Decisions

14.1

The report set out detail of grant funding offer secured by the Council, through the Govt’s Homes Upgrade Grant (HUG) 2 scheme. This funding would be used to deliver energy improvement measures to private sector homes across the city that are off-the-gas-grid, targeting low-income households and thermally poor/ inefficient dwellings (EPC D-G).

This project directly supports Sheffield’s strategies and ambitions centred on net zero carbon by 2030, tackling fuel poverty and providing affordable warmth. The associated government funding is time limited. To not access this would be a missed opportunity delivering improvements across the city.

The purpose of this report is therefore to seek approval for the Council becoming the accountable body for HUG 2 grant funding from BEIS and the commissioning of a service provider to deliver the scheme

14.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

1. approves the Council becoming the accountable body in respect of the HUG 2 scheme; and

2. approves the commissioning of a service provider to deliver the HUG 2 scheme

14.3

Reasons for Decision

The recommendations as set out in the report will enable the Council to deliver improved energy efficiency, more affordable warmth, and carbon reduction measures to off-gas homes in the private housing sector across the next two years. The HUG 2 project provides an excellent opportunity to retrofit some of the least efficient stock across the city and will contribute towards measurable changes and improvements towards the city’s net zero carbon 2030 ambitions.

14.4

Alternatives Considered and Rejected

The alternative is not to accept the funding. The city would not benefit from the funding and homes will miss out on important energy improvement measures, contributing to a reduction in carbon emissions and more affordable warmth

10.1

This report seeks approval to commission service contracts for the following specialist goods and services for Direct Services through 2023-2027:

• Engineering inspection service

• Water supply service

• Vehicle hire service.

10.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

1. approves the commission of a 4-year service contract with a provider for the delivery of the engineering inspections service, with an estimated value of £480,000, as set out in this report;

2. approves the commission of a 4-year service contract with a provider for the delivery of water supply service, with an estimated value of £6,343,720, as set out in this report; and

3. approves the commission of call-off contracts from a compliant public sector framework for a period of 4 years from the date of this decision, with a total estimated value of all call-off contracts being £1.4m for the delivery of the self-drive hire of vehicles service, as set out in this report

10.3

Reasons for Decision

10.3.1

Preferred option – to commission the procurement of contracts in the manner described in section 1 of this report. This will enable the Council to continue to provide essential services to manage and maintain our properties and vehicle fleet services. The procurement of the contracts 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 and legal responsibility to safely manage equipment within our properties. The option to hire vehicles is required to ensure service delivery by Transport services and central government guidance requires the Council to enter a contract for its water supply.

10.4.2

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

10.4.3

Further extend existing contracts – this is not an option as all available contract extensions have been utilised. As ever, Council must adhere to the Public Contract Regulations (2015) thus further variations (value and duration) are not deemed easily reconcilable with the provisions set out within PCR.

8.1

This report provides details of proposed changes to the existing Capital Programme as brought forward in Month 08 2022/23. Page 6

8.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(i) approves the proposed additions and variations to the Capital Programme listed in Appendix 1 to the report; and

(ii) approves the acceptance of grants as detailed 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.

11.1

The Step Up to Social Work programme is a Department for Education (DfE) wholly funded initiative to promote people to change or start their careers in Children and Families social work by funding a 14 month Post graduate degree in social work.

Sheffield City Council is the lead authority for the Yorkshire and Humberside Regional Partnership (the Partnership) which consists of 9 local authorities. This programme originally started in 2010 and Sheffield City Council acts as a lead authority for the Partnership and administers the external funding on its behalf.

It is proposed that the Council accepts the £1.9m grant funding from the DfE, becomes the accountable body for such funding and enters into a funding agreement with DfE, for the Step Up to Social Work programme.

It is also proposed that the Council commission for a further two year period of the Step Up to Social Work programme as set out in this report, in particular that the Council will act as commissioner for the Partnership and that provision will be externally provided, and note that will be by Manchester Metropolitan University (MMU).

