Decisions

6.1

The Children, Young People and Family Support Scrutiny and Policy Development Committee submitted a report presenting the Scrutiny Committee’s findings in relation to children’s social care and recommendations to Cabinet. 

6.2

RESOLVED: That Cabinet:-  

(a)

thanks the Children, Young People and Family Support Scrutiny and Policy Development Committee for its work in relation to Children’s Social Care in Sheffield;

(b)

notes the Children’s Social Care Task Group Report that is attached as Appendix A to the report; and

(c)

agrees that the Cabinet Member for Children & Families provides a response on behalf of Cabinet to the Children, Young People & Family Support Scrutiny Committee on the recommendations in the Task Group’s Report at a date to be agreed, but no later than December 2018.

6.3

Reasons for Decision

6.3.1

To enable the Scrutiny Committee to monitor the outcome of its recommendations, the Committee would welcome a response from the Cabinet Member for Children & Families with regards to its recommendations.

6.4

Alternatives Considered and Rejected

6.4.1

An alternative option in relation to the recommendations would be to do nothing with the Committee’s report. However, given the time and effort spent by the Task Group, and contributions made to the work from a number of Council staff, this is not recommended.

6.4.2

An alternative option in relation to the recommendations would be to respond to the Committee’s report over a much longer timescale. However, this would risk the recommendations from the report becoming out of date and would effectively have the same effect as doing nothing.

6.5

Any Interest Declared or Dispensation Granted

None

6.6

Reason for Exemption if Public/Press Excluded During Consideration

None

6.7

Respective Director Responsible for Implementation

Jayne Ludlam, Executive Director, People Services

6.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Children, Young People and Family Support

8.1

The Executive Directors, People Services and Place, submitted a joint report describing the aims and objectives of the Adults with Complex Needs project, highlighting the positive outcomes that will be achieved for both adults with complex needs and the wider community if it is successful, describing the financial model and associated medium-term savings, and seeking approval for this project.

8.2

RESOLVED: That Cabinet:-  

(a)

approves the Complex Needs project, including the proposed method of funding using social investment, and outcomes payments of between £100,000 and £200,000 per annum for five years; total outcomes payments of between £500,000 and £1m;

(b)

approves the City Council taking the role of lead commissioner for the commissioning of this service, on behalf of, and in consultation with, partner organisations and (where necessary) entering into appropriate agreements for this purpose with those organisations;

(c)

delegates authority to the Director of Finance and Commercial Services, in consultation with the Director of Legal and Governance, the Executive Director of People Services, the Executive Director of Place, and the Cabinet Member for Health and Social Care, to approve the Procurement Strategy and Contract Award for the project; and

(d)

delegates further decisions about the implementation of this project (insofar as not delegated under the Leader’s Scheme of Delegation) to the Director of Commissioning, Inclusion and Learning, in consultation with the Executive Directors of People Services and Place.

8.3

Reasons for Decision

8.3.1

The option of creating a new service, funded through a social investment model, is preferred for a number of reasons:

If successful, the service will result in a reduction in behaviour that is disruptive for the community, whilst also support a cohort of complex adults to achieve improved outcomes. These outcomes are:

     Adults with Severe and Multiple Disadvantage (SMD):

-       An increase in the number of individuals living in safe, secure and appropriate accommodation.

-       Reduction in the number of unplanned hospital admissions amongst the identified cohort.

-       Reduction in involvement in crime and anti-social behaviour amongst the identified cohort.

-       Improvement in wellbeing.

     Adults with SMD and a particular alcohol need:

-       A reduction in the number of unplanned alcohol-related admissions to the Northern General Hospital amongst the identified cohort.

-       A reduction in the number of re-admissions within 30 days amongst the identified cohort.

-       The new service will be established without requiring any immediate disinvestment from current provision (effectively allowing ‘double running’ for a number of years).

-       If successful, this approach will result in a net saving to the public purse of £3m - £3.7m over the lifetime of the project (net of outcomes payments to be made to repay the up-front social investment).

