Decision

1. 1

The Committee considered a report which detailed the development of Sheffield’s refreshed Children Looked After (CLA) Placement Sufficiency Strategy for 2026-2029. The strategy refresh is being led by the Children’s Transformation Board, Sufficiency Workstream.

1. 2

RESOLVED UNANIMOUSLY: That Education, Children and Families Policy Committee:-

a)    Note the emerging data and system risks set out in this report, including sufficiency pressures linked to foster care availability, younger children in residential settings, complex solo placements, placement stability, dual-registered provision, increasing care leaver numbers and rising residential placement costs.

b)    Endorse the strategic priorities identified through Stage 1 of the strategy refresh:

• Increasing local placement capacity;

• Improving placement stability and outcomes;

• Reducing reliance on high-cost and out-of-area placements;

• Increase family-based and connected care placements;

• Strengthening commissioning and partnership arrangements;

• Driving up quality of provision;

• Securing value for money;

• Shaping the external placement market;

• Developing an intelligence-led sufficiency system.

c)    Following approval of the strategic priorities, delegate authority to the Strategic Director of Children’s Services, in consultation with the relevant lead officers, to finalise the strategy, complete the delivery plan and market position statement with governance through the Children’s Transformation Board, and align with the Community Parenting Strategy refresh and to have final iteration of the plan before publication.

1. 3

Reasons for Decision

1. 3.1

Approval is recommended because the current CLA Placement Sufficiency Strategy is in its final year and the Council requires a refreshed, evidence-led strategy for 2026-2029 to meet statutory duties, respond to changing local need and strengthen corporate parenting arrangements.

1. 3.2

The emerging data shows a changing cohort and persistent sufficiency pressures, including foster care availability, complex residential demand, placement stability, care leaver growth and escalating residential costs. A refreshed strategy, delivery plan and market position statement will provide the governance, shared priorities and commissioning direction required to improve outcomes for children and young people and manage financial and market risks.

1. 4

Alternatives Considered and Rejected

1. 4.1

Alternative Option 1: Do not refresh the strategy. The current strategy is in its final year, and the Council requires an up-to-date, evidence-led strategy to meet statutory sufficiency duty and corporate parenting responsibilities. Not refreshing the strategy would increase the risk of fragmented commissioning activity, insufficient market shaping, and weaker governance over sufficiency risks. The needs and profile of children looked after by the local authority and the market conditions for sufficiency change over time and require an evidence-led, strategic and operational response to ensure we have enough high-quality placements for children in our care to meet the statutory duty. 5.2

1. 4.2

Alternative Option 2: Limit the refresh to an internal commissioning plan rather than a formal committee-approved strategy. Committee-approved strategic priorities for sufficiency provide transparency, member oversight, and a stronger corporate parenting framework for cross directorate and partner delivery. The scale of the financial, quality and safeguarding risks justifies formal governance. It is recommended that Committee approve the overarching priorities which inform the strategy refresh, delivery plan and market position statement to ensure Sheffield has an evidence-based sufficiency strategy for the next three years.