Decisions

7.1

Funding delegated by the Council to LACs in 2024/25 amounts to £100,000 per LAC to address issues identified in the South Community Plan. Following consultation with the South LAC Members it is proposed that, as in 2023/24, this budget should be allocated so that £25,000 is spent per ward. Of this £625 per ward will be used to create a £2500 operations budget, leaving £24,375 per ward to spend on Community Plan priority issues.

In order to enable financial decisions to be made more quickly, given the delays caused by the two pre-election periods (local election and general election) it is recommended that the level of expenditure that can be approved by the Community Services Manager in consultation with the LAC Chair under the authority delegated by the LAC is raised to sums up to £10,000. All other conditions would remain the same so decisions may be taken provided that:

• The decision is taken in consultation with the Local Area Committee Chair
• Spending is in line with any specific purposes of the allocated budget
• The decision may not approve expenditure of more than £10,000
• A report detailing the delegated spending decisions taken by the Community Services Manager is presented to the next Local Area Committee meeting.

7.2

RESOLVED:

That the South Local Area Committee:

1. Agrees the approach set out for use of the 2024/25 budget, using the £100,000 allocation to provide £25,000 per ward to develop projects in line with the South LAC Community Plan 
2. Authorises the Community Services Manager to make decisions on expenditure from any budgets allocated to the Local Area Committee provided that:

• The decision is taken in consultation with the Local Area Committee Chair Spending is in line with any specific purposes of the allocated budget
• The decision may not approve expenditure of more than £10,000
• A report detailing the delegated spending decisions taken by the Community Services Manager is presented to the next Local Area Committee meeting.

7.3

Reasons for Decision

The South LAC is asked to approach to its 2024/25 budget outlined in the report to address the identified local priorities within the South LAC Community Plan.

7.4

Alternatives Considered and Rejected

The LAC could choose not to allocate budgets at this stage, but this would delay local projects and facilities for local communities.

Decisions on grant awards could be reserved to the LAC but this would inevitably delay delivery of priority actions to address specific issues identified in the Community Plan.

All decisions on expenditure to support Community Plan priorities could be delegated to officers. However, this would restrict and undermine the LAC’s ability to monitor its delegated budget and delivery of the Community Plan.

36.            

Work Programme

36.1

The Committee received a report containing the Committee’s Work Programme for consideration and discussion. The aim of the Work Programme is 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. It was highlighted that this is a live document and Members input to it was invaluable.

It was noted that, subsequent to the publication of the agenda papers, it was now intended that the (i) Housing Growth Delivery Plan item be submitted to the November meeting, rather than October.  This was to allow for the extra work needed to support the Local Plan examination and (ii) the Working Better Together item would now be a broader report with a new title.

In addition it was proposed that the Strategy and Resources Policy Committee agree that Waste and Street Scene Policy Committee should consider the Gambling Act 2005 – Statement of Principles (Gambling Policy) 2025 item at it's next meeting on 8 November and submit the item straight to Full Council on 4 December.

8.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) agrees the Committee’s work programme, as set out in Appendix 1, including the additions and amendments identified in Paragraph 4 of the report;

(b) that the Housing Growth Delivery Plan item be moved to the list of items for the November meeting in the Work Programme, rather than the October meeting, as now reported;

(c) agrees that that Waste and Street Scene Policy Committee should consider the Gambling Act 2005 – Statement of Principles (Gambling Policy) 2025 item at it's next meeting on 8 November and submit the item straight to Full Council on 4 December;

(d) that it be noted that the Working Better Together item will now be a broader report with a new title; and

(e) that approval be given to the consideration of cross cutting issues as detailed in Paragraph 5 the report.

10.1

The Executive Director Neighbourhood Services submitted a report outlining proposals for Sheffield City Council to carry out five yearly electrical testing and condition reports for all domestic Council dwellings rented to customers.  The report outlines the budget requirement to deliver this programme of work and requests the additional budget allocation needed in order to deliver all necessary aspects of this work. 

10.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) approves the additional revenue budget allocation required within the Housing Revenue Account as set out in sections 2.14, 2.15 and 2.16 of the report now submitted; and  

(b) endorses the proposed approach for the Council to commission two external contractors to deliver the carrying out of five yearly electrical testing and condition reports for domestic council dwellings let to customers. 

10.3

Reasons for Decision

10.3.1

The Council is required by law to ensure that we carry out regular electrical inspections of domestic dwellings that it lets to customers, and it is current best practice that these inspections should be undertaken at least every 5 years. 

10.4

Alternatives Considered and Rejected

10.4.1

As described above, the Council is required by law to ensure that we carry out regular electrical inspections of domestic dwellings that it lets to customers.  Therefore, no other alternatives were considered. There are consequences of not carrying out these inspections and these are outlined in more detail in item 8.17 of this report.

