The People Committee of Sutton Council met on Thursday 26 February 2026 to discuss the development of the Day Services Commissioning Strategy and an update on Sutton's Family Hubs and Best Start in Life Offer. Key decisions included noting progress on the Day Services strategy and agreeing to explore proposals for a new SEND Family Hub.

Sutton's Family Hubs and Best Start in Life Offer

The committee received an update on the council's commitment to ensuring all children in the borough have the best possible start in life. This initiative aligns with the government's Giving every child the best start in life agenda, which aims to improve the number of five-year-olds reaching a good level of development. Sutton Council is developing plans to expand its existing Family Hubs network to support young families.

Currently, around 69% of children in Sutton are meeting a Good Level of Development (GLD) by the end of their reception year. The target is to increase this to 78.2% by 2028, which would mean an additional 204 children achieving this milestone. The strategy involves building on the strengths of existing Family Hubs, incorporating feedback from local families, and aligning with other council plans.

Key elements of the strengthened offer include:

• Targeted Outreach: Identifying and supporting families who may not routinely access services or take up entitlements, with a focus on those in areas of high deprivation. This will include offering support in the home to build trust.
• Parenting Support: Expanding the existing offer of training parent volunteers to support other parents, with a focus on under-5s and programmes delivered in schools and community settings.
• Home Learning Strategies: Commissioning new initiatives to help parents improve play skills, communication, and literacy at home, with accessible formats including digital options.
• Workforce Development: Providing training for Early Years practitioners to deliver interventions and offering group sessions for parents and children.
• Information Sharing: Developing robust agreements to ensure seamless pathways of support from conception through to the end of the reception year, including better information sharing between Family Hubs and health services.
• Family Hub Network: Sutton currently operates four Family Hubs, with plans to explore relocating some services to areas of higher deprivation. A proposal was agreed to explore the feasibility of developing a fifth hub at 3 Robin Hood Lane to specifically support families with Special Educational Needs and Disabilities (SEND).

The report highlighted that while children in Sutton generally achieve positive outcomes, the number reaching GLD has been static, with only 49% of children eligible for Free School Meals currently meeting this measure. The proposed improvements aim to target resources more effectively to improve this statistic.

Update - Day Services Commissioning Strategy

The committee received an update on the development of the Day Services Commissioning Strategy. This strategy aims to outline how the council will work with providers and residents to shape services that meet the needs of specific residents, fulfilling the council's responsibilities under the Care Act 2014.

The strategy development has involved extensive engagement with providers and service users through site visits, focus groups, and surveys. Key findings from this engagement highlighted several areas for improvement:

• Market Capacity: A need for increased market capacity for older adults with complex physical needs, particularly those with dementia. The provider survey indicated only one provider in the borough was working with people with complex dementia.
• Geographic Spread: A desire for better geographic distribution of services, especially for older people's day services, which can be challenging to achieve due to provider location decisions.
• Young Adults with Complex Needs: A need to increase capacity for young adults with complex needs, particularly those who are autistic.
• Availability: A demand for increased availability of services in the evenings and on weekends, often expressed by service users and carers.
• Utilisation of Space: A need for better utilisation of existing space within care settings to provide meaningful activities.
• Provider Processes: Providers highlighted the need for consistent processes for referrals, payments, and invitations to care planning reviews.
• Contractual Framework: The council's existing day service contract is considered outdated and requires updating.
• Quality Standards: A recognised gap in regulated quality standards for day services, with plans to co-produce quality standards with the market.

The report also noted that day opportunities are not a regulated service by the Care Quality Commission (CQC), even if personal care is provided.

The council is committed to market shaping, working with providers to develop services that respond to resident needs. An example of this approach is the new Living Well Centre in Sutton, which opened in response to a provider's inability to continue delivering services. The council partnered with a local organisation to design and mobilise this service, ensuring continuity for people with dementia.

The committee agreed to note the update and the draft priority areas identified. It was agreed that the priority areas would be shared again for further feedback, particularly regarding transport and weekend sessions, and that work would be undertaken to better define desired outcomes. The recommendation was amended to reflect that these are draft priority areas.

Short Term Assessment and Reablement Team (START) CQC Assessment Outcome

The committee noted the positive outcome of the Care Quality Commission (CQC) inspection of the Short Term Assessment and Reablement Team (START). The service, which provides short-term personal care and therapy to people in their own homes after hospital discharge, received an overall rating of good across all five assessment areas: Safe, Effective, Caring, Responsive, and Well-led. This rating is particularly commendable given the service's broad remit compared to many private sector home care providers.

The inspection highlighted significant areas of strength, including robust safeguarding systems, a person-centred approach to care, and staff who actively listened to and tailored support for individuals experiencing inequality. The CQC also praised the quality of staff training and support, the sufficiency of staffing levels, and safe recruitment practices. Residents and their relatives provided positive feedback, with one resident stating, The carers have been really good. They even phone me if they are going to be a bit late. How good is that? They have made all the difference to my recovery.

Two minor areas for improvement were identified: a desire for more continuity in care staff and better signposting to other support services when a care package ends. The report confirmed that both these areas have already been addressed by the service. The START service plays a crucial role in supporting the council's priorities of providing high-quality local services and enabling residents to live as independently as possible.