Decisions

The committee considered a report of the Director of Finance and Commercial Services to present the 2021/22 Sheffield City Council Charity Accounts, to communicate any relevant matters arising from the external auditors’ independent examination, and to conclude the examination, by requesting that Trustee approval is given by signing the Letter of Management Representations, the Statement of Accounts and the Annual Trustees Report.

7.1

RESOLVED UNANIMOUSLY: That the Charity Trustees Sub-Committee:-

·         notes the 2021/22 Sheffield City Council Charity Accounts and outcome of the external auditor’s independent examination undertaken by Rogers Spencer Ltd Chartered Accountants.

·         approves the 2021/22 Charity Accounts and authorises the Chair of the Charity Trustees Sub-Committee to sign the Statement of Accounts, Trustee Report and Letter of Management Representations to conclude the external auditor’s independent examination subject to their being updated to bear the name of Cllr Dale to replace Cllr Rooney as member of the committee.

7.2

Reasons for Decision

The Trustees of the Charity Accounts included in this report are required to approve the financial statements in order to provide audit assurance that their obligations as trustees to the charities have been met and subsequently conclude the external audit independent examination process, allowing for publication of the annual returns with the Charity Commission.

7.3

Alternatives Considered and Rejected

No further options have been considered but rejected in the course of developing this report.

8.1

8.2

The Committee considered a report of the Strategic Director of Adult Care and Wellbeing.

This report set out a long-term response that committed to improving the lives and conditions of the people who work in Adult Social Care.

This was developed with providers and partners and included a Workforce Development Plan.

It was agreed that Committee members would meet with the Workforce Board, and that equality and diversity considerations would be made.

8.3

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:

1.    Approves the Adult Social Care Workforce Development Strategy and Plan 2023 – 2026

2.    Notes progress in relation to implementation of the Council Delivery Plan – Valuing Social Care Workforce, Local Government Association Workforce Standards and Practice Quality Standards, and

3.    Requests that the Director of Adult Health and Social Care refreshes the Workforce Strategy on a bi-annual basis and brings an update to Committee on progress with delivery on a six-monthly basis.

8.4

Reasons for Decision

8.4.1

Through significant local consultation and engagement, the Care Sector Workforce Development Strategy 2023 – 2026 sets out a vision and ambition for Sheffield’s care sector workforce that will meet the needs of our citizens.

8.5

Alternatives Considered and Rejected

8.5.1

There is no clear alternative to an adult social care strategy. The strategy is needed – we have an obligation to deliver one under the Care Act.

8.5.2

The strategy could have been a shorter-term vision. This was rejected because:

-       there are significant challenges facing the social care system that are more long term in nature (such as training and recruitment of a quality workforce) so require longer term thinking

-       a shorter-term strategy would likely only be able to focus on the current challenges

-       market shaping needs a longer-term vision to allow local providers to develop the mix of services we’re looking to deliver whilst remaining stable national drivers, such as new legislation, are in development but we cannot continue to wait for them to be finalised – we have a clear enough picture to be able to drive local transformation.

8.5.3

The strategy could have been smaller in scale, looking only to affect internal council services. This was rejected because:

-       The scale of the challenges faced by adult social care need a system wide approach to be tackled effectively.

-       Section 6 of the Care Act sets out the Council’s duty to make arrangements for ensuring co-operation on the functions of relevant bodies in the local authority area relating to adults with needs for care and support and their carers. This includes those we have defined in the strategy as the adult social care system: the people and organisations that are involved in providing adult social care. Our strategy should reflect this approach.

7.1

The Committee considered a report of the Strategic Director of Adult Care and Wellbeing and the Director of Strategy - Integrated Care Board. 

The overarching Adult Health and Social Care vision within the report was for every adult in Sheffield to be able to age well and live the life they want to live, with choice and control over the decisions that affect them.

The purpose of the report was to articulate the ambition in relation to early intervention and prevention.

7.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1.    Agrees the direction of travel and planned activity in 2023 to 2024 to embed and implement early intervention and prevention across Adult Care

2.    Notes the early intervention and prevention overview and factsheet at Appendix 1

3.    Endorses the need to incorporate the Adults Early Intervention and Prevention into future policy development, and:

4.    Requests that the Director of Adult Health & Social Care provides the Committee with updates on progress against the Delivery Plan on a 6 monthly basis

7.3

Reasons for Decision

7.3.1

As a partnership between agencies in Sheffield, we have made a commitment to early intervention and prevention to enable individuals to live the life they want to life. Endorsement of the approach will enable the next steps in delivery of the strategy.

7.4

Alternatives Considered and Rejected

7.4.1

Do nothing: It would be possible not to produce a plan in relation to early intervention and prevention – but it would mean any activity would lack focus, coherence, and public accountability.

11.1

The Committee considered a report of the Strategic Director of Adult Care and Wellbeing which outlined the City-Wide Older Adults/Ageing Well Strategic Delivery Priorities. It described the vision for older adults and adults living with dementia, the steps that had been taken to implement the City-Wide Older Adults/Ageing Well Services and the measures proposed to continue to embed and deliver the strategic vision for older adults and adults living with dementia in Sheffield.

11.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:

1.    Endorses the direction of travel, including the priorities and closer joint working with primary care, voluntary sector, and communities

2.    Approves the Living and Ageing Well Market Shaping Statement

3.    Requests that the Director of Adult Health and Social Care provides the Committee with updates on the progress and outcomes of this delivery strategy on a 6 monthly basis.

11.3

Reasons for Decision

11.3.1

An approved delivery plan and market position statement gives a structured approach to the promotion of delivering on our commitments to older adults and adults living with dementia through the development of the Living and Ageing Well Service. It will also provide greater accountability and transparency of how will do this.

11.3.2

Asking for regular updates will keep the Committee, wider stakeholders, and the public the ability to hold the Council to account for progress and provide an additional mechanism to input to future development

11.4

Alternatives Considered and Rejected

11.4.1

The alternative option was not to provide an update to committee.

10.1

The Committee considered a report of the Strategic Director of Adult Care and Wellbeing which sought approval from Committee to proposed fee rates for Council contracted providers in the financial year 2023-24. It was proposed that the rates take effect from 10^th April 2023. 

The report also requested approval to undertake a cost of care exercise for non-standard accommodation with care provision in 23/24 to inform future commissioning and strategy.

The report set out the process that the Council had followed and the analysis which informed the proposed fee rates to ensure a sustainable social care market.

10.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1.    Notes that the rates for Homecare and for services within the Adults Disability Framework (Supported Living, Day Activities and Respite/Short Breaks) and rates for Enhanced Supported Living have been set by previous Committee decisions and through procurement in 2022/23 with new contracts due to begin from April 2023.

