Decisions

9.1

The Interim Chief Executive submitted a report providing an update on progress towards implementation of the 2015 South Yorkshire Devolution Deal (Devolution Deal).

9.2

RESOLVED: That:-

(a) the progress on the 2015 South Yorkshire Devolution Agreement be noted;

(b) the timetable for consultation on the Deal be noted; and

(c) that it be noted that the Interim Chief Executive, in consultation with the Leader of the Council and the Director of Legal and Governance, has delegated authority to take forward and conclude the Devolution Agreement, consent to the enabling Orders and agree the terms of the SCR Constitution in line with the principles outlined in this report.

9.3

Reasons for Decision

Sheffield has been fully committed to the South Yorkshire Devolution Agreement since it was agreed in 2015. The steps outlined in this report will enable the progression of the Deal (pending the outcome of the consultation and decision of the Secretary of State) and thus ensure that communities in

Sheffield and South Yorkshire have access to vital, long-term funding and powers to improve local skills, training and transport services.

Further, with the Government making clear their intentions to further devolution in England to Mayoral Combined Authorities, this Deal ensures that Sheffield City Region is best placed to access further investment.

9.4

Alternatives Considered and Rejected

Do nothing – if these delegations are not put in place it is extremely likely that the parliamentary process will not be completed prior to the summer. This would mean a delay in the benefits of the Deal being secured for the people and communities of South Yorkshire.

9.5

Any Interest Declared or Dispensation Granted

None

9.6

Reason for Exemption if Public/Press Excluded During Consideration

None

9.7

Respective Director Responsible for Implementation

Charlie Adan, Interim Chief Executive

9.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Overview and Scrutiny Management Committee.

12.1

The Executive Director, People Services submitted a report seeking approval to ‘A Great Start in Life’, Sheffield’s Early Years Strategy.

The report indicated that the Strategy builds on the Council’s previous strategy and, following a wide range of consultation across the city, it has been co-developed with colleagues from the local authority, health, schools, early years

providers, private, community, voluntary sectors, parents and carers.

The Strategy sets out the city’s ambitions for enabling all children aged 0 to 5 years and their families to achieve their full potential. It sets out priorities and plans for continuing to develop high quality maternity services, early help and prevention

and intervention services which meet a diverse range of needs.

12.2

RESOLVED: That approval be given to  ‘A Great Start in Life’, Sheffield’s Early Years Strategy, as detailed in the report now submitted.

.

12.3

Reasons for Decision

‘A Great Start in Life’ is integral to Sheffield’s wider health priority of

enabling good health and wellbeing throughout life. It is aligned with our

vision for a fairer, inclusive city and one that builds on the strengths of

communities and citizens to create the best environment for all our

children. It has major implications for the city’s long term outcomes

including educational attainment and community cohesion.

12.4

Alternatives Considered and Rejected

To not have a strategy – Although it is not a legal requirement to have a strategy ‘Building Great Britons. Conception to Age 2: First 1001 Days All Party Parliamentary Group’ provides clear recommendations for local partnerships to promote optimal development in the first 1001 days to give every baby the best possible start in life. Doing nothing would represent a reputational risk to Sheffield City Council with fundamentally adverse consequences for the health of children and their families.

12.5

Any Interest Declared or Dispensation Granted

None

12.6

Reason for Exemption if Public/Press Excluded During Consideration

None

12.7

Respective Director Responsible for Implementation

John Macilwraith, Executive Director, People

12.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

11.1

The Director of Policy, Performance and Communications submitted a report seeking approval to the Sheffield Tackling Poverty Framework. 

The report indicated that the Framework re-states Sheffield City Council’s commitment to tackling poverty by setting out an ambitious vision for a city free from poverty and some high level commitments which the council will pursue in order to help deliver on that vision at a local level. The Framework builds on the Council’s detailed 2015-2018 Tackling Poverty Strategy and also summarises the range of activity which has taken place across the city in recent years and the work which continues to be undertaken.

11.2

RESOLVED: That Cabinet:-

(a) approves the Sheffield Tackling Poverty Framework, attached as Appendix 1 to this report, and the commitments contained within it;

(b) supports further work with partners to develop a more detailed Tackling Poverty Action Plan for the city, which will supersede the existing Tackling Poverty

Strategy; and

(c) agrees that, once developed, the Tackling Poverty Action Plan will be presented to Cabinet for approval.

11.3

Reasons for Decision

Given the Council’s strong commitment to tackling poverty and inequality across all areas of policy, strategy and delivery, it is timely for us to clearly restate our position and kick-start more vital work in this area.