8.3.2

The new service will be established without requiring any immediate disinvestment from current provision (effectively allowing ‘double running’ for a number of years).

8.3.3

If successful, it is expected that this approach will result in a net saving to the public purse.

8.4

Alternatives Considered and Rejected

8.4.1

Social investment is a relatively new tool that is available to local authorities to help fund new services where there is a demonstrable positive impact on outcomes from the intervention. However, it is not a panacea, and for some issues there are better ways of investing in new service models. 

8.4.2

In this case, the option of delivering this project through a traditional fee for service model, funded up-front through public sector budgets, has been considered. For the SMD cohort, resources have been secured to establish a nine month pilot multi-agency team in order to test out this method of delivery. However, getting this in place has been, and remains, challenging and illustrates the challenge of getting upfront resource, particularly for the medium-term. The agreement with commissioners and providers is that this is only a short term pilot and at the end of the pilot period staff would return to their substantive roles. As this has been achieved by re-allocating current resources, no alternative funding methods have been made available, or have been identified, for the long term funding of a multi-agency team.

8.4.3

If no intervention is put in place for this cohort, it’s expected that these cohorts will continue to access services in an ad hoc and unplanned way, continue to have poor outcomes, and their support needs will continue to manifest in ways that are disruptive to people around them, such as aggressive or passive street begging, public drinking and associated anti-social behaviour, and use of Spice.

8.5

Any Interest Declared or Dispensation Granted

None

8.6

Reason for Exemption if Public/Press Excluded During Consideration

None

8.7

Respective Directors Responsible for Implementation

Jayne Ludlam, Executive Director, People Services and Laraine Manley, Place

8.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Safer and Stronger Communities

9.1

The Executive Director, People Services submitted a report outlining a review of young people’s services in Sheffield and highlighting the positive outcomes that need to be achieved for young people in Sheffield if it is to be successful.

9.2

RESOLVED: That Cabinet approves the undertaking of a review to consider the medium and longer term arrangements for services for vulnerable young people in Sheffield; the review to report back to Cabinet by October 2018 and to consider the integration of a number of specified services for young people in Sheffield, a proposed outcomes focus, and a number of options for possible delivery.

9.3

Reasons for Decision

9.3.1

This option of undertaking a review about the medium and long term arrangements for services for young people in Sheffield will allow a holistic assessment of the needs of young people and the services required to achieve this. Young people need to receive the right support at the right time, to ensure they can go on to have happy, healthy and successful lives:

• It is anticipated that this review will result in significantly more young people in Sheffield achieving positive outcomes. These include:

- Improvements in wellbeing

- Reduction in the number of young people involved in crime and anti-social behaviour

- Reduction in the number of young people who become homeless, and/or experience housing problems

- Increase in the number of young people who have positive education outcomes, and a reduction in the number of young people who become NEET

·         The review will consider bringing together a number of different services, reducing the number of times young people have to tell their story, enabling a more integrated support offer, and achieving economies of scale, so that services can work with more than just those young people living in particularly challenging circumstances.

9.4

Alternatives Considered and Rejected

9.4.1

Not applicable – the proposed review will consider the options for young people’s services.

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

Jayne Ludlam, Executive Director, People Services

9.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Children, Young People and Family Support

15.1

The Executive Director, Place submitted a report seeking Charity Trustee approval to implement charges / restrictions for the benefit of park users needing to visit Endcliffe park by car by installing pay and display machines, signage and remarking the parking bays.

15.2

RESOLVED: That Cabinet in their role as the Endcliffe Park Charity Trustees:-  

(a)

approves the introduction of the 3 hour car parking restriction, the associated Traffic Regulation Order required to enforce this, and the charging policy outlined in the report within Endcliffe Park;  

(b)

approves the installation of a pay and display machine, signage and the marking out of designated parking bays in the area shown on the plan attached to the report;

(c)

subject to obtaining the approval of the Charity Commission, approves the use of the Council’s Parking Services section to manage, monitor and enforce the parking charges and to maintain all signage and equipment and to pay the costs of these goods and services to Parking Services from the Charity account;

(d)

agrees that any net income generated from car parking charges will be reinvested back into the Park for environmental upkeep and improvement for the benefit of its users and with the object of improving the Park; and

(e)

delegates authority to the Director of Legal and Governance to apply to the Charity Commission for an order to authorise payment from the Charity to Parking Services as a “connected person”.