2.    Approves the award of short-term contracts, at a rate of £21ph for 6 months from 10th April 2023 with an option to extend for a further 6 months, to Homecare providers on our existing Framework contract.

3.    Approves an increase of 9.74% to the fee rate for Care at Night and Extra Care (care element only).

4.    It is proposed that the Council will provide an increase of direct payments of 9.74% for those buying provider support and for PA employers a rate of 9.68%.

5.    Approves an increase of 9.74% to the fee rate for Dementia day care.

6.    Approves a rate of £14.50 per week for Council provided Appointeeship services.

7.    Agree the savings identified in Option 2 of Appendix 3 to enable the increase to £630 per week for contracted standard care homes and approve that increase.

8.    Approves an increase of up to 9.8% for non-standard care home rates that are individually negotiated subject to contractual compliance.

9.    Delegates authority to the Director of Adult Health and Social Care and Director of Finance in consultation with the Co-Chairs of the Adult Health and Social Care Policy Committee to agree any appropriate and proportionate fee increases requested by care homes outside Sheffield because cost pressures will vary from place to place.

10.Delegates authority to the Director of Adult Health and Social Care in consultation with the Co-Chairs of the Adult Health and Social Care Policy Committee to take all other necessary steps not covered by existing delegations to achieve the outcomes outlined in this report.

10.3

Reasons for Decision

10.3.1

The recommendations arise from the Council’s market shaping responsibilities.

10.4

Alternatives Considered and Rejected

10.4.1

Alternative options for fee levels for Homecare, Supported Living, Day Activities and Respite/Short breaks were presented in Committee reports seeking approval for commissioning strategies for those services.

10.4.2

The Council could consider lower uplifts for services, but this is not recommended given the current context and issues across care and support provision for adults, and the level of change Adult Social Care is undertaking to improve the lives and experiences of people in the City.

10.4.3

The Council originally consulted on an increase to the standard rate for Care Homes to £620pw. This is not recommended following responses to the consultation and further analysis of the risks facing the sector.

9.1

The Committee considered a report of the Strategic Director of Adult Care and Wellbeing which requested an extension of 12 months to the Advocacy Services contract, due to expire on March 31^st, 2023.

The report highlighted the importance of ensuring continuity of advocacy services. It also set out the Council’s future intentions for the procurement of Advocacy Services, which would be subject to separate Council approval.

9.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:

1.    Approve the continuation of the current commissioning strategy and the extension of the Sheffield Advocacy Hub contract with Sheffield Citizens’ Advice and Law Centre by 12 months and

2.    Endorses that proposals for retender for Advocacy Services are brought to the Adult Health and Social Care Policy Committee by July 2023.

9.3

Reasons for Decision

9.3.1

Should the contract expire without re-tender or extension, then we would be unable to contract any further Advocacy services via the existing contracting arrangements.

9.3.2

We will be unable therefore to apply in an equitable manner our Statutory duty under the Care Act 2014, Mental Capacity Act 2005, The Health and Social Care Act 2012 and the Mental Health Act 2007 to maintain a stable and sustainable care market.

9.3.3

A 12-month extension will ensure that the commissioning cycle can be completed in a considered manner with robust engagement and consultation.

9.4

Alternatives Considered and Rejected

9.4.1

8.1

The Director of Housing and Neighbourhood Services introduced the report which sought approval of the draft Action Plan to implement the agreed Homelessness Prevention and Rough Sleeping Strategy 2023-28.

8.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Approve the current draft Action Plan for the Homelessness Prevention and Rough Sleeping Strategy 2023-28.

8.3

Reasons for Decision

8.3.1

·       To address the increase in homelessness.

·       To have an Action Plan that supports the strategic city-wide approach to homelessness prevention agreed by all the key partner

8.4

Alternatives Considered and Rejected

8.4.1

It is a statutory requirement of the Homelessness Act 2002 to produce a Homelessness Prevention Strategy every five years. However, it is not a legal requirement to produce an Action Plan. The alternative option would be to not set out the actions, however, this comes with the risk that we could drift from the strategy’s vision and targets, and not create any tangible actions on how we aim to realise the strategy.

10.1

The Director of Direct Services introduced the report which provided the Committee with an overview of housing performance for a range of services within the remit of the Committee. The report covered the period up to quarter 3 (October - December) of 2022/2023. The first part of the report provides an analysis of the performance, setting this within both the national and local context in which services are delivered. This part of the report also contains a detailed report about the performance of the Repairs and Maintenance Service which includes performance information up to January 2023.

More detailed appendices are included with data showing comparative data from other landlords and regulatory performance. The report allowed the Committee to understand and comment on the performance delivery of housing services to both tenants and citizens.

10.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Notes the Performance Report update provided for up to quarter 3 of 2022/2023.

2.     Notes the detailed performance report for the Repairs and Maintenance Service.

3.     Highlights any issues of concern that they may wish to discuss in future performance reports.

10.3

Reasons for Decision

10.3.1

The Housing Policy Committee has delegated authority to monitor the performance of Housing services to ensure that:

·       The service is delivering for tenants, and that tenant satisfaction in closely monitored.

·       Limited resources are maximised due to budgetary pressures.

·       The Council is delivering on corporate priorities.

·       Performance information is shared with external organisations such as the Regulator of Social Housing and the Housing Ombudsman for scrutiny.

10.4

Alternatives Considered and Rejected

10.4.1

The Housing Policy Committee has delegated responsibility for the regular monitoring of data including performance and financial information, and the performance monitoring of Housing (public sector, private sector, and related functions) services. Therefore, no alternative options to the production of this report have been considered.

6.1

The Housing Capital Programme brings together the 30-year Asset Management and Housing Growth Strategy for Council Housing that sets out the priorities for investment and, to ensure that homes meet the Government’s Decent Homes Standard and, delivery of tenants’ priorities to improve the quality of homes and neighbourhoods. Investment priorities are formulated from detailed stock condition and other surveys to ensure effective planning of works, repairs intelligence, life-cycle modelling and, feedback from tenants.

The Housing Investment Programme is co-designed and agreed with tenants for Council Housing stock.

The Housing Capital Programme is split into three distinct areas of activity; Council Housing Investment (existing stock and assets) and the Council’s Stock Increase Programme, funded from the Council’s Housing Revenue Account, as described in the annual HRA Business Plan. There is also the Non-HRA Capital Programme which includes the Programme Management, Homes & Loans to private homes and investment in private homes. The table at 1.9 show the overall Housing Capital Programme split between Council Housing Investment, Stock Increase and Non-HRA areas of the programme.