11.1

The Strategic Director Adult Care and Wellbeing, supported by Michael Corbishley and Hannah Crossan-Smith (The Royal Foundation of The Prince and Princess of Wales) presented a report providing information about and seeking endorsement for the Council’s partnership with The Royal Foundation Homewards Programme.

The Royal Foundation of The Prince and Princess of Wales have launched Homewards: a transformative five-year, locally led programme that will aim to demonstrate that together it’s possible to end homelessness – making it rare, brief and unrepeated.

Sheffield is one of only six locations selected by The Royal Foundation along with Newport, Northern Ireland, Aberdeen, Bournemouth, Christchurch and Poole and Lambeth.

11.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) notes the Homewards Sheffield programme, its aims and ambitions and progress made;

(b) endorses Sheffield City Council’s involvement in the Homewards Sheffield Programme and partnership with The Royal Foundation;

(c) notes that once the Local Action Plan is developed, implications of the Plan will be considered by the Strategic Director Adult Care and Wellbeing including any approvals required; and

(d) requests that the Strategic Director Adult Care and Wellbeing provides an update in 12 months on delivery of the programme.

11.3

Reasons for Decision

11.3.1

The Homewards Programme provides the opportunity to accelerate improving the prevention outcomes for customers and making transformative change to systems and services. It provides the opportunity to work with individuals at an earlier point where there is a greater chance to identify the underlying causes, tackle hidden homelessness and manage the risk of housing insecurity. 

11.3.2

Endorsement of the Councils involvement in the programme, enables the Council to work with Homewards Sheffield to agree a Local Action Plan, Coalition and Governance which will provide the foundations to enable delivery of a transformation programme for Sheffield.

11.3.3

Asking for an update in 12 months will provide transparency and assurance regards delivery upon the programme.

11.4

Alternatives Considered and Rejected

11.4.1

Alternative Option: To not endorse Sheffield City Council involvement in the Homewards Programme. Although the Council currently has no formal arrangements, in the form of contracts and Memorandum of Understanding. However, the Programme is high profile and the Council’s involvement is well known, not endorsing the Programme would result in significant reputational damage. In addition, the Programme will support the Council in upstreaming prevention and will support the delivery of the Homeless Prevention Strategy. Therefore, it is recommended the option of not endorsing is discounted.

11.1

The Committee considered a report of the Finance Manager which provided details of proposed changes to the existing Capital Programme, as brought forward in Month 04 of 2024/25.

11.2

RESOLVED UNANIMOUSLY: That the Finance and Performance Policy Committee: -

-       That the committee approve the proposed additions and variations to the Capital Programme listed in Appendix 1

-       That the committee approve the acceptance of grant funding as identified in Appendix 2

11.3

Reasons for Decision

11.3.1

The proposed changes to the Capital programme will improve the services to the people of Sheffield.

11.4

Alternative Options Considered

11.4.1

A number of alternative courses of action are considered as part of the process undertaken by Officers before decisions are recommended to Members. The recommendations made to Members represent what Officers believe to be the best options available to the Council, in line with Council priorities, given the constraints on funding and the use to which funding is put within the Revenue Budget and the Capital Programme.

10.1

The Finance and Performance Policy Committee received a report of the Director of Finance and Commercial Services which requested the commissioning of a new 5-year contract for merchant acquiring services. It was stated that the primary goal of the commission would be to obtain more competitive transaction fees, which was expected to significantly reduce the costs associated with processing card payments.

10.2

RESOLVED UNANIMOUSLY: That the Finance and Performance Policy Committee: -

-       Approve the commissioning of a 5-year contract, with an estimated value of £4,125,000 (£825k per annum), for merchant acquiring services for Sheffield City Council.

10.3

Reasons for Decision

10.3.1

The recommendation to commission a new merchant acquiring service is aimed at securing more competitive transaction fees. By re-contracting for merchant acquiring service, it is anticipated that the Council can significantly reduce the costs associated with processing card payments. These financial savings can be reallocated to other essential services and projects, enhancing the overall fiscal health of Sheffield City Council.

10.4

Alternative Options Considered

10.4.1

As this is third party spend at a level that triggers a procurement under the Public Contracts Regulations 2015 and the Standing Orders of the Council there is no opportunity to consider options other than the route to market.

10.4.2

There is an option to do nothing, however, it would lead to increased costs for our merchant acquiring services with the current provider. Given the rising transaction volume and value, there is an opportunity for cost savings. This would also not be compliant with the Public Contracts Regulations 2015.

9.

9.1

9.2

COUNCIL PLAN OUTCOMES FRAMEWORK – Q1 BASELINE REPORT

The Finance and Performance Policy Committee considered a report of the Director of Finance and Commercial Services which presented the first Outcomes Framework report to Committee which included current, historic and comparator data, where available.

