microsite as new data becomes available.

9.3

Reasons for Decision

9.3.1

Developing and publishing the Local Account as a digital microsite will ensure that it can be updated as data becomes available making it a more live and relevant product. As a microsite amendments can be readily made in response to engagement and feedback and using a digital platform will maximise opportunities for engagement with people who receive care and carers as well as anyone else interested in adult social care in Sheffield.

9.4

Alternatives Considered and Rejected

9.4.1

Alternative Option 1: Continue to develop the Local Account as a written report Page 40 For the reasons stated in the report we do not believe the Local Account should continue to be presented as an annual written report. We do not believe this approach maximises engagement and accessibility and creates issues around timeliness of data publication.

9.4.2

Alternative Option 2: To not develop a Local Account It is not a statutory duty to develop a Local Account. However, we believe it is worthwhile and important to publish a Local Account. Publishing a Local Account sets out the performance and story of adult social care in Sheffield in a more accessible way than committee reports and other information sources. This supports the Efficient and Effective outcome in our Adult Social Care Strategy 2022-2030. The Director of Adult Social Services (DASS) can also demonstrate compliance with other statutory duties via publication of a Local Account

55.1

The Care Governance Officer presented the report to the committee which highlighted that the Local Account is intended to provide a picture of how adult social care is performing in Sheffield and proposed that the Local Account become a web-based microsite instead of a written document.

55.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Note and Endorse the Adult Care Strategy and Local Account of Performance becoming a web-based microsite.
2. Approve and Authorise officers to develop the Adult Social Care Strategy and Local Account of Performance microsite and to update the microsite as new data becomes available.

55.3

Reasons for Decision

55.3.1

Developing and publishing the Local Account as a digital microsite will ensure that it can be updated as data becomes available making it a more live and relevant product. As a microsite amendments can be readily made in response to engagement and feedback and using a digital platform will maximise opportunities for engagement with people who receive care and carers as well as anyone else interested in adult social care in Sheffield.

55.4

Alternatives Considered and Rejected

55.4.1

Alternative Option 1: Continue to develop the Local Account as a written report Page 40 For the reasons stated in the report we do not believe the Local Account should continue to be presented as an annual written report. We do not believe this approach maximises engagement and accessibility and creates issues around timeliness of data publication.

55.4.2

Alternative Option 2: To not develop a Local Account It is not a statutory duty to develop a Local Account. However, we believe it is worthwhile and important to publish a Local Account. Publishing a Local Account sets out the performance and story of adult social care in Sheffield in a more accessible way than committee reports and other information sources. This supports the Efficient and Effective outcome in our Adult Social Care Strategy 2022-2030. The Director of Adult Social Services (DASS) can also demonstrate compliance with other statutory duties via publication of a Local Account

10.1

The Director of Quality, Strategy Delivery and Partnerships introduced the report which provided the Adult Health and Social Care Committee with an overview of the market position in Quarter 3, 24/25, considering sufficiency, quality and value for money. The report also asked the Committee to note the process for proposing fee rates for Council contracted providers in the financial year 2025-26 and to agree a proposal to calling an extraordinary committee, as early as possible in the New Year to finalise fee proposals for the coming financial year.

10.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Note the Market Oversight Delivery Plan update for Quarter 3, 24/25
2. Note the process for proposing fee rates for Council contracted providers in the financial year 2025-26
3. Approve the proposed extraordinary Committee meeting in January 2025 to progress fee rate proposals for 25/26 at the earliest opportunity
   
   

10.3

Reasons for Decision

10.3.1

In fulfilling our Care Act 2014 duties, local authorities must ensure good oversight and understanding of the local care market. This includes setting rates that we believe, based on the evidence, will support a quality, flexible and sustainable market. Approving that a further report be brought to an Urgent Adult Health and Social Care Committee in January 2025 to propose fee levels for 25/26 provides this information to the market as early as possible, supporting providers in their planning.

10.3.2

Final approval of fees will be in line with the business planning process in March 25.

10.4

Alternatives Considered and Rejected

10.4.1

There is an option to wait until a later Committee meeting in 2025 to propose and agree fees, however, we believe it is important to signal to the market as early as possible our intentions as part of our value of being open and honest.

10.4.2

We know that the market benefits from the Council sharing proposals as early as possible, to support each individual organisation in their own business planning.