11.4

Alternatives Considered and Rejected

The Tackling Poverty Strategy was developed in 2015 and will continue until a decision is made to replace it. However, this Framework sets out a refreshed approach within that context and gives us an opportunity to restate our commitment, highlight what we have done so far, and work with partners to develop a refreshed Action Plan for the decade ahead. The alternative would be to not adopt the framework.

11.5

Any Interest Declared or Dispensation Granted

None

11.6

Reason for Exemption if Public/Press Excluded During Consideration

None

11.7

Respective Director Responsible for Implementation

James Henderson, Policy Performance and Communications

11.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Overview and Scrutiny Management Committee

18.1

The Executive Director, Place submitted a report updating Cabinet on the Future High Streets Fund (FHSF) and progress with developing a full business case for capital interventions on Fargate and High Street, for submission to the Ministry of Housing, Communities and Local Government. The report seeks delegated authority for submission of the full business case and to negotiate and enter into time limited option agreement(s) and or contractual agreement(s) to purchase property, to facilitate the key interventions proposed and which will be subject to securing funds from FHSF.

Should the business case be successful a further report will be presented to Cabinet with further details on the key interventions, capital programme and to seek approval to enter into a funding agreement [once the terms and conditions are known]. All interventions/projects will be then be brought through the capital approvals process.

18.2

RESOLVED: That Cabinet:-

(a) delegates authority to the Executive Director of Place in consultation with the Cabinet Member for Business and Investment, the Executive Director of Resources and the Director for City Centre Development to submit the full Future High Streets Fund (FHSF) business case, as detailed in the report;

(b) delegates authority to Chief Property Officer and Director of Legal and Governance, in consultation with the Cabinet Member for Finance, Resources and Governance and Deputy Leader, Cabinet Member for Business and Investment, the Executive Director of Resources and the Director for City Centre Development to negotiate and enter into time limited option agreement(s) and or contractual agreement(s) to purchase property, to facilitate the key interventions proposed and which will be subject to securing funds from FHSF; and

(c) notes that a further report will be presented to Cabinet should the business case be successful in securing funding.

18.3

Reasons for Decision

The Future High Streets Fund (FSHF) provides an opportunity to bid for significant funding to address current and future issues and challenges on Fargate and High Street.

Delegated authority will enable the Council to secure options to purchase property subject to securing FHSF, which will facilitate new uses particularly on vacant upper floors.

18.4

Alternatives Considered and Rejected

Do Nothing - Not submitting a full business case would mean missing the opportunity to secure up to £25m in Ministry of Housing, Communities and Local Government funds to deliver significant capital interventions along Fargate and High Street. Not securing the option to acquire property could mean viable opportunities to deliver key interventions with FHSF are lost.

18.5

Any Interest Declared or Dispensation Granted

None

18.6

Reason for Exemption if Public/Press Excluded During Consideration

None

18.7

Respective Director Responsible for Implementation

Laraine Manley, Executive Director Place

18.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Economic and Environmental Wellbeing Committee.

14.1

The Executive Director, People Services submitted a report seeking approval and support for Sheffield’s “Contextual Safeguarding Strategy: Our response to protecting vulnerable young people ensuring children and young people are safe and supported to achieve their full potential”  The report also requests that Cabinet approve Sheffield City Council’s involvement in the Amber Project and the partnership response; Prepare, Prevent, Protect and Pursue to tackle child exploitation.

The Strategy re-affirms Sheffield’s commitment to recognising and responding to child sexual exploitation, child criminal exploitation and the criminalisation of our young people.

14.2

RESOLVED: That Cabinet recognises the contextual safeguarding issues to reduce inequalities and the contribution to the Sheffield Safeguarding Children’s Partnership outcome Priority 5, as detailed in the report, and agrees to develop robust responses to emerging safeguarding issues whilst at the same time ensuring we maintain an effective response to all areas of abuse and neglect and therefore:-

(a) agrees and supports Sheffield’s “Contextual Safeguarding Strategy: Our response to protecting vulnerable young people ensuring children and young people are safe and supported to achieve their full potential”; and

(b) approves Sheffield City Council’s involvement in the Amber Project and the partnership response; Prepare, Prevent, Protect and Pursue to tackle child exploitation.

14.3

Reasons for Decision

Agreement and support of Sheffield’s Contextual Safeguarding Strategy

and approval of Sheffield City Council’s involvement, to recognise and

respond to contextual safeguarding issues in line with this proposal, will

reduce inequalities and contribute to the Sheffield Safeguarding Children’s Partnership outcome Priority 5. The proposal will ensure that the Council develops robust responses to emerging safeguarding issues whilst at the same time ensuring we maintain an effective response to all areas of abuse and neglect.

14.4

Alternatives Considered and Rejected

Not to approve Sheffield City Council’s involvement in the publication of a contextual safeguarding strategy. This proposal was rejected because

this strategy will support reduced inequalities and contribute the Sheffield Safeguarding Children’s Partnership outcome Priority 5. The proposal will ensure that the Council develops robust responses to emerging safeguarding issues whilst at the same time ensuring we maintain an effective response to all areas of abuse and neglect.

14.5

Any Interest Declared or Dispensation Granted

None

14.6

Reason for Exemption if Public/Press Excluded During Consideration

None

14.7

Respective Director Responsible for Implementation

John Macilwraith, Executive Director, People

14.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Children, Young People and Family Support.

16.1

The Executive Director, People Services submitted a report seeking approval for the amended fair and sustainable fee rates for independent sector care home, home care, extra care and supported living providers in Sheffield for the financial year 2020-21. The report sets out the process that the Council has followed to propose the fair and sustainable fee rates.

16.2

RESOLVED: That Cabinet:-

(a) approves an increase to the fee rate of 4.9% for standard rate care Homes;

(b) approves an increase to the fee rates of 5.54% for home care, extra care (care element only) and supported living providers on the Council’s standard contracted and framework rate;

(c) approves an increase to fee rates of 3% for non-standard residential care subject to contractual compliance;

(d) delegates authority to the Executive Director of People in consultation with the Director of Adult Services and the Cabinet Member for Children, Young People and Families and Cabinet Member for Health and Social Care to agree any appropriate and proportionate fee increases requested by recipients of Direct Payments on a case-by-case basis;

(e) delegates authority to the Executive Director of People in consultation with the Director of Adult Services and the Cabinet Member for Children, Young People and Families and Cabinet Member for Health and Social Care to agree any appropriate and proportionate fee increases requested by care homes outside Sheffield because cost pressures will vary from place to place;

(f) approves a comprehensive strategic review of the older adult care home sector in the city, to be sponsored by the Executive Director and Cabinet Member for Health and Social Care to commence in April 2020 with conclusions and recommendations to be reported to Cabinet in the Autumn of 2020 in alignment with the Council’s budget planning process; and

(g) delegates authority to the Executive Director of People in consultation with the Director of Adult Services and the Cabinet Member for Children, Young People and Families and Cabinet Member for Health and Social Care to take all other necessary steps not covered by existing delegations to achieve the outcomes outlined in this Report.

16.3

Reasons for Decision

In order to develop and maintain a stable adult social care market in Sheffield the Council need to ensure that the fees paid by the Council to providers for adult social care in the city of Sheffield are increased in line with the cost of delivering care in the city, including inflationary pressures in 2020/21.

16.4

Alternatives Considered and Rejected

The Council originally consulted in December 2019 on a proposed fee increase based on a lower increase in minimum wage. Following the feedback from providers since the actual increase was announced by Government mid way through the consultation, the Council has reflected on the feedback and the risk to the market of not accommodating this increased pressure and is proposing a rate that is based on the application of this full increase to ALL staffing costs. This is more than in previous years and reflects further feedback from providers that maintaining wage differentials between front line and senior staff as well as keeping pace with minimum wage for admin and ‘hotel’ staff is key to attracting and retaining good management staff and sustaining quality provision.

16.5

Any Interest Declared or Dispensation Granted

None

16.6

Reason for Exemption if Public/Press Excluded During Consideration

None

16.7

Respective Director Responsible for Implementation

John Macilwraith, Executive Director, People

16.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Children, Young People and Family Support.

17.1

The Executive Director, Place submitted a report updating Cabinet on progress with the development framework for the Sheaf Valley and Midland Station area and seeks Cabinet endorsement for the emerging vision and next stages of this work. It also seeks approval for the heads of terms for a partnership approach with London and Continental Railways to help drive delivery.

17.2

RESOLVED: That Cabinet:-

(a) notes the progress of the Sheaf Valley and Midland Station Development Framework so far and endorse the direction of travel of the framework’s aims set out in section 2 of the report now submitted;

(b) endorses the programme management approach to the delivery set out in section 3;

(c) notes that more detail on a resource plan for the costs of progressing such work will be the subject of further work;

(d) approves the detail of the heads of terms for partnership approach with London & Continental Railways to support delivery, as set out in section 4;

(e) delegates authority to the Executive Director of Place, in consultation with the Chief Property Officer and Director of Legal and Governance to finalise and enter into all necessary legal documentation with London & Continental Railways; and

(f) notes that more detail on setting a proposed budget to fund strategic

acquisitions will be the subject of a future report.