RESOLVED UNANIMOUSLY: That the Finance and Performance Policy Committee: -

1. Note the Council Plan Outcomes Framework Q1 Baseline Report the starting point for the measures that evidence our improvements and show distance travelled against each Council plan priority.

2. Agree to continue to receive quarterly reports that provide an overview of performance against the Outcome measures, describing performance challenges, interventions taken, and the results of changes made.

3. Consider, and ask all other policy committees to consider, if issues raised in this performance report should have further scrutiny through the scheduling of time on the appropriate committee work programme.

9.3

Reasons for Decision

9.3.1

The Outcomes Framework will underpin how we measure progress and monitor impact of the Council Plan. It is aligned to our four-year Medium Term Financial Strategy and the outcomes will increasingly become the focus for our budget, Directorate and Service Plans.

9.3.2

Council Plan Outcomes Framework Q1 Baseline Report sets the starting point for the measures that evidence distance travelled against the Council Plan priorities as part of a systematic process of robust corporate performance reporting.

9.3.3

To ensure that Finance & Performance Policy Committee contributes to the performance management process and drives improvement across the organisation.

9.4

Alternatives Considered and Rejected

9.4.1

Previous decisions made requires officers to proceed with implementing the full performance framework to underpin how we measure progress and monitor impact of the Council Plan. It is aligned to our four-year Medium Term Financial Strategy and the outcomes will increasingly become enabling elements for our priority-based budget plans, Directorate and Service going forwards and set a key deliverable for the Council.

9.4.2

Beyond some nuance of how we implement some details of the framework, the measures, performance system and reporting cycles are agreed, removing the alternative options available for implementation of the framework.

8.

LEASE OF LAND AT MILLHOUSES PARK ADJOINING WAGGON AND HORSES PUBLIC HOUSE, ABBEYDALE ROAD

8.1

The Committee considered a report of the Executive Director, City Futures which was a revised proposal to grant a lease of land following the originally proposed tenant going into administration.

8.2

RESOLVED (NOTE: The result of the vote on the resolution was FOR - 7 Members; AGAINST – 1 Member): That the Finance and Performance Policy Committee:

-       Note the current position and endorse the granting of a lease on the revised terms as set out in this report.

-       Note that as the land to be disposed of is open space and that prior to the disposal, notices advertising the same are required to be given pursuant to section 123(2a) of the Local Government Act 1972. Committee is asked to note that should any objections be raised pursuant to the notices a report will be brought to committee to consider the objections.

-       If no objections are raised, then the Committee notes that no further meeting is required and the Chief Property will proceed with the disposal of the land as per the revised terms set out in this report.

8.3

Reasons for Decision

8.3.1

Following the earlier Committee decision, the previous tenant (TNB) has gone into administration and the new company (TNBCo) has experienced difficult trading conditions with increased costs from suppliers and reduced demand due to the cost-of-living crisis. This has resulted in reduced sales turnover and subsequently the offer of a reduced rental for the beer garden / external trading area.

8.3.2

The offer to discontinue ice cream sales at the kiosk would remove competition and should enable trading levels to return to previous levels in Millhouses Park for the ice cream concession.

8.3.3

The space within Millhouses Park proposed for lease by TBN was an unused, low quality grassed area within the park. The area was shaded under heavy cover from large trees. It was separated from larger grassed areas by the path network. The use of this piece of land has therefore not negatively impacted on the ability of local and city residents to use the green space for recreational activities.

8.3.4

The introduction of a second refreshment offer within the park during the summer months adds to the offer available to park goers and provides a further opportunity to take on refreshments and rest whilst in the park. A second facility provides variety to park users and those passing by the park.

8.4

Alternatives Considered and Rejected

8.4.1

Alternative Option 1: To do nothing is not considered a realistic option as the Council is currently not receiving rental income from the use of the land and the occupation by TNBCo requires formalising.

8.4.2

Alternative Option 2: Withdraw the offer of a lease and seek to take back possession of the site. This does still remain an option for the Council. TNBCo have threatened to bring a legal action against the Council to recoup the costs of their investment estimated by TNBCo at circa £165,000. There is no detail of the basis of any claim by the new company and how it would recover money spent by the company that is now in administration.

13.1.1

In July 2024 Sheffield City Council (the Council) received a regulatory judgement from the Regulator of Social Housing (RSH) confirming a consumer grading of C3 indicating serious failings in the landlord. The Regulator found that Sheffield City Council was not delivering the required outcomes of the Safety and Quality Consumer Standard.

13.1.2

Members considered a report of the Executive Director Neighbourhood Services provide reassurance to the Committee that our programme of improvement activity will help us to meet the Regulator’s Safety and Quality Consumer Standard.

13.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.    Notes the Council’s response to the Regulatory Judgement issued on 9th July 2024

2.    Requests that progress in meeting the requirements of the Consumer Standards is reported to this Committee through the routine quarterly performance reports.