The Director of Housing and Neighbourhood services introduced the report which outlined which provided an update of the progress against the approved 2022/23 Housing Capital Programme, this is reported regularly as part of the Council’s Corporate Capital Programme to Strategy and Resources Committee normally on a quarterly basis. The report focussed on providing an update with regard to spend and progress against the 2022/23 Housing Capital Programme as at end of January 2023. The report also provided an update of the 5-year Housing Capital Programme.

6.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Note the 2022-23 Housing Capital Programme forecasting and budget position at the end of period 10.

6.3

Reasons for Decision

6.3.1

This report is to provide the Housing Policy Committee members with an update on progress against the approved 5-year approved Capital programme.

6.4

Alternatives Considered and Rejected

6.4.1

No alternative options are considered as part of this update report.

7.1

The Service Manager for Supported Housing introduced the report which set out the proposal for the 2023/24 increase in pitch fees relating to Sheffield City Council’s Gypsy and Traveller sites at Longacre and Redmires.

There is no nationally recommended pitch fee level for Gypsy and Traveller pitches as there is for social housing rents. It is left to the discretion of the landlord, subject to the terms of a Written Statement of Agreement between the Council and occupiers of the sites.

7.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Approve that from 15th May 2023 the fees for each pitch on the Council’s Gypsy and Traveller sites at Longacre and Redmires will increase by 7%.

7.3

Reasons for Decision

7.3.1

The proposed increase is in accordance with the completion of the local convergence policy agreed by the Cabinet Member for Homes and Regeneration in February 2012 and the terms of the Written Statement in relation to the Mobile Homes Act 1983 agreed by him in May 2011 and issued to each occupier of both sites.

7.4

Alternatives Considered and Rejected

7.4.1

No increase in pitch fees in 2023/24 – this option would mean that income into the account will not keep pace with cost inflation.

11.1

The city of Sheffield has 242,624 households of which 60,000 are privately rented properties. Improving the living conditions in private rented properties is a priority for our city. This report acknowledges resolutions made at the special meeting of the Council 14 December 2022:

·       Adopting Selective Licensing schemes throughout the city, noting that issues in private sector housing have a considerable impact on social housing with badly maintained neighbourhoods leading to even greater pressure on council housing repairs, and believing that the city’s neighbourhoods are being let down by rogue private landlords.

And that previously on 26 July 2022 the issue of regulation of private landlords was raised at the North East LAC resulting in a referral to the Housing Policy Committee:

·       It was mentioned that the North East Community Plan had little mention of how private landlords had a devastating effect on the community. It was added that Selective Licensing was also a total failure. Therefore, what strategic actions does the LAC intend to take.

The Service Manager for Private Housing Standards introduced the report which was for noting, it provided a detailed update on the performance of the live Selective Licensing scheme in the London Road, Abbeydale Road & Chesterfield Road (LAC) designated area. In addition, it sets out the challenges we face and the responsibilities of the Private Housing Standards team in respect of regulation of private sector housing of all tenures. And, to provide an update on the work that Private Housing Standards deliver across the city including the powers and legislation available to the service to ensure properties in the private rented sector are safe and well managed.

11.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Notes the London Road, Abbeydale Road & Chesterfield Road (LAC) Selective Licensing Project Highlight Report for the period 1 November 2018 to 1 February 2023.

2.     Notes progress made, highlight any issues of concern or future priorities in respect of Selective Licensing

3.     Notes that the London Road, Abbeydale Road & Chesterfield Road (LAC) Selective Licensing Final Report will be presented to the committee in December 2023

11.3

Reasons for Decision

11.3.1

Notes the London Road, Abbeydale Road & Chesterfield Road (LAC) Selective Licensing Project Highlight Report for the period 1 November 2018 to 1 February 2023. To note progress made, highlight any issues of concern or future priorities in respect of Selective Licensing To receive a London Road, Abbeydale Road & Chesterfield Road (LAC) Selective Licensing Final Report in December 2023 To set out the challenges facing the Private Housing Standards team in responding to the challenges of the city-wide condition in private sector housing in Sheffield.

11.4

Alternatives Considered and Rejected

11.4.1

None.

12.1

The Head of Housing and Neighbourhood Services introduced the report which updated the Committee on delays to procurement of NEC Housing and the impact on the implementation of NEC Housing. Communication and engagement with members on the implementation of NEC Housing.

12.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Note the contents of the report.

12.3

Reasons for Decision

12.3.1

Contract for the new integrated Housing Management System has now been signed with NEC Housing.

12.3.2

Revised timescales for the implementation of NEC Housing phases 1 and 2.1.

12.4

Alternatives Considered and Rejected

12.4.1

Not applicable.

7.1

The Service Manager for Supported Housing introduced the report which sought approval from the Housing Policy Committee to amend the Private Rented Solutions Policy to reduce/prevent homelessness in Sheffield and sets out proposals for how the policy will be used.

7.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Adopt the updated Private Rented Solutions Policy to the Appendix 2 to this report, to allow greater flexibility in use of private rented sector property for homelessness prevention and other purposes.

2.     Authorise the Director of Housing and Neighbourhood Services to amend the Policy where one or more of the reasons prescribed at paragraph 8 of the PRS Policy at Appendix 2 to this report arise subject to the removal of paragraph 8.4 of the Policy.

7.3

Reasons for Decision

7.3.1

The proposed new PRS policy (Appendix 2) alleviates challenges with the current PRS policy (Appendix 1) as outlined in 1.10 and 1.11.

7.3.2

This will result in more effective use of PRS accommodation in meeting customers’ housing needs, particularly around homelessness prevention.

7.4

Alternatives Considered and Rejected

7.4.1

The current PRS Policy (Appendix 1) could be maintained. However as noted in 1.10 there are a range of issues with the current policy.

7.4.2

The proposed officer delegation in the proposed new policy (Appendix 2) could be altered or removed. However, this would mean that any future changes to the policy, even minor, would require a full decision by Housing Policy Committee. We do not believe this would represent best use of the Council’s time.

7.1

The report seeks to:

·     update the Economic Development and Skills Committee on the work to date in mapping the Employment and Skills landscape in Sheffield.

·     gain the approval of the Committee to establish a Governance Board including the key stakeholders that operate in this area of work

·     gain approval to progress work on an Employment and Skills Strategy for Sheffield agree the initial priorities to be considered in the development process.

·     Note that green jobs and skills are a critical part of the employment and skills strategy

7.2

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

1. Approves the creation of an Employment and Skills Advisory Board.
2. Approves the development of an Employment and Skills strategy for Sheffield and the initial policy areas to be considered in the development of the strategy to be led by the Employment and Skills Board, as set out in this report.
3. Notes that green jobs and skills are a critical part of the employment and skills strategy.
4. Establishes a task and finish group composed of members of the committee, with at least one representative from each of the pollical parties, to receive regular updates and feedback from the Advisory Board.

