Agenda item

5.1

To seek approval for the council to act as the accountable body for administering the grant funding of £1.1m from the Department for Levelling Up, Housing and Communities, subject to the application being successful. This funding will enable the continued delivery of the Changing Futures programme in Sheffield into the financial year 2024/2025. The programme supports vulnerable adults facing multiple disadvantage.

5.2

RESOLVED UNANIMOUSLY: That Finance Urgency Sub-Committee:-

1.     approves the Council being the Accountable Body for administering the grant funding of £1.1m from the Department for Levelling Up, Housing and Communities if the Council is successful in its application; and

2.     to the extent not already covered by existing delegations, delegates authority to the Strategic Director of Adult Care and Wellbeing in consultation with Director of Finance and Commercial Services, to take such steps regarding the Changing Futures funding as are necessary in order to meet the aims and objections as set out in this report.

5.3

Reasons for decisions

5.3.1

Our recommendation is to approve the application for, and if successful accept, this grant funding from DLUHC to continue the delivery of the Changing Futures Programme in Sheffield. Without this funding, we will have to either seek alternative funding arrangements or reduce or withdraw our aspirations in this area of work and with this cohort of people.

5.3.2

The Changing Futures programme will help to deliver a number of strategic objectives that are shared between key partners, such as:

·       Sheffield City Councils Corporate Delivery Plan: Fair, inclusive and empowered communities and Healthy lives and wellbeing for all.

·       Adult Health and Social Care Strategy 2022-2030: all is relevant. Priorities include Safe and Well, Active and Independent, Connected and Engaged and Aspire and Achieve.

·       Homelessness Prevention Strategy 2017-22: strengthen partnerships to support adults with complex and multiple needs.

·       Community Safety Partnership Plan: Cuckooing, domestic abuse and hate crime.

·       South Yorkshire Integrated Care Boards Five Year Plan: Developing a Population Health System and Broadening and Strengthening our Partnerships to increase our opportunity.

·       Joint Health and Wellbeing Strategy 2019-24: all is relevant. Ambitions include “Everyone has access to a home that supports their health” and “Everyone has equitable access to care and support shaped around them”

·       Sheffield Safeguarding Adult Board Strategic Plan 2020-23: all is relevant. Priorities include “working in partnership” and “engage and empower”.

·       South Yorkshire Police and Crime Plan 2022-25. Current plan priorities are all relevant, including “protecting vulnerable people” and “treating people fairly”.

·       South Yorkshire Violence Reduction Strategy: most are relevant. Priorities include “Encourage all professionals and organisations to continue to work toward becoming trauma-informed” and “Work in partnership to improve the mental health of the population, and advocate for those who need support to receive it in a timely manner”.

5.4

Alternatives Considered and Rejected

5.4.1

Partnership work to improve outcomes for adults experiencing multiple disadvantage has been ongoing for several years. Previous business cases have been developed for a seconded multi-agency team; and commissioning a service through a Social Impact Bond. These projects encountered complications and did not enter delivery.

5.4.2

As grant funding, the Changing Futures programme is considered to be a more flexible and therefore more appropriate approach for this complex cohort. Its system-wide focus is also more likely to lead to a sustainable change in support offered to vulnerable adults in Sheffield.

5.4.3

Sustainability planning is ongoing which includes identifying opportunities to embed learning from the programme and source funding to continue operational delivery. However to date no continuation funding has been secured.

5.1

The Head of Commissioning – Vulnerable People presented a report seeking approval for the council to act as the accountable body for administering the grant funding of £1.1m from the Department for Levelling Up, Housing and Communities, subject to the application being successful. The Changing Futures programme provides support to vulnerable adults facing multiple disadvantages; the funding would enable the continued delivery of the programme in Sheffield into the financial year 2024/2025.

5.2

RESOLVED UNANIMOUSLY: That Finance Urgency Sub-Committee:-

1.     approves the Council being the Accountable Body for administering the grant funding of £1.1m from the Department for Levelling Up, Housing and Communities if the Council is successful in its application; and

2.     to the extent not already covered by existing delegations, delegates authority to the Strategic Director of Adult Care and Wellbeing in consultation with Director of Finance and Commercial Services, to take such steps regarding the Changing Futures funding as are necessary in order to meet the aims and objections as set out in this report.

5.3

Reasons for decisions

5.3.1

Our recommendation is to approve the application for, and if successful accept, this grant funding from DLUHC to continue the delivery of the Changing Futures Programme in Sheffield. Without this funding, we will have to either seek alternative funding arrangements or reduce or withdraw our aspirations in this area of work and with this cohort of people.

5.3.2

The Changing Futures programme will help to deliver a number of strategic objectives that are shared between key partners, such as:

·       Sheffield City Councils Corporate Delivery Plan: Fair, inclusive and empowered communities and Healthy lives and wellbeing for all.

·       Adult Health and Social Care Strategy 2022-2030: all is relevant. Priorities include Safe and Well, Active and Independent, Connected and Engaged and Aspire and Achieve.

·       Homelessness Prevention Strategy 2017-22: strengthen partnerships to support adults with complex and multiple needs.

·       Community Safety Partnership Plan: Cuckooing, domestic abuse and hate crime.

·       South Yorkshire Integrated Care Boards Five Year Plan: Developing a Population Health System and Broadening and Strengthening our Partnerships to increase our opportunity.

·       Joint Health and Wellbeing Strategy 2019-24: all is relevant. Ambitions include “Everyone has access to a home that supports their health” and “Everyone has equitable access to care and support shaped around them”

·       Sheffield Safeguarding Adult Board Strategic Plan 2020-23: all is relevant. Priorities include “working in partnership” and “engage and empower”.

·       South Yorkshire Police and Crime Plan 2022-25. Current plan priorities are all relevant, including “protecting vulnerable people” and “treating people fairly”.

·       South Yorkshire Violence Reduction Strategy: most are relevant. Priorities include “Encourage all professionals and organisations to continue to work toward becoming trauma-informed” and “Work in partnership to improve the mental health of the population, and advocate for those who need support to receive it in a timely manner”.

5.4

Alternatives Considered and Rejected

5.4.1

Partnership work to improve outcomes for adults experiencing multiple disadvantage has been ongoing for several years. Previous business cases have been developed for a seconded multi-agency team; and commissioning a service through a Social Impact Bond. These projects encountered complications and did not enter delivery.

5.4.2

As grant funding, the Changing Futures programme is considered to be a more flexible and therefore more appropriate approach for this complex cohort. Its system-wide focus is also more likely to lead to a sustainable change in support offered to vulnerable adults in Sheffield.

5.4.3

Sustainability planning is ongoing which includes identifying opportunities to embed learning from the programme and source funding to continue operational delivery. However to date no continuation funding has been secured.