3.    Formally records its thanks to Peter Brown for his long service with the Council, his diligent work with the committee and for improving the lives of tenants in Sheffield.

13.3

Reasons for Decision

13.3.1

To acknowledge the programme of improvement activity that will help the Council to meet the Regulator’s Safety and Quality Consumer Standard and address the concerns raised by the Regulator in their regulatory notice and subsequent judgement.

13.4

Alternatives Considered and Rejected

13.4.1

It is a regulatory requirement for the Council to engage with the RSH in response to a Regulatory Judgement, so on this occasion, no alternative options were considered.

12.1

Members considered a report of the Interim Director of Housing updating the Housing Policy Committee on the delivery and progress of the Homeless Prevention and Rough Sleeping Strategy Action Plan which underpins the Homeless Prevention and Rough Sleepers Strategy, 2023 – 2028. The Strategy and Action Plan is now in the second year of delivery. The report provides an overview of the delivery thus far, seeks endorsement of continued delivery, and approval of the 12 new actions identified and deletion of 1 action.

12.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1. Continues endorsement of the delivery of the Strategy and Action Plan.

2. Approves 12 new actions and the deletion of 1 action as set out in the report.

12.3

Reasons for Decision

12.3.1

Homelessness continues to be a key challenge in Sheffield, with

consistently high number of Homeless Presentations to the Council. This

impacts the use of TA, provision and subsequently increases financial

pressures to the Council. In addition, the impact of Homelessness of the

person is significant, and in some cases can have long lasting effects,

resulting in reduced opportunities.

12.3.2

Although improvement is being made in preventing Homelessness,

with good progression on the delivery of the Homeless Prevention

Strategy, it is essential we continue to deliver the existing and new

actions to further advance prevention of Homelessness.

12.4

Alternatives Considered and Rejected

12.4.1

Alternative Option 1: Not making amendments to the current action

Plan.

Not making amendments to the current action plan, would result in not

responding appropriately to ongoing and evolving Homelessness challenges

and pressures. This would potentially increase risk and impact on the financial

pressures associated with Homelessness, the Council’s ability to meet

statutory duties and responsibilities and reputational impact with partners, by

not responding to feedback, consultation and emerging challenges.

11.1

Members considered a report of the Executive Director, Neighbourhood Services seeking approval to commission a contract with an external provider for Security Shuttering and Clean & Clearance Services of vacant properties for the Council.

11.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Approve the commissioning of Security Shuttering Services and Clean & Clearance services to vacant properties for a period of 4 years with an estimated value of up to £4,150,000, as set out in this report.

2.     Notes the impact of the proposal set out in this report on the 2025/2026 business plan and future years, as set out in paragraph 7.2. This will need to be mitigated or included in future business planning.

11.3

Reasons for Decision

11.3.1

Preferred option – to commission the appropriate contract in the manner described in section 1 of this report. This will help enable the Council to continue to provide this key service. The commission of the contract will ensure the Council is operating in accordance with the Public Contract Regulations 2015 and achieving best value in its procurement of the services.

11.4

Alternatives Considered and Rejected

11.4.1

Alternative Option 1: Do nothing - This is not an option as the Council has the ongoing requirement for shuttering and clean & clearance services and public procurement regulations dictate that we procure a compliant contract for the delivery of these services.

11.4.2

Alternative Option 2: Self-Deliver - this is not an option; the service has neither the capacity or expertise to deliver these goods and services without the assistance of an external service provider

11.4.3

Alternative Option 3: Further extend existing contract – this is not an option as all available contract extensions have been utilised. As ever, Council must adhere to the Public Contract Regulations 2015 (PCR) thus further variations (value and duration) are not deemed easily reconcilable with the provisions set out within PCR.

10.1

The committee considered a report of the Executive Director Neighbourhood Services providing an overview of housing and repairs performance for a range of services within its remit. The report covered the period up to quarter 1 2024/25 (April – June 2024). A detailed appendix report was included with comparative data against other landlords where available and regulatory performance. The report enabled the Committee to understand and comment on the performance delivery of housing and repairs services to both tenants and citizens.

10.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.    Notes the performance report update provided for quarter 1 2024/25 (April – June 2024)

2.    Formally notes its thanks to all members of staff who have contributed to the improvements in performance across the service.

10.3

Reasons for Decision

10.3.1

The Housing Policy Committee has delegated authority to monitor the

performance of Housing and Repairs services to ensure that:

• The service is delivering for tenants, and that tenant satisfaction in

closely monitored

• Limited resources are maximised due to budgetary pressures

• The Council is delivering on corporate priorities

Performance information is shared with external organisations such as the

Regulator of Social Housing and the Housing Ombudsman for scrutiny.