56.1

The Director of Quality, Strategy Delivery and Partnerships introduced the report which provided the Adult Health and Social Care Committee with an overview of the market position in Quarter 3, 24/25, considering sufficiency, quality and value for money. The report also asked the Committee to note the process for proposing fee rates for Council contracted providers in the financial year 2025-26 and to agree a proposal to calling an extraordinary committee, as early as possible in the New Year to finalise fee proposals for the coming financial year.

56.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Note the Market Oversight Delivery Plan update for Quarter 3, 24/25
2. Note the process for proposing fee rates for Council contracted providers in the financial year 2025-26
3. Approve the proposed extraordinary Committee meeting in January 2025 to progress fee rate proposals for 25/26 at the earliest opportunity
   
   

56.3

Reasons for Decision

56.3.1

In fulfilling our Care Act 2014 duties, local authorities must ensure good oversight and understanding of the local care market. This includes setting rates that we believe, based on the evidence, will support a quality, flexible and sustainable market. Approving that a further report be brought to an Urgent Adult Health and Social Care Committee in January 2025 to propose fee levels for 25/26 provides this information to the market as early as possible, supporting providers in their planning.

56.3.2

Final approval of fees will be in line with the business planning process in March 25.

56.4

Alternatives Considered and Rejected

56.4.1

There is an option to wait until a later Committee meeting in 2025 to propose and agree fees, however, we believe it is important to signal to the market as early as possible our intentions as part of our value of being open and honest.

56.4.2

We know that the market benefits from the Council sharing proposals as early as possible, to support each individual organisation in their own business planning.

11.1

The Service Manager for Business Planning and Governance introduced the report to the committee which explained that:

·       The budget for Adults Health and Social Care is forecasting an overspend of £9.5m for 2024/25.

·       Budget Implementation Plans forecast at 94% delivery.

·       Recovery Plan forecast at 76% delivery.

11.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Note the update on forecast outturn for 2024/25 financial year.
2. Note the update on planned savings, recovery actions and mitigations.
3. Note the update on staffing budgets and underlying risk mitigations to address the overspends.
4. Note the significant risks in relation to delivery of adult social care provision from 1st April 2025 if the Discharge Grant and Market Sustainability and Improvement Fund are discontinued without adequate alternative funding.
5. Note the risk due to the impending changes to National Insurance contributions for employers. This includes the impact on care sector providers and potential knock-on effect on cost pressures to the Council.
   
   

11.3

Reasons for Decision

11.3.1

The recommendations are provided to enable Members to gain an understanding of the Adult Health and Social Care budget in totality, including pressures and current progress with the recovery plan and scrutinise the actions underway to mitigate pressures.

11.4

Alternatives Considered and Rejected

11.4.1

Not applicable – this is an update on actions already agreed.

57.1

The Service Manager for Business Planning and Governance introduced the report to the committee which explained that:

·       The budget for Adults Health and Social Care is forecasting an overspend of £9.5m for 2024/25.

·       Budget Implementation Plans forecast at 94% delivery.

·       Recovery Plan forecast at 76% delivery.

57.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Note the update on forecast outturn for 2024/25 financial year.
2. Note the update on planned savings, recovery actions and mitigations.
3. Note the update on staffing budgets and underlying risk mitigations to address the overspends.
4. Note the significant risks in relation to delivery of adult social care provision from 1st April 2025 if the Discharge Grant and Market Sustainability and Improvement Fund are discontinued without adequate alternative funding.
5. Note the risk due to the impending changes to National Insurance contributions for employers. This includes the impact on care sector providers and potential knock-on effect on cost pressures to the Council.
   
   

57.3

Reasons for Decision

57.3.1

The recommendations are provided to enable Members to gain an understanding of the Adult Health and Social Care budget in totality, including pressures and current progress with the recovery plan and scrutinise the actions underway to mitigate pressures.

57.4

Alternatives Considered and Rejected

57.4.1

Not applicable – this is an update on actions already agreed.

12.1

The Strategic Commissioning Manager introduced the report which rovides an update to the Adult Health and Social Care Committee on progress of our multi-agency Carers Delivery Plan 2022-2025.

12.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Note the positive progress made on the Carers Delivery Plan 2022-2025.
2. Reaffirm our commitment to people who are unpaid carers across the city, so they feel recognised, valued and supported.
3. Acknowledge actions (that have not yet been completed) that will drive positive change for carers.
4. Committee is asked to recognise and request that city partners support and work in partnership to contribute to and generate income to further support and value unpaid carers across the city.
   
