Items
No. |
Item |
1. |
Apologies for Absence
Additional documents:
Minutes:
1.1
|
There were no apologies for absence.
|
|
2. |
Exclusion of the Press and Public
To identify items where
resolutions may be moved to exclude the press and
public.
Additional documents:
Minutes:
2.1
|
No items were identified where resolutions may
be moved to exclude the public and press.
|
|
3. |
Declarations of Interest PDF 129 KB
Members to declare any interests they have in
the business to be considered at the meeting.
Additional documents:
Minutes:
3.1
|
There were no declarations of interest
made.
|
|
4. |
Public Questions and Petitions
To receive any questions or petitions from
members of the public
Additional documents:
Minutes:
4.1
|
Nigel Slack attended the Committee and asked
the following questions which were answered by the Chair:
|
4.2
|
Q1 With the dire prediction for the
potential budget crisis for the city's finances, I'd like to ask
for some clarification of the reports
details.
We must all recognise the problem of the
national & international economic crisis that will impact Local
authorities as well as households and businesses in the coming
months, but specifically:
Do the forecasts in this report include the
impact of fuel and energy costs on SCC Budgets?
A: Yes, we have
factored into our forecast our view of pressures for energy costs
and any mitigations such as reserves for such eventualities.
Do the forecasts include the impacts of poor
service from SCC contractors on the financial position? Are there
plans to address these problems in performance?
(I'm still trying
to sort out a Council Tax exemption problem for a house I sold over
12 months ago - £2500 missing from the treasury for 2021-22.
/ Business rates income from premises sold 4 years ago that are
still unoccupied & therefore presumably currently exempt.)
A: Contract
management is important, and SCC takes this role seriously for any
supplier we have contracts with. We can look
into the specifics of your issue if you would like to share
the detail.
Are there plans to approach Government for a
relief package, proportionate to the cost pressures, similar to that being offered to households?
A: It’s unknown at this stage if LA’s will
receive any Govt support in-year for such pressure, we are not
assuming any further funding in the forecast as it would not be
prudent to do so, and we are working with the relevant SCC
Committees to manage within current resources. We continue to lobby
Government for fair funding for SCC and inflationary increases will
be an element of that approach.
Are there plans to approach the new Mayor
about the issues and to get his support in squeezing more money out
of Government and to address how his allegedly more flexible
approach can be used to support both local businesses and therefore
SCC? (i.e. support so that businesses
can pay business rates rather than avoid them?)
A: We work very closely with South
Yorkshire MCA on a number of issues that
affect SCC and the region, working across the region to ensure a
collaborative approach and to maximise opportunities.
Lastly, does the report enable SCC to extract
and discuss the impact of Covid & Brexit measures on the city's
finances?
A: There are many
factors impacting on SCC’s finances, the report does not
attempt to identify these individually but focus on how the
authority should address the overall impact.
|
4.3
|
Q2 Both a finance and democracy question next.
What is the saving that would be made for SCC by switching to All
Out Elections rather than elections by thirds?
We have already heard, as part of the
Governance Committee's work, that All Out elections are a better
...
view the full minutes text for item 4.
|
|
5. |
Retirement of Staff PDF 328 KB
Report of the Executive Director,
Resources
Additional documents:
Minutes:
5.1
|
The Executive Director, Resources submitted a
report on Council staff retirements.
|
|
|
5.2
|
RESOLVED: That Strategy and
Resources Policy Committee:-
|
|
|
|
(a) places on record its appreciation of the
valuable services rendered to the City Council by the following
staff in the Portfolios below:-
|
|
|
|
Name
|
Post
|
Years’ Service
|
|
|
|
|
|
Place
|
|
|
|
Howard
Baxter
|
Principal Planning
Officer
|
32
|
|
|
|
|
|
Jill
Hurst
|
Head of Service -
Investment and Maintenance
|
38
|
|
|
|
|
|
Zoe Mair
|
Principal Planning
Officer - Conservation and Design
|
39
|
|
|
|
|
|
Brian Messider
|
Principal Planning Officer
- Access
|
29
|
|
|
|
|
|
Glenn
Walker
|
Responsive Repairs
Team Leader, Housing Repairs Service
|
44
|
|
|
|
|
|
Craig
Wild
|
Compliance Champion
Electrician
|
38
|
|
|
|
|
|
People
|
|
|
|
Julie Farrell
|
Deputy Head, Lydgate
Junior School
|
42
|
|
|
|
|
|
Julie Pheasey
|
Clerical Officer, Pipworth Community Primary School
|
21
|
|
|
|
|
|
6. |
Work Programme PDF 848 KB
Report of the Director of Legal and
Governance
Additional documents:
Minutes:
6.1
|
The Director of Legal and Governance presented
the Work Programme and informed Committee that this would be a
regular item and although it contained suggestions for what it may
contain, it was up to the Committee to decide. Appendix 3 of the report contained the actual work
programme which would be visible to the public.