15.3

Reasons for Decision

15.3.1

Introducing the charges and the restrictions outlined within this report are viewed as being in the best overall interests of the Charity and Park users.  The proposal will ensure that more parking is reserved for those wishing to enjoy Endcliffe Park and the porter valley for outdoor recreation. 

15.4

Alternatives Considered and Rejected

15.4.1

Not implementing this proposal would mean that the car park will continue to be used by commuters. Monitoring shows that commuter car parking can be as high as 70% of weekday use. It would not be practical to close the car park area off without affecting Park users.

15.4.2

Using another provider other than Parking Services to carry out installation and monitoring of the parking service has been considered but discounted.  Parking Services, as part of Sheffield City Council, has a best value process in place for the supply, installation and monitoring of equipment in addition to ensuring that Council services obtain best value and no additional fees are added by Parking Services.  Therefore the Charity receives the full benefit of this best value exercise.  The Charity does not have its own employees who could carry out this function.   Parking Services has access to contracts that supply pricing for local authorities that is much more competitive than smaller private sector operators due to its size and purchasing power. For example, the pay and display machines and cash collection contracts. These are passed on at cost. Also public sector parking enforcement is better regulated than private enforcement. Private operators can choose whether to sign up to a code of practice from an industry body, where local authority enforcement is regulated by legislation, and local authorities have to be regulated by an independent body, PATROL. This ensures the Charity provide a fair, consistent enforcement process.

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

Economic and Environmental Wellbeing

16.1

The Executive Director, Resources submitted a report seeking approval by the City Council to the proposed solution to provide the Oasis Academy at the Olympic Legacy Park (OLP) with an indoor sports facility.

16.2

RESOLVED: That Cabinet:-  

(a)

approves the selection of Sheffield City Trust (SCT) as preferred provider of the indoor sports provision for the Oasis Academy, through an expansion of the English Institute of Sport (EISS) facility; 

(b)

notes that approval will be sought  through the Council Capital Approval process for the requisite funding from the Schools Capital allocation;

(c)

delegates authority to the Executive Director of Resources, in consultation with the Executive Director of Place and Executive Director of People Services,  to agree an appropriate level of grant funding with SCT in line with the figures in the report;

(d)

approves the provision of a loan to SCT to secure the funding of the EISS Expansion in line with the figures in the report;

(e)

delegates authority to the Chief Property Officer, in consultation with the Executive Director of Resources and the Executive Director of Place, to acquire a sub- lease (or other appropriate legal interest) with SCT to secure the continued rights of use of the facility for the Oasis Academy; and

(f)

If within one month of the date of this decision Park Community Arena Ltd. (PCA) have:-

(i)

secured an offer of Finance from the bank;

(ii)

resolved the issue of securing a legal basis for the school free access to the facilities for the full term of the lease;

(iii)

can confirm delivery of the project and school access for September 2019;

(iv)

have agreed a State Aid compliant rate of interest and repayment terms for any loan with the Council; and

(v)

have reprofiled the business plan to take account of the above costs;

Delegates authority to the Executive Director, Resources, in consultation with the Cabinet Members for Finance and Culture, Parks and Leisure to consider re-evaluating the options in the report.

16.3

Reasons for Decision

16.3.1

There is a strong financial, social and sporting case for opting for the EISS extension. As detailed in Part 2 of the report,  the risk adjusted cost to the Council of providing the necessary school sports facility is £0.7m with the EISS option, compared to £1.7m for Council build option (Option 2) and  £2m for the Park Community Arena Ltd (PCA) option. 

16.3.2

Whilst the Council build option would give the most direct control over the facility it would not provide the aspirational attributes of the EISS expansion. 