7.3

Reasons for Decision

7.3.1

The recommendations support the following Council priorities:

•       Tackling inequalities and supporting people through the cost of living crisis

•       Healthy lives and wellbeing for all

•       Clean economic growth

•       Happy young people who have the start they need for the future they want

7.4

Alternatives Considered and Rejected

7.4.1

A do-nothing approach would result in Governance and Strategy being held at a Regional level.

Whilst this was considered, stakeholders have been clear that there is a need for a strategic board to co-ordinate the wide range of partners and activities within Sheffield. This is to ensure that programmes are complementary and that all areas of the community are supported.

There is also agreement of the need to set employment and skills vision and ambitions for Sheffield as it lays the foundation for an inclusive economy and clean economic growth.

9.1

The Business Growth Manager introduced a number of guest speakers to the committee that gave testimonies on their experience of Business Start Ups in Sheffield;

•       Alexis Krachai – Future President, Sheffield Chamber

•       Dash Tabor – Founder of TUBR, Predictive Analytics Platform

•       Ruth McDonald – Black Business Group Founder, Race Equality Commission Member

•       Tom Wolfenden – CEO, Sheffield Tech Park, Founder of SIAN Network, partner in Team SY

•       Andy Hogben – University of Sheffield spin-outs and Northern Gritstone lead for the university

•       Joseph Quinn – Innovation Director SYMCA and lead for Regional Business Support Group

9.2

The committee heard from partners representing parts of the business ecosystem including;

•       A Business Recovery Plan, implemented post-pandemic

•       Business support resources

•       The Launchpad Programme

•       The Sheffield Incubation and Acceleration Network

•       Team SY – Accelerator Programme

•       Northern Gritstone

•       SY Tech Welcome grants

•       SYMCA Regional Business Support Group

The committee heard about the data sets of start up rates against other core cities, the changes in the ecosystem and the progress made over the last few years and also the gaps in the ecosystem that still exist.

Growth was highlighted as a clear priority for Sheffield in addition to a necessity to be bolder on start-ups by making the decision chain more efficient and this committee leading in critical areas.

9.3

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

·       Note the presentation.

12.1

The committee considered a report by the Executive Director of City Futures that set out a proposed programme of part-time advisory 20mph speed limits outside schools using funding from the Road Safety Fund (RSF).

12.2

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

1.    Approve the design and installation of a programme of part-time advisory 20mph speed limits outside schools using funding from the Road Safety Fund (RSF) subject to the outcome of consultation prior to implementation and no objections being received.

2.    Approve the introduction of the first seven part-time advisory school 20mph speed limits in the priority order set out in the report.

12.3

Reasons for Decision

12.3.1

Advisory 20mph speed limits outside schools are a low-cost method of reducing speeds at the start and end of the school day in the vicinity of the school. They act to slow drivers at the time of day when vulnerable young people are walking to or from school.

12.3.2

20mph advisory limits in these chosen locations is a cost effect way of achieving the following outcomes:

• Reduction in traffic speeds

• Improve road safety for all by reducing the number and severity of road traffic collisions

• Safer school entrances

• Promote a more pleasant local environment and encourage active journeys

• Improve air quality

12.4

Alternatives Considered and Rejected

12.4.1

The alternative option is to do nothing and retain the existing speed limit. However, such a recommendation would run contrary to the delivery of the Sheffield 20mph Speed Limit Strategy. This would also mean that pedestrian safety at school times would not be improved, and this would be detrimental to the Council’s Active Travel ambition and vision of Safer streets in our City.

10.1

The committee considered a report of the Executive Director of City Futures asking to fund from the Local and Neighbourhood Transport Complimentary Programme ((LaNTCP) contingency costs for a project proposing to use external funding form Sustrans to improve specified sections of Five Weirs Walk.

10.2

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

1.    Approve in principle the making of improvements to sections of Five Weirs Walk as set out in this report (that implements the Local Transport Plan) and agrees that a recommendation is made to Finance Sub-Committee or Strategy and Resources Policy Committee for their approval of the scheme.

2.    Approve the allocation of £10,000 from the Local and Neighbourhood Transport Complimentary Programme(LaNTCP) for contingency costs for improvement of Five Weirs Walk, subject to receiving external funding.

3.    Note that the Head of Strategic Transport, Sustainability and Infrastructure will under a separate officer decision determine acceptance of a grant of £99,100 from Sustrans, for the purpose of financing improvements to sections of Five Weirs Walk and is part of the wider Local Transport Plan.

10.3

Reasons for Decision

10.3.1

Funding to improve off road routes is less of a priority for both Sheffield City Council and Central Government. This is an opportune moment to use external funding for something that may not receive funding from elsewhere.

10.3.2

It will enable a flagship route to be brought up to a consistent standard along its entire length.

10.4

Alternatives Considered and Rejected

10.4.1

To alter the priority and resurface the 2nd shorter section at Salmon pastures, it was felt this could be undertaken with a future round of funding.

10.4.2

Resurfacing NCN 627 at Shirebrook Valley – this would require substantial more investment as there is an opportunity to widen the route and it would require planning permission and thus needs a significantly longer lead in time. This section is next on the priority list along with improvements to the Blackburn Valley and Chapeltown routes.

10.4.3

Not undertaking the work. This was felt inappropriate given this is an external funding grant with minimal financial implications for Sheffield City Council.

11.1

The committee considered a report by the Executive Director for City Futures that detailed the consultation response to proposals to introduce 20mph speed limits in Carterknowle, report the receipt of objections to the Speed Limit Order and set out the Council’s response.

11.2

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

1.    Approve the making of the Carterknowle 20mph Speed Limit Order, as advertised, in accordance with the Road Traffic Regulation Act 1984;

2.    Note that objectors will be informed of the decision by the Council’s Traffic Regulations team; and

3.    Note that order will be implemented on street subject to no road safety issues being identified through a Road Safety Audit (RSA) at the detailed design stage.

11.3

Reasons for Decision

11.3.1

The adoption of the Sheffield 20mph Speed Limit Strategy established the principle of introducing sign-only 20mph speed limits in all suitable residential areas. Reducing the speed of traffic in residential areas should, in the long term, reduce the number and severity of collisions, reduce the fear of accidents, encourage sustainable modes of travel and contribute towards the creation of a more pleasant, cohesive environment.

11.3.2

Having considered the response from the public and other consultees it is recommended that the 20mph speed limit in Carterknowle be implemented as, on balance, the benefits of the scheme in terms of safety and sustainability are considered to outweigh the concerns raised.