|
6.2
|
Councillor Rooney asked a question regarding
member consultation on the Bi Monthly
disposal list and it was confirmed that consultation with local
members would take place as previously, with the list coming to
Committee for approval.
|
6.3
|
Councillor Johnson commented that the 10 Point
Climate change Plan spanned all policy committees and that climate change monitoring should
feature on all the work programmes.
|
6.4
|
Councillor Grocutt agreed and noted that
climate change would be included within the Local Plan and there
was a need to understand how climate change monitoring would work
across all policy committees.
|
6.5
|
RESOLVED that:-
1.
With reference to issues raised in this report, consideration be
given to any further additions or adjustments to the work programme
presented at Appendix 3 of the report;
2.
That the committee’s work programme as set out in Appendix 3
of the report be agreed; and
3.
Consideration be given to any further issues to be explored by
officers for inclusion in part 6 of the next work programme report,
for potential addition to the work programme.
|
|
7. |
Our Sheffield: The Year Ahead PDF 509 KB
Report of the Acting Chief Executive
Additional documents:
Decision:
7.1
|
The Director of Policy, Performance and
Communications presented the report which provided the Committee
with an overview of the Council’s financial, policy and
operating context. The report set out
the key issues and opportunities facing the authority over the
coming year.
The report also set out a proposed approach
for the development of a Corporate Plan, with an intention of
bringing forward a draft of the plan to the Strategy and Resources
Committee in September 2022.
|
|
|
7.2
|
RESOLVED: That Strategy and
Resources Policy Committee:-
|
|
- Note the financial, policy and
operating context set out in this report, and the risks and
opportunities identified therein;
- Agree to receive further reports on
these issues as required, whilst noting that the primary
responsibility for responding to these issues will lie with the
relevant policy committee;
- Agree the proposal to develop a
statement of policy priorities for the year ahead and to hold a
meeting of the Strategy and Resources Urgency Committee to consider
and agree this;
- Note the importance of developing a
Corporate Plan for the organisation and to note the work already
done to engage with staff across the council on this;
- Agree to holding a series of Member
workshops as set out in paragraphs 25 and 26 of the report to help
develop the content of the Corporate Plan;
- Agree to receive and consider a
draft of the Corporate Plan at its meeting on 30 August in advance
of a final report being considered by Full Council.
|
|
|
7.3
|
Reasons for
Decision
|
|
|
7.3.1
|
The proposals set out in the report will help
contribute to set a clear direction for the organisation for the
forthcoming year, and through the development of the Corporate
Plan, beyond. They will help to ensure
that the organisation stays focused on key objectives whilst
responding to the changing context within which it is
working. In turn this will ensure that
the council continues to place the wellbeing of the people of
Sheffield and the communities in which they live at the heart of
its decision-making.
|
|
|
7.4
|
Alternatives
Considered and Rejected
|
|
|
7.4.1
|
Two alternative options were considered:
·
Producing a Corporate Plan for discussion at the Strategy and
Resources Committee in July. This was
discounted on the basis that it would leave insufficient time for
engagement with Members, staff or other stakeholders.
·
Not producing a Corporate Plan at all.
This was discounted on the basis that the policy, financial and
operating context for the organisation was such that not having a
clear statement of direction, objective and priorities would have a
significant detrimental impact on the organisation’s ability
to operate effectively.
|
|
|
Minutes:
7.1
|
The Director of Policy, Performance and
Communications presented the report which provided the Committee
with an overview of the Council’s financial, policy and
operating context. The report set out
the key issues and opportunities facing the authority over the
coming year.