   

12.3

Reasons for Decision

12.3.1

We recognise how important unpaid carers are to our city and its communities. We want carers to feel recognised, valued and supported. A multi-agency strategy and working Delivery Plan shows that carers are valued by all, and that our commitment to unpaid carers is unwavering. Partnerships and multi-agency approach enables us all to pool resources and share our expertise in order to fulfil the various statutory duties and responsibilities to carers.

12.4

Alternatives Considered and Rejected

12.4.1

Alternative Option 1: Not to have a Carers Delivery Plan – Rejected. This would reduce the focus on delivering the outcomes of the carers strategy with less accountability for supporting carers across the city.

58.1

The Strategic Commissioning Manager introduced the report which rovides an update to the Adult Health and Social Care Committee on progress of our multi-agency Carers Delivery Plan 2022-2025.

58.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Note the positive progress made on the Carers Delivery Plan 2022-2025.
2. Reaffirm our commitment to people who are unpaid carers across the city, so they feel recognised, valued and supported.
3. Acknowledge actions (that have not yet been completed) that will drive positive change for carers.
4. Committee is asked to recognise and request that city partners support and work in partnership to contribute to and generate income to further support and value unpaid carers across the city.
   
   

58.3

Reasons for Decision

58.3.1

We recognise how important unpaid carers are to our city and its communities. We want carers to feel recognised, valued and supported. A multi-agency strategy and working Delivery Plan shows that carers are valued by all, and that our commitment to unpaid carers is unwavering. Partnerships and multi-agency approach enables us all to pool resources and share our expertise in order to fulfil the various statutory duties and responsibilities to carers.

58.4

Alternatives Considered and Rejected

58.4.1

Alternative Option 1: Not to have a Carers Delivery Plan – Rejected. This would reduce the focus on delivering the outcomes of the carers strategy with less accountability for supporting carers across the city.

13.1

The Director for Adult Care and Wellbeing introduced the report which provided the committee with the quarterly update on performance and delivery of the Strategy Living the Life You Want to Live. These reports provided the Committee with updates in relation to several areas highlighted in the executive summary.

13.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Notes progress in delivering upon the Adult Care Strategy Living the Life You Want to Live.
2. Notes performance update and areas for prioritisation and focus.
3. Notes our Technology Enabled Care Road Map.
4. Notes our approach towards reviewing Unmet Need.
5. Endorses Living The Life You Want To Live High-Level Delivery Plan 2024 – 2026.
6. Notes the preparations for the LGA Peer Review and CQC assessment.
7. Note the development of the Co-production Statement of Intent, aligned with the Council’s Engagement Statement of Intent.
   
   

13.3

Reasons for Decision

13.3.1

Asking for regular updates on the Strategy Delivery, our Performance and CQC 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.

13.3.2

Endorsing the Strategy Delivery High Level Plan enables Committee to continue to undertake scrutiny of the service and strategy delivery plan in an informed and meaningful way.

13.3.3

Noting the Technology Enabled Care Roadmap, draft Co-Production Statement and Unmet Need Reports highlights the work undertaken to continue to deliver on key elements and foundations for delivering on our strategy.

13.3.4

Asking for regular updates and refreshes of the CQC self-assessment, including wider assessment preparations and communications will enable Committee to have oversight and assurance that Adult Care know themselves and are able to drive forward service improvements, alongside the assurance that we are well prepared for the CQC assessment process.

13.3.5

Noting the performance update, enables Committee to undertake scrutiny of Adult Care performance including strengths and areas for prioritisation, including the development of our Performance Management framework / cycle of Assurance, alongside our improvement plans in this area.

13.3.6

Noting the journey of improvement and noting the LGA Peer Review, alongside assurance that the portfolio is delivering against its vision and ambitions to deliver the best possible services to the people of Sheffield.

13.3.7

DASS Local Account and Annual Self-Assessment: Covered by separate Committee Report (noted here for reference).

13.4

Alternatives Considered and Rejected

13.4.1

Alternative Option 1: 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 going forward.

13.4.2

Alternative Option 2: A different delivery plan - The real options for the delivery plan are around the individual elements, which will be worked through  ...  view the full decision text for item 59.

59.1

The Director for Adult Care and Wellbeing introduced the report which provided the committee with the quarterly update on performance and delivery of the Strategy Living the Life You Want to Live. These reports provided the Committee with updates in relation to several areas highlighted in the executive summary.

