Decisions

4.1

The Executive Director, Resources, submitted a report reviewing the decision taken on 11th August 2020 regarding the re-opening of leisure

facilities and recommending an additional package of funding support to Sheffield City Trust (SCT) in order to enable the Trust to reopen Ponds Forge.

The Covid-19 pandemic has had a significant impact on SCT ability to generate income from events at Ponds Forge and without additional funding from Sheffield City Council it will not be possible to re-open Ponds Forge.

4.2

RESOLVED: That Cabinet, after considering the detail in the report, approves:-

4.3

Reasons for Decision

The financial support to SCT to re-open Ponds Forge will allow an

increased range of facilities to re-open and will contribute to the health and wellbeing of residents.

4.4

Alternatives Considered and Rejected

The alternative options considered included keeping Ponds Forge

closed. In conjunction with SCT, Sheffield City Council is currently developing the future strategy for leisure and entertainment in the city and as part of that work is looking at areas for potential investment. There was an option to assess the potential to accelerate improvement works at Ponds Forge whilst the venue remained closed as this would avoid disruption in the future. However following consideration this option was ruled out because it was felt that re-opening Ponds Forge during 2020/21 would potentially help to restart the city centre economy, support students returning to the city, provide access for disability groups and other community users (226k visits per year) as well as a number of clubs and groups. Considering the wider implications of keeping this facility closed, particularly the impact on community groups that rely on this facility, along with the need to get our city centre moving again, means that we are making a recommendation to provide funding for the remainder of the financial year 2020-2021 to re-open the facility to all users.

A further option to open Ponds Forge for only club use was also

considered. This option was ruled out as it did not provide equality of

access for a wide range of users of Ponds Forge. The cost of this option

was estimated at £90k per month (excluding lifecycle costs), with the

clubs contributing c£30k and the Council needing to contribute the

remaining £60k. This option was not supported due to the relatively small

number of users it would support.

4.5

Any Interest Declared or Dispensation Granted

None

4.6

Reason for Exemption if Public/Press Excluded During Consideration

The appendix to the report is not for publication by virtue of Regulation 20(2) Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012 because, in the opinion of the proper officer, it contains exempt information under Paragraphs 3 and 5  of Schedule 12A of the Local Government Act 1972 (as amended) and the public interest in maintaining the exemption outweighs the public interest in disclosing the information.

4.7

Respective Director Responsible for Implementation

Eugene Walker, Executive Director, Resources.

4.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Economic and Environmental Wellbeing Scrutiny and Policy Development Committee.

13.1

The Executive Director, Resources and Director of Public Health, submitted a joint report:

·         advising Cabinet of the current position regarding COVID-19 in Sheffield;

·         describing the programme established to implement the Outbreak Control Plan and the estimated costs of implementing that programme;

·         informing Cabinet of Government funding received to assist with the costs of preventing, mitigating against and managing local outbreaks of COVID-19; and,

·         seeking approvals and delegations to continue this work.

13.2

RESOLVED: That Cabinet:

13.3

Reasons for Decision

The recommendations described in the report will enable Sheffield City

Council to implement a Test, Track & Isolate Programme that will help to

deliver the Sheffield Local Outbreak Control Plan and to prevent, mitigate

against and manage local outbreaks of COVID-19.

13.4

Alternatives Considered and Rejected

The Test, Track and Isolate Programme has been established to implement the Outbreak Control Plan and to prevent, mitigate against and manage local outbreaks of COVID-19.

The Programme is organisationally complex (it involves multiple Council

services and partner organisations), it is technically complex (requiring new processes and systems to be established and incorporated into new and existing Council services), it provides a new and complex range of services (prevention, testing, track and trace, isolation support), and it exists in a complex environment that changes from week to week - based on the spread of the virus and changes in government policy.

The report describes what officers believe to be the best way of preventing, mitigating and controlling the virus in Sheffield. However, this will be kept under review and the approach described may need to change. The TTI Programme is agile and responsive, and is capable of adapting to changes in epidemiology and policy, in order to protect the health of the people of Sheffield.

There are also constraints over what the grants can be used for. The DHSC grant of £3,101,989 is ring fenced towards expenditure incurred in relation to the mitigation against and management of local outbreaks of COVID-19.

The DEFRA grant of £774,649 is not ring fenced but has been provided to support those struggling to afford food and other essentials due to COVID-19, and is expected to be used in accordance with the associated guidance and within 12 weeks of receipt.

Alternative options that have been considered and rejected include:

Implement Without Programme Management

This option was rejected because without the capability and capacity of the Council’s Business Change and Information Solutions business change resources deployed on the project, it would not have been possible to translate the outbreak control plan into a consistent and coherent programme of activity, capable of delivering the additional processes and systems needed to prevent, mitigate and manage outbreaks of COVID-19 in Sheffield.

Implement Without Additional Staff Resources

This option was rejected because without additional resources to backfill

existing staff or to provide additional knowledge, skills and capacity, then it is not possible to deliver the on the ground prevention, mitigation and outbreak management services needed to manage COVID-19 in Sheffield.

Implement Without Communications

This option was rejected because without regular communications to people and businesses, providing advice and guidance about how to prevent infections, how to behave if there is an infection, and the support available, all of which is designed and delivered in ways that will achieve maximum impact, including translations into foreign languages, then we believe the virus will spread quickly across the city resulting in damage to public health and economic prosperity.

Implement Without Local Testing

This option was rejected because without a local testing service we would not be able to manage small localised outbreaks, in a homeless hostel or care home for example, and fulfil our duties to protect public health and manage and prevent COVID-19 outbreaks. A scalable solution has been designed so that we only pay for what we need (recognising there are some structural/set up costs), and that testers will be asked to help with other response related work when not engaged in testing activity. This could be prevention work or communications activity for example.

Implement Without VCFS Assistance

This option was rejected because since the outbreak of COVID-19, the

Voluntary, Community and Faith Sector has provided tremendous support and resilience to communities in Sheffield. The connections, knowledge and understanding that these organisations have of their local areas will help us to be more effective in future prevention, outbreak management, testing, tracing and isolation support.

13.5

Any Interest Declared or Dispensation Granted

None

13.6

Reason for Exemption if Public/Press Excluded During Consideration

Annex A of the report is not for publication by virtue of Regulation 20(2) Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012 because, in the opinion of the proper officer, it contains exempt information under Paragraph 3 of Schedule 12A of the Local Government Act 1972 (as amended) and the public interest in maintaining the exemption outweighs the public interest in disclosing the information.

13.7

Respective Director Responsible for Implementation

Eugene Walker, Executive Director, Resources and Greg Fell, Director of Public Health.

13.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Healthier Communities and Adult Social Care Scrutiny and Policy Development Committee.

10.1

The Executive Director, People Services, submitted a report seeking approval for acceptance of £1,957,860.75 of funding from The European Social Fund (ESF) and approval for the Sector Routeways project of £3.2m comprising of ESF, City Council and Barnsley Council contributions. The Secretary of State is the managing authority for the ESF Operational Programme and wishes to offer the Grant under the terms and conditions of the Funding Agreement administered by the Department of Work and Pensions, following Sheffield City Council’s successful bid under ESF Priority 1.4.

10.2

RESOLVED: That Cabinet:

(a)

approves Sheffield City Council accepting the European Social Fund grant offer of up to £1,957,860.75;

(b)

approves the £3.2m Sector Routeways project as described in the report;

(c)

grants delegated authority to the Executive Director, People Services, in consultation with the relevant Cabinet Members, the Executive Director, Resources and the Director of Legal and Governance, to:-

(i)            (i) develop and utilise an appropriate procurement strategy as and when required; and

(ii)          (ii) accept and administer the Sector Routeways fund and procure the services required to deliver its related outcomes and award the associated contracts; and

(d)

approves that Sheffield City Council will act as the Accountable Body and also make grant payments for the Sector Routeways project to its Partner Barnsley MBC

10.3

Reasons for Decision

By accepting this funding the Council will be able to:

(1) increase the skill levels for Sheffield and Barnsley out of work residents by streamlining access to entry level roles within sectors that require labour;

(2) improve the unemployed indicators within the City, moving long term unemployed residents to the “in demand” labour market and/or enhancing skill levels;

(3) create increased revenue for the Council; and

(4) attract inward investment through co-ordinated pipeline offer of workforce skills within key sectors.

10.4

Alternatives Considered and Rejected

The Council could decide not to accept the funding. Alternative funding could be potentially sourced to support our businesses workforce needs as part of the Government Covid-19 response offer to regions. There is demand from other sectors to replicate the “building block” model, so rejection of funding could carry reputational risk within our regions employer base.

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

John Macilwraith, Executive Director People Services

10.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Economic and Environmental Wellbeing Scrutiny and Policy Development Committee.

11.1

The Executive Director, People Services, submitted a report setting out proposals to commission new services to provide supported living and care for people with very complex needs. The report describes the needs and current service gaps and seeks approval to secure new provision through a competitive tender process

11.2

RESOLVED: That Cabinet:-

11.3

Reasons for Decision

The approach set out in the report will enable the development of specialist services to fill a gap in care and support provision for people with complex needs for whom current services have not been able to support effectively.

It enables the Council to consider the experience, innovation and resources that can be brought into Sheffield from the wider market. It enables services to be provided quickly and timely considering the current service end dates.