11.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

1. Approves the Council becoming the Accountable Body in respect of the grant on behalf of the Yorkshire and Humberside Step up to Social Work Regional Partnership, provided that the funding agreement is not materially different to the DfE’s grant funding agreement: terms and conditions, set out on its website;

2. approves the commission for a further two-year period of the Step Up to Social Work programme as set out in this report, in particular that the Council will act as commissioner for the Partnership and that provision will be externally provided, and note that will be by Manchester Metropolitan University (MMU); and

3. delegates authority to the Director of Children’s services in consultation with the Director of Finance and Commercial Services and the Director of Legal Services to take any steps where no existing authority exists to achieve the aims and objectives, as outlined and detailed within this report.

11.3

Reasons for Decision

11.3.1

The Step Up to Social Work programme is a national initiative which is wholly funded by the Department for Education by way of a grant. This funding includes a bursary payment for each successful student on the degree programme, funding of the University course, funding for training and supervision of each student whilst they are placed in their host authority across the region and administration of funding by the lead authority.

11.3.2

The programme has been running since 2010 and has flagship status both regionally and nationally. The Yorkshire and Humberside Regional Partnership is one of the largest of the 22 national partnerships participating in the Step up to Social Work programme. This initiative has produced over 350 high calibre graduates since its initiation and 99% of these graduates have been successful in gaining employment as social workers in authorities across this region. This initiative has proven to be highly successful in resolving recruitment difficulties in social work in children and families and raising standards in social work education. Research undertaken is proven that the retention rates of Step up to Social work graduates is higher than mainstream graduates.

11.3.3

Sheffield City Council submitted a bid to the DfE on 31st October 2022 for 65 places on behalf of the Yorkshire and Humberside region and notification of success for 55 places has been made by the DfE with a grant agreement due in January 2023. The total amount of funding bid for is £1.9m which is for 55 places across the partnership. Sheffield is the lead authority and acts as the broker for the grant funding with the responsibility of distribution of funding to each authority as directed by the Department of Education and oversees the success of the programme

11.4

Alternatives Considered and Rejected

11.4.1

Sheffield City Council has been the lead authority for the Step up to Social Work programme since its inception at a pilot stage in 2010. The Regional Partnership is one of the largest in the country and is highly praised by the DfE for its success. The DfE asks Sheffield City Council for expert guidance and seek our advice for new Partnerships and for knowledge of the degree programme.

11.4.2

Sheffield City Council wishes to continue to act as the lead authority for Step up to Social Work within the Yorkshire and Humberside region as it raises the profile of the authority not only for the workforce across the region but nationally.

11.4.3

Sheffield City Council continues to be the lead authority for the Trailblazer Teaching Partnership for the South Yorkshire region providing expert advice for new and existing Teaching Partnerships. The South Yorkshire Teaching Partnership allows Sheffield City Council to contribute nationally to the future and raising of standards of social work education which includes Step up to Social Work and the Social Work Apprenticeship degree programme.

9.1

The report sets out an overview of the corporate performance framework and provides a corporate performance update concentrating on the six month period from summer 2022. 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.

9.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

1. notes the performance update on Sheffield City Council key performance priorities, as set out in the report;

2.  agree to continue to receive regular reports providing an overview of performance against the organisation’s key priorities, which should describe performance challenges, interventions taken, and the results of changes made; and

3.  requests all other policy committees to consider, if issues raised in this performance report should have further scrutiny through the scheduling of time on the appropriate committee work programme

9.3

Reasons for Decision

9.3.1

To ensure that Strategy and Resources Policy Committee contributes to the Performance Management process and drives improvement across the organisation

9.4

Alternatives Considered and Rejected

9.4.1

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

5.1

The Committee considered a report of the Community Services Manager that advised each Local Area Committee had a £100,000 budget to address local priorities, identified within their respective Community Plans.  The report set out details of the spend in respect of the £100,000 that had been authorised by the Community Services Manager, in consultation with the LAC Chair and Committee in accordance with the delegation granted in September 2021. 

5.2

The report proposed that the LAC approved the award of a grant of £9,225.92 to St Mary’s Church and Community Centre to help fund the provision of a Social Supermarket and Warm Space to users at their centre to help tackle social isolation and improve health and wellbeing. The beneficiaries of this provision will be residents and families in the City ward, but also across the Central LAC areas.

5.3

RESOLVED: That the Central Local Area Committee:

(i)    noted the expenditure against the £100,000 budget to address local priorities in the Central LAC in 2022/3, as detailed in the report, be noted.