59.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Notes progress in delivering upon the Adult Care Strategy Living the Life You Want to Live.
2. Notes performance update and areas for prioritisation and focus.
3. Notes our Technology Enabled Care Road Map.
4. Notes our approach towards reviewing Unmet Need.
5. Endorses Living The Life You Want To Live High-Level Delivery Plan 2024 – 2026.
6. Notes the preparations for the LGA Peer Review and CQC assessment.
7. Note the development of the Co-production Statement of Intent, aligned with the Council’s Engagement Statement of Intent.
   
   

59.3

Reasons for Decision

59.3.1

Asking for regular updates on the Strategy Delivery, our Performance and CQC 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.

59.3.2

Endorsing the Strategy Delivery High Level Plan enables Committee to continue to undertake scrutiny of the service and strategy delivery plan in an informed and meaningful way.

59.3.3

Noting the Technology Enabled Care Roadmap, draft Co-Production Statement and Unmet Need Reports highlights the work undertaken to continue to deliver on key elements and foundations for delivering on our strategy.

59.3.4

Asking for regular updates and refreshes of the CQC self-assessment, including wider assessment preparations and communications will enable Committee to have oversight and assurance that Adult Care know themselves and are able to drive forward service improvements, alongside the assurance that we are well prepared for the CQC assessment process.

59.3.5

Noting the performance update, enables Committee to undertake scrutiny of Adult Care performance including strengths and areas for prioritisation, including the development of our Performance Management framework / cycle of Assurance, alongside our improvement plans in this area.

59.3.6

Noting the journey of improvement and noting the LGA Peer Review, alongside assurance that the portfolio is delivering against its vision and ambitions to deliver the best possible services to the people of Sheffield.

59.3.7

DASS Local Account and Annual Self-Assessment: Covered by separate Committee Report (noted here for reference).

59.4

Alternatives Considered and Rejected

59.4.1

Alternative Option 1: 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 going forward.

59.4.2

Alternative Option 2: A different delivery plan - The real options for the delivery plan are around the individual elements, which will be worked through  ...  view the full minutes text for item 59.

14.1

The Assistant Director of Finance and Accounting introduced the report which provided the Committee with an update on the Q2 outturn position for Sheffield City Council’s revenue budget for 2024/25.

14.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Note the updated information on the 2024/25 Revenue Budget Outturn as described in this report including the detailed committee budget monitoring information and management actions provided.
   
   

14.3

Reasons for Decision

14.3.1

To record formally changes to the Revenue Budget.

14.4

Alternatives Considered and Rejected

14.4.1

The Council is required to both set a balance budget and to ensure that in-year income and expenditure are balanced. No other alternatives were considered.

60.1

The Assistant Director of Finance and Accounting introduced the report which provided the Committee with an update on the Q2 outturn position for Sheffield City Council’s revenue budget for 2024/25.

60.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Note the updated information on the 2024/25 Revenue Budget Outturn as described in this report including the detailed committee budget monitoring information and management actions provided.
   
   

60.3

Reasons for Decision

60.3.1

To record formally changes to the Revenue Budget.

60.4

Alternatives Considered and Rejected

60.4.1

The Council is required to both set a balance budget and to ensure that in-year income and expenditure are balanced. No other alternatives were considered.

15.1

The Assistant Director of Commissioning, Children and Families introduced the report which highlighted to the Committee that the Framework is in an extension year of a 4-year contract which requires recommissioning to ensure compliance with procurement regulations.

15.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Note that the Education, Children and Families Committee on 5th November 2024, the recommissioning of a 4 year plus a potential extension year of the Short Breaks Framework Agreement through competitive tender process with the open market.
2. Note that the Education, Children and Families Committee on 5th November 2024 approved the inclusion of Outward Bounds at a static level over 4 years and Activity Based Residential Short Breaks on the new Framework.
3. Note that the Education, Children and Families Committee on 5th November 2024 approved the overall 4-year budget £5,750,000 for Lots1 and 2 on the new Framework. Lot 3 Activity Based Residential Short Breaks budget to be identified and agreed at a further date.
   
   

15.3

Reasons for Decision

15.3.1

The Framework Agreement has expired and must be recommissioned to meet procurement regulations. Our understanding of need, demand and the lived experience of children and families living with disabilities has developed over the years, along with our experience and understanding of effectively managing a Framework Agreement to commission services for children with disabilities. It's essential that this learning, and evidence be translated into a new commissioning arrangement that is fit for purpose for the next four years.

