Decision Maker:

Outcome: Recommendations Approved

Is Key Decision?: No

Is Callable In?: No

Date of Decision: October 22, 2025

Purpose:

Content: 10.1 The Director of Operations, ASC Localities, presented a report which set out Sheffield Adult Social Care’s winter planning position for 2025-26, aligning local actions and risks with the South Yorkshire ICS Winter Plan and Board Assurance Statement. It summarised key risks, mitigations and system pressures, including actions agreed at the latest Winter planning and escalation meetings.     10.2 RESOLVED UNANIMOUSLY: That Adult Health and Social Care Policy Committee:- a)    Endorse the Winter planning framework and actions as set out in this report, including ICS system-wide priorities and Sheffield-specific mitigations b)    Acknowledge protocols for recruitment-related risks via the RCF panel c)    Acknowledge the use of discharge grant slippage to fund agency social workers and support warm handover processes over winter d)    Acknowledge the approach to Mental Health Discharge collaboration     10.3 Reasons for Decision     10.3.1 The recommendations ensure ASC is prepared for winter pressures, mitigate key risks, and maintain statutory compliance. The decision supports system resilience, workforce wellbeing, and market stability, and aligns Sheffield’s approach with the South Yorkshire ICS Winter Plan.     10.4 Alternatives Considered and Rejected     10.4.1 Alternative Option 1: Do nothing This option was rejected because it would not fulfil the Council's statutory duties under current legislation and would present a significant risk of service failure. Failing to act could lead to non-compliance with legal obligations, jeopardise the wellbeing of vulnerable individuals, and undermine system resilience, especially during periods of increased pressure such as winter.     10.4.2 Alternative Option 2: Increased recruitment Considered but ruled out due to significant budget constraints. Hiring more staff is not sustainable, especially in peak periods like winter, and could divert funds from essential services. It also fails to address operational challenges or promote long-term system improvements, instead relying on short-term capacity increases     10.4.3 Alternative Option 3: Increased use of agency Considered to address workforce shortages during high-demand periods and partially adopted around mental health discharge. However, use at scale across the directorate is ruled out. Agency workers are more expensive and often scarce when demand rises, making this approach financially and operationally unsustainable. Frequent staff changes can disrupt care continuity and service quality, so while agencies may provide temporary relief, they are not a long-term solution for stable or improved services.