The report also set out a proposed approach
for the development of a Corporate Plan, with an intention of
bringing forward a draft of the plan to the Strategy and Resources
Committee in September 2022.
|
|
|
7.2
|
RESOLVED: That Strategy and
Resources Policy Committee:-
|
|
- Note the financial, policy and
operating context set out in this report, and the risks and
opportunities identified therein;
- Agree to receive further reports on
these issues as required, whilst noting that the primary
responsibility for responding to these issues will lie with the
relevant policy committee;
- Agree the proposal to develop a
statement of policy priorities for the year ahead and to hold a
meeting of the Strategy and Resources Urgency Committee to consider
and agree this;
- Note the importance of developing a
Corporate Plan for the organisation and to note the work already
done to engage with staff across the council on this;
- Agree to holding a series of Member
workshops as set out in paragraphs 25 and 26 of the report to help
develop the content of the Corporate Plan;
- Agree to receive and consider a
draft of the Corporate Plan at its meeting on 30 August in advance
of a final report being considered by Full Council.
|
|
|
7.3
|
Reasons for
Decision
|
|
|
7.3.1
|
The proposals set out in the report will help
contribute to set a clear direction for the organisation for the
forthcoming year, and through the development of the Corporate
Plan, beyond. They will help to ensure
that the organisation stays focused on key objectives whilst
responding to the changing context within which it is
working. In turn this will ensure that
the council continues to place the wellbeing of the people of
Sheffield and the communities in which they live at the heart of
its decision-making.
|
|
|
7.4
|
Alternatives
Considered and Rejected
|
|
|
7.4.1
|
Two alternative options were considered:
·
Producing a Corporate Plan for discussion at the Strategy and
Resources Committee in July. This was
discounted on the basis that it would leave insufficient time for
engagement with Members, staff or other
stakeholders.
·
Not producing a Corporate Plan at all.
This was discounted on the basis that the policy, financial and
operating context for the organisation was such that not having a
clear statement of direction, objective and priorities would have a
significant detrimental impact on the organisation’s ability
to operate effectively.
|
|
|
7.5
|
Any Interest
Declared or Dispensation Granted
|
|
|
|
None
|
|
|
7.6
|
Reason for Exemption
if Public/Press Excluded During Consideration
|
|
|
|
None
|
|
|
7.7
|
Respective Director
Responsible for Implementation
|
|
|
|
Acting Chief Executive
|
|
|
|
8. |
Month 1 Monitoring, Financial Position and Budget Timetable PDF 411 KB
Report of the Director of Finance and
Commercial Services
Additional documents:
Decision:
8.1
|
The Director of Finance and
Commercial Services presented the report which brought the
Committee up to date with the Council’s financial position as
at Month 1, 2022/23. The report also sought the Committee’s agreement to a proposed
budget timetable for the development of the 2023/24
budget.
|
|
|
8.2
|
RESOLVED: That Strategy and
Resources Policy Committee:-
|
|
1.
Note the Council’s challenging financial position;
2.
Confirm that “It is the responsibility of each Committee
to work within the budget framework agreed by Council. This
includes taking timely action to address any overspend within the
services for which the Committee is
responsible.” As agreed by
Full Council on 23 March 2022;
3.
Note that the Finance Sub-Committee on 7 June will receive more
detailed budget monitoring;
4.
Note that each Policy Committee will receive more detailed budget
monitoring for their areas of responsibility at their meetings in
June 2022;
5.
Requires any Policy Committee that is forecasting an overspend on
their budget to develop an action plan to address the overspend
in-year and ask the Finance Sub-Committee to monitor both the
development of any required action plans and delivery against
them;
6.
Approve the budget timetable set out in 1.5.1 of the report;
and
7.
Note that each Policy Committee will be advised of the budget
timetable at their June 2022 meetings including the requirement for
each Policy Committee to plan to develop budget proposals over the
course of the summer
|
|
|
8.3
|
Reasons for
Decision
|
|
|
8.3.1
|
The recommendations in the
report will ensure that the Council has a robust budget process for
2023/24 and will ensure that each Policy Committee undertakes any
work required to both balance their 2022/23 budget and prepare for
the 2023/24 budget.
|
|
|
8.4
|
Alternatives
Considered and Rejected
|
|
|
8.4.1
|
The Council is required to both
set a balance budget and to ensure that in-year income and
expenditure are balanced. No other alternatives were
considered.
|
|
|
Minutes:
8.1
|
The Director of Finance and
Commercial Services presented the report which brought the
Committee up to date with the Council’s financial position as
at Month 1, 2022/23. The report also sought the Committee’s agreement to a proposed
budget timetable for the development of the 2023/24
budget.
|
|
|
8.2
|
RESOLVED: That Strategy and
Resources Policy Committee:-
|
|
1.
