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.