10.4

Alternatives Considered and Rejected

10.4.1

The Housing Policy Committee has delegated responsibility for the regular

monitoring of data including performance and financial information, and

the performance monitoring of Housing (public sector, private sector, and

related functions) services. Therefore, no alternative options to the

production of this report have been considered.

9.1

The Finance Manager presented a report that brought the Committee up to date with the Council’s General Fund revenue outturn position for 2024/25 as at quarter 1.

9.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee: -

1.    Notes 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.

2.    Agrees that the Chair write to the Government’s Minister for Housing to request that Housing Benefit payments made to residents cover the cost of providing them with Housing.  

9.3

Reasons for Decision

9.3.1

To record formally changes to the Revenue Budget.

9.4

Alternatives Considered and Rejected

9.4.1

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.

8.1

Members considered a report of the Executive Director of Neighbourhood Services outlining a forward agenda for the Housing Policy Committee for the 2024/25 year, setting out the key steps this Committee needs to take to build on the progress made last year and to deliver the Council Plan. This includes the need to prioritise resources on Council Plan outcomes and become a community and customer focused organisation to deliver high quality services for the people of Sheffield and address the financial pressure facing the Council.

8.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.    Notes the progress made in 2023/24, recognising the work of Elected Members, officers and partners to deliver against our objectives and support strong strategic foundations for the organisation.

2.    Considered the key issues identified in section 3 of the report as part of our forward agenda for 2024/25.

3.    Agrees to work across Policy Committees to ensure the opportunities and issues identified in section 3 are taken forward as part of the Council Plan in 2024/25.

8.3

Reasons for Decision

8.3.1

The recommendations support the continued strategic development of the organisation and will enable the delivery of our Council Plan by agreeing the key issues that this Committee needs to address in the 2024/25 year.

8.4

Alternatives Considered and Rejected

8.4.1

Not to set out a forward agenda for 2024/25 – this was rejected because having agreed a new Council Plan, we need to set out for citizens the things we want to achieve in 2024/25.

14.1.1

Changes to Regulations and inspection regimes has resulted in a substantial increase in the number of fire safety responsive repairs being identified and remedial works required.

14.1.2

Sheffield City Council’s internal Repairs and Maintenance Service currently do not have the capacity to deliver the large number of fire related responsive repairs and there is a significant risk of repairs not being closed within defined timescales. This could put residents and visitors at risk.

14.1.3

Members considered a report of the Interim Housing Director recommending that the Council procure and commission a competent contractor to deliver fire safety remedial works on behalf of Sheffield City Council Repairs and Maintenance service managed by the Housing Fire Safety Team to effectively manage the repairs.

14.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.    Agrees the proposal for the operational arrangements for managing responsive Housing fire safety remedial works

2.    Gives approval to procure and commission a competent third-party fire safety contractor to undertake responsive repairs related to fire safety. Moving from an in-house model to an external solution to allow SCC to discharge its duties.

14.3

Reasons for Decision

14.3.1

The decision to utilise the already approved Housing Revenue Account (HRA)

funding to commission a competent third-party Fire Safety Contractor for responsive

fire safety repairs is essential to ensure compliance with regulatory standards and to mitigate significant risks to residents and visitors.

14.3.2

The internal Repairs and Maintenance Service currently lacks the capacity to

manage the volume of fire safety repairs, posing a serious risk of non-compliance

with the Regulator of Social Housing’s requirements. Without timely action, the

number of overdue fire safety repairs is likely to increase, jeopardizing the Council’s

ability to meet its statutory obligations as a landlord.

14.3.3

Moving to an external partner solution rather than an in-house model will allow SCC

to discharge its duties. By commissioning an external contractor, the Council can

effectively address the current capacity shortfall, maintain compliance with regulatory requirements, and fulfil its duty to provide safe and decent housing for its tenants.

14.4

Alternatives Considered and Rejected

14.4.1

Alternative Option 1:

Do nothing – Not an option

The Council must be able to discharge its duties. Do nothing is not a viable option

and not only puts the council at risk of financial penalties but could put residents at

unnecessary risk and in some case could pose a significant threat to life if repairs are not completed in a timely manner.

14.4.2

Alternative Option 2:

Increase Repairs and Maintenance Resource – Not an Option

Our internal Repairs and Maintenance Service currently do not have the capacity to deliver the large number of fire related responsive repairs and there is a significant risk of jobs not being closed within defined timescales. The Service explored increasing the resource however the time taken to recruit and train operative to the required standard will further increase the backlog of repairs.

9.1

The Service Manager introduced the report which provided the six-monthly Adult Care and Wellbeing Safeguarding update for assurance to the Committee.