(ii)   approved the award of a of £9,225.92 to St Mary’s Church and Community Centre for a Social Supermarket and Warm Space, as described in the report.

(iii) noted that the remaining balance of the LAC budget will continue to be allocated on projects to address the local priorities in the Central LAC Community Plan.

5.4

Reasons for Decision

The Central LAC is asked to note the use of funding as per the previous decision of September 27^th 2021, and agree further expenditure to address the identified local priorities

5.5

Alternatives Considered and Rejected

None. This is in line with the previous decision of September 27^th 2021 regarding expenditure below £5000 and the Central Community Plan agreed on March 21st 2022.

5.1

The Committee considered a report of the Executive Director, City Futures that advised earlier this year and following a change in the law, the Department for Transport (DfT) confirmed that Local Highway Authorities in England and Wales had the opportunity to apply for a Designation Order to undertake enforcement in respect of Moving Traffic contraventions in their areas.

This means traffic enforcement cameras could be used to enable the Council to enforce a variety of existing traffic restrictions on Sheffield’s roads, to help improve safety and reduce congestion. These restrictions were previously only enforceable by the police and include driving through a ‘No Entry’ sign, turning left or right when instructed not to do so i.e., banned turns, entering yellow box junctions when the exit is not clear, and driving where and when motor vehicles are prohibited. The use of enforcement powers could also be a key tool in the development of the Councils new transport strategies and implications of schemes, aimed at improving infrastructure for buses, cycles and pedestrians, aligned to current Department for Transport policy.

The report set out the background, benefits and issues associated with moving traffic enforcement.  It also summarised the consultation process, which received a total of 596 public comments, including the reporting of objections and the respective response.

The report concluded with a recommendation that Sheffield City Council applies to the Department for Transport for a Designation Order, following the process set out in statutory guidance, so as to enable moving traffic enforcement.

5.2

RESOLVED UNANIMOUSLY: That the Transport, Regeneration and Climate Policy Committee:-

1. considered the objections received in response to the public consultation in respect of the restrictions (Appendix A) and the sites at which they were proposed to be enforced (detailed in Appendix B) and decide that, in light of those objections, the Council is to apply to the Department of Transport under Schedule 8 of the Traffic Management Act 2004 to request that a Designation Order be made in respect of the entirety of the Sheffield City Council civil enforcement area;

2. following the making of the Designation Order, approves the commencement of enforcement in respect of those moving traffic offences so as to improve safety and tackle congestion;

3. notes that further public consultation in accordance with the relevant statutory guidance must be carried out before moving traffic enforcement can be implemented in respect of further locations/restrictions which are outside of those detailed in Appendix B and;

 4.   where further sites are proposed for enforcement of moving traffic   offences, authorise the Head of Strategic Transport, Sustainability and Infrastructure to commence consultation on those proposals in accordance with the relevant statutory guidance and, where no objections are received in response, proceed with implementation.

5.3

Reasons for Decision

5.3.1

Road Safety is of paramount importance for the City of Sheffield and our residential and business communities.  As an Authority, there is a commitment to achieve a transport network that meets the Vision Zero by 2050, meaning that any death or serious injury on the highway network is considered as one too many.  This supports the long-term goal of zero people killed or seriously injured on Sheffield’s roads within the next 28 years. 

5.3.2

This principle has been adopted by the South Yorkshire Safer Road Partnership, in coalition with our South Yorkshire partners, including South Yorkshire Police, South Yorkshire Fire and Rescue and the constituent Local Authorities.  This aligns with local, regional and national policy directions.  Greater enforcement of the highway network, achieving via the moving traffic offence enforcement powers is key to achieving this ambition.

5.3.3

There are benefits that can be derived from a greater level of enforcement, to ensure the safe and efficient use of the highway for all road users, specifically in relation to road safety and network management principles.  In addition to this, the drawing down of these powers will help relieve pressure on local Police resources.  These powers would provide us with the ability to protect highway users from unlawful vehicle manoeuvres and allow us to target and protect specific locations where routine dangerous movements are occurring.