17.3

Reasons for Decision

This report sets out the opportunity for the Council to establish a coherent joined up programme of work to deliver a development framework for the Sheaf Valley and Midland Station area. In doing so, it seeks to maximise the economic benefits of proximity to the station, particularly with the introduction of HS2 and Northern Powerhouse Rail; take advantage of opportunities to address climate change issues in the area and generally improve the quality of the environment and to resolve a range of transport issues within and well beyond the area.

The proposed agreement with London and Continental Railways will bring additional national expertise and resources to maximise the pace, scale and quality of new development which the development framework aims to unlock.

17.4

Alternatives Considered and Rejected

Do nothing: Given the changes required at Sheffield Station are expected to be far less intrusive than at other stations with High Speed Rail 2 services the Council does have the option of not undertaking significant masterplanning or considering wider infrastructure changes. However, this would put Sheffield at a disadvantage for several reasons. Firstly, it would miss opportunities to grow Sheffield’s economy by creating new commercial floor space and attract new demand for housing. This would be in contrast to other cities gaining HS2 services in their city centres who are all planning significant regeneration activity. Secondly, opportunities to improve the area around the station will be missed: this includes issues regarding air quality, severance with surrounding neighbourhoods, the capacity of the ring road, poor connectivity of the tram and options for active travel.

Take forward development framework but without a formal relationship with London and Continental Railways. London and Continental Railways has considerable expertise in developing areas around rail stations and have a skill set not available in the Council. Without their involvement development around the area would still be likely to take place over time but on a much more piecemeal way and the pace, scale and quality is likely to be much lower.

17.5

Any Interest Declared or Dispensation Granted

None

17.6

Reason for Exemption if Public/Press Excluded During Consideration

None

17.7

Respective Director Responsible for Implementation

Laraine Manley, Executive Director Place

17.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Economic and Environmental Wellbeing Committee.

15.1

The Executive Director, Place submitted a report advising Cabinet of the request received from the Home Office that the Council continues to resettle refugees under the new UK Resettlement Scheme. The report states that it is a requirement of the new scheme to maintain support for these refugees for five years from arrival. A working relationship is in place with Migration Yorkshire which can be developed to provide resettlement for this new joint scheme. 

It was reported that the programme is fully funded and does not incur additional costs to the Council.

15.2

RESOLVED: that Cabinet: -

(a) notes the contents of the report and in particular that the programme is fully funded and does not incur additional costs to the Council.;

(b) approves the acceptance of Home Office funding by entering into an

extension to the partnership agreement with Migration Yorkshire to deliver the UK Resettlement Scheme to refugee arrivals between April 2020 and March 2021;

(c) agrees that the existing funding agreement with Leeds City Council, as the regional accountable body, for delivery of the Syrian Vulnerable Person’s Resettlement Scheme in Sheffield be varied to provide funding to the Council to continue providing resettlement and support under the new joint UK Resettlement Scheme;

(d) delegates authority to the Executive Director, Place, in consultation with the Director of Finance and Commercial Services, to instruct the Director of Legal and Governance Services to finalise terms and complete the necessary documentation;

(e) authorises the Director of Housing and Neighbourhoods to accept 120 refugee arrivals with a potential increase up to a maximum of 150 refugees; and

(f) authorises the Director of Housing and Neighbourhoods to continue this arrangement on the same terms for a further three years provided there are no significant changes to the scheme and its related finance model.

15.3

Reasons for Decision

The Council now has over 15 years’ experience of management and delivery of Refugee resettlement programmes, the longest involvement of any local authority in the UK. The UK government has committed to resettling the most vulnerable refugees, bringing people to the UK who have fled the war, persecution and are temporarily based in neighbouring countries. The UK Resettlement Scheme is funded by central government, with money provided at a level which funds the Council and its delivery partners to provide services and support to refugees for a period of up to 5 years following arrival in the city.

15.4

Alternatives Considered and Rejected

If the Council does not enter into the UK Resettlement Scheme with the Home Office via Leeds City Council for Migration Yorkshire it would mean that refugees waiting for resettlement may not be offered a place of sanctuary. It could affect national targets to resettle refugees.

15.5

Any Interest Declared or Dispensation Granted

None

15.6

Reason for Exemption if Public/Press Excluded During Consideration

None

15.7

Respective Director Responsible for Implementation

Laraine Manley, Executive Director Place

15.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Safer and Stronger Communities.

10.1

10.2

RESOLVED: That Cabinet:-

(a) approves the proposed additions and variations to the Capital Programme listed in Appendix 1 of the report, including the procurement strategies and delegates authority to the Director of Finance and Commercial Services or nominated Officer, as appropriate, to award the necessary contract;

(b) approves the acceptance of accountable body status of the grant funding detailed in Appendix 2; and

(c) approves the making of grants to third parties, as detailed in Appendix 2a of the report.

10.3

Reasons for Decision

The proposed changes to the Capital Programme will improve the services to the people of Sheffield.

To formally record changes to the Capital Programme and gain Member approval for changes in line with Financial Regulations and to reset the Capital Programme in line with latest information.

To obtain the relevant delegations to allow projects to proceed.

10.4

Alternatives Considered and Rejected

A number of alternative courses of action are considered as part of the process undertaken by Officers before decisions are recommended to Members. The recommendations made to Members represent what Officers believe to be the best options available to the Council, in line with Council priorities, given the constraints on funding and the use to which funding is put within the Revenue Budget and the Capital Programme.

10.5

Any Interest Declared or Dispensation Granted

None

10.6

Reason for Exemption if Public/Press Excluded During Consideration

None

10.7

Respective Director Responsible for Implementation

Eugene Walker, Executive Director, Resources

10.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Overview and Scrutiny Management Committee

13.1

The Executive Director, People Services submitted a report setting out the conclusions of the Leader of the Council’s Review of Youth and Young People Services. The report outlines future strategic ambitions to support the young people of Sheffield through a new integrated delivery model. This will be supported by additional investment of £2m in resources in 2020-21 with an ambition to identify additional mainstream funding through the Council’s budget process in future years.

It was reported that the Leader’s review had concluded that to deliver an inclusive, ambitious and collaborative strategy for youth services supported by a further £2m of additional investment the current contract will not be retendered and a new enhanced, integrated delivery model will support a new strategic youth offer.

13.2

RESOLVED: That Cabinet:-

(a) notes the findings of the Leader Review of Youth Services;

(b) endorses and approves the ambitions and proposals set out in this report, to support and improve the lives of young people in Sheffield;

(c) notes the concurrent decision made in the Council Meeting of 4th March 2020 to invest an additional £2m to further develop young people’s services in 2020-21, with an ambition to identify additional mainstream funding through the Council’s budget process in future years; and

(d) agrees not to retender the current contract for Youth Services when it

expires.

13.3

Reasons for Decision

The Leader review of youth services concluded that with the additional

investment outlined in this report there is an opportunity to have a more

ambitious offer for young people in our city that will enhance the support

and outcomes for young people through greater alignment and integration across Council services. It is expected that some commissioning activity across the city will form part of the way forward, and a Leader Decision in April will set out more detailed delivery options.

The consolidation and increased investment affords the opportunity to

provide a coherent and holistic service to young people that will support

and inspire them to achieve their full potential and contribute to the future

prosperity of the city of Sheffield.

The strategic approach set out in this report will provide a more ambitious

youth offer with a coordinated set of provision and support for the young

people of Sheffield and enable them to fulfil their potential. It will enable

the Council to take a flexible and integrated approach in future to provision for young people. A wider strategic citywide approach will enable the Council to engage with a range of other partners, including the NHS, Police, Schools, Communities and the Voluntary Sector, to coordinate resources and approaches across the city.

13.4

Alternatives Considered and Rejected

The Review of Services considered a range of potential options and

service delivery to reach its final conclusions about the ambitions and

priorities for a new strategic approach to support young people. The

proposals set out in this report are considered to represent the best way to improve the lives of young people in Sheffield.

A number of options to secure the delivery of services in the future have

also been considered through the Leader Review. These include

retendering the current services through a contract, considering the

possibility of a Sheffield Youth ‘Trust’ or ‘Youth Mutual’, or some kind of

alternative arm’s length organisational structure. Further detail on these

alternatives and their appraisal will be set out in more detail for the Leader to consider in April.

13.5

Any Interest Declared or Dispensation Granted

None

13.6

Reason for Exemption if Public/Press Excluded During Consideration

None

13.7

Respective Director Responsible for Implementation

John Macilwraith, Executive Director, People

13.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Children, Young People and Family Support.