Endorsement is requested from Committee to continue to the work set out in the Safeguarding Delivery Plan and for the Sheffield Adult Safeguarding Partnership (SASP) Annual Report. Approval is sought for an Early Indicators of Concern Guidance. This sets out an approach to identify early any concerns which may require a planned response and process to follow to prevent harm from occurring. Approval was also sought for a commissioning strategy to undertake best interest assessors where there is little or no capacity within the in-house Deprivation of Liberty Orders Service.

9.2

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

1. Endorse progress made with implementing the Adult Care and Wellbeing Safeguarding Delivery Plan including actions identified from a self-evaluation carried out for the SASP Board.
2. Endorse the Sheffield Adults Safeguarding Board Strategic Plan.
3. Approve the Early Indicators of Concern Guidance.
4. Approve the Best Interest Assessors Commissioning Strategy
5. Agree that an update is provided in 6 months as to performance and progress made with implementation of the Safeguarding Delivery Plan.
   
   

9.3

Reasons for Decision

9.3.1

An approved delivery plan for the strategy gives a structured approach to delivery of safeguarding improvements so that Members and the public can be assured that Adult Care is delivering upon its commitment to protect people from abuse and harm. It will also provide greater accountability and transparency of how will do this.

Asking for regular updates and refreshes of the plan will keep the Committee, wider stakeholders, and the public the ability to hold the Council to account for progress and provide an additional mechanism to input to future development.

Providing approval for a Commissioning Strategy to recruit an external agency to provide Best Interest Assessors (BIA) for a 5-year period, with option of extension options on a year-by-year basis, to enable a response to surge in demand for mental capacity and best interest assessment will negate the need for / reduce costs associated with agency BIA and ad hoc arrangements and ensure greater quality of provision.

9.4

Alternatives Considered and Rejected

9.4.1

Alternative Option 1:

To Not Have a Delivery Plan: Adults Care Social Care has duties set out in the Care Act and Mental Health Acts which require a focus on Safeguarding. The Care Quality Commission Local Authority Assurance will specifically look at Adult Social Care approach to Ensuring Safety and due to this a delivery plan is required to mitigate and proactively respond to known risks.

9.4.2

Alternative Option 2:

To not progress a commissioning strategy for best interest assessors:-

Do Nothing - this does leave us with a number of outstanding assessments which would further put which would undoubtedly put the council at risk of unauthorised deprivations.

Recruit more in house BIA - However we may simply have had a one off surge over the past year which may not be sustained and if we were to recruit permanently we might be left with an excess of staff that we may not need in the future. This would be the more expensive of the three options proposed.

Agency BIA - continue to use agency which we have done for a three[1]month period earlier in the year. However, this is a costly option and does not provide best practice.

Independent BIAon a procurement framework – Having a dedicated procurement framework provides consistency of cover

10.1

The Strategic Director of Adult Health and Safeguarding introduced the report which provided an update to the Committee on Adult Care and Wellbeing delivery on the strategy, performance and council plan as well as our preparation for CQC. The reports provided Committee with updates in relation to the following areas:

•        Overview of the final ACW self-assessment for CQC assessment for information and comment.

•        Update on ACW preparations for CQC.

•        Provide Members with the quarterly update on performance for ACW, including key highlights, mitigations and resolutions.

•        Update members on current strategy development in ACW, including engagement and collaboration.

This ensures that:

•        Members have consistent and transparent updates on performance and strategy delivery in ACW.

•        Our performance, strategy delivery and CQC preparation and self-assessment are visible and in the public domain, as part of our Governance Framework and accountability.

10.2

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

1. Endorses progress in delivering upon the Adult Care Strategy Living the Life You Want to Live and notes realignment of the Adult Care change programme around outcomes in the Strategy.
2. Notes performance update and notes follow up reports will be provided to Committee setting out details of actions to deliver our expected standards.
3. Notes Adult Care Structure set out at Appendix 1.
4. Requests that the Strategic Director of Adult Care and Wellbeing continues to bring an update to Committee on our performance and delivery upon the Strategy.
   
   

10.3

Reasons for Decision

10.3.1

Asking for regular updates and refreshes of the Strategy Delivery Plan, 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.

10.3.2

Noting the Structure at Appendix 1 enables Committee to understand the leadership arrangements for delivery upon adult social care and the strategy.

10.3.3

Noting the CQC update, 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.

10.4

Alternatives Considered and Rejected

10.4.1

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.

10.4.2

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

10.4.3

Alternative Option 3: Do not work in partnership / collaboratively – It is a statutory requirement to work in partnership with colleagues across the health, care and wellbeing system, as set out in the 2021 White Paper. The Statutory Duty to Involve also requires us to engage and involve people who use services, and unpaid carers in the design and delivery of care and wellbeing. We would not be meeting these requirements if we did not work in meaningful partnership across, they system, and with all stakeholders.

