Decisions

13.1

The Director of Policy and Democratic Engagement presented a report setting out details of a proposal from the Mayor of South Yorkshire that the powers of the Police and Crime Commissioner (“PCC”) should be held by the Mayor following the conclusion of the current PCC’s term of office in May 2024.

This transfer of powers requires secondary legislation to be made by Parliament and the consent of all four constituent Councils within the Mayoral Combined Authority, of which Sheffield is one. This report seeks the consent of Sheffield City Council to the transfer of powers, resulting in the abolition of the role of the Police and Crime Commissioner for South Yorkshire from May 2024.

This change would also give the Council’s consent to the  alignment of the Mayoral election cycle with the current PCC election cycle.  This would result in the next Mayoral election taking place in May 2024 (and thereby reducing the Mayoral term of office by two years,) with the Mayor holding the PCC powers from that point.

13.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee gives Sheffield City Council’s consent to:-

(a) the making of an order to provide for the Mayor of South Yorkshire to exercise functions of the Police and Crime Commissioner (“PCC”) in relation to South Yorkshire with effect from May 2024; and

(b) the reduction of the current Mayoral term by two years so as to align with the PCC election cycle in May 2024.

13.3

Reasons for Decision

13.3.1

It is recommended that Sheffield City Council provides its support for the transfer of PCC powers to the South Yorkshire Mayor as this will secure the following benefits for the people and communities of Sheffield:

• Create one single accountable, elected politician to represent the interests of communities on South Yorkshire wide issues, whilst also strengthening the opportunities to improve political scrutiny in line with the recently published English Devolution Accountability Framework.

• Deepen collaborative working to further address issues including substance misuse, mental ill health crisis, serious violence – to include gender-based violence, economic crime, anti-social behaviour, road safety and re-offending.

• Realise efficiencies from shared corporate support services and joint business planning to release enhanced funding for frontline policing delivery.

13.4

Alternatives Considered and Rejected

13.4.1

The only alternative option is for Sheffield City Council to withhold its consent. This was dismissed as it would not secure the benefits of integrating the PCC and mayoral powers as set out in paragraphs 2.4 to 2.6 of the report now submitted.

12.1

The Director of Public Health submitted a report describing how the ring-fenced Public Health Grant is allocated; outlining the purpose, scope, and progress of the Public Health Grant Review; and seeking approval of a recommended approach to grant expenditure in relation to contract spend and inflation, particularly in relation to staffing costs.

12.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) notes the current allocation of Public Health Grant, the uplift in the Public Health Grant for 2023/2024 and the accompanying technical guidance and note the progress of Public Health Grant Review;

(b) approves the principle that, as set out in this report and in accordance with the principles set out in the technical guidance, some of the uplifted grant should be used to increase payments for services commissioned from NHS bodies from the Public Health Grant, wherever contractual arrangements allow, by 3.5%; and

(c) approves the principle that, as set out in this report, some of the uplifted grant should be used to increase payments for services commissioned from VCF bodies from the Public Health Grant, wherever contractual arrangements allow, by 3.5%

12.3

Reasons for Decision

12.3.1

The recommendations are consistent with the technical guidance issued by the Department for Health and Social Care alongside the grant settlement. They also ensure parity of treatment between different providers delivering services funded from the Public Health Grant.

12.4

Alternatives Considered and Rejected

12.4.1

Strategy and Resources Policy Committee could decide to provide a 3.5% increase only to the NHS in line with technical guidance. This is not recommended.

11.1

The Executive Director City Futures submitted a report in respect of the establishment of a new Partner City Policy.

Sheffield City Council does not currently have any formal Policy in place in respect of responding to approaches to establish new international relationships through such mechanisms as Twinning (sometimes referred to as Sister City agreements), through to entering into such things as Friendship or Collaborative agreements.

The Council regularly receives approaches to forge new relationships, whether this is to enter into specific agreements or simply to host a visiting delegation.

There is a need for clear objectives and decision-making criteria for entering into any Twinning / Sister City agreements or developing new less formal international links; identifying outputs and outcomes and the potential to link with key partners to help achieve wider benefits for the city and its residents.

With limited time and resources, deciding on what opportunities to pursue, requires transparent and consistent decision-making criteria. Such criteria should provide quantifiable value to the City and its residents, and be kept under review.  Whilst we may choose to maintain existing relationships, new opportunities for city partnership working will inevitably arise. Given Sheffield’s broad range of existing international links, with a variety of terminology in place, the purpose of this report is to propose the creation of a clear Partner City Policy, so called to ensure consideration of each of these different types of arrangements, and to provide a framework.

11.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) approves the proposals for a Partner City Policy, as set out within Appendix 1 of the report now submitted; and

(b) authorises the General Counsel and Monitoring Officer in consultation with the Executive Director City Futures to finalise the policy based upon the proposals (as currently set out within Appendix 1) and any observations made by the Committee.

11.3

Reasons for Decision

11.3.1

Implementation of a Partner City Policy, once approved, would seek to address a current gap within the Council’s procedures, ensuring that there is a degree of rigour in our assessment of new approaches and that decisions are taken that are fully informed.

11.3.2

Intended outcomes are such that where Sheffield chooses to enter into new international partnerships, the new relationship will have been thoroughly considered in respect of such aspects as: existing synergies; the potential benefits to each party; resource requirements; reputational aspects and potential alignment to key stakeholder activities and strategies.

11.4

Alternatives Considered and Rejected

11.4.1

The alternative option is to retain the status quo and not have any form of stated policy. For the reasons outlined elsewhere in this report, this is not considered be an appropriate position to continue with, either for the Council, nor for any potential cities that may wish to consider entering into a formal relationship with the City.

10.1

The Executive Director Neighbourhood Services submitted a report on the future use of the steel containers from the former Fargate Container park project for approval, in line with the decision made at Strategy and Resources Committee on 24 January 2023.

This report sets out the process used to determine their future use. It describes how individual organisations bidding for their use have been selected as preferred recipients of the eight containers, and notes that the Executive Director for Neighbourhood Services will, following approval of the uses, proceed to confirm those recipients.