11.4

Alternatives Considered and Rejected

11.4.1

In light of the objections received, consideration was given to recommending the retention of the existing speed limit in Carterknowle. However, such a recommendation would run contrary to the delivery of the Sheffield 20mph Speed Limit Strategy. This would also mean that pedestrian and cyclist safety would not be improved, and this would be detrimental to the Council’s Active Travel ambition and vision of Safer streets in our city.

9.1

The committee considered a report of the Executive Director for City Futures which looked to develop a procurement proposal for a commercial partner(s) to work with Sheffield City Council to deliver EV charging infrastructure.

The proposal provided opportunity to support the development of a commercially sustainable network of public electric vehicle chargepoints for residents, businesses and visitors to the City.

9.2

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

1.    Approves the completion of a commissioning and procurement exercise to appoint external provider(s) capable of providing public electric vehicle chargepoint solutions for residents, businesses and visitors to Sheffield; and

2.    Authorises the Executive Director, City Futures, in consultation with the Director of Finance and Commercial Services and the Director of Legal and Governance to procure and enter into contract with provider(s) for this purpose.

3.    Note that any expenditure under the appointed contract(s) will be subject to separate authorisation.

9.3

Reasons for Decision

9.3.1

This recommendation is part of ongoing work with the Council’s Commercial Services to achieve a commercially sustainable public electric vehicle charging network for residents, businesses and visitors to Sheffield. Further work will be undertaken including soft market testing with suppliers to ensure the best approach to market is taken. The recommendation provides significant benefits, including the opportunity for:

• A reduction in financial risk to the Council in delivering electric vehicle charging infrastructure

• The ability to bring in private investment to match government funding and further expand the available network whilst reducing reliance on public funding

• The ability to access private sector skills, expertise and knowledge to develop a commercially sustainable electric vehicle charging network

9.3.2

If the recommendation is supported, the Council would look to procure an external supplier(s) for delivery as outlined above.

9.4

Alternatives Considered and Rejected

9.4.1

Detailed consideration of the options were outlined in Appendix A to the report.

9.4.2

An alternative to the proposed concession (or similar) agreement approach would be to develop specific projects internally and then go out to procure agreements for each of the projects individually. This is not recommended (unless there are project specific requirements that necessitate it) as it would result in a disjointed citywide provision, not bring in the knowledge, skills and expertise of the electric vehicle chargepoint operators making a commercially sustainable network harder to achieve and increase the resource required for both procurement and contract management from the Council.

8.1

The Committee considered a report of the Executive Director of City Futures outlining the proposed Local and Neighbourhood Transport Programme (LaNTP, formerly known as LTP or Local Transport Plan) for 2023/24. The report included details of the programme’s development, composition and delivery.

8.2

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

1.             Approves the proposed 2023/24 LaNTP capital programme, subject to the capital and legislative approvals being obtained; and

2.             maintains the delegated authority to the Head of Strategic Transport, Sustainability, and Infrastructure to make reserved commissioning decisions necessary to progress the schemes to completion.

8.3

Reasons for Decision

8.3.1

For the reasons outlined previously, the investment in local transport schemes will ultimately help to address the ambitions of Members and deliver against the requests of the Sheffield public, without reliance on external funding opportunities or incorporating these improvements into wider major investment projects. The primary objectives of the fund are detailed below:

8.3.2

The expected benefits from this fund are centred primarily on the community, with improved transport connectivity, increasing accessibility, creating a greater sense of safety, enhancing environmental amenity, and improving health by supporting more active travel movements and tackling road safety issues.

8.3.3

The proposed transport capital programme balances the availability of funding sources with local and national policy to give a clear focus for the 2023/24 financial year.

8.4

Alternatives Considered and Rejected

8.4.1

‘Do nothing’ has been considered, but is not considered appropriate as this will result in projects not being delivered. The opportunity to use the LaNTP to deliver economic, environmental, and societal benefits would be missed.

8.4.2

It would be possible to consider a different balance between types of schemes as part of the programme. However, it is felt that the proposed programme achieves a good balance.

7.1

The Committee considered a report of the Executive Director of City Futures on the progress of the 2023/24 budget process. It updated the committee on the plans to mitigate overspends and deliver stalled saving plans to bring forecast outturn back in line with budget, including seeking approval for increases where delegation was not already in place to authorise fee / charge increases. It outlined annual fees and charges to increase not originally identified as part of the budget process, but in scope to increase following additional work with finance colleagues.

7.2

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

1.    Following the approval by Full Council on 1 March 2023 of the General Fund BIPs

a.    Agree the detailed fees and charges set out in this report as part of the budget delivery plan; and,

b.    Agree the additional fees and charges increases which have been reviewed in line with council’s financial regulations.

7.3

Reasons for Decision

7.3.1

The recommended fees and charges increases allow the TRC Committee to deliver the overall budget proposal previously agreed and adhere to the council’s policies on setting fair fees.

7.4

Alternatives Considered and Rejected

7.4.1

Do nothing

By undertaking none of the proposed actions, TRC committee would not be in a position to achieve the agreed budget for 2023/2024.

7.4.2

Increase fees further
The fees a council can set must, by our own financial regulations, be fair. Additionally, the vast majority of services which fall under TRC are governed by legislation which requires reasonable cost recovery only.

6.

SOUTH WEST LOCAL AREA COMMITTEE SPEND 2022/23

6.1

The Committee considered a report of the Community Services Manager (Tania Bustamante) that advised that 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 £89,890 that had been authorised by the Community Services Manager, in consultation with the Local Area Committee Chair, and in accordance with the delegation granted in September 2021, July 2022 and January 2023. 

6.2

The Chair referred to the £10k underspend under the Transport and Highways priority, which it had been suggested should be used towards measures to safeguard the parking at Totley Rise Shops, Baslow Road, following two accidents at the Totley Deli and Café which had resulted in in cars crashing into the building.  Whilst officers had made initial investigations into this, it was suggested that the LAC continue to work with officers and local residents and business owners at Totley Rise Shops to find a suitable solution.

6.3

RESOLVED: That the Committee:-

(a)      notes (i) the expenditure against the £100,000 budget to address local priorities in the North East Local Area Committee in 2022/23 and (ii) the expenditure of the surplus budget reallocated to fund grants for organisations and groups to address local priorities in the South West LAC Community Plan 2022/23, as detailed in the report; and

(b)      agrees that the underspend of £10k under the Transport and Highways priority be used to enable Transport and Highways officers and the LAC to continue to work with local residents and business owners at Totley Rise Shops to find a suitable solution in terms of safeguarding the parking at this location.

6.4

ALTERNATIVE OPTIONS CONSIDERED

None. This is in line with the previous decisions of September 2021, July 2022 and January 2023 regarding LAC expenditure and the South West Community Plan agreed on 17th March 2022.