16.3.3

Further, the PCA Option has not been recommended given that, to date, the proposal does not have a confirmed funding solution in place and Cabinet agreed last year that this option be given a deadline to secure funding and that passed many months ago. There is also no agreed legal solution that would secure the Academy access to the sports facility under this option.

16.3.4

The EISS option has far more certainty of delivery within the expected timescales and financial envelope as it will not be reliant on an extensive external funding process or securing significant new sources of income. The EISS option is therefore lower risk for the Council in both capital cost, timely delivery and long term sustainability.

16.3.5

Expanding  the EISS also has strategic fit  for the Council with SCT in terms of the additional opportunities it affords the Trust to operate its assets and offering an opportunity to review the Council’s strategic partnership with SCT on EISS.

16.3.6

It should also be noted that if the EISS option is supported by Cabinet, then the proposed plot for the PCA option on the OLP site could be available for alternative development and therefore provide an additional financial receipt to the Council that allows it to recover the costs incurred in remediating the OLP site. An alternative development on this plot, in addition to the EISS expansion, might also offer a net increase in overall economic and/or social benefits to the Council.  

16.3.7

The Sheffield Sharks Basketball Team currently play their matches at EISS and the Council has asked that talks take place between SCT and the Sharks to prepare for the possible consequences of decisions that arise from this report. Both parties have confirmed that positive discussions are underway and both the Council and SCT recognises the contribution the Sharks make both to the elite game and the development of basketball in the community. Therefore, if Cabinet supports the EISS extension option, then SCT will work with the Sharks both in terms of their match days and explore options for working together on a wider basketball development programme in the City.

16.3.8

For these reasons it is proposed that the EISS expansion option is the preferred delivery route.

16.4

Alternatives Considered and Rejected

16.4.1

The Council considered a list of options for the delivery of sports hall capacity for the Oasis Academy:

1.    Guaranteed use within the arena proposed to be constructed on the Olympic Legacy Park by Park Community Arena Ltd. (PCA) to house the Sheffield Sharks Basketball team.

2.    The Council to build a new stand-alone sports hall to meet the Academy requirements.

3.    Incorporate an indoor sports hall within the stadium proposals on the Olympic Legacy Park.

4.    Extend the EISS.

5.    The Council to build a new indoor arena to accommodate the PCA operations.

16.4.2

Some of the above options were evaluated on the basis of broad desk-top estimates of relative costs without the engagement with the third party delivery party. Others have been evaluated on more comprehensive cost/business plans and associated dialogue. 

16.4.3

Option 3 was discounted from further consideration as it was not aligned with the developer’s proposals and timescales on the site; option 2 would be costly and fail to meet the aspirations being sought by the Olympic Legacy Park project; and option 5 was rejected because it exceeded the Council’s statutory obligations in relation to school provision and placed the Council in a potentially high risk situation.

16.4.4

The Council has further evaluated the remaining two options, including receiving comparable business plans for each. Details are included in Part 2 of the report.

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

Eugene Walker, Executive Director, Resources

16.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Children, Young People and Family Support

12.1

The Executive Director, People Services and the Director of Public Health submitted a joint report seeking Cabinet approval and authorisation to undertake a procurement exercise for Sexual Health Services for Sheffield.

12.2

RESOLVED: That Cabinet:-  

(a)

delegates authority to the Director of Finance and Commercial Services, in consultation with the Director of Public Health and the Executive Director of People Services, to procure the provision for Sexual Health Services, including undertaking market testing and determining the final procurement strategy;          

(b)

delegates authority to the Director of Public Health and the Executive Director of People Services, in consultation with the Director of Finance and Commercial Services, to award the contracts for Sexual Health Services, in line with the report; and

(c)

delegates authority to the Director of Finance and Commercial Services, in consultation with the Director of Legal and Governance, to take all necessary steps to negotiate and enter into the contracts which will commence on 1st April 2019, in line with the report.