10.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) notes and approves the future uses of the containers, described in the report; and

(b) notes that the Executive Director for Neighbourhood Services enter into agreements to provide containers for reuse, with:

• Friends of Glen Howe Park

• Hallam and Redmire Rangers FC

• Hillsborough Arena

• Sheffield Wednesday Football Club Community Programme

• St Wilfred’s Centre

• Wisewood Juniors FC

10.3

Reasons for Decision

10.3.1

An assessment panel made up of professional officers with experience in dealing with community and construction projects, as well as Councillors from the Communities, Parks and Leisure Policy Committee, came to the conclusion that the six preferred projects most closely met the desired outcomes defined by the published criteria. The six projects chosen will help support the community organisations develop and grow their offers for the local community. All the preferred projects will be deliverable construction projects that can be funded by the organisations bidding for them. Overall, the risk of the container projects not being successful was low.

10.4

Alternatives Considered and Rejected

10.4.1

There were five expressions of interest that weren’t selected. The overall scoring for the six preferred projects was higher. Selecting the lower scoring projects would have resulted in an unfair process and a perception the Council weren’t being transparent in their decision making.

10.4.2

If the preferred uses are not deemed suitable by the committee, the council could choose to re-run the expression of interest process with a different set of criteria, however it is unknown whether this would generate any different outcomes to the type of projects which have come forward already, as the distribution of the opportunities was extensively communicated.

9.1a

The Director of Public Health submitted a report proposing that the first Annual Report of work on Addressing Domestic and Sexual Abuse / Violence Against Women and Girls is accepted and endorsed.

9.2a

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) that the Annual Report on Addressing Domestic and Sexual Abuse / Violence Against Women and Girls 2022/23 be noted and endorsed; and

(b) that the Annual Report’s recommendations be considered during the development of the new Domestic and Sexual Abuse / Violence Against Women and Girls Strategy for the city which will be developed in consultation with partners and stakeholders over the coming year.

9.3a

Reasons for Decision

9.3.1a

This is the first annual report produced on the work undertaken on addressing domestic and sexual abuse / violence against women and girls. The report illustrates the range of initiatives and commissioned services that are in place. It highlights the outcomes of commissioned providers, the work undertaken in relation to statutory duties and strategic achievements. It also illustrates the findings of an independent assessment of the city’s responses to domestic abuse.

9.3.2a

The report describes how services are under pressure and that demand is likely to grow as public awareness increases. It proposes that limited resources mean that innovative solutions to meeting needs must be identified and suggests that the development of guided self help resources and a network of community champions may help to mitigate the resource gaps evident. It also recommends the ongoing commitment to campaigns such as White Ribbon as a framework for addressing violence against women and girls and achieving lasting change in attitudes and behaviour across the city.

9.3.3a

It also recommends that business cases are developed for further investment various support elements that are currently under pressure:

• support for children and young people to recover from the impact of abuse

• therapeutic support to aid the recovery of adults such as counselling services

• behaviour change programmes for perpetrators

• community based domestic abuse support for adults

9.3.4a

It is recommended that these issues are considered during the development of the new Domestic and Sexual Abuse / Violence Against Women and Girls Strategy for the city which will be developed in consultation with partners and stakeholders over the coming year.

9.4a

Alternatives Considered and Rejected

9.4.1a

The alternative would be not to have completed an annual report.

9.1b

The Director of Children’s Services submitted a report presenting the Sheffield Children Safeguarding Partnership Annual Reports for 21/22 and 22/23, outlining the continuing progress in the multi-agency work to protect and safeguard children and young people at risk in Sheffield.

Sheffield Children Safeguarding Partnership (SCSP) is made up of the following three local safeguarding partners:

•  Sheffield City Council: represented by the Director of Children’s Services

•  NHS South Yorkshire Integrated Care Board: represented by the Chief Nurse

• South Yorkshire Police: represented by the Chief Superintendent District Commander.

The three partners must publish a yearly report setting out the work they have undertaken that year. The attached Annual Reports covers the periods from April 2021 through to March 2022 and April 2022 through to March 2023.

Both annual reports set out how the SCSP have reviewed the partnership’s ambition, strategy and key business priorities over the 12-month reporting period.

Both reports provide details of the following areas:

• Priorities, progress and impact

• Dissemination and embedding of learning.

• Conclusion and next steps

The key priorities for 2021-22 were identified as far back as 2019/20 and over the last two years against a background of the Covid 19 pandemic these have continued to roll forward. As outlined in the SCSP 22-23 Annual Report, there has been a huge amount of work undertaken across the city and progress made with regards to meeting the key priority areas.

It was noted that he reports had already been considered by the Education, Children and Families Policy Committee.

9.2b

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee notes the contents of the annual reports (appendices 1-3).

9.3b

Reasons for Decision

9.3.1b

It is important that the Committee are aware of the work of the Sheffield Children’s Safeguarding Partnership and the content of the Annual Reports.

9.4b

Alternatives Considered and Rejected

9.4.1b

None. Under Working Together 2018 – paragraphs 21-46, all safeguarding partners must publish a report at least once in every 12-month period.

9.1c

The Director of Adult Wellbeing and Care submitted a report providing the Sheffield Safeguarding Partnership Annual Report 2022/23 for endorsement by Committee.

The Sheffield Adult Safeguarding Partnership (SASP) is a strategic, multi-agency partnership that brings together statutory and non-statutory organisations to actively promote effective working relationships between different agencies and professionals to address the issue of abuse and harm. The Safeguarding Adults Executive leads and holds individual agencies to account, to ensure adults in Sheffield are supported and protected from abuse and neglect.

It was noted that the report had already been considered by the Adult, Health and Social Care Policy Committee.

9.2c

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee notes the Sheffield Safeguarding Partnership Annual Report 2022/23.

9.3c

Reasons for Decision

9.3.1c

An endorsed Annual Report gives the public assurance that the Partnership is delivering upon its commitment to protect people from abuse and harm. It will also provide greater accountability and transparency of how will do this.

9.3.2c                                                                                                                                                                                                       

Asking for the Annual report to be considered at Strategy and Resources Committee will keep the Committee, wider stakeholders, and the public the ability to support increased awareness and understanding of Safeguarding.

9.4c

Alternatives Considered and Rejected

9.4.1c

This is an update on previously endorsed delivery plan in line with recommendations approved at Committee. No alternatives options are available due to this.

11.1

This report details the requirement to introduce separate, weekly food waste recycling collections to Sheffield households, as required by the Environment Act (2021).

This report also sets out three options available to the Council to meet its statutory obligations for food collection services:

Option 1: Introduction of a weekly food waste recycling service by 31 March 2026, and not apply for a Transitional Arrangement.

Option 2: Apply to Central Government for a Transitional Arrangement to defer the introduction of separate food waste collections for five years until 31 March 2031.

Option 3: Apply to Central Government for a Transitional Arrangement to defer the introduction of separate food waste collections until the end of the Veolia Integrated Waste Management Contract in 2038.

This report recommends that Option 3 is best course of action for the Council based upon the reasons set out in this report

11.2

RESOLVED: That the Waste and Street Scene Policy Committee approves Option 3, as set out in paras 1.29 to 1.32 of this report, which proposes an application for a Transitional Arrangement to defer the requirement to introduce separate, weekly food waste collections until the end of the Veolia Integrated Waste Management contract in 2038, subject to Government Ministerial approval of the application for a Transitional Arrangement, and to explore how the council can encourage citizens to consider options for voluntary home and community composting and recycling, working with partners.

11.3

Reasons for Decision

11.3.1

The proposed Option 3 will see the Council submit an application to DEFRA for a Transitional Arrangement until the end of the Veolia Integrated Waste Management contract in 2038.

11.3.2

The proposed option will provide the following benefits to the Council for

the duration of the Transitional Arrangement:

·       Protect the Council from costs for any negative commercial impacts the diversion of the food waste has on the Energy Recovery Facility for the duration of the integrated waste management contract.

·       Protect the Council from the ongoing budgetary pressure associated with the high risk that the New Burdens Funding will not cover all of the revenue or capital costs associated with the service.

·       Provide maximum flexibility for the Council. Government have confirmed they will be in contact with local authorities in receipt of a Transitional Arrangement on an annual basis to determine whether the implementation date of separate food waste collections can be brought forwards. The Council will be able to review when to introduce a food waste service on an annual basis, and this decision process will be informed by the amount of New Burdens funding available from Government to provide an informed position of any budgetary pressures associated with the provision of the service.

·       Recognises only marginal carbon savings associated with the provision of a food waste collection service when compared to disposal via energy recovery, and provides the opportunity to use the £3m included in the Medium Term Financial Analysis from 2025/26 for the food waste service, for the delivery of alternative climate change projects that could deliver additional carbon savings. Please note, the £3m included in the Medium Term Financial Analysis is currently an unfunded corporate pressure.

11.4

Alternatives Considered and Rejected

11.4.1

Option 1 would forgo the opportunity to apply for a Transitional Arrangement, and the Council would be mandated to proceed with the implementation of a weekly food waste collection service by 31 March 2026.

11.4.2

This option has been discounted for the following reasons:

·       The lack of clarity from Government as to the amount of New Burdens funding to be made available. There is a high risk that the New Burdens funding provided would not cover all of the revenue or capital costs associated with the service, and this may exceed the £3m included in the Council’s Medium Term Financial Analysis from 2025/26.

·       Confirmation from Government that New Burdens funding will not be provided to cover any costs incurred under existing residual energy from waste collection contracts for the impact the introduction of separate food waste collection.

·       Marginal carbon savings (78 tonnes CO2 equivalent per year) that would be achieved following the introduction of weekly food waste collections, when compared to the current disposal route via energy recovery.

·       The opportunity to use the £3m included in the Medium Term Financial Analysis from 2025/26 for the food waste service, to be used for the delivery of alternative climate change projects that could deliver additional carbon savings. (See Appendix 2 for more information).

11.4.3

Option 2 would see the Council apply for a Transitional Arrangement, which, subject to Ministerial approval, would defer the requirement to provide separate, weekly food waste collections in Sheffield for 5 years until 31 March 31.

11.4.4

This option has been discounted for the following reasons:

·       the shorter duration of the Transitional Arrangement associated with option 2 (up to 5 years) when compared to option 3 (up to 12 years) means the Council would be mandated to introduce weekly food waste collections in 2031 regardless of the Council’s budgetary position at that time.

·       Option 2 will provide less flexibility than Option 3 and will deny the Council maximum opportunity to take an informed decision as to when to introduce the food waste collection service.

12.1

This report seeks approval of the publication of Parking Services Annual Report 22/23.

The annual report provides information on:

·       Parking Enforcement

·       Partnership working/ Supporting the local community

·       Sheffield Clean Air Zone

·       New Developments

·       Financial and Statistical information

The aim of the annual report is to:

·       Provide and overview on parking management

·       Provide transparency

·       Provide an understanding as to why parking enforcement is needed

·       Demonstrate the developments, improvements and changes taking place in Parking Services

12.2

RESOLVED UNANIMOUSLY: That the Waste and Street Scene Policy Committee notes the contents of the Parking Services Annual Report 22/23 and endorses the report for publication.

12.3

Reasons for Decision

12.3.1

That the Committee notes the contents of the annual report and endorses the report for publication

Publication of Parking Services Annual Report

·       The public to understand why parking management is needed in the community

·       The public to have an overview of Parking Services approach to change, changes to take place, benefits of change and commitment to stake holder consultation and engagement

·       The public to gain knowledge on why enforcement is needed, and steps taken to promote compliance and an opportunity to dispel myths

·       Clear presentation of financial information to help convey transparency

12.4

Alternatives Considered and Rejected

12.4.1

There are no other options to consider.

10.1

The purpose of this report is to set out new financial pressures facing the Waste & Street Scene Committee in 2024/25, including fees, grant and other income available to the council to offset these pressures and proposals for how pressures may be addressed

10.2

RESOLVED UNANIMOUSLY: That the Waste and Street Scene Policy Committee:-

1.     notes the new financial pressures facing Waste and Street Scene for 24/25 and the new income available to help mitigate them; and

2.     notes that the proposals/mitigations will be presented to the Strategy and Resources Committee as part of the Council’s budget for 2024/25.

