Decision Maker: Strategy and Resources Policy Committee

Outcome: Recommendations Approved

Is Key Decision?: Yes

Is Callable In?: No

Date of Decision: February 23, 2026

Purpose:

Content: 8.1 The Executive Director Neighbourhood Services submitted a report setting out a programme of actions that responds to the findings of the Sheffield Poverty Truth Commission (PTC) and outlines Sheffield’s approach to implementing the new Crisis and Resilience Fund (CRF) from April 2026.   Andy Freeman, Sarah Clayton, Jonathan Davis and Jessica Thompson from the Sheffield Poverty Truth Commission, attended the meeting to outline details of their work with the Commission. The Commission has brought together community commissioners and civic leaders to understand the lived realities of poverty in the city. Its recommendations highlight the need for more humane, trauma?informed and joined?up support, and for lived experience to influence how services are designed and delivered.   This report sets out a programme of actions that responds to those findings and outlines Sheffield’s approach to implementing the new Crisis and Resilience Fund (CRF) from April 2026. The proposed model strengthens prevention, maintains a cash first approach to crisis support, enhances referral pathways, and embeds community coordination. It also incorporates targeted outreach using the Low-Income Family Tracker (LIFT) to ensure support reaches households most at risk. As part of the transition to the CRF, the model introduces a more targeted, preventative approach for low-income families during school holidays, replacing the previous blanket voucher scheme.     8.2 RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-       (a) welcomes and notes the findings and recommendations of the Sheffield Poverty Truth Commission (PTC), as set out in the published PTC report, and acknowledge how these inform the Council’s ongoing commitments to prevention, person?centred support, and service improvement;   (b) notes the independent evaluation of our existing cost-of-living support approach and the work across the Council and partners that contributes to tackling poverty and building financial resilience and wellbeing;   (c) endorses the principles of preventative action, community coordination, and flexible allocation to meet local needs;   (d) approves measures to respond to the Poverty Truth Commission recommendations:   Co-create trauma-informed staff training with Commissioners Work with PTC Commissioners to explore the ‘Your Story’ concept Adopt and embed the Brown Envelope Code across all communications to citizens Embed lived experience into service design   (e) notes the Government’s Crisis and Resilience Fund (CRF) and approves the local implementation framework for the Fund;   (f) to the extent that they require decisions not covered by existing officer delegations, delegate authority to the Director of Customer Experience and Communities to award grants above £50,000 from the Crisis and Resilience Fund to support the delivery of Ending Poverty Together;   (g) approves the managed transition from holiday vouchers to targeted crisis support and financial resilience building by end of May 2026; and   (h) requests an annual update to the Strategy & Resources Committee on use of the Crisis and Resilience Fund including financial performance and impact.     8.3 Reasons for Decision       The recommendations ensure Sheffield’s support offer reflects the Poverty Truth Commission’s call for more compassionate, preventative, and joined up services, while meeting the statutory requirements of the new Crisis and Resilience Fund. They shift resources toward interventions proven to deliver greater long term impact, such as income maximisation and targeted crisis payments. This approach strengthens financial resilience, improves access to support, and aligns with the Council Plan’s priorities for tackling poverty and supporting residents’ wellbeing. up services, while meeting the statutory requirements of the new Crisis and Resilience Fund. They shift resources toward interventions proven to deliver greater long term impact     8.4 Alternatives Considered and Rejected     8.4.1 Alternative Option 1: Maintain the existing Household Support Fund (HSF) model until March 2026 and delay transition planning   This option was considered but rejected. The HSF ends nationally on 31 March 2026, and continuing with the current model would create a service gap, reduce preparedness for the Crisis and Resilience Fund (CRF), and risk disruption for residents and partners. It would also fail to incorporate the findings of the recent Cost?of?Living Evaluation and the Poverty Truth Commission (PTC), which emphasise the need for a more preventative and coordinated approach.     8.4.2 Alternative Option 2: Deliver only a crisis?response model under the new CRF   A purely crisis?focused scheme could be delivered, similar to earlier iterations of the HSF. This option was rejected because the CRF is designed to support both crisis response and financial resilience, and allows local authorities to invest significantly in early intervention. Continuing with a crisis?only model would not address underlying drivers of hardship, would not align with the statutory intent of the CRF, and would not reflect the recommendations of the PTC or the Council’s wider prevention priorities.     8.4.3 Preferred Option Develop a prevention?focused, place?based CRF model   The preferred option is to design a model that brings together crisis support, housing payments, financial resilience services and community coordination. This reflects the statutory framework of the CRFand builds on Sheffield’s existing local infrastructure, responds directly to the PTC’s principles, and aligns with the Council’s strategic commitment to reducing poverty and improving long?term outcomes for residents.