Note the Council’s challenging financial position;
2.
Confirm that “It is the responsibility of each Committee
to work within the budget framework agreed by Council. This
includes taking timely action to address any overspend within the
services for which the Committee is
responsible.” As agreed by
Full Council on 23 March 2022;
3.
Note that the Finance Sub-Committee on 7 June will receive more
detailed budget monitoring;
4.
Note that each Policy Committee will receive more detailed budget
monitoring for their areas of responsibility at their meetings in
June 2022;
5.
Requires any Policy Committee that is forecasting an overspend on
their budget to develop an action plan to address the overspend
in-year and ask the Finance Sub-Committee to monitor both the
development of any required action plans and delivery against
them;
6.
Approve the budget timetable set out in 1.5.1 of the report;
and
7.
Note that each Policy Committee will be advised of the budget
timetable at their June 2022 meetings including the requirement for
each Policy Committee to plan to develop budget proposals over the
course of the summer
|
|
|
8.3
|
Reasons for
Decision
|
|
|
8.3.1
|
The recommendations in the
report will ensure that the Council has a robust budget process for
2023/24 and will ensure that each Policy Committee undertakes any
work required to both balance their 2022/23 budget and prepare for
the 2023/24 budget.
|
|
|
8.4
|
Alternatives
Considered and Rejected
|
|
|
8.4.1
|
The Council is required to both
set a balance budget and to ensure that in-year income and
expenditure are balanced. No other alternatives were
considered.
|
|
|
8.5
|
Any Interest
Declared or Dispensation Granted
|
|
|
|
None
|
|
|
8.6
|
Reason for Exemption
if Public/Press Excluded During Consideration
|
|
|
|
None
|
|
|
8.7
|
Respective Director
Responsible for Implementation
|
|
|
|
Director of Finance and Commercial
Services
|
|
|
|
9. |
Supporting Sheffielders Through the Cost-of-Living Crisis PDF 381 KB
Report of the Director of
Policy, Performance and Communications
Additional documents:
Decision:
9.1
|
The Director of Policy,
Performance and Communications presented the report which set out
how the cost-of-living crisis is having profound implications for
people across Sheffield and the steps that Sheffield City Council
and partners in the public and voluntary, community and faith (VCF)
sector have taken to provide support and advice to those who are
being most impacted.
The report proposed that the
Council urgently establish a cross-partner incident management
approach to the cost-of-living crisis, learning from the strength
of our whole city response to Covid-19. This would include the
establishment of a strategic response group (‘Gold’),
chaired by the Leader of the Council, that will bring together
relevant Committee Chairs, SCC officers and representatives from
across Sheffield’s public, private and VCF sector. This group
would set out and direct Sheffield’s overall response to
supporting communities through the cost of living
crisis.
This ‘Gold’ command
group will be supported by a ‘Silver’ (tactical) group
who would have responsibility for coordinating planning and
activity in support of the overall strategy developed by the Gold
group. This group would meet frequently and set out an operational
plan to respond to the cost-of-living challenges facing the
city.
|
|
|
9.2
|
RESOLVED: That Strategy and
Resources Policy Committee:-
|
|
1.
Note the work that has been done on a cross-partner basis to date
to help the people of Sheffield respond to the cost-of-living
crisis, as described at paragraph 7 of the report, including
supporting the work of South Yorkshire Community Foundation to
establish a new fund to support people with the cost-of-living
crisis;
2.
Agree to establish an incident response arrangement to help the
city respond to the current situation and prepare for the
forthcoming autumn and winter period, including the establishment
of a strategic-level ‘Gold’ group to be chaired by the
Leader of the Council and a ‘Silver’ partner group led
by a senior SCC officer;
3.
Ask all policy committees at their first meetings to consider
nomination of an Elected Member to sit on a cross-party Gold
group;
4.
Agree that partner organisations should be invited to join the Gold
group, recognising that the cost-of-living crisis demands a
whole-city response across the public, private and VCF sectors;
and
5.