10.3

Reasons for Decision

10.3.1

Members are asked to note the unsustainable financial position highlighted by the medium-term financial analysis presented to Strategy and Resources Committee in September 2023. This report and its recommendations, sets out the scale of the challenge ahead, the limited resources available and some of the difficult decisions that will need to be taken.

10.4

Alternatives Considered and Rejected

10.4.1

The Council is required to both set a balance budget and to ensure that in-year income and expenditure are balanced. The options presented in this paper, if accepted, will negate the need to make any staff or resource cuts to the respective services and therefore, should allow the continuation of good quality customer services.

8.1

To consider a request from taxi trade representatives to review the maximum permissible fares for journeys in hackney carriage vehicles.

8.2

RESOLVED UNANIMOUSLY: That the Waste and Street Scene Policy Committee:-

1.     Consider the requests made by trade representatives and amend the fares as follows:

2.     That the temporary fuel surcharge that was approved by the Waste and Street Scene Urgency Sub-Committee in July 2022 be removed.

8.3

Reasons for Decision

8.3.1

Representatives of the trade have requested a review of fares, citing increased costs since fares were last reviewed and agreed in December 2021.

8.3.1

The temporary fuel surcharge to be removed as no longer required due to a decrease in fuel pries and compensation by an agreed increase in fares.

8.4

Alternatives Considered and Rejected

8.4.1

Appendix C sets out the various requests and proposals from trade representatives.

9.1

This paper sets out a proposal to review the service charge recharged to traders at Crystal Peaks Marketplace. The Council are tenants of the Crystal Peaks market under a Lease made between Albany Courtyard Investments Limited and the Council which was commenced on 29^th July 2005 (“the Superior Lease”). The Superior Lease provided that the Council’s landlord could recover a service charge from the Council for certain services that the provision of is managed by the landlord’s agent Workman LLP. Although the under leases made by the Council with market traders allows for this service charge to be recovered by the Council from the market traders there has not been an increase passed on to traders in several years. This is despite the operational cost of the market increasing substantially. There has also been increases to the Service Charge paid by Sheffield Council to Workman LLP that has never been passed on to the Traders within the Marketplace.

This report therefore sets-out the impact of under-recovery and proposes options in relation to service charges going forward

9.2

RESOLVED:

9.2.1

That the Waste and Street Scene Policy Committee approves an increase to the service charge currently charged to market traders of CPI+8% (an increase of 14.8%).

(NOTE: Councillors Sue Alston, Mike Chaplin, Tony Damms, Tim Huggan, Mark Jones, Joe Otten and Sioned-Mair Richards requested that their votes for recommendation be recorded.

Councillors Alexi Dimond and Maroof Raouf requested that their votes against the recommendation be recorded.)

9.2.2

That the Waste and Street Scene Policy Committee agrees a period of 12 weeks from the decision being taken to the implementation of the new service charge.

9.2.3

That the Waste and Street Scene Policy Committee agrees that a review should take place annually for officers to make proposals to the Committee for moving towards full cost recovery or if necessary, proposals will be brought to reduce the service charge.

9.3

Reasons for Decision

9.3.1

The option outlined in scenario 5 (CPI+8%) provides a reasonable increase to the service charge that enables the Council to move towards full cost recovery whilst allowing time to assess the impact of the increase on traders, given that the service charge has not been increased in a number of years.

9.3.2

The overall outcome should be a more sustainable market, maintaining its quality and service levels, and a high occupancy rate to continue the vibrant feel to the markets post pandemic.

9.4

Alternatives Considered and Rejected

9.4.1

The option to do nothing (scenario 1) has been rejected by officers due to the unsustainable nature of the increasing subsidy required on operational costs.

9.4.2

The option to move straight to full cost recovery (scenario 9) will be too much of an impact on the tenants. It’s likely to create significant cost pressures that are too large to pass straight on to customers and may increase the markets vacancy rate, which will negatively financially impact the budgets for service charges and rents. Overall, it could undermine the financial position rather than improve it.

9.4.3

Other models of recharging the service charge such as a service charge only tenancy agreement are options that require further work that has not been possible to complete in time to consider for this paper.

9.1

The Service Manager for Parks and Countryside accompanied by the Head of Parks and Countryside introduced the report which sought approval for an increase in the allotment rent and water charges for 2025/2026 of 5.96% (an increase below current inflation).

9.2

RESOLVED UNANIMOUSLY: That the Communities, Parks and Leisure Policy Committee:-

1.     Approve a 5.96% increase to allotment rents for 2025/26.

9.3

Reasons for Decision

9.3.1

The recommendation to increase the rents by 5.96% in 2025/26, whilst below inflation, protects the staffing levels within the team and maintains a small (and slightly reduced) site improvement budget. It takes in to account the results of the consultation and is in line with the proposal set out to tenants within the consultation (i.e., that we would apply the average (mean) ‘suggested % increase’ to the survey results).

The proposal entails increasing rent by a relatively small proportion. The survey indicates a favourable response to a rent increase within a Set of % parameters and methodology using the mathematical mean therefore we feel that the proposed increase is reasonable.

It has been stated before that our rents are among the most expensive in the country. Direct comparisons with other authorities can be misleading, as there are many differences in how allotments are categorised and priced, the concessions available, and how the service is delivered. Our 75% discount for those on a low income or with disabilities is generous compared to other authorities: most offer lower discounts, or no discount at all. We feel that the large discount is fair, as it makes allotments more affordable for those who might struggle most otherwise. We are unusual in that all of our sites are directly managed by us, with no self-management (other than Rodney Hill’s management of their own water supply). Self-management can be a way to keep rents lower since some of the management of sites is done by volunteers. Previously discussions at the Allotment Advisory Group have indicated a willingness to explore self-management models. 11his does not apply to all societies and the exact model is something which will be explored further with the group. However, any savings will be in the longer term.

We have sought to compare the rents to rental charges for agricultural land owned by the Council (although the two things are very different, since allotment holders receive different services and facilities). However, information for comparison was not available since charges and reviews of charges for agricultural land depend on specific agreements

9.4

Alternatives Considered and Rejected

9.4.1

Rents could remain at 2024/25 levels for an additional year. However, particularly when following a year of below-inflationary rent increases, this would represent a significant reduction to the budget for the service. This option was rejected as the proposal would significantly decrease the level of service and site improvements that can be undertaken.

9.4.2

Rents could be increased by inflation (6.7% at the time of the consultation). However, during this time of ongoing cost of living crisis it was felt that tenants should be consulted on this option. This option was rejected as it was felt that consultation was required. Following the results of the consultation it was acknowledged that this proposal was not in line with the results of the survey nor the confirmation in the survey that we would calculate rent increase by applying the average (mean) ‘suggested % increase’ to the survey results.

9.4.3

Rents could be increased by an amount greater than inflation. However, during this time of ongoing cost of living crisis it was felt that tenants should be consulted on this option. Following the results of the consultation it was acknowledged that this proposal was not in line with the results of the survey nor the confirmation in the survey that we would calculate rent increase by applying the average (mean) ‘suggested % increase’ to the survey results. larger amount, but this would go against the outcomes of the consultation.

8.1

The Head of Communities accompanied by the Strategic Lead for Asylum introduced the report which sought approval to allocate the Asylum Dispersal Grant (the Grant) in line with the recommendations below; and also sought delegated authority to the Director of Communities from November 2023 to March 31st 2026, in consultation with the Director of Finance and Commercial Services and the General Counsel and informed by, and working with the voluntary, community and faith sector regionally and nationally, to make decisions on the allocation of funds from the Grant to meet the aims and objectives outlined in the report.

8.2

RESOLVED UNANIMOUSLY: That the Communities, Parks and Leisure Policy Committee:-

1.     Approve the use of the Grant to fund the continuation and development of the current SCC Strategic Asylum function in Communities Service, until March 2026.

2.     Approve the decision to ring fence part of the Grant from November 2023 to March 2026 for the purpose of responding flexibly to asylum and migrant community needs in Sheffield, along with the wider sanctuary cohort, to support their integration.

3.     Delegate authority to the Director of Communities from November 2023 to March 2026, in consultation with the Director of Finance and Commercial Services and the General Counsel and informed by, and working with the voluntary, community and faith sector regionally and nationally, to make decisions on the allocation of funds from the Grant to meet the aims and objectives outlined in this report.

4.     Approve the decision to appoint dedicated resources to work for the benefit of people seeking asylum, the migrant community in Sheffield, and the wider sanctuary cohort in accordance with Table 1.

8.3

Reasons for Decision

8.3.1

Increasingly, the interconnectedness and complexities of the asylum system now mean that this is no longer solely an immigration issue.

Sheffield will continue to welcome those seeking asylum, refugees and migrant groups to the city. As such, there will be increased demand over time for not only infrastructure, but also services including education, health, wellbeing, inclusion and socio-economic independence to support their integration.

At Full Council a motion was unanimously passed in July 2023 in which the Council agreed a range of measures reaffirming our commitment to being a City of Sanctuary, as well as a commitment to becoming a Local Authority of Sanctuary. The recommendations in this paper promote the ability of the city to respond effectively to national asylum policy and act meaningfully to help those seeking refuge in our city.

8.4

Alternatives Considered and Rejected

8.4.1

The alternative option to decline the Grant was considered and rejected because of the clear financial and operational need to address asylum dispersal.

Acceptance of the Grant will enable delivery and support of strategic activity to ensure that the needs of asylum seekers in the Asylum Dispersal Scheme are met. This work is essential not only for those directly affected, but also benefits the wider host community, and all who live or work in, and visit our city.

Given the ongoing, national asylum context and continued numbers of people seeking safety in the UK, significant likelihood exists that Sheffield will continue to be asked to accommodate people awaiting asylum decisions. In addition to this, the city is home to an increasing number of refugees, arriving via different routes. Given the clear benefit of this funding for the vulnerable sanctuary community, the alternative action, to decline the funding, was rejected.

12.1

The Head of Parks, Leisure and Libraries accompanied by Head of Communities introduced the report which set out the financial pressures facing the Communities, Parks and Leisure Policy Committee (CPL) in 2024/25, and the proposed options available to the council to offset these pressures.

12.2

RESOLVED UNANIMOUSLY: That the Communities, Parks and Leisure Policy Committee:-

1.     Acknowledges the recommendation approved at the Strategy and Resources Committee on 7th September 2023 that “Policy Committees will be asked to develop savings / additional income options that cover their own pressures – in effect cash standstill” and to “require Policy Committees to report at their meetings in November on how they can balance their budgets.

2.     Notes, as this Committee's response to the Strategy and Resources Committee's request, the set of budget proposals set out in the closed Part B to this report.

3.     Notes that Officers will now work with Members to consult with relevant stakeholders (including with partners, staff, trades unions and in respect of equalities and climate change) on the proposals in this report to inform final budget proposals.

4.     Notes that Officers will work to develop any necessary detailed implementation plans for the proposals in this report so that the proposals can be implemented as planned before or during the 2024/25 financial year.

5.      Notes a further report will be brought to this Committee in December 2023

12.3

Reasons for Decision

12.3.1

Members are asked to note the challenging budget situation Members are asked to note the unsustainable financial position highlighted by the medium-term financial analysis presented to Strategy and Resources Committee in September 2023. This report and its recommendations, sets out the scale of the challenge ahead, the limited resources available and some of the difficult decisions that will need to be taken.

12.4

Alternatives Considered and Rejected

12.4.1

The Council is required to both set a balanced budget and to ensure that in-year income and expenditure are balanced. The options presented in this paper, if accepted, will negate the need to make any staff or resource cuts to the respective services and therefore, should allow the continuation of good quality customer services.

10.1

The Head of Bereavement and Coronial Services introduced the report which sought support for the development of a bereavement strategy and new cemetery provision for the city an agreed approach for member engagement throughout the lifespan of this work.