The services will form an essential part of a wider strategic response to people with complex needs and will compliment internal and external services.

11.4

Alternatives Considered and Rejected

Consideration has been given to tendering for services in fixed blocks of accommodation against a very detailed specification with price as the lead factor. This option has the benefit of bringing stable provision for a range of clients who struggle to live independently. However, to specify too stringent a model, too early, would not give the flexibility to explore different market options to bring in innovation and choice and offer solutions that we may not have considered yet. The current services could be allowed to close and not be replaced, and we could not take the opportunity to commission services that have been identified in the needs’ analysis. This would save the Council immediate funding but would result in higher costs further down-stream in care, housing and community safety, and there would then be no suitable services for this client group. More importantly we would not be providing good quality services to support recovery and independence for people with specific needs, and in addition who are socially excluded. Consideration has been given to the potential for the Council to establish new provision and run it directly. However, the Council’s housing service are having to accommodate a higher number of people who would otherwise be sleeping rough following the Covid Outbreak and new requirements, as well as finding alternative temporary accommodation.

Needs for new services are high and any new developments through the Next Steps funding for rough sleepers will be part of a separate and wider requirement to offer choice. Social care managers are already concerned about the lack of provision for this client group. There are a number of good external partners who would be in a position to bring innovation quickly to a commissioning process and secure new accommodation unavailable to the Council. The recommendation therefore is that this project commissions externally, as part of a wider strategy for support and housing which includes new provision being also developed by the Council.

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

John Macilwraith, Executive Director, People Services.

11.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Healthier Communities and Adult Social Care Scrutiny and Policy Development Committee.

12.1

The Executive Director, Place, submitted a report seeking the approval of Cabinet acting as the Charity Trustee of Hillsborough Park (Registered Charity Number 510841) (“the Charity”) to grant two leases to Age UK Sheffield being:

(a) a lease for the derelict former Coach House building, together with the adjacent Potting Shed, in order to undertake a restoration and conversion to a café, associated facilities and services; and

(b) a lease for parts of the Pavilion to deliver a dementia day centre and community activity services including exercise classes, choir and theatre performances.

12.2

RESOLVED: That Cabinet acting as the Charity Trustee of Hillsborough Park:

12.3

Reasons for Decision

The proposal to grant two leases to Age UK Sheffield will achieve:

· full restoration of a derelict Grade II Listed Building via third party finance/funding

· provision of a new café, public toilets and activity/function space at Hillsborough Park which will support the site become more inclusive for the benefit of new and existing users of the Park

· Increased community use of the pavilion

· Increased presence in the Park which may reduce anti social behaviour

· increased income stream for the Trust which can be reinvested in the Park

· transfer of significant property liabilities

· regeneration of an under-utilised part of the Park

· enhancement of the quality and attractiveness of the Park as a valuable asset for visitors

· occupation for the purposes of the charitable objects of the Trust

· compliance with the provisos contained within the power granted to the Trustee by the Scheme and with the statutory provisions contained within the Act and further with the requirements of the Charity Commission.

12.4

Alternatives Considered and Rejected

The former Coach House has been in a dilapidated condition for many years and has generated little interest when offered to the market. The Parks and Countryside Service has previously explored the possibility of a Heritage Lottery bid to restore the Coach House, however this did not prove to be viable at that time. The costs of restoration can realistically only be met through grant funding via a third party such as the proposed lessee. The Pavilion offers modern facilities but comprises community space and changing facilities so has limited alternative potential. The building originally had a Parks & Countryside Ranger managing the bookings, but this was very costly and not very effective. Eventually this role was combined into managing a number of other Park buildings but this did not improve the use of the building as the Pavilion was not promoted and used to its full potential. Age UK Sheffield see that there is synergy with the Coach House proposals and an opportunity for better services/benefits by using both buildings. There is no better option in our opinion.

12.5

Any Interest Declared or Dispensation Granted

None

12.6

Reason for Exemption if Public/Press Excluded During Consideration

Appendices 1 and 2 of the report are not for publication by virtue of Regulation 20(2) Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012 because, in the opinion of the proper officer, it contains exempt information under Paragraph 3 of Schedule 12A of the Local Government Act 1972 (as amended) and the public interest in maintaining the exemption outweighs the public interest in disclosing the information.

12.7

Respective Director Responsible for Implementation

Laraine Manley, Executive Director, Place.

12.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Economic and Environmental Wellbeing Scrutiny and Policy Development Committee.

9.1

The Executive Director, Resources, submitted a report providing details of proposed changes to the Capital Programme 2020/21, as brought forward in Month 4.

9.2

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 contract.

9.3

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.

9.4

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.

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

Eugene Walker, Executive Director, Resources.

9.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Overview and Scrutiny Management Committee.