15.3.2

It’s essential that we build sufficiency into the new Framework to ensure that we meet demand, and prevent furthermore costly interventions, providing preventative support to families who need it the most, as per our statutory duty.

15.4

Alternatives Considered and Rejected

15.4.1

Alternative Option 1: Further extension of the current contract This is not viable due to procurement regulations. The current Framework is not currently set up to flex adequately to meet demand, and the current Lots are not fit for purpose to fully support inclusion, choice and access. Outward Bounds and Activity Based Residential Short Breaks have no formal commissioning Framework for purchasing services and quality assuring them. Current Providers are lethargic with commissioning arrangements at present, and some have indicated that they would not agree to further extension under the terms and conditions of the current Framework. There is a risk to service continuity and a reputational risk for the council.

15.4.2

Alternative Option 2: Do nothing This not viable for the same reasons as above. The Framework must comply with procurement regulations and is in an extension year of a 4-year contract.

61.1

The Assistant Director of Commissioning, Children and Families introduced the report which highlighted to the Committee that the Framework is in an extension year of a 4-year contract which requires recommissioning to ensure compliance with procurement regulations.

61.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Note that the Education, Children and Families Committee on 5th November 2024, the recommissioning of a 4 year plus a potential extension year of the Short Breaks Framework Agreement through competitive tender process with the open market.
2. Note that the Education, Children and Families Committee on 5th November 2024 approved the inclusion of Outward Bounds at a static level over 4 years and Activity Based Residential Short Breaks on the new Framework.
3. Note that the Education, Children and Families Committee on 5th November 2024 approved the overall 4-year budget £5,750,000 for Lots1 and 2 on the new Framework. Lot 3 Activity Based Residential Short Breaks budget to be identified and agreed at a further date.
   
   

61.3

Reasons for Decision

61.3.1

The Framework Agreement has expired and must be recommissioned to meet procurement regulations. Our understanding of need, demand and the lived experience of children and families living with disabilities has developed over the years, along with our experience and understanding of effectively managing a Framework Agreement to commission services for children with disabilities. It's essential that this learning, and evidence be translated into a new commissioning arrangement that is fit for purpose for the next four years.

61.3.2

It’s essential that we build sufficiency into the new Framework to ensure that we meet demand, and prevent furthermore costly interventions, providing preventative support to families who need it the most, as per our statutory duty.

61.4

Alternatives Considered and Rejected

61.4.1

Alternative Option 1: Further extension of the current contract This is not viable due to procurement regulations. The current Framework is not currently set up to flex adequately to meet demand, and the current Lots are not fit for purpose to fully support inclusion, choice and access. Outward Bounds and Activity Based Residential Short Breaks have no formal commissioning Framework for purchasing services and quality assuring them. Current Providers are lethargic with commissioning arrangements at present, and some have indicated that they would not agree to further extension under the terms and conditions of the current Framework. There is a risk to service continuity and a reputational risk for the council.

61.4.2

Alternative Option 2: Do nothing This not viable for the same reasons as above. The Framework must comply with procurement regulations and is in an extension year of a 4-year contract.

16.1

The Service Manager, Safeguarding Quality Assurance introduced the report which updated the Committee on the progress of the MASH since implementation and the Sheffield safeguarding board annual report.

16.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Note the progress made with implementing the Adult MASH.
2. Endorse the Sheffield Adult Safeguarding Board Annual Report.
3. Endorse the approach to Quality Assurance of Adult Safeguarding.
   
   

16.3

Reasons for Decision

16.3.1

Endorsing the Annual Report demonstrates Sheffield City Council support for all the activities undertaken by the Sheffield Adult Safeguarding Partnership Board during 2023 to 2024

16.3.2

In endorsing the progress made by Adult MASH and ways of working, this recognises the good practice in place to manage risks and work towards outcomes for adults being abused or neglected with care and support needs in Sheffield.

16.4

Alternatives Considered and Rejected

16.4.1

Alternative Option 1: To not Deliver a MASH. This option would mean Adults would be in a position to meet the demand of the incoming volume of work and would not be able fulfil our statutory duties. Prior to MASH and where the MASH had less staff at the start of 2024 there was a need to seek agency resource. Having agency teams in place is more expensive and inefficient with training for staff required before they can perform their duties. Additionally, this would create further risk of people living with abuse or neglect and mitigations not in place.