12.3

Reasons for Decision

12.3.1

A procurement exercise is recommended to facilitate the level of change and transformation required to secure the intended service model. This option provides an opportunity to design services based on need which are shaped by what matters most to people when using sexual health services.

Intended outcomes include:

1. Increased access to sexual health services through mobilisation of a citywide model
2. Reduction in unwanted pregnancy and unintended teenage conceptions
3. Reduction in prevalence of sexually transmitted infections
4. Reduction in late diagnosis of HIV
5. Improved patient satisfaction and experience
6. Reduction in health inequalities
7. Provision of cost effective and clinically effective service

12.4

Alternatives Considered and Rejected

12.4.1

Option to remain with current service model

This option would not ensure value for money nor bring about the level and pace of change required, Undertaking a procurement exercise for sexual health services is considered to be the fairest and most transparent option for SCC to achieve the intended service model at this stage given the extent of re-design and reshaping of existing services.

12.5

Any Interest Declared or Dispensation Granted

Cllr Olivia Blake – Non-Executive Director of the Sheffield Health and Social Care Trust

12.6

Reason for Exemption if Public/Press Excluded During Consideration

None

12.7

Respective Director Responsible for Implementation

Jayne Ludlam, Executive Director, People Services and Greg Fell, Director of Public Health

12.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Children, Young People and Family Support

11.1

The Executive Director, People Services submitted a report seeking approval of the final version of the Sheffield Drug Strategy 2018-2022 and approval for implementation by Sheffield Drug and Alcohol Co-Ordination Team (DACT) and partners and to extend for 6 months the Opiate (£1.25m) and Non-Opiate (£292,500) Services contracts.  These contracts were awarded in 2014 for a period of 3 years with an option to extend for 2 years.  The contract was extended for 2 years in October 2017.  The contract is delivered by Sheffield Health and Social Care (SHSC) who won the contract through an open procurement process.

11.2

RESOLVED: That Cabinet:-  

(a)

approves the Drug Strategy attached to the report as a statement of the Council’s strategic approach to addressing drug use in the city;      

(b)

subject to an approval of the appropriate waiver by the Director of Finance and Commercial Services, approves an extension of the Opiate and Non-Opiate Services contracts for 6 months from 1^st October 2019 to 31 March 2020 to bring it in line with the alcohol and criminal justice contracts which expire on 31 March 2020 and to allow for a whole system re-tender; and

(c)

notes that the implementation of any of the proposed actions in the Drug Strategy may be subject to further decision making in accordance with the Leader’s Scheme of Delegation.

11.3

Reasons for Decision

11.3.1

Implementing a city-wide drug strategy is timely for the reasons described in the report.  It will allow SCC the opportunity to capture its high level strategic aims with relation to all age drug use which provides clarity and direction.  The strategy will inform an implementation plan.  The strategy will cover the period from 2018-2022.  This includes the period when drug services will be due to be retendered, and the timing of this strategy allows us to implement our strategic vision for the city via commissioning arrangements.  The strategy prioritises partnership approaches to drug use and seeks to maximise the effectiveness of these partnerships across the three themes of the strategy: reducing demand, restricting support, and recovery.

11.3.2

The proposed strategy has been written in line with robust national and local evidence.  It reflects current evidence bases, issues and concerns among professionals working with individuals using or misusing over the counter, prescribed, or illegal, drugs, and proposes a pragmatic and compassionate response.

11.3.3

Drug use and its impact are often featured in both national and local media, requiring services and commissioners to respond to requests for information and effectively communicate Sheffield’s approach through short statements: the strategy captures the whole city approach.

11.3.4

There is no direct/additional financial commitment required to implement this strategy, though there are aspirational actions included which may, at some point during the implementation process, lead to funding requests/applications or the need for partnership work to seek further funding opportunities.

11.3.5

Once the strategy has been to Cabinet it will be implemented by the Sheffield Drug and Alcohol Co-ordination Team (DACT).