5.3.4

In relation to congestion and network management, more control over vehicle movements at key intersections would ensure a greater level of resilience of the network.  Illegal movements at key junctions have significant impact on the flow of traffic and at present many of these actions go unpunished due to the availability of policing resources.  The enforcement of these movements would reduce the occurrence, which has the primary benefit of improving safety for all highway users.  It would also allow our Urban Traffic Control centre to operate in a more routine and consistent manner, particularly in relation to managing signal strategies and queuing traffic.

5.3.5

From a policy and strategy perspective, Sheffield City Council has previously appealed to the Department for Transport for the designation of these powers.  This occurred in 2012 with a specific representation to the Department followed by requests via the Yorkshire and Humber Traffic Manager Forum.  Most recently we have developed and adopted a Sheffield Transport Strategy, to which we have highlighted an action to develop and review our parking and traffic enforcement policy, and to lobby for the Sheffield to be granted powers to enforce moving traffic offences under the decriminalised enforcement regime.  The letter was therefore clearly aligned to our strategic position.

5.3.6

The report outlined Sheffield City Council’s intention, as Local Highway Authority, to include the whole of the Sheffield Administrative Boundary as the operational extent of the Designation Order, including all roads classified as public highway.  Roads excluded would therefore only be those roads not under our direct control such as the Strategic Road Network (Highways England) and private land.  This also includes all the Traffic Signs that the Government has agreed to implement.  This would ensure rollout across the city, to assist future scheme development and policy implementation.

5.3.7

Every effort to make the highway safer, in accordance with our statutory obligation being made at present.  The opportunity for greater enforcement will bolster  design processes, with the ultimate aim to prevent illegal movements, these powers significantly improve this.  As the country, region and city moves towards a transport network which seeks to promote active travel and public transport, road safety for vulnerable road users is essential and the management of congestion on public transport corridors is critically important.

5.3.8

The responses to the consultation are addressed earlier in the report and the extent of the support for the proposals versus those who object is noted. Further, having considered the breadth of the response from the public and other consultees it is considered that the recommendations of this report should be taken forward on the basis that the benefits of the proposals set out in the preceding paragraphs of this section are considered to outweigh the concerns raised.

5.4

Alternatives Considered and Rejected

5.4.1

Do not submit – this would result in Sheffield City Council deciding not to submit its application for a Designation Order to enable the use of its powers to carry out moving traffic enforcement.  This is not considered recommended for the reasons already outlined in this report.

5.4.2

Postpone Submission – There is an option to postpone the submission of the application of the Designation Order.  This is not recommended as the DfT has indicated that the opportunity to draw down the powers may not be available after this date. Additionally if an application is made to the January 2023 deadline this will enable a more expedient implementation.

5.4.3

Reduce the number of sites – This has been considered but not recommended as each site poses a different set of contraventions and local circumstances that would be useful to test camera enforcement

5.4.4

Do not apply for City Wide implementation in the Designation Order – This option would mean that Sheffield City Council only requests the power at the specific sites identified.  Although this would still provide benefit, it would only do so for the specific sites.  It would also preclude further roll out across the administrative area without a further application and therefore limit the use of these powers in future scheme implementation and policy development.  It is therefore not recommended.

5.4.5

Do not apply for all the moving traffic contraventions (outlined in Appendix A) – Specific moving traffic offences could be requested.  This is not recommended as it is not clear exactly which offences would need to be enforced, beyond the site-specific requirements already identified, at this point in time.  Therefore, it would be pragmatic to request all the moving traffic offences so they can be used when required, on a site by site, scheme by scheme basis. 

6.1

The Committee considered a report of the Executive Director, City Futures that seeked approval to appoint a Task and Finish Group to oversee work to develop the Decarbonisation Routemap, as discussed in the committee briefing November 2022. Membership would be drawn from the Transport, Regeneration and Climate Policy Committee.

The Terms of Reference of the Group were appended to the report.

6.2

RESOLVED UNANIMOUSLY: That the Transport, Regeneration and Climate Policy Committee:-

1.    Approves the appointment of a Task and Finish Group on the terms of reference at Appendix A described in this report to oversee work to develop the Decarbonisation Routemap to the point of bringing these through for approval at the relevant committee, with the amendment to membership of  the Task and Finish Group to 6 members and the membership could also include substitute members and not restricted to Transport, Regeneration and Climate Policy Committee Members but including other SCC Committee members.

2.    Agree in principle to future reconvening of the Task and Finish Group for the chapters due to development in 2023-24, subject to Committee schedule.

6.3

Reasons for Decision

6.3.1

The Task and Finish Group would bring together a small, focused group of members to examine key housing policy issues and provide clear advice to officers developing the strategy. Cross party representation would mean that political agreement was reached at an early stage of the process allowing the strategy to progress.

6.3.2

This has been a significant barrier to the development of decarbonisation activity in the past. The group will feedback advice given, and progress on the work programme to the Policy Committee, so the Committee can make informed decisions on the Routemap.

6.4

Alternatives Considered and Rejected

6.4.1

An alternative would be to deliver a series of Knowledge Briefings for the Transport Regeneration and Climate Policy Committee. This was rejected as it would not enable constructive debate and advice to be provided to officers, and the existing Committee work plan commitments would mean this would add further time to the process.

13.1

To provide options for decision on the future use of the Fargate Container Park once it has been relocated from its temporary location, in line with the decision made at Strategy and Resources Committee on 12 December 2022, detailed in section 1.15 of that report.

13.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

1. that the Executive Director for Operational Services be authorised to implement removal of the containers (option 1) from Fargate to a storage location, and utilise the containers for a different purpose, such as, but not limited to, usage by community groups, or to improve facilities in Sheffield’s parks or other outdoor activity centres;

2 that the future use of the containers be reported back to this Committee for approval, following the consideration of community submissions and having assessed opportunities for outdoor facility improvements;

3. that the large screen is retained for future use by the Council; and

4. that the Director of Legal Services in consultation with the Executive Director for Operational Services be authorised, if necessary, to negotiate and agree all legal documentation to implement recommendation 1 and 3.

RESOLVED: that a review of the container park on Fargate project be carried out by Internal Audit, involving the auditing of the end-to-end process from decision through to delivery and highlight lessons for future learning and the governance implications be considered by the Governance Committee. The need for any further review be considered after internal audit and Governance Committee consideration.

13.3

Reasons for Decision

13.3.1

Storing the containers for a short period while a process is finalised to offer to a community group, or improve outdoor facilities, ensures we can remove the containers in line with the required Future High Street Fund redevelopment timeline.

13.3.2

Interest from several community groups has been indicated. Interest from several council services to reutilise the containers in a different way has also been received. By moving the containers into storage while these expressions of interest are firmed up, it ensures the assets have a long-term use that is beneficial to Sheffield’s communities.

13.3.3

Option one is the least costly of the four options, yet still provides opportunities for improved community facilities from reutilising the containers, rather than the loss of assets through re-sale.

13.3.4

The decision on 12 December 2022 committed to learning from the project to ensure improved delivery in the future. The proposal sets out an option that is appropriate in terms of openness and governance arrangements, while ensuring the containers can be an asset to Sheffield and its residents.

13.4

Alternatives Considered and Rejected

13.4.1

Option 2: Move to Homes England development site on Sheaf Street next to Sheffield Station but configure as a single storey building.

In order to mitigate some of the outstanding building costs to complete access to the first floor, namely the fire engineering works and access to the first floor for people who would need to use a lift, the land at the station would allow for a single ground floor design.

Discussions have taken place with Homes England who have indicated they would consider leasing the land to the council for a period of approximately 24 months. Any final commitments have been paused until the outcome of this decision report.

An indicative timeline to ensure adequate feasibility work is completed on the site, prior to any build commencing, and the relevant approvals process that would be required, means that it could be May 2024 before the site was fully operational, impacting on the commercial trading period available. Although this option has been in discussion for several months it has not yet been possible to complete the terms of agreement that would enable the relevant approvals to have taken place to give a longer period of trading.

Although significant costs can be mitigated by providing a single storey building, costs to dismount and reinstall, plus resolve other outstanding remedial issues from the current build, put indicative costs in the region of £315-£375,000. These costs don’t include any operating costs for utilities, waste, security etc.

As the indicative timeline is 12 months to develop the new site and with a maximum of 24 months being available, the short period of confirmed operating time would make it highly unlikely that these additional costs could be recouped from a commercial model in the remaining 12 month period following the build.

As any shortfall from the financial model would need to be underwritten by the council, this carries the most significant cost and risk of the options investigated and therefore isn’t recommended.

13.4.2

Option 3: Move to a second development site owned by a third party near Sheffield Station.

In early discussions with the third party, they have expressed an interest in developing a container park on a development site.

The site is currently being utilised as storage depot for building works. The site is unavailable while this work is taking place and isn’t envisaged to be available until autumn 2023. This means there would be a need to store the containers until the site was available. The site would provide a longer term location of 5 years or more to develop and operate the container park.

However, the containers would need to be stacked in a two story configuration, as they currently are on Fargate. This increases costs to complete outstanding works that haven’t been resolved in terms of fire engineering reports, and access to the first floor for customers who need to use a lift.

A commercial arrangement between the Council and the third party would need to be agreed to understand the true cost and benefit to the council of progressing this site, but initial assumptions indicate that the cost to the council would be less than operating the Homes England site. The expectation is there would be at least £180,000 of new costs to the council. The longer usage period of 5 years or more would improve the opportunities to recover some or all of that cost.

This option provides an opportunity to increase vibrancy, as well as provide a facility to be used by visitors and residents in a high profile and high footfall area of the city, increasing the chances of success. However, the discussions are still at an early stage, and the true cost and benefits can't be known at this point. For that reason this isn’t the recommended option.

13.4.3

Option 4: Sell the assets. The option to sell the containers would be subject to agreement with the South Yorkshire Mayoral Combined Authority and if this was to be considered further, consultation would take place with SYMCA and relevant approvals sought.

The resale market for the containers is unknown, and highly unlikely to recoup the costs of developing the whole project, particularly as the project hasn’t reached completion on the first floor.

Indicative costs to store the containers while negotiations for sale take place are in the region of £55,993. The income for sale is unknown and it is difficult to compare this in the current market as incomplete/single units.

Public grants have been utilised to purchase the containers and utilising the assets for the good of Sheffield’s community is a more appropriate way of re-use, rather than sale. For that reason, this option isn’t recommended.

5.1

The Committee considered a report of the Community Services Manager that advised each Local Area Committee had a £100,000 budget to address local priorities, identified within their respective Community Plans.  The report set out details of the spend in respect of the £100,000 that had been authorised by the Community Services Manager, in consultation with the LAC Chair and in accordance with the delegation granted in September 2021. 

The report highlighted current spend and recommended a further priority. This was a new priority not previously identified in the approved Community Plan and was requested as an addition following a presentation on the cost of living crisis at the meeting held 25 October, 2022. At the meeting in July 2022, a contingency budget of £20,000 was reserved for the delivery of unforeseen priorities and activities. The LAC was asked to formally agree that responding to the cost of living crisis be identified as a priority for the LAC and that the £20,000 contingency budget be reallocated to this priority.

5.2

RESOLVED: That the North East Local Area Committee: -

i)        Notes the expenditure against the £100,000 budget to address local priorities in the North East LAC in 2022/3, as detailed in the report.

ii)      Agrees that a new Cost of Living priority be added to the Community Plan, as described in the report, and that the contingency budget of £20,000 previously identified be allocated to this priority and used to fund grants for Welcoming Places, as described in the report, or other activities which address this priority. 

5.3

Reasons for Decision

5.3.1

The North East LAC was asked to note the use of funding as per previous decision on 23 September, 2021.

5.3.2

To agree the allocation of the contingency budget to fund cost of living grants that will deliver projects and activities by organisations and groups to address key priority areas identified in the North East Community Plan.

5.4

Alternatives Considered and Rejected

5.4.1

The £20,000 contingency fund remained unallocated to spend, other options such as using the funds to deliver lower priority actions in the eight priorities set out in the Community Plan were considered but the deliverable actions were not considered achievable within the remaining three months of 2022/23. 

10.1

This report brings the Committee up to date with the Council’s financial position as at Month 8 2022/23.

10.2

RESOLVED UNANIMOUSLY: That the Economic Development and Skills Policy Committee:-

1.    note the Council’s financial position as at the end of November 2022 (month 8).