10.2

RESOLVED UNANIMOUSLY: That the Communities, Parks and Leisure Policy Committee:-

1.     Endorse the proposed work on the development of a bereavement strategy and new cemetery development.

2.     Approve the establishment of a task and finish group to report back to the Committee which will be:

a.     Separated into individually focused thematic groups which examine defined areas of the strategy (eg. burial provision for people of different faiths, or the role of cemeteries as natural green spaces).

b.     Delegate to the Executive Director of Neighbourhood Services authority to appoint to themed task and finish groups following an open invitation to all members of the Council to express interest.

3.     Note that the development of the strategy and work to explore new cemetery service provision will be overseen by the CPL committee by way of regular progress updates before final approval is sought for a delivery plan.

10.3

Reasons for Decision

10.3.1

To find a framework for member engagement which is inclusive from the outset. To deliver a strategy informed through public consultation to ensure bereavement services meet the needs of the citizens of Sheffield.

10.4

Alternatives Considered and Rejected

10.4.1

Do nothing. Services continue to deteriorate. Burial provision is exhausted. Work is not conducted in an inclusive and transparent way.

9.1

The Director of Operational Services presented a report setting out the background to the White Ribbon campaign and the Council’s involvement in the campaign to date.

The report sets out the Council’s proposed Action Plan for activities to promote the national White Ribbon Campaign which aims to end violence against women and girls. The Action Plan will be submitted to the White Ribbon Campaign to secure the accreditation of Sheffield City Council as an organisation and confirm the whole Council commitment to taking action to end violence against women and girls

9.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee approves the Council’s White Ribbon Action Plan to be submitted to White Ribbon UK for the purposes of seeking White Ribbon accreditation.

9.3

Reasons for Decision

9.3.1

Both men and women can use violence in their families, relationships or in the community. All violence is unacceptable. But the behaviour that leads to male violence against women is a specifically gendered problem rooted in discrimination and prejudice. White Ribbon is trying to deal with this specific problem.

9.3.2

·       Around 6000 people seek support from domestic abuse services in Sheffield each year, and around 90% of them are women.  

·       The Independent Sexual Violence Advisor Service sees over 600 clients a year and 87% are women and girls.

·       There have been 19 deaths in Sheffield since 2011 that have met the criteria for a statutory Domestic Homicide Review (including suicides) – 16 of these were women and in 17 of these deaths the abuser was a man.

9.3.3

We know that much violence against women and girls is not reported or disclosed to agencies and sadly for some it is part of everyday life, something they just put up with. This could range from street harassment, or sexual harassment at work to rape. The problem does not stop with physical violence. It includes other forms of emotional violence and psychological – from sexist joking, to sexual harassment at work, to other domineering forms of behaviour. By remaining silent about these things, some men are allowed to poison our communities and working and learning environments.

9.4

Alternatives Considered and Rejected

9.4.1

White Ribbon is the only accreditation process focussing on violence against women and girls for local authorities. The alternatives were to do nothing or to develop our own framework.

9.4.2

Doing nothing is not an option given the increasing focus on ending violence against women and girls in recent years following high profile deaths, prominent agencies and organisations being found wanting in their responses, and scandals involving public personas. Having already signed up to be a White Ribbon registered organisation, the Council needs to develop and deliver a plan to meet this commitment and become White Ribbon accredited.

9.4.3

Developing our own framework would be more resource intensive and less effective when there is a ready made campaign that is supported by many local authorities and other organisations across the country and internationally.

13.1

The Chief operating Officer submitted a report setting out the need for a continuous Agency Staffing Service and providing background on the current service. The report proposes the commission of an Agency Staffing Service from an external provider and explains why this service is needed and cannot be delivered in-house.

13.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee approves the commissioning of the Agency Staffing Service from an external provider over a period of 5 years and for an estimated value of £65m, as set out in the report now submitted.

13.3

Reasons for Decision

13.3.1

To commission an external provider to provide the service for 5 years for an estimated value of £65m to:

·       ensure continued access to an Agency Staffing Provision that supports the Councils service delivery requirements.

·       minimise the risks that were identified during the consideration of alternative options.

·       ensure statutory services are delivered and to avoid significant pressure placed on existing employees.

13.4

Alternatives Considered and Rejected

13.4.1

Provision of an In-house Service. The provision of an in-house service has been considered but due to the factors set out in the report, in particular paragraph 1.18 this option has been discounted.

13.4.2

Do Nothing. The option to do nothing would mean upon the expiry of the current contract on 31 March 2024 the Council would be unable to deliver a number of critical services impacting on the citizens of Sheffield

11.1

The Executive Director of Neighbourhood Services submitted a report providing a Customer Services (Contact Centre) Improvement Plan update and to consider comments and suggestions for further improvement.

11.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) notes the content of the Customer Services (Contact Centre) Improvement Plan update and the progress being made in respect of ongoing improvement; and

(b) notes that a corporate customer services strategy is in the process of being developed

11.3

Reasons for Decision

11.3.1

Customer Services continually seeks to be fully transparent about our performance and whether and how this is improving. This paper provides the opportunity for Strategy and Resources Policy Committee members to contribute their thoughts and ideas as we work to develop further plans to ensure continuous improvement of the service offered by the Customer Services Contact Centre.

11.4

Alternatives Considered and Rejected

11.4.1

Customer Services management are constantly developing and testing alternative approaches in seeking to improve our performance and the services we provide to our citizens. This is exemplified by the recent Contact Centre Improvement Workshop which will result in an action plan which highlights some potential alternative approaches.

10.1

The Chief Operating Officer submitted a report setting out an annual overview of the corporate performance framework and providing a corporate performance update concentrating on the period from Quarter 2 2022/23 to Quarter 1 2023/24. Progress towards key priorities defined as Urgent Performance Challenges in the Our Sheffield - Delivery Plan are reported alongside actions underway for each priority to sustain and improve performance.