11.4

Alternatives Considered and Rejected

11.4.1

The ‘do nothing’ option would be to not have a drug strategy in place.  However, as referenced in the introduction to the strategy, it is timely to put one in place following the National Strategy published in summer 2017 which was the first one published since 2010.  The Sheffield strategy gives an opportunity to capture in one place the achievements of and plans for the city in relation to drug use and gives it cohesion and structure.

11.4.2

The plans could have been captured via previous methods such as ‘treatment plans’ or ‘commissioning plans’, however, these are too narrow in focus, concentrating on commissioning approaches only, whereas an all ages city strategy captures all strategic direction and approaches and provides a much more holistic and co-ordinated approach.

11.5

Any Interest Declared or Dispensation Granted

Cllr Olivia Blake – Non-Executive Director of the Sheffield Health and Social Care Trust

11.6

Reason for Exemption if Public/Press Excluded During Consideration

None

11.7

Respective Director Responsible for Implementation

Jayne Ludlam, Executive Director, People Services

11.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Healthier Communities and Adult Social Care

13.1

The Executive Director, Resources submitted a report providing the Month 2 monitoring statement on the City Council’s Revenue and Capital Budget for 2018/19.

11.2

RESOLVED: That Cabinet:-  

(a)

notes the updated information and management actions provided by the

report and attached appendices on the 2018/19 Revenue Budget

Outturn; and

(b)

in relation to the Capital Programme, notes the forecast Outturn position described in Appendix 6 of the report.

13.3

Reasons for Decision

13.3.1

To record formally, changes to the Revenue Budget and the Capital Programme.

13.4

Alternatives Considered and Rejected

13.4.1

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.

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

Eugene Walker, Executive Director, Resources

13.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Overview and Scrutiny Management Committee

10.1

The Executive Director, Place submitted a report describing the development of a new Transport Strategy for Sheffield that seeks to improve the quality of life, environment and range of opportunities for the people and businesses of the city. Following initial public consultation on the “Vision”, the report seeks approval to the draft full Transport Strategy (attached to the report) as a basis for development of a programme of strategic projects, with further consultation planned to engage people in that developing programme.

10.2

RESOLVED: That Cabinet endorses the draft Sheffield Transport Strategy and potential early candidates identified for inclusion in a developing long-term programme of strategic projects, with further consultation planned to engage people in that developing programme

10.3

Reasons for Decision

10.3.1

There is very strong public recognition that “doing nothing” is not an option, and that the adverse impacts of increased congestion have to be addressed. The proposed transport strategy draws on the evidence available to identify key themes and early candidate projects for inclusion in a developing long-term strategic programme (an Action Plan), with further consultation to engage people in that developing programme.

10.3.2

This process will enable the Council to adopt a clear strategic approach to transport for the next 20 years, in close alignment with parallel work on Transport for the North priorities, with Sheffield City Region investment decisions, and with other cross-cutting  work on the Sheffield Plan, the City Centre Plan and Housing Plans.

10.4

Alternatives Considered and Rejected

10.4.1

One alternative would be to not have a long-term transport strategy. This option would, however, diminish Sheffield City Council’s influence on transport in the city, and weaken the support a transport strategy could provide towards the local economy.

10.4.2

Other alternatives could place more emphasis on individual modes of transport. This would increase travel benefits for some but diminish benefits for others, and hence work against the Council’s overall desire for fairness, and the strategy for increasing opportunities for everyone. Issues of accessibility, congestion and air quality would be less likely to be addressed. The approach adopted is felt to offer a balanced strategy benefitting the whole community.

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

Laraine Manley, Executive Director, Place

10.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Economic and Environmental Wellbeing

14.1

The Executive Director, Resources submitted a report providing details of proposed changes to the Capital Programme as brought forward in Month 02 2018/19.

14.2

RESOLVED: That Cabinet 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 contracts. 

14.3

Reasons for Decision

14.3.1

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

14.3.2

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.

14.3.3

Obtain the relevant delegations to allow projects to proceed.

14.4

Alternatives Considered and Rejected

14.4.1

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.

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

Eugene Walker, Executive Director, Resources

14.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Overview and Scrutiny Management Committee