16.4.2

Alternative Option 2: To not provide an Annual Report. An Annual report by the Safeguarding Adults Partnership Board is a statutory requirement.

62.1

The Service Manager, Safeguarding Quality Assurance introduced the report which updated the Committee on the progress of the MASH since implementation and the Sheffield safeguarding board annual report.

62.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Note the progress made with implementing the Adult MASH.
2. Endorse the Sheffield Adult Safeguarding Board Annual Report.
3. Endorse the approach to Quality Assurance of Adult Safeguarding.
   
   

62.3

Reasons for Decision

62.3.1

Endorsing the Annual Report demonstrates Sheffield City Council support for all the activities undertaken by the Sheffield Adult Safeguarding Partnership Board during 2023 to 2024

62.3.2

In endorsing the progress made by Adult MASH and ways of working, this recognises the good practice in place to manage risks and work towards outcomes for adults being abused or neglected with care and support needs in Sheffield.

62.4

Alternatives Considered and Rejected

62.4.1

Alternative Option 1: To not Deliver a MASH. This option would mean Adults would be in a position to meet the demand of the incoming volume of work and would not be able fulfil our statutory duties. Prior to MASH and where the MASH had less staff at the start of 2024 there was a need to seek agency resource. Having agency teams in place is more expensive and inefficient with training for staff required before they can perform their duties. Additionally, this would create further risk of people living with abuse or neglect and mitigations not in place.

62.4.2

Alternative Option 2: To not provide an Annual Report. An Annual report by the Safeguarding Adults Partnership Board is a statutory requirement.

8.1

The Service Manager for future options introduced the report which sought the committees approval to co-design and develop a sensory impairment strategy for people with care and support needs and to update on plans to design an adults sensory impairment service.

8.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Note and Endorse the co-design and development of a Sheffield Adults Sensory Impairment Strategy.
2. Note the planned design of an adult’s sensory impairment service.
3. Note and Endorse that the commissioning of equipment for people with a sensory impairment will be considered as part of the redesign of a joint equipment service.
   
   

8.3

Reasons for Decision

8.3.1

The recommendations in this paper are being made to make services accessible to City residents with a sensory impairment. As well as the positive equalities implications, this will aim to take a prevention approach with a particular focus on enabling people to live independently with improved access to mainstream services.

8.3.2

By involving system wide partners across the Health and Social Care Partnership, Safeguarding Board, Health and Wellbeing Board and Health Scrutiny this will promote greater understanding and support a system wide approach to the inclusion and wellbeing of people with a sensory impairment.

8.4

Alternatives Considered and Rejected

8.4.1

Do Not Develop A Strategy and redesign of services - The need for a dedicated Sensory Impairment Strategy and an accompanying delivery plan was identified through discussion with our workforce, individuals and carers to make a shared commitment across the City towards enabling adults with a visual and/or hearing impairment, and their families and carers to live the life they want to live. To not develop a dedicated strategy and redesign of services would result in unmet need.

63.1

The Service Manager for future options introduced the report which sought the committees approval to co-design and develop a sensory impairment strategy for people with care and support needs and to update on plans to design an adults sensory impairment service.

63.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Note and Endorse the co-design and development of a Sheffield Adults Sensory Impairment Strategy.
2. Note the planned design of an adult’s sensory impairment service.
3. Note and Endorse that the commissioning of equipment for people with a sensory impairment will be considered as part of the redesign of a joint equipment service.
   
   

63.3

Reasons for Decision

63.3.1

The recommendations in this paper are being made to make services accessible to City residents with a sensory impairment. As well as the positive equalities implications, this will aim to take a prevention approach with a particular focus on enabling people to live independently with improved access to mainstream services.

63.3.2

By involving system wide partners across the Health and Social Care Partnership, Safeguarding Board, Health and Wellbeing Board and Health Scrutiny this will promote greater understanding and support a system wide approach to the inclusion and wellbeing of people with a sensory impairment.

63.4

Alternatives Considered and Rejected

63.4.1

Do Not Develop A Strategy and redesign of services - The need for a dedicated Sensory Impairment Strategy and an accompanying delivery plan was identified through discussion with our workforce, individuals and carers to make a shared commitment across the City towards enabling adults with a visual and/or hearing impairment, and their families and carers to live the life they want to live. To not develop a dedicated strategy and redesign of services would result in unmet need.