10.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) notes the performance overview of Sheffield City Council key performance priorities (Delivery Plan - Urgent Performance Challenges);

(b) agrees to continue to receive regular reports providing an overview of performance against the organisation’s key priorities, describing performance challenges, interventions taken, and the results of changes made; and

(c) consider, and ask all other policy committees to consider, if issues raised in this performance report and identified in the Delivery Plan should have further scrutiny through the scheduling of time on the appropriate committee work programme.

10.3

Reasons for Decision

10.3.1

To ensure that Strategy and Resources Policy Committee contributes to the performance management process and drives improvement across the organisation.

10.4

Alternatives Considered and Rejected

10.4.1

There were no appropriate alternatives to consider in the course of the work described and the recommendations that are made.

12.1

The Executive Director Neighbourhood Services presented a report outlining the Council’s approach to the assessment of its buildings for Reinforced Autoclaved Aerated Concrete (RAAC) and the actions it will then take to mitigate those issues. The report describes a measured and prioritised programme of work to ensure that the most ‘at risk’ properties are assessed first. The work to assess educational establishments has already begun and work on the one school identified to contain RAAC has already been completed.

12.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) notes the strategy to identify, assess and manage Reinforced Autoclaved Aerated Concrete in the Council’s estate; and

(b) notes that the Council currently only has sufficient revenue funding for assessment surveys and must identify further funding for any necessary remedial work required.

12.3

Reasons for Decision

12.3.1

Work has already begun to assess the Council’s properties in line with the above strategy. The Committee are therefore recommended to note and comment on this report.

12.4

Alternatives Considered and Rejected

12.4.1

Given the nature of the issue, no alternative options have been considered.

14.1

The Executive Director City Futures submitted a report seeking approval to secure Business Rate Retention (BRR) status for a c150ha area of land running from the City Centre to Meadowhall containing a number of sites that have the potential to increase the business rate take above the existing level (the Baseline), as outlined in this report.

14.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) approves the Council securing Business Rates Retention status in relation to the South Yorkshire Investment Zone (IZ), as set out in this report, noting the final details of the Business Rate Retention Area are to be agreed with the Director of Finance and Commercial Services in consultation with the Chief Executive and Leader of the Council, and subject to officers agreeing the pooling of any business rate growth in accordance with the below delegation; and

(b) delegates authority to the Director of Finance and Commercial Services in consultation with the Chief Executive and Leader of the Council to agree the pooling of any business rate growth.

14.3

Reasons for Decision

14.3.1

The underlying benefit that this proposal brings is the potential to secure long term additional funding to deliver a programme of economic activity in Sheffield and South Yorkshire that will grow the economy for the benefit of residents and business.

14.3.2

Both capital and revenue investments will be made over the 25-year period once positive business rate returns are achieved over the Baseline.

14.3.3

Investments will be made that:

• Provide for local economic growth within Sheffield and the region.

• Support existing local strategies with a focus on growth.

• Support the priority sector (Advanced Manufacturing) within the Investment Zone.

14.3.4

Whilst the principles of the BRR scheme have been provided by Government there remain points of detail to agree with Government and SYMCA in their role as Accountable Body for the IZ. This includes finalising the precise layout of IZ boundary, the agreeing the methodology to calculate the Baseline, the content of the BRR Investment Strategy and any requirements for pooling growth at a South Yorkshire level. These points of detail are to be delegated to the Director of Finance and Commercial Services in consultation with the Chief Executive and Leader of the Council.

14.4

Alternatives Considered and Rejected

14.4.1

A do-nothing option would leave the Council no worse off in that it would continue to secure any business rate growth above existing levels within the identified area but at the current rate of 49%. This income would become part of the General Fund and can be used without any restriction imposed through the IZ BRR scheme. However, the IZ BRR enables 100% retention of the business rate growth and the areas of spend considered acceptable within the scheme provide considerable flexibility to support projects and activity that the Council would likely fund without having IZ BR status.

14.4.2

Consideration has been given to including a wider area within the IZ BRR however expansion is not likely to capture any additional growth areas other than those which will likely include significant residential development. Consequently, the growth of such areas will be limited and may indeed see a net reduction in business rate income which will negatively impact on the overall position in relation to the BRR Baseline.

10.1

The Head of Housing Investment and Maintenance introduced the report which sought approval to re-commission a services contract for the management and administration of meters in properties on the community heating scheme. The current contract will expire in March 2024 and there is no express provision to extend the term. Heat Meters are in all properties across Sheffield which are on the Community Heating Network.

10.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     To approve the commission of a new heat metering contract with a provider to commence no later than March 2024 for a period of 4 years with an estimated value of £1,600,000 as set out in this report.

10.3

Reasons for Decision

10.3.1

After considering the nature of this contract and taking on board the essential regulatory compliance/ value for money requirements, the best option for the Council is to commission the contract using a compliant public sector procurement procedure. This will enable the Council to continue to provide essential services to manage and maintain our heat metering services. The procurement of the contract will ensure the Council is operating in accordance with the Public Contract Regulations 2015 and achieving best value in its procurement of the services.

10.4

Alternatives Considered and Rejected

10.4.1

Do nothing – this is not an option as the Council has the ongoing requirement to maintain heat meters. The current contract is due to expire on 1st March 2024, and the Council are under a duty to procure the contract pursuant to the Public Contract Regulations 2015 and the Councils Contract Standing Orders.

Self-Deliver - this is not an option; the Council has neither the capacity or expertise to deliver these goods and services.

Extend existing contract – this is not an option as the existing contract does not have an option to extend, and the Council must re-tender the contract in accordance with the Public Contract Regulations 2015.

9.1

The accommodation manager introduced the report which sought approval for Sheffield City Council to commission a new furnished accommodation framework as outlined in the report.

9.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Approves the commission of a Furnished Accommodation Framework as outlined and detailed within this report.

9.3

Reasons for Decision

9.3.1

This decision will allow us to provide good quality furniture to furnish council homes and provide vulnerable people access to goods to help sustain tenancies and develop thriving communities.

9.3.2

It supports the ability to deliver this service with the service changes meeting service costs and will improve our ability to prevent disruptions in supply through having two nominated contractors for each lot.

9.3.3

Lower purchase prices will also maintain the number of awards that can be granted by the Local Assistance Scheme benefitting more vulnerable impoverished people in the city.

9.3.4

The successful tender and contract awards will benefit vulnerable residents of the city and offer opportunities to develop the Furnished Accommodation Service with other Local Authorities and Registered Social Landlords.

9.4

Alternatives Considered and Rejected

9.4.1

Continue with the current purchasing arrangements. The scheduled recommissioning of these suppliers was 2019 and as highlighted in this report has been delayed due to the Covid 19 pandemic. If the current arrangements were left in place this would potentially result in risks in the supply of items with only one appointed supplier for each of the current lots. The current framework is also not compliant with the Public Contracts Regulations 2015, having expired in 2019.

8.1

The Director of Housing and Neighbourhood Services introduced the report which provided the Housing Policy Committee with an overview of the latest national regulatory developments impacting the social housing sector including how we are preparing and responding to proposed changes. The report also included responses to recent Regulatory Consultations (Consumer Standards and Changes to Regulator Fees Regime). Those could be found at Appendix 1 and Appendix 2 to the report.

8.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Notes the content of the report.

2.     Requests that future performance reports to this Committee include a review of risks and issues relating to compliance with the Regulator of Social Housing Consumer Standards.

3.     Notes the consultation responses that were submitted and the implications on the Housing Revenue Account that were highlighted.

4.     Requests that the Director of Housing and Neighbourhood Services include in the consultation response a clear statement that Government should meet cost of regulation.

8.3

Reasons for Decision

8.3.1

To keep Housing Policy Committee up to date on developments in social housing regulation.

8.3.2

To inform the Committee about their role in monitoring compliance against the proposed Consumer Standards.

8.3.3

To discharge the Committee’s oversight role with respect to RSH expectations.

8.4

Alternatives Considered and Rejected

8.4.1

No other options were considered as compliance with the regulatory standards and the Ombudsman Complaints Handling Code is statutory from April 2024.

11.1

The Director of Housing and Neighbourhood Services introduced the report which provided Members with an update on the budget setting process for the revenue budgets within the remit of the Housing Policy Committee. It specifically set out details of the pressures facing the Housing Policy Committee in 2024/25 and asked Members to consider how to mitigate those pressures in meeting their obligations to recommend a balanced budgetary position to the Strategy and Resources committee. The report also included proposals for endorsing a rent increase for Council tenants to the Strategy and Resources committee and subsequently Full Council in February 2024.

11.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Notes the Housing Revenue Account and Housing General Fund savings proposals/mitigations as set out in this report and that they will be presented to the Strategy and Resources Committee as part of the Council’s budget for 2024/25.

2.     Request a further report on the Housing Revenue Account Business plan at their December meeting with details of the full capital and revenue expenditure proposals for 2024/25.

3.     Notes and endorses for onward work by officers the proposal for a 7.7% rent increase for council tenants in line with the government’s Rent Standard and acknowledge that the final decision on council housing rents will be taken at the Full Council in February.

11.3

Reasons for Decision

11.3.1

Members are asked to note the unsustainable financial position highlighted by the medium-term financial analysis presented to Strategy and Resources Committee in September 2023. This report and its recommendations, sets out the scale of the challenge ahead, the limited resources available and the difficult decisions that now need to be taken to deliver a balanced HRA and HGF budget for 2024/25.

11.4

Alternatives Considered and Rejected

11.4.1

The Council is required to both set a balanced HRA and GF budget and to ensure that in-year income and expenditure are balanced. No other alternatives were considered.

8.1

This report provides details of proposed changes to the existing Capital Programme as brought forward in Month 6 2023/24.

8.2

RESOLVED UNANIMOUSLY: That Finance Committee:-

1.     approves the proposed additions and variations to the Capital Programme listed in Appendix 1; and

2.     approves the making of grants to third parties as identified in Appendix 2.

8.3

Reasons for Decision

8.3.1

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

8.3.2

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.

8.4

Alternatives Considered and Rejected

8.4.1

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.

8.

Update on Final Spend Report for 2022/23 and Proposed Spend for 2023/24

8.1

In 2021 each LAC was allocated an initial budget of £100,000 to be spent in line with their Community plan. The South East LAC Community Plan was agreed in March 2022 and the unspent portion of the £100,000 budget was carried forward to 2022/23. A new community plan has been drafted to for 2023/24 and was presented at the meeting.FIELD_TAG_CAT1

8.2

Each Local Area Committee has a budget to address local priorities. The report:

Set out details of the spend in respect of the initial budget of £100,000 for 2022/23 that has been authorised by the Community Services Manager, in consultation with the LAC Chair and in accordance with the delegation granted in September 2021.

Described funding allocated to the LAC for 2023/24 and sets out proposals for its allocation and expenditure for 2023/24 in line with the South East LAC plant.

FIELD_TAG_CAT1

8.3

RESOLVED: That the South East Local Area Committee:

(1) notes the expenditure against the £100,000 budget to address local

priorities in the South East LAC as detailed in the report;

(2) agrees the use of the 2023/24 LAC budget of £100 000 for the South East

area as described in the report;

(3) Agrees the use of the 2023/24 £44,918 LAC Cost of Living budget as

described in the report namely that 50% of the South Easts allocation

(£22,459) is awarded as a grant to Citizens Advice Sheffield to support its

advice line with the remaining 50% (£22,459 used to create a new South

East Cost of Living fund); and

(4) authorises the Community Services Manager, in consultation with the Local

Area Committee Chair, to finalise the eligibility criteria and make decisions,

following engagement with the relevant Ward Members, on the award of the

grant funds proposed of up to £5,000 per individual award.

8.4

Reasons for Decision

The South East LAC is asked to note the use of funding as per the

previous decision of September 30th 2021 and agree further expenditure

to address the identified local priorities so the community plan is not

delayed.

8.5

Alternatives Considered and Rejected

This report is in line with the previous decision of September 30th 2021

regarding expenditure below £5000, the South East Community Plan

agreed on March 9th2022 and the proposed new South East Community

plan for 2023/24.