2.    That the Chair of the Economic Development and Skills Policy Committee write to the SYMCA to seek assurance of continuation of year 2 Business Support Programme by the end of February 2023.

10.3

Reasons for Decision

10.3.1

This paper is to bring the committee up to date with the Council’s current financial position as at Month 8 2022/23.

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. No other alternatives were considered.

7.1

The report sought approval from the Economic Development and Skills Policy Committee of the proposals for the use of £2.2m the UK Shared Prosperity Fund (UKSPF) to improve the energy performance of community and cultural buildings within Sheffield.

7.2

RESOLVED UNANIMOUSLY: That the Economic Development and Skills Policy Committee approve that:-

1.    £2.2m UKSPF capital funding is used to provide grants to improve the energy efficiency performance of buildings used primarily in the cultural and community sectors; and

2.    the draft eligibility criteria and grants levels are progressed as part of the detailed funding application to SYMCA.

3.    the eligibility criteria could include energy efficiency grants where the purpose of the facility is to enable low carbon skills training.

7.3

Reasons for Decision

7.3.1

The underlying benefit that this proposal brings to secure external funding to deliver a programme of activity in Sheffield that will cover:

- Addressing the Cost-of-Living crisis

- Support the community sector

- Support to the cultural and visitor economy

- Improvements to the built environment and reduce carbon emissions.

7.3.2

The estimated value of support from SPF to Sheffield is a minimum £2.2m over two years with an expectation of additional private and public match funding.

7.4

Alternatives Considered and Rejected

7.4.1

A do-nothing option would require an alternative capital project to be developed. The proposal as developed specifically looks to address immediate financial pressures faced by organisations in the community and culture sectors as well as having carbon benefits.

7.4.2

Alternative proposals for capital investments in the community sector would bring benefits but would have less alignment with the themes developed in the SY SPF Investment Plan and might not be supported by SYMCA.

9.1

This report proposes that Marketing Sheffield submits an EOI/applies for Local Visitor Economy Partnership (LVEP) accreditation in January 2023 via the Visit Britain formal process and undertakes any additional work to ensure we meet the eligibility criteria.

LVEP status will:

·       Not formally change the nature of Marketing Sheffield’s remit.

·       Help us capitalise on Marketing Sheffield’s current successful work for the benefit of the Sheffield visitor economy for 2023 and beyond.

·       Be the starting point for more significant private sector engagement around visitor economy promotion.

·       Allow Sheffield to apply for national funding schemes administered via Visit England as and when they become available.

·       Allow strategic support from Visit England, involvement in national strategy development and involvement in Visit Britain/Visit England marketing and other activity.

·       Allow Sheffield to lead the way in South Yorkshire on developing national and international audiences and reputation.

·       Strengthen SCC’s relationship with SYMCA in this area by providing expertise and access to the national framework.

·       Take the first step to addressing the challenges within the current Marketing Sheffield structure (financial and capacity)

9.2

RESOLVED UNANIMOUSLY: That the Economic Development and Skills Policy Committee approve that:-

1.    Marketing Sheffield submit an EOI for LVEP accreditation in January 23 via the Visit Britain formal process and undertake any additional work to ensure it meets the eligibility criteria.

2.    An information briefing on Market Sheffield be added to the Work Programme

9.3

Reasons for Decision

9.3.1

·       Marketing Sheffield has achieved much success even within tight budgets. The small but highly experienced team has achieved many successes through creative work with partners which could be scaled up with the right support. LVEP status will help us capitalise on this work for the benefit of the Sheffield visitor economy for 2023 and beyond.

·       It should be a catalyst for more significant private sector engagement.

·       It will allow Sheffield to apply for national funding schemes administered via Visit England as and when they become available.

·       It will allow strategic support from Visit England, involvement in national strategy development and involvement in Visit Britain/Visit England marketing and other activity.

·       It allows Sheffield to lead the way in South Yorkshire on developing national and international audiences and reputation.

·       It will strengthen SCC’s relationship with SYMCA in this area by providing expertise and access to the national framework.