10.4.4

Alternative Option 4: Do not share the ACW CQC Self-Assessment with partners and in the public domain - To not share the self-assessment and ask for comment would go against the approach and principles we are embedding as business as usual in Adult Care. To have both credibility and relevance, it is vital that this is a report which provides an honest and transparent narrative for adult social care informed by the voices and experiences of staff, partners, commissioned providers, VCSE, and the people who access our services, their families, carers, and those with lived experience.

14.1

The Assistant Director of Finance and Accounting introduced the report which provided the Committee with an update on the following:

·       Sheffield City Council is currently facing significant financial challenges, driven by increased service demands, rising costs, and reduced funding. This has resulted in a projected overspend of £34.3 million for the 2024-25 fiscal year, which represents approximately 7% of the net revenue budget. The forecasted overspend is spread across several key service areas, including Housing and Homelessness, Adults and Children's Social Care and SEN home-to-school transport.

·       While the Council can temporarily avoid issuing a section 114 notice by utilising reserves to balance this year's budget, the financial outlook remains difficult, with limited hope for government relief and growing pressures across the public sector, including the NHS, schools, and higher education institutions.

·       The Council's approach to addressing these challenges is centred around the "Future Sheffield" programme, a critical initiative aimed at transforming services to create a more sustainable and efficient operating model. This transformation is essential not only to ensure the delivery of statutory services but also to drive initiatives that support city growth and align with the Council's broader strategic goals, as outlined in the Medium-Term Financial Strategy.

·       The need for long-term financial sustainability underscores the importance of the ongoing transformation efforts.

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.

13.1

The Strategy and Planning Officer introduced the report which provided information to the Committee on the following:

·       Adults Care & Well-being is forecasting an overspend of £9m for 2024/25. Budget Implementation Plans forecast at 94% delivery. Recovery Plan forecast at 80% delivery.

·       New savings have been identified as mitigation against slippage.

·       Fairer Contributions Policy is undergoing review.

13.2

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 management decisions.
4. Note the update on Fairer Contributions Policy.
   
   

13.3

Reasons for Decision

13.3.1

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.

13.4

Alternatives Considered and Rejected

13.4.1

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

12.1

The Assistant Director of Living and Ageing well introduced the report to the Committee which provided:

·       Further update regarding Living and Ageing Well Short-Term service provision including Occupational Therapy, Equipment, Adapted Housing, City-Wide Care Alarms and Technology Enabled Care services setting out the current position and achievements since the previous report to committee in March 2024.

·       Activity underway to achieve an accessible, responsive suite of services to improve long term outcomes for local people in the city.

·       Current commissioning arrangements for the Integrated Community Equipment Loan Service and the options for recommissioning, along with key updates with regards to implementation of national guidance.

·       An update on the City-Wide Care Alarms service including proposals in relation to charges to customers.

12.2

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

1. Approve an extension of the Integrated Equipment Loan Services (ICELS) of 18 months consultation and engagement will take place regards future of the ICELS contract commencing in November 2024 to enable a recommendation to be proposed at Committee in March 2025.
2. Notes consultation and engagement will take place between September and January 25 regards the Disabled Facilities Grant (DFG) and discretionary funding policy to enable a recommendation to be proposed at Committee in March 2025.
3. Notes the update on the delivery of the Council’s Occupational Therapy and City-Wide Care Alarms Services.
4. Notes progress in delivering Technology Enabled Care ambitions including the financial impact of digital switchover.
5. Approve charging the amount reflective of the additional digital cost, where the digital switchover is applied to customers, so that Sheffield City Council is not at a financial loss.
6. Notes engagement will take place between October 2024 and February 2025 to propose increase in City Wide Care Alarm charges to achieve an affordable service. The outcome of the engagement will be provided to Committee in March 2025.
7. Approves an annual review of the Citywide Care Alarms charging policy to ensure sustainability of the service.
8. Requests that the Strategic Director Adult Care and Wellbeing provides the Committee with updates on progress and outcomes in relation to the performance and financial spend on a six-monthly basis.
   
   

12.3

Reasons for Decision

12.3.1

The decision to approve an extension of the Integrated Equipment Loan Services (ICELS) of 18 months provides the time required to undertake the work regarding development of a new specification including consultation and engagement regards the future of the ICELS contract.

12.3.2

This decision will support consultation, and engagement regards the Disabled Facilities Grant (DFG) and discretionary funding policy, enabling us to have clear practice guidance for both people requiring access to the funding and our workforce which is reflective of learning from previous ombudsmen decisions.

12.3.3

The performance updates and focused delivery plan gives a structured approach to the promotion of independent living as well as how the service is addressing waiting lists and ensuring that progress is being made and people are supported to wait well. It will also provide greater accountability and transparency of how we will do this.

12.3.4

Providing regular updates and latest position of the service and the key priority workstreams including commissioning arrangements, future opportunities and performance ensures the Committee, wider stakeholders, and the public the ability to hold the Council to account for progress and provide an additional mechanism to input to future development and oversight.