Agree to receive a report at its July meeting setting out a
proposed strategy and action plan for addressing the cost-of-living
crisis in Sheffield, which should include proposals around the
utilisation of the Food Action Plan fund established as part of the
2022/23 budget, along with updates on the social isolation and
volunteering funds.
|
|
|
9.3
|
Reasons for
Decision
|
|
|
9.3.1
|
To establish a cross-partner
incident management approach to the cost-of-living crisis, learning
from the strength of our whole city response to
Covid-19.
|
|
|
9.4
|
Alternatives
Considered and Rejected
|
|
|
9.4.1
|
To not do anything, this was rejected as
through the services and support Sheffield City Council delivers
directly and with our partners in the public and VCF sector, we are
working alongside the people and communities across the city who
are most exposed and suffering the consequences of ...
view the full decision text for item 9.
|
Minutes:
9.1
|
The Director of Policy,
Performance and Communications presented the report which set out
how the cost-of-living crisis is having profound implications for
people across Sheffield and the steps that Sheffield City Council
and partners in the public and voluntary, community and faith (VCF)
sector have taken to provide support and advice to those who are
being most impacted.
The report proposed that the
Council urgently establish a cross-partner incident management
approach to the cost-of-living crisis, learning from the strength
of our whole city response to Covid-19. This would include the
establishment of a strategic response group (‘Gold’),
chaired by the Leader of the Council, that will bring together
relevant Committee Chairs, SCC officers and representatives from
across Sheffield’s public, private and VCF sector. This group
would set out and direct Sheffield’s overall response to
supporting communities through the cost of living
crisis.
This ‘Gold’ command
group will be supported by a ‘Silver’ (tactical) group
who would have responsibility for coordinating planning and
activity in support of the overall strategy developed by the Gold
group. This group would meet frequently and set out an operational
plan to respond to the cost-of-living challenges facing the
city.
|
|
|
9.2
|
RESOLVED: That Strategy and
Resources Policy Committee:-
|
|
1.
Note the work that has been done on a cross-partner basis to date
to help the people of Sheffield respond to the cost-of-living
crisis, as described at paragraph 7 of the report, including
supporting the work of South Yorkshire Community Foundation to
establish a new fund to support people with the cost-of-living
crisis;
2.
Agree to establish an incident response arrangement to help the
city respond to the current situation and prepare for the
forthcoming autumn and winter period, including the establishment
of a strategic-level ‘Gold’ group to be chaired by the
Leader of the Council and a ‘Silver’ partner group led
by a senior SCC officer;
3.
Ask all policy committees at their first meetings to consider
nomination of an Elected Member to sit on a cross-party Gold
group;
4.
Agree that partner organisations should be invited to join the Gold
group, recognising that the cost-of-living crisis demands a
whole-city response across the public, private and VCF sectors;
and
5.
Agree to receive a report at its July meeting setting out a
proposed strategy and action plan for addressing the cost-of-living
crisis in Sheffield, which should include proposals around the
utilisation of the Food Action Plan fund established as part of the
2022/23 budget, along with updates on the social isolation and
volunteering funds.
|
|
|
9.3
|
Reasons for
Decision
|
|
|
9.3.1
|
To establish a cross-partner
incident management approach to the cost-of-living crisis, learning
from the strength of our whole city response to
Covid-19.
|
|
|
9.4
|
Alternatives
Considered and Rejected
|
|
|
9.4.1
|
To not do anything, this was rejected as
through the services and support Sheffield City Council delivers
directly and with our partners in the public and VCF sector, we are
working alongside the people and communities across the city who
are most exposed and suffering the consequences of ...
view the full minutes text for item 9.
|
|
10. |
Governance Arrangements for the Local Plan PDF 213 KB
Report of the Executive Director, City
Futures
Additional documents:
Decision:
10.1
|
The Service Manager Strategic Planning
presented the report which sought agreement on the
governance arrangements for overseeing work on Sheffield’s
emerging Local Plan (the ‘Sheffield Plan’).
|
|
|
10.2
|
RESOLVED: That Strategy and
Resources Policy Committee:-
|
|
1.
Owing to its cross-cutting nature, the Strategy
& Resources Committee should have overall responsibility for
the Sheffield Plan;
- Due to the level of
work involved in producing the Sheffield Plan, responsibility for
overseeing development of it should be delegated to the Transport,
Regeneration and Climate Change Policy Committee; and
- The Sheffield Plan
Member Working Group should be re-established under the committee
system of governance to enable it to continue to play a key
advisory role on the content of the Plan and provide regular
progress reports to the Transport, Regeneration and Climate Change
Policy Committee
|
|
|
10.3
|
Reasons for
Decision
|
|
|
10.3.1
|
The cross-cutting nature and
significance of the Sheffield Plan for the future development of
the city means that it is appropriate for the Strategy &
Resources Policy Committee to take overall responsibility for the
Plan. However, delegation to the
Transport, Regeneration and Climate Change Policy Committee
reflects the level of work required from Members to progress the
Plan and the relative capacities of the two Policy
Committees.