·       It is the first step to addressing the challenges within the current Marketing Sheffield structure (financial and capacity)

9.4

Alternatives Considered and Rejected

9.4.1

Should Marketing Sheffield not apply for LVEP status Sheffield ‘loses its seat’ at the table within the new national framework. Sheffield will disappear from the national agenda for tourism. Inclusion in the national and regional tourism agenda, and opportunities to access match-funded or grant-funded tourism campaigns will be lost. Sheffield will not be able to achieve its aspiration to be recognised as a European City Break destination without support of the national tourist board. We would lose strategic support from Visit England, involvement in national strategy development or involvement in Visit Britain/Visit England marketing and other activity. There would be no lead LVEP for South Yorkshire thus the subregion would not be part of the new national framework.

8.1

Lifelong Learning and Skills receives and manages the Adult Education Budget (AEB) grant from the South Yorkshire Mayoral Combined Authority (SYMCA). A proportion of this grant is used to commission adult learning provision from partner suppliers that have the capability to deliver learning that includes employment skills activities and learning to Adults 19+ across the communities of Sheffield.

They are procured via a framework arrangement in accordance with Regulations 74 – 76 of the Public Contracts Regulations 2015 The current framework arrangements are scheduled to terminate at the end of the current academic year, and it is recommended that a successor framework is commissioned for the next four academic years commencing 2023/24.

The Family Adult Community Education Services (FACES) which manages and administers this grant funding is seeking approval from the committee to update the procurement framework to ensure the service can continue to diversify its offer for adult learning in community settings from August 2023.

8.2

RESOLVED UNANIMOUSLY: That the Economic Development and Skills Policy Committee approves:-

1.    to enable a new framework so that FACES can commission adult learning provision across the city, undertaking the necessary due diligence and quality assurance; and

2.    to liaise with the Head of Commercial Services and the Director of Legal and Governance to procure and award contracts for the delivery of AEB funded adult learning provision by means of a framework arrangement in accordance with Regulations 74 – 76 of the Public Contract Regulations 2015.

3.    that the Committee open up discussions with SYMCA regarding the importance of multi-year funding

8.3

Reasons for Decision

8.3.1

The intended outcome is the commissioning of a framework which supports the delivery of adult learning in community settings. This will adhere to the Adult Education Budget Funding regulations to allow the service to procure niche delivery or curriculum high in demand that the service does not have the capacity to meet. It will also meet the demands of OFSTED criteria which are critical as the service is in scope for an imminent inspection.

8.4

Alternatives Considered and Rejected

8.4.1

The service could explore the option to extend the existing framework arrangement and contracts thereunder with current suppliers. However, the funding is now received via SYMCA and not direct from government (Education and Skills Funding Agency – ESFA) and this should allow more localised flexibilities, the service recognises this is an opportunity to update the commissioning strategy to align to this.

8.4.2

Commissioning of a new framework will allow the service to take account of any fundamental changes in the context of delivery of adult learning in the city, and ensure it aligns to local, regional and national skills demands.

9.1

David Luck provided an update on the North Local Area Committee budget. He advised that the Leader made a decision on 17 August, 2021 to allocate a budget of £100,000 to each Local Area Committee and the Leader’s Scheme of Delegation of Executive Functions has been amended to give Local Area Committees the power to approve expenditure from the budgets allocated to them.

9.2

The report presented highlighted current spend and also requested approval to provide replacement swings at The Rookery, Deepcar and Cross Lane Stocksbridge at a cost of £11,000. This would upgrade equipment that was coming to the end of its useful life and was based on conversations with the Parks and Countryside Department about sites in need of investment.

9.3

This proposal was recommended to address local priorities of developing a clean and attractive environment and vibrant community life.

9.4

The Chair thanked Mr Luck for the progress made on spending so far.

9.4

RESOLVED: That the North Local Area Committee:-

(i)    note the expenditure against the £100,000 budget to address local priorities in the North LAC in 2022/3, as detailed in the report, be noted.

(ii)   approve £11,000 further expenditure for replacement swings at The Rookery, Deepcar and Cross Lane, Stocksbridge.

9.5

Reasons for Decision

The North Local Area Committee was asked to note the use of funding as per the previous decision of 30 September, 2021, and agree further expenditure to address the identified local priorities.

9.6

Alternatives Considered and Rejected

None. This was in line with the previous decision of 30 September, 2021, regarding expenditure below £5,000 and the North Community Plan agreed on 9 March, 2022.