6.5

REASONS FOR RECOMMENDATIONS

The South West LAC is asked to note the use of funding as per previous decisions of September 2021, July 2022 and January 2023.

6.1

The Chair proposed that the Parks Tennis Procurement and Hillsborough Activity Hub report be deferred to a later meeting.

6.2

RESOLVED: That the Charity Trustees Sub-Committee:-

Agrees to defer the report to a later meeting to allow further work to be carried out,

including further briefings for committee members on the exempt appendices to the report.

NOTE: The result of the vote on the resolution was FOR - 4 Members; AGAINST - 0 Members; ABSTENTIONS – 1 Members.

6.3

Reasons for Decision

To allow further work to be carried out, including additional briefings with committee

members.

6.4

Alternatives Considered and Rejected

Not applicable

16.1

To provide an update the current position with the marketing of the former Cole Brothers store in Barkers Pool.

16.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) notes the current position in respect of the former Cole Brothers store in Barkers Pool and approval given to the next steps, as set out in the report; and

(b) agrees that the process to secure a developer continues as planned and that a further report be brought back to this Committee following the elections in May for selection of the preferred developer.

16.3

Reasons for Decision

16.3.1

Officers are pleased with the range, number and quality of submissions received at the current stage of marketing, particularly given concerns raised when the building was listed. The next steps set out in this report will give sufficient time for the bids to be fully explored and further clarifications obtained in advance of final bids.

16.3.2

The timescales proposed are considered to be sensible given the need to give officers and the developers the opportunity to secure the best outcome for the future of the building and positive benefits of the Heart of the City project and wider city centre.

16.4

Alternatives Considered and Rejected

16.4.1

This report simply updates Members on the current position and next steps with the marketing of the building and decision making timescale. Members could decide to pause the process but to do so would lead to further delays and uncertainty around what is an important building for the regeneration of the city centre and of a lot of interest from many people both within and outside of Sheffield. There is also a risk that developers currently interested in the scheme, could withdraw.

15.1

The report submitted:

(1) provides an update on the findings of the Housing Related Support Review project;

(2) describe proposals for the redesign of the provision to better align with strategic priorities delivering better outcomes for customers;

(3) outlines the principle and components for the future operating and delivery model that will focus on the positive outcomes, providing Housing support and services that allow individuals to have the support, skills and tools to live independently within their own tenancies.

15.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) notes the recommendations arising from the review of housing-related support, outlined in this report; and

(b) supports the development of a Business Case and Implementation Plan, based on the information outlined in this report

15.3

Reasons for Decision

15.3.1

The proposal for the new delivery model of Housing Related Support seeks to offer an improved customer experience by promoting independence through a stronger emphasis on prevention. This will enable customers to avoid supported accommodation where possible and receive the support, skills and tools required to successfully move on to live in their own home, where supported accommodation is needed.

15.3.2

The service will be better aligned with strategic priorities that focus on achieving better outcomes through a more effective and efficient commissioning and delivery model. Through avoiding crisis there will have a wider benefit to the range of public sector resources that are deployed in the city, including Housing, Care, the NHS, Community Safety and Criminal Justice.

15.4

Alternatives Considered and Rejected

15.4.1

To remain as is, with a range of services that provide limited prevention, intervention, outreach, accommodation and support, presents a picture that is not viable going forward as current costs cannot be sustained and customers’ needs are not met.

15.4.2

Other areas we spoke to told us how they are closing large hostels and moving towards a mix of dispersed properties and small shared schemes for specific customer groups. They also told us that they are experiencing increasing levels of need and complexity amongst their customers.

15.4.3

The new delivery model of Housing Related Support will enable a tailored and personalised approach for those customers considered ‘vulnerable’. The current activity focussed on prevention will continue and develop, while the new delivery model enables customers to achieve positive and consistent experiences and outcomes to either retain or attain independent living. Without this new approach there is a risk that more resources will be needed to tackle ongoing demands and existing issues will persist.

14.1

To outline the allocation of funding from the Local Authority Housing Fund and to outline the proposed use to purchase homes.

To seek approval to receive and spend the funding and progress to acquiring new housing.

To approve use of capital to supplement the grant with repayments of the loan being met from rental income.

14.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) approves the acceptance and spend of the Department for Levelling Up, Housing and Communities (DLUHC) grant offer of £2,803,007 from the Local Authority Housing Fund;

(b) approves capital funding of £2,959,672, as set out in the report; and

(c) approves the acquisition of up to 39 properties, as set out in the report.

14.3

Reasons for Decision

14.3.1

The authority completed a validation form with the proposed minimum number of properties on 25th January 2023. Completion of the validation form doesn’t commit the local authority, only when a grant award is confirmed, and a Memorandum of Understanding (MoU) is signed by would the authority be committed to the scheme.

14.3.2

To secure the full funding the LAHF Team confirmed that ideally all purchases should be complete by 30th November 2023. If purchases are within the legal process at that point but not complete the funding for those properties will still be provided. Acquisitions currently being purchased can be included in this programme. To secure all funding, it is recommended to allocate this funding to current purchases within the Stock Increase Programme. This fund will then allow surplus funding of up to £2.8m to be generated for use within the Stock Increase Programme to deliver further additional properties.

14.4

Alternatives Considered and Rejected

14.4.1

No alternative options were considered.

11.1

The report sets out key events taking place in May 2023 which will mark moments in history in the lives of all our communities. The Coronation of King Charles III will be a once in a lifetime experience and a chance to celebrate a day history is made; whilst the hosting of the Eurovision Song Contest in the UK provides an opportunity to celebrate Sheffield and South Yorkshire’s Ukrainian and diverse communities.

The earlier report to Strategy & Resource Urgency Sub-Committee on 8th August 2022 identified that should our hosting bid not be successful, there would be a commitment to host a smaller cultural ‘fringe’ style festival. Since then, and through collaboration with the BBC, the proposed Eurovision Song Contest Fringe event, as outlined in this report, presents significantly more benefits than originally anticipated.

11.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) approves the plans and notes the resources required to deliver an event for the King’s Coronation in the Peace Gardens, under the banner of ‘The Lord Mayor’s Coronation Party’ and to deliver the Eurovision Song Contest fringe event(s) in the Devonshire Green, as set out in the report;

(b) notes that in line with communications from the Secretary of State, Sheffield City Council supports communities to engage in Street Parties, Coronation Big Lunch and The Big Help Out opportunities;

(c) approves for the revenue costs of up to £296,000 to be funded from the Council’s reserves (Flexible Development Fund reserve) to ensure the events are delivered, this includes financial support of £5,000 for each of the seven Local Area Committees to deliver local community events as is appropriate for the specific community;

(d) notes that an application for grant funding of £30,000 has been submitted to Arts Council England which will reduce the funding required from the reserves if successful. The acceptance of this grant is subject to a formal approval by External Funding team and Director of Economy, Skills and Culture; and

(e) notes that additional funding may be provided by both the Department for Digital, Culture, Media & Sport (DCMS) (via SYMCA) and BBC (but not confirmed at this stage) which will reduce the funding requirement from the reserves further. The acceptance of this funding is subject to a formal approval by External Funding team and Director of Economy, Skills and Culture.

11.3

Reasons for Decision

11.3.1

The recommendations are made on the basis that celebrations to commemorate the Coronation of King Charles III and the hosting of the Eurovision Song Contest in the UK will:

·       provide opportunities to create inclusive events for Sheffield’s communities to celebrate

·       will drive footfall and increase dwell time in the city centre in support of local businesses

·       will enable neighbourhood communities to come together

·       will show support for Ukraine and other diverse community groups

11.4

Alternatives Considered and Rejected

11.4.1

An option not to create a public celebration of the King’s Coronation and/or Eurovision has been considered. This would lead to there being no public record of King Charles III Coronation being celebrated as a civic event.

11.4.2

At the time of bidding to host the Eurovision Song Contest, SCC’s commitment was to engage with and support Ukrainian communities across South Yorkshire; and to create a cultural event in support of Ukraine should the Eurovision Song Contest bid not be successful. If no celebration is delivered, this commitment would remain unfulfilled leading to Sheffield City Council’s reputation being damaged.

13.1

This report provides details of proposed changes to the existing Capital Programme as brought forward in Month 10 2022/23.

13.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

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

(b) approve the acceptance of grants as detailed in appendix 2 of the report:

(c) approves the variation to the Future High Streets Fund schemes detailed in Appendix 3, subject to confirmation being received from Department for Levelling Up Housing & Communities of their acceptance of change in scope of project.

13.3

Reasons for Decision

13.3.1

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

13.3.2

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.

13.4

Alternatives Considered and Rejected

13.4.1

A number of alternative courses of action are considered as part of the process undertaken by Officers before decisions are recommended to Members. The recommendations made to Members represent what Officers believe to be the best options available to the Council, in line with Council priorities, given the constraints on funding and the use to which funding is put within the Revenue Budget and the Capital Programme.

9.1

The recent LGA Corporate Peer Challenge of Sheffield City Council was undertaken by a team of officer and Member peers from other authorities and was based on discussions with over 170 people (Elected Members, staff, representatives of partner organisations and other stakeholders), and involved over 50 meetings over the four days the team were on-site. The peer team’s report focuses on the corporate governance and leadership of the organisation and highlights a number of areas of strength, as well as some areas for improvement.

The report asks Strategy and Resources Committee to consider the findings of the peer challenge and to note and accept the recommendations made. The report also sets out a suggested SCC response to the recommendations and an action plan, which the committee is asked to consider and agree to

9.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) notes and welcomes the Corporate Peer Challenge report and its recommendations;

(b) thanks the Corporate Peer Challenge team for their work in undertaking the review and producing the report;

(c) agrees the council’s response and accompanying action plan and to delegate authority to the Chief Executive, in consultation with the chair of the Strategy and Resources Committee, to take the steps required for its implementation;

(d) notes that the peer team will undertake a follow-up visit to Sheffield approximately 6 months after the initial review to provide a stocktake on initial work towards the recommendations;

(e) requests an update to the Strategy and Resources Committee on progress towards the action plan within 12 months.

9.3

Reasons for Decision

9.3.1

The recommendations will strongly support the Council’s ongoing improvement journey as set out in the strategic goals paper and Delivery Plan agreed by Strategy and Resources Committee in June 2022 and August 2022 respectively.

9.4

Alternatives Considered and Rejected

9.4.1

As a condition of undertaking the peer review, the council agreed that the final report should be considered in a public meeting, alongside a proposed response to the recommendations made.

9.4.2

Therefore, the other options open to Members are not to accept some or all of the recommendations made by the peer team. The recommendations made were based on evidence gathered from over 50 meetings, and discussions with more than 170 people from within and outside the council. There is strong alignment between the recommendations and other pieces of work, such as the 6 month review of governance, work on the Delivery Plan, City Goals development, and the Future Sheffield transformation programme. As such, the option of rejecting some or all of the recommendations is not advised.

8.1

The Sheffield Adult Safeguarding Partnership Board is seeking endorsement on its proposal to produce a position statement on Conversion Therapy or Practice and to note its direction of travel.

Conversion Practice is any intervention that seeks to change a person’s sexual orientation or gender identity. It works towards one goal and that goal is to cure someone from being LGBTQIA+.

The proposal for a position statement supports the rights and autonomy of all people, regardless of sexual identity, and takes a gender affirming perspective. We are asking our Council members and wider organisations to endorse the position statement which condemns this harmful and unethical practice.

8.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(1) approves sign up to the Adult Safeguarding Board Conversion Practice Position statement and delivery plan; and

(2) requests the Director of Adult Health and Social Care to bring an update to Committee on an annual basis regards implementation of the statement.

8.3

Reasons for Decision

8.3.1

Endorsing and noting the direction of travel will:

• Raise awareness of the practice of Conversion therapy in Sheffield.

• Encourage the LGBTQ+ community to speak out with confidence where they are subjected to this practice.

• Provide strategies within a framework to support the LGBTQ+ community.

8.4

Alternatives Considered and Rejected

8.4.1

A position statement is proposed to define the issues and implement strategies that will produce a measurable and positive result for the LGBTQ+ community. It will also provide a framework for guidance rather than a mandatory policy which cannot be enforced across the numerous organisations which we hope to sign up.

12.1

The report details the energy tariff options available to the Council from its new electricity supplier (EDF).

The report sets out the Renewable Energy Guarantee of Origin (REGO) arrangement the Council has under the contract with its current supplier (which will expire in March 2023) and recommends that the Council purchases the standard product under the contract with its new supplier (which commences in April 2023).

The standard product does not involve the purchase of REGOs. The report sets out the Council’s intention that monies previously allocated for the purchase of REGOs is deployed on building a comprehensive communications and engagement package that will allow communities and organisations to learn about and access specific renewable energy funding and investment opportunities, subject to separate Council approval.

This decision will allow the Council to realise a significant cost avoidance for the financial year 2023/24 and years moving forward and by allocating the monies to local renewable energy projects it will have a positive effect on the Council’s route to net zero by 2030.

12.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) approves the Council purchasing the standard option for electricity generation with EDF, as set out in this report; and

(b) notes that the Transport, Regeneration and Climate Policy Committee will consider the internal reallocation of monies previously allocated for the purchase of REGOs to support the Council’s local renewable energy and climate change projects.

12.3

Reasons for Decision

12.3.1

There will be a cost avoidance for the year 2023/24 of £287,091 against the Clean Renewable option, £198,354 cost avoidance against the Renewable for Business option or £417,587 against the Select Renewable option.

12.3.2

The purchasing of REGOs has no effect on the Council’s route to net zero.

12.3.3

The Council intend on allocating the £40k a year previously spent on REGOs internally to support the Council’s local renewable energy and climate change projects. The £40k will be deployed on building a comprehensive communications and engagement package that will allow communities and organisations to learn about and access specific renewable energy funding and investment opportunities. Officers will work with Local Area Committees, businesses and community organisations to allocate SCC climate resources.

12.4

Alternatives Considered and Rejected

12.4.1

Option 1 – Purchase Renewable for Business option from EDF

Advantages:

- This would be a continuation of the Council procuring REGO’s for its electricity supply.

- This would enable the Council to declare that its electricity is generated from renewable sources for its market-based emissions.

Disadvantages:

- The cost to the Council would increase.

- This option would be a further draw on the Council’s budget alongside already known increasing energy costs.

- This option has no impact on the route to net zero.

- The purchasing of REGOs does nothing to reduce demand for electricity.

- This option does not contribute to the Council’s journey to net zero.

- This option includes electricity from biomass generation

12.4.2

Option 2 – Purchase Clean Renewable for Business option from EDF

Advantages:

- This would be a continuation of the Council procuring REGO’s for its electricity supply.

- This would enable the Council to declare that its electricity is generated from renewable sources for its market-based emissions.

- This option does not include biomass generation

Disadvantages:

- The cost to the Council would increase.

- This option would be a further draw on the Council’s budget alongside already known increasing energy costs.

- This option has no impact on the route to net zero.

- The purchasing of REGOs does nothing to reduce demand for electricity.

- This option does not contribute to the Council’s journey to net zero.

12.4.3

Option 3 – Purchase the Zero Carbon for Business option from EDF.

Advantages:

- The cost of this option is lower than that for renewable energy - £52,198.43

- The Council will be able to declare that its electricity is generated by zero carbon generation for its market-based emissions.

Disadvantages:

- The Council will be unable to declare that its electricity is generated by renewable technologies for its market-based emissions.

- This option is based on nuclear energy generation which is subject to some controversy regarding the storage of nuclear waste produced by this method of electricity generation.

- This option has no local impact on the route to net zero.

- This option does not contribute to the Council’s journey to net zero.

12.4.4

Option 4 – Purchase the Blended Zero Carbon for Business option from EDF.

Advantages:

- This would enable the Council to declare that its 50% of its electricity is generated from renewable sources for its market-based emissions and that the remaining 50% was from zero carbon generation.

Disadvantages:

- The cost to the Council would increase.

- This option would be a further draw on the Council’s budget alongside already known increasing energy costs.

- This option has no impact on the route to net zero.

- This would involve the purchasing of REGOs which does nothing to reduce demand for electricity.

12.4.5

Option 5 – Purchase of Select Renewables option from EDF.

Advantages:

- This would be a continuation of the Council procuring REGO’s for its electricity supply.

- This would enable the Council to declare that its electricity is generated from specified renewable sources for its market-based emissions.

Disadvantages:

- The cost to the Council would increase, this is the most expensive option available.

- This option would be a further draw on the Council’s budget alongside already known increasing energy costs.

- This option has no impact on the route to net zero.

- This would involve the purchasing of REGOs which does nothing to reduce demand for electricity.

10.1

To provide an update on the transport policy environment, Sheffield’s role in achieving regional objective, meeting carbon zero targets and the related investment programmes designed to deliver transformational connectivity

10.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) notes the initial update on the Sheffield Transport Strategy and Programme, and the success achieved in securing significant investment into Sheffield and the progress being made to deliver the City’s transport objectives; and

(b) notes that the Transport, Regeneration, and Climate Policy Committee will:

(1)  provide oversight to the scope of the refresh of the Sheffield Transport Strategy, and development of the associated delivery plans, ensuring that the city’s commitment to Net Zero is fully reflected;

(2)  support officers to review the professional capacity required to support the successful development, delivery and influence of policy, programmes and initiatives to support Sheffield’s ambitions; and,

(3)  review the approach to communications, consultation and engagement at a programme and project level and determine the level of appropriate resources required.

10.3

Reasons for Decision

10.3.1

As outlined in the report, given the changes in central government policy with regard to transport investment and a focus on carbon reduction, it is becoming apparent that updating the local transport policy will be a key part of the strategic narrative around the changes being developed as part of the Transforming Cities Fund and Active Travel Fund. It is also relevant to the future capital allocations, such as, the City Region Sustainable Transport Settlement.

10.3.2

An update on a local level is therefore considered beneficial and will be brought forward, subject to agreement by this Committee and the Transport, Regeneration and Climate Policy Committee.

10.4

Alternatives Considered and Rejected

10.4.1

Alternative options are not considered applicable. The information contained in this report is for reporting purposes with no direct decision being requested. Any further related decision will be brought forward through the relevant Policy Committee, on a specific decision basis.

7.1

John Bigley was in attendance to present a report which sought to secure agreement of the school calendar for the 2024/25 academic year for Voluntary Controlled and Community Schools.

7.2

RESOLVED UNANIMOUSLY: That the Education, Children and Families Policy Committee approve: -

-       The School calendar for the 2024/25 academic year. 

7.3

Reasons for Decision

7.3.1

It is recommended that Appendix A be approved as the model school calendar for the 2024/25 academic year.  The calendar applies to all Community schools, Voluntary Controlled Schools, Community Special Schools and maintained nursery schools.  Voluntary Aided Schools, Trusts and Academies that are their own Admission Authority are recommended to adopt the model calendar to promote consistency across the City.

7.3.2

It is likely that Church Aided Schools will have their Easter Break around the religious festival.  This has always been the case and Aided Schools will continue to set their own dates at Easter.

7.3.3

There was overwhelming support for fixing the Easter break at the beginning of April when the proposal was first consulted upon for the 2017/18 school calendar.  It is accepted that there are many different views and opinions on the school calendar. The purpose of the consultation was to invite opinion and comment from all stakeholders. There have not been many responses to the proposed calendar, nor has there been any strong opposition to the proposed calendar for 2024/25 which indicates that the support expressed under last year’s consultation continues.

7.4

Alternatives Considered and Rejected

7.4.1

In response to the overwhelming support for fixing the Easter Break during the 2017/18 consultation process the Authority has only consulted on this single model for 2024/25.