|
|
|
10.3.2
|
Continuing the Sheffield Plan
Member Working Group will allow officers to obtain a regular
political steer on various matters relating to the content of the
Sheffield Plan. The Group will have no
decision-making powers. The Strategy
and Resources Policy Committee can be kept up to date on progress
and will have ultimate responsibility for deciding whether to
support the Publication Draft Plan and refer it to full Council for
final approval.
|
|
|
10.4
|
Alternatives
Considered and Rejected
|
|
|
10.4.1
|
An alternative option would be
for officers to seek a political steer on specific matters relating
to the Sheffield Plan directly from either the Strategy and
Resources Policy Committee or the Transport, Regeneration and
Climate Change Policy Committee.
However, the Strategy and Resources Committee only meets monthly
and the Transport, Regeneration and Climate Change Policy Committee
every 2 months. It would cause
considerable delay to the Sheffield Plan timetable if each issue
under consideration had to be reported to one of the formal Policy
Committees.
|
|
|
10.4.2
|
A further option would be to
formally establish a Task and Finish Group for either the Strategy
& Resources Policy Committee or the Transport, Regeneration and
Climate Change Policy Committee.
However, under Council Procedure Rules at 25.2, a Policy Committee
is only able to have one Task and Finish Group operating at any one
time. Having a Task and Finish Group
for the Local Plan would effectively limit the scope to have a
Group working on other matters for a considerable
period.
|
Minutes:
10.1
|
The Service Manager Strategic Planning
presented the report which sought agreement on the
governance arrangements for overseeing work on Sheffield’s
emerging Local Plan (the ‘Sheffield Plan’).
|
|
|
10.2
|
RESOLVED: That Strategy and
Resources Policy Committee:-
|
|
1.
Owing to its cross-cutting nature, the Strategy
& Resources Committee should have overall responsibility for
the Sheffield Plan;
- Due to the level of
work involved in producing the Sheffield Plan, responsibility for
overseeing development of it should be delegated to the Transport,
Regeneration and Climate Change Policy Committee; and
- The Sheffield Plan
Member Working Group should be re-established under the committee
system of governance to enable it to continue to play a key
advisory role on the content of the Plan and provide regular
progress reports to the Transport, Regeneration and Climate Change
Policy Committee
|
|
|
10.3
|
Reasons for
Decision
|
|
|
10.3.1
|
The cross-cutting nature and
significance of the Sheffield Plan for the future development of
the city means that it is appropriate for the Strategy &
Resources Policy Committee to take overall responsibility for the
Plan. However, delegation to the
Transport, Regeneration and Climate Change Policy Committee
reflects the level of work required from Members to progress the
Plan and the relative capacities of the two Policy
Committees.
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10.3.2
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Continuing the Sheffield Plan
Member Working Group will allow officers to obtain a regular
political steer on various matters relating to the content of the
Sheffield Plan. The Group will have no
decision-making powers. The Strategy
and Resources Policy Committee can be kept up to date on progress
and will have ultimate responsibility for deciding whether to
support the Publication Draft Plan and refer it to full Council for
final approval.
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10.4
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Alternatives
Considered and Rejected
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10.4.1
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An alternative option would be
for officers to seek a political steer on specific matters relating
to the Sheffield Plan directly from either the Strategy and
Resources Policy Committee or the Transport, Regeneration and
Climate Change Policy Committee.
However, the Strategy and Resources Committee only meets monthly
and the Transport, Regeneration and Climate Change Policy Committee
every 2 months. It would cause
considerable delay to the Sheffield Plan timetable if each issue
under consideration had to be reported to one of the formal Policy
Committees.
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10.4.2
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A further option would be to
formally establish a Task and Finish Group for either the Strategy
& Resources Policy Committee or the Transport, Regeneration and
Climate Change Policy Committee.
However, under Council Procedure Rules at 25.2, a Policy Committee
is only able to have one Task and Finish Group operating at any one
time. Having a Task and Finish Group
for the Local Plan would effectively limit the scope to have a
Group working on other matters for a considerable
period.
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10.5
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Any Interest
Declared or Dispensation Granted
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None
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10.6
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Reason for Exemption
if Public/Press Excluded During Consideration
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None
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10.7
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Respective Director
Responsible for Implementation
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Executive Director, City Futures
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