12.3.5

The approval to undertake a review of charging for City Wide Care alarms will enable us to have a more viable business model and better reflect the increased cost for the upgrade to digital equipment and ensure that we are delivering value for money whilst not operating at a loss.

12.4

Alternatives Considered and Rejected

12.4.1

Alternative Option 1:

·       Don’t complete the identified recommendation and actions risking the implementation of service improvements. performance and financial recovery.

·       This option does not provide the assurances required.

Alternative Option 2:

Recommended:

·       To note the identified recommendations and actions including the implementation of delivery plan for equipment and adaptations performance and financial recovery.

·       This would provide the assurances required to ensure that we are striving towards a high performing and financially sustainable service

11.1

The Head of Commissioning for Children and Families introduced the report which updated the Committee on the delivery of Sheffield All-Age Emotional and Mental Health and Wellbeing Strategy which was previously agreed in spring 2023.

The strategy is split into four themes:

·       Theme 1: address the wider determinants of health.

·       Theme 2: support the emotional and mental health and wellbeing of our children and young people.

·       Theme 3: provide earlier help to people who need it.

·       Theme 4: provide effective and good quality care and treatment services.

The report highlighted the key developments across each theme to date.

11.2

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

1. Note the progress to date at Appendix 1 and requests an update on an annual basis, with the next expected in September 2025.
2. Approve that responsibility for oversight of Themes 1, 3 and 4 of the Strategy are overseen by the Mental Health, Learning Disabilities, Dementia and Autism (MHLDDA) Delivery Group.
3. Approve that for Theme 4, regular updates are provided to Health Scrutiny Committee and Adults Health and Care Policy Committee as an assurance of effective and good quality care and treatment services in Sheffield.
4. Approve that the responsibility for oversight of theme 2 will transfer, along with wider responsibility for the emotional health and wellbeing and mental health of babies, children and young people aged 0-18 and care leavers aged 18-25 from the Sheffield Mental Health, Learning Disability, Dementia and Autism Delivery Group to the Sheffield Children and Young People Delivery Group.
   
   

11.3

Reasons for Decision

11.3.1

Partners regularly review activity in this area at the Mental Health, Learning Disabilities, Dementia and Autism, and the Children and Young People’s Delivery Group, of which councillors are members.

11.3.2

Approving the refreshed governance arrangements will enables a system wide collaborative place-based response to achievement of our vision and aims. It will consolidate strategic oversight to enable continual development of services to meet the needs of children and young people, adults and older adults in Sheffield.

11.3.3

An annual update to both adults’ and children’s committees is an appropriate way to update a wider group of councillors and the public. This review has also provided an opportunity to consider the most appropriate governance structures for future delivery of the strategy.

11.4

Alternatives Considered and Rejected

11.4.1

Alternative Option 1: Delivering the strategy is a key objective for the city’s partners; the only alternative option is not to work together in partnership to improve emotional and mental health and wellbeing. This option is not recommended.

8.1

The Workforce Development Manager introduced the report which provided an update to the committee on the Adults Care and Wellbeing Equality, Diversity, Inclusion and Social Justice Delivery Plan 2023/241 (EDI Delivery Plan) which was approved by the Health and Social Care Policy Committee in December 2023. It also provided an update on the recommendations by the SACMHA Speak Up Report 2021. The report forms part of the cycle of assurance for the EDI Delivery Plan and shows how as a portfolio we are committed to improving Equality, Diversity, Inclusion and Social Justice (EDI) and delivering upon statutory duties. This update to the EDI Delivery Plan provides assurances regards Public Sector Equalities Duty (PSED).

8.2

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

1.     Endorse progress made with the Adult Care and Wellbeing Equality, Diversity, Inclusion and Social Justice Delivery Plan 2023/24.

2.     Notes support of SACHMA to develop community engagement and peer model to support implementation of culturally appropriate care within under-represented communities.

3.     Notes ongoing approach to engage with communities, with Care Sector Equalities Engagement Workshops to be organised in 2025 to involve and engage with Voluntary, Faith and Community Sector, Social Care Providers and Academia.

4.     Notes progress made to enable delivery of the Skills for Care Social Care Workforce Race Equality Standard (SC-WRES) in Sheffield.

5.     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.

8.3

Reasons for Decision

8.3.1

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, equity and inclusion into everything that we do for our residents, visitors, and workforce.

The Adults Care and Wellbeing Equality, Diversity, Inclusion and Social Justice (EDI) plan was established to provide a framework for delivering on our ambitions and contributing to the Councils Strategic Plan. This report provides an update on our progress against the plan.

8.4

Alternatives Considered and Rejected

8.4.1

Alternative Option 1:

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.

8.4.2

Alternative Option 2:

Consider alternative delivery plan – The Council 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