Decisions

10.1

To report the receipt of objections to the advertised Traffic Regulation Order (TRO) required to fulfil the objectives of the City Centre Active Travel and Public Transport Scheme. If approved, the TRO will revoke other, existing TROs and introduce new provisions as necessary so as to implement bus gates, one-way restrictions, prohibition of motor vehicles and changes to loading and waiting restrictions.

The report also sets out a brief background to the scheme which the order is intended to facilitate, other consultation comments, officer feedback and recommendations

10.2

RESOLVED UNANIMOUSLY: That the Transport, Regeneration and Climate Policy Committee approves that the TRO be made (with an amendment to the order to provide a ‘loading area’ of 13.5 metres to enable vehicles with a permit to load and unload on Surrey Street, near the junction with Norfolk Street) in accordance with the Road Traffic Regulation Act 1984. Objectors will then be informed of the decision by the Council’s Traffic Regulations team and the order implemented on street subject to no road safety issues being identified through a Road Safety Audit (RSA) at the detailed design stage.

10.3

Reasons for Decision

10.3.1

As outlined in Section One, the location of the City Centre scheme, and the potential impact it would have on improving the retail vitality and cultural offer, makes this a high profile and significant proposal. Approving the TRO with amendment as detailed in Section 2.7 will enable a positive transformation of the City Centre, the opportunity and funding for which would be lost if not progressed at the present time.

10.4

Alternatives Considered and Rejected

10.4.1

Alternative Option 1:

Surrey Street: Loading Requirements

One alternative that was considered were amendments to the design on Surrey Street to accommodate loading requirements of the shops at all times of day, but this was not pursued as it would remove one of the aims of the scheme, which is to improve the overall vision for - and attractiveness of - the useable public space in the City centre.

10.4.2

Alternative Option 2:

Surrey Street: TRO not progressed

Another option would be progress the TRO as advertised except for the proposals for Surrey Street, i.e. to leave Surrey Street in its present highway layout but progress everything else. This was not pursued as it would remove one of the aims of the scheme, which is to improve the overall vision for - and attractiveness of - the useable public space in the City centre.

9.1

This report sets out the purpose and basis to appoint a Task and Finish Group to review the effectiveness of enforcement of traffic restrictions (as well as considering new policy areas for traffic enforcement on roads - where agreed by the group), including ensuring the continuation of appropriate use of income from enforcement activities.

9.2

RESOLVED UNANIMOUSLY: That the Transport, Regeneration and Climate Policy Committee approves the appointment of a Task and Finish Group to review the effectiveness of enforcement of traffic restrictions (as well as considering new policy areas for enforcement on roads - where agreed by the group), including ensuring the continuation of appropriate use of income from enforcement activities. Membership will be drawn from the Transport, Regeneration and Climate Policy Committee and the Waste and Street Scene Policy Committee.

9.3

Reasons for Decision

9.3.1

The Task and Finish Group will bring together a small, focused group of members to examine the area of enforcement of traffic restrictions and provide clear advice to officers should there be a change to existing policies of ways or working requested. Cross party representation will mean that political agreement is reached at an early stage of the process allowing the strategy to progress.

9.4

Alternatives Considered and Rejected

9.4.1

An alternative would be to deliver a series of Knowledge Briefings for both Committees separately. 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 (and therefore increased delays before the benefits provided by this proposal could be delivered).

8.1

To report details of the consultation response to proposals to introduce 20mph speed limits in Brincliffe and Greenland, report the receipt of objections to the Speed Limit Orders and set out the Council’s response.

8.2

RESOLVED UNANIMOUSLY: That the Transport, Regeneration and Climate Policy Committee approves that the Brincliffe and Greenland 20mph Speed Limit Orders be made, as advertised, in accordance with the Road Traffic Regulation Act 1984. Objectors will then be informed of the decision by the Council’s Traffic Regulations team and the order implemented on street subject to no road safety issues being identified through a Road Safety Audit (RSA) at the detailed design stage.

8.3

Reasons for Decision

8.3.1

Alternative Option 1:

Retention of existing speed limit in the area (do nothing) This would be contrary to the delivery of the Sheffield 20mph speed limit strategy and would be detrimental to the Council’s active travel ambition and vision of safer streets in the city.

8.3.2

Alternative Option 2:

Reduce scope of scheme to just outside schools This is contrary to the council’s 20mph speed limit strategy that commits to installing 20mph speed limits on all suitable residential roads and would relatively reduce the benefits.

8.4

Alternatives Considered and Rejected

8.4.1

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.

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

15.1

The Charity Trustee Sub-Committee is asked to consider the contents of this report and approve the grant of a licence to the selected operator.

15.2

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

1.     notes the contents of this report;

2.     approves the grant of a 7-year licence to the selected operator for ice cream provision in Weston Park with a condition that an E-Power Zero Emission Vehicle is used by the end of Year 2 of the licence period; and

3.     delegates authority to Property Services and Parks and Countryside to issue a licence on the terms proposed.

15.3

Reasons for Decision

15.3.1

The selling of ice cream contributes to the objects of the charity, providing amenities within recreation/pleasure grounds for use by the public. It has also become an expected part of visitors’ park experience.

15.3.2

Generating an income allows the council as sole trustee to support the management and maintenance of the park and in turn contribute to the charity objects.

15.3.3

The offer from selected operator is financially better than the other bids. Based on our knowledge of this operator and payment history we have no concerns over its ability to meet the level of fees proposed or the terms of the licence.

15.4

Alternatives Considered and Rejected

15.4.1

Alternative Option 1 – Do nothing

There is the option to not offer a license to any of the operators who have bid. This would mean there would be no provision for this type of offer within the park and would impact on the rental income for the charity which contributes directly to the management and maintenance of the park. This would have a detrimental impact on the quality of the visitor experience. This option has therefore been rejected.

15.4.2

Alternative Option 2 – Select the operator who offered less than the highest bidding operator.

There’s a possibility that zero emissions from the Ice Cream vans could be achieved sooner should the recommended operator not be awarded the licences, however the recommended operator does indicate a strong conviction to moving towards zero emissions and this would be achieved within a managed time period, and in line with the 2030 City goals. This would mean accepting an offer which would not be the best financial deal for the charity. This option has therefore been rejected.

14.1

The Charity Trustee Sub-Committee is asked to consider the contents of this report and approve the grant of a licence to the selected operator.

14.2

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

1.     notes the contents of this report;

2.     approves the grant of a 7-year licence to the selected operator for ice cream provision in Graves Park with a condition that an E-Power Zero Emission Vehicle is used by the end of Year 2 of the licence period; and

3.     delegates authority to Property Services and Parks and Countryside to issue a licence on the terms proposed.

14.3

Reasons for Decision

14.3.1

The selling of ice cream contributes to the objects of the charity, providing amenities within recreation/pleasure grounds for use by the public. It has also become an expected part of visitor’s park experience.

14.3.2

Generating an income allows the council as sole trustee to support the management and maintenance of the park and in turn contribute to the charity objects.

14.3.3

The offer from selected operator is financially better than the other bids. Based on our knowledge of this operator and payment history we have no concerns over its ability to meet the level of fees proposed or the terms of the licence.

14.4

Alternatives Considered and Rejected

14.4.1

Alternative Option 1 – Do nothing

There is the option to not offer a license to any of the operators who have bid. This would mean there would be no provision for this type of offer within the park and would impact on the rental income for the charity which contributes directly to the management and maintenance of the park. This would have a detrimental impact on the quality of the visitor experience. This option has therefore been rejected.

14.4.2

Alternative Option 2 – Select the operator who offered less than the highest bidding operator.

There’s a possibility that zero emissions from the Ice Cream vans could be achieved sooner should the recommended operator not be awarded the licences, however the recommended operator does indicate a strong conviction to moving towards zero emissions and this would be achieved within a managed time period, and in line with the 2030 City goals. This would mean accepting an offer which would not be the best financial deal for the charity. This option has therefore been rejected.

8.1

This report outlines a proposal to grant a licence to Sheffield City Council for its Parks and Countryside Service to continue using part of the Norton Nurseries area of Graves Park as an operational base for the management and maintenance of green spaces outside of Graves Park. This use is in addition to, and ancillary to, the use of the same piece of land for the management and maintenance of Graves Park which is permitted by the charity’s scheme. This report seeks approval from Sheffield City Council, acting as sole trustee of Graves Park Charity, to agree to a 12-month licence of the area to allow the Council’s ancillary use.

8.2

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

1.     notes the contents of this report and annexures;

2.     approves the terms of licence proposal to regularise the ancillary arrangements in Graves Park; and

3.     confirms that the necessary processes in relation to transactions with connected persons have been complied with and that subject to the Charity Commission consent confirming the Licence can be entered into with the Council.

8.3

Reasons for Decision

8.3.1

It has been confirmed by the Charity Commission that the trustee is acting in breach of trust and therefore if the arrangement is to continue it must be regulated, in order to remedy the breach. This is a matter that must therefore be rectified, and the arrangements regularised in a way that benefits the Graves Park Charity.

8.4

Alternatives Considered and Rejected

8.4.1

Alternative Option 1:

Do Nothing

This option was rejected as to do so would mean that the trustee was acting in breach of trust.

8.4.2

Alternative Option 2:

Propose a licence for longer than 12 months

This was rejected as the work that is ongoing to establish what the options are for the operational base to support the management and maintenance of green spaces including Graves Park should be concluded within 12 months.

8.4.3

Alternative Option 3:

Remove the operational base from Norton Nurseries immediately

This was rejected as it is not logistically possible for the charity. An operational base to support the management and maintenance of green spaces including Graves Park is a key requirement for delivery and there are no suitable alternatives available to allow an immediate decanting from Norton Nurseries.

13.1

This report sets out the tendering process for an ice cream operator for Endcliffe Park, including a summary of the response to the tender and recommendations for entering into a licence with a new operator.

13.2

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

1.     notes the contents of this report;

2.     approves the grant of a 7-year licence to the selected operator for ice cream provision in Endcliffe Park with a condition that an E-Power Zero Emission Vehicle is used by the end of Year 2 of the licence period; and

3.     delegates authority to Property Services and Parks and Countryside to issue a licence on the terms proposed.

13.3

Reasons for Decision

13.3.1

The selling of ice cream contributes to the objects of the Endcliffe Park charity, providing amenities within recreation and pleasure grounds for use by the public. It has also become an expected part of visitors’ park experience.

13.3.2

Generating an income allows the council as sole trustee to support the management and maintenance of the park and in turn contribute to the charity objects.

13.3.3

The offer from the selected operator is financially better than the other bids. Based on our knowledge of this operator and payment history we have no concerns over its ability to meet the level of fees proposed or the terms of the licence.

13.4

Alternatives Considered and Rejected

13.4.1

Alternative Option 1 – Do nothing

There is the option to not offer a license to any of the operators who have bid. This would mean there would be no provision for this type of offer within the park and would impact on the rental income for the charity which contributes directly to the management and maintenance of the park. This would have a detrimental impact on the quality of the visitor experience. This option has therefore been rejected.

13.4.2

Alternative Option 2 – Select the operator who offered less than the highest bidding operator.

There’s a possibility that zero emissions from the Ice Cream vans could be achieved sooner should the recommended operator not be awarded the licences, however the recommended operator does indicate a strong conviction to moving towards zero emissions and this would be achieved within a managed time period, and in line with the 2030 City goals. This would mean accepting an offer which would not be the best financial deal for the charity. This option has therefore been rejected.

10.1

This report updates the Charity Trustee Sub-Committee on the charitable green spaces in Sheffield and how the operational functions are carried out for each site.

10.2

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

1.     notes the contents of this report; and

2.     supports the continued work to further review operations in support of the maintenance of charitable green spaces in Sheffield.

10.3

Reasons for Decision

10.3.1

Alternative Option 1:

Do Nothing

This option was rejected as there was the potential that the trustee has in effect, been acting in breach of trust. It is essential that before any decision is made in respect of any of the sites referred to above the necessary due diligence is undertaken in order to fully inform the trustee so that they can make a decision that is in the best interest of the charity.

10.4

Alternatives Considered and Rejected

10.4.1

It has been confirmed by the Charity Commission that the trustee has been acting in breach of trust by not having a formal arrangement in place to regulate the use of Norton Nurseries as an operational base for non-charitable sites. This has prompted us to begin investigating whether similar arrangements exist elsewhere in other charitable sites. This update sets out the work that has been completed to date and sets out what the next stages will be.

9.1

This report updates the Charity Trustee Sub-Committee on the progress made in identifying suitable alternatives to replace Norton Nurseries as an operational base to support the management and maintenance of local green spaces, including the Graves Park charity.

9.2

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

1.     notes the contents of this report; and

2.     supports the continued work to identify further options which will be brought back to this Sub-Committee for consideration.

9.3

Reasons for Decision

9.3.1

The recommendations in this report acknowledge the work to date to explore any feasible sites that might be used as an operational base to replace Norton Nurseries in order that the charitable land can be restored to park land.

9.4

Alternatives Considered and Rejected

9.4.1

Alternative Option 1:

Do Nothing

This option was rejected because it would ignore the requests of the Friends of Graves Park to restore the Norton Nurseries to park land and would prevent the Trustee from fully discharging its duty to act in the best interests of the Graves Park charity.

9.4.2

Alternative Option 2:

Offer options to the Trustee for consideration and allow Trustee to fully discharge its duty to act in the best interests of the Graves Park charity.

This option has been recommended and work is ongoing to establish what the options are for the operational base to support the management and maintenance of green spaces including Graves Park and this will then be put to the trustee.

16.1

The purpose of this report is to outline Sheffield City Council’s new operating arrangements for the leisure facilities, which includes Tinsley Golf Course, and to advise the Sub-Committee on a proposed associated leasehold disposal of property and seek approval to the grant of an interim Tenancy at Will.

16.2

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

1.     notes the contents of this report;

2.     agrees that the Charity enter into a Tenancy at Will with the provider on the terms as set out in the appendix to this report; and

3.     notes that a further report will be brought back to this Sub-Committee to seek the necessary approvals for the leasehold disposal once these have been negotiated.

16.3

Reasons for Decision

16.3.1

The proposal will ensure that the Golf facility is retained for use by the public, this includes provision of public toilet facilities for users of the park. The new operator, Everyone Active (EA), is long established in the UK and will bring a wealth of expertise in managing the golf facilities. Their mission is to encourage more people to take part in physical activity which aligns with the Council’s Sport and Physical Activity Strategy.

The contract with EA will include the requirement to insure and maintain the facility, this will remove this liability from the Charity.

16.4

Alternatives Considered and Rejected

16.4.1

Alternative management models considered:

·       Three possible options for the future management of facilities were considered, this included in-house a Local Authority Trading Company (LATC) and appointment of an external partner. The in[1]house and LATC options were not selected as they were more expensive and presented a greater level of financial uncertainty and risk. They also would not allow for the level of investment needed to offer significantly improved leisure facilities.

·       Doing nothing was not a viable option. SCT are in the process of winding up, therefore, the current arrangements will contractually Page 173 end on 31st December 2024. Therefore, it was imperative that an alternative management model was identified.

12.1

This report sets out the request from Phillimore Community Primary School to take a lease of a football pitch in Phillimore Park to provide outdoor activity space for the school. Phillimore Park is held on trust and the report therefore requests confirmation from the Charity Trustee Sub-Committee that in principle, the Sub-Committee agrees to give consideration to this proposal and to authorise Officers to take all necessary steps to establish if the proposal is possible and in the Charity’s best interests to proceed with disposing of the land required by the School to Sheffield City Council and the legal requirement to acquire other land from Sheffield City Council in exchange. Once Officers have carried out a full investigation into the land exchange and obtained a Designated Advisor’s report, a further report will be brought to this Committee which will provide information to allow the Committee to make a fully informed decision as to whether to proceed.

12.2

RESOLVED UNANIMOUSLY: That the Charity Trustee Sub-Committee:

1.     notes the contents of this report;

2.     agrees to consider this proposal and request from Phillimore Community Primary School (the school) to take a lease of a football pitch in Phillimore Park Charity;

3.     authorises officers to take all necessary steps to establish if it is possible and in the Charity’s best interest to proceed with disposing of the land required by the school to Sheffield City Council;

4.     authorises officers to explore the legal requirement to acquire other land from Sheffield City Council in exchange for the disposal and to identify such land; and

5.     notes that if consideration of the proposal is approved by the Committee, a further report, incorporating a Designated Advisor’s report, will be brought to Charity Trustee Sub-Committee for a decision as to whether to proceed with an exchange of land with Sheffield City Council.

12.3

Reasons for Decision

12.3.1

The Committee is requested to give its approval to Officers to further investigate the proposal to dispose of part of Phillimore Park in exchange for other land held by Sheffield City Council. This will enable Officers to further explore whether the proposal is in the best interests of the Charity and will inform a further report to be brought back to the Committee to enable it in making a fully informed decision as to whether to proceed with the proposal for the exchange of land.

12.4

Alternatives Considered and Rejected

12.4.1

Option 1 - do nothing

This would mean that the school would not have their proposal considered. This option would retain public access to the green space and would not require the land to be exchanged with other land held by Sheffield City Council.

12.4.2

Option 2 – The Charity could allow the school to use Phillimore Park under a licence.

This option would not require the land to be exchanged with other land held by Sheffield City Council. The grant of a licence would not require a scheme of consent from the Charity Commission This option has been discussed with and trialled by the school, however, the School has concerns around health and safety and safeguarding which it finds difficult to mitigate. For instance, loose dogs, dog fouling and unrestricted access for members of the public during school use. It has therefore not been possible to progress this option.

11.1

This report outlines a proposal from Allama Iqbal Cricket Club to secure cricket facilities in Graves Park. The report seeks approval from Sheffield City Council, acting as sole trustee of Graves Park Charity, to grant a 5-year lease of the Cricket Pavilion and a 5-year licence of the cricket playing area to Allama Iqbal Cricket Club to enable their pursuit of funding from the English Cricket Board.

11.2

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

1.     notes the contents of this report;

2.     approves the lease and licence proposals based on the terms set out in closed Appendix 2.

11.3

Reasons for Decision

11.3.1

The proposal to grant a 5-year lease of the pavilion and 5-year license of pitch:

·       Provides a home ground cricket facility for a local club that encourages development of grass roots sports in the community.

·       Secures an increased income stream by way of rent and reduction of running costs of the charity.

·       Enhances the provision of recreational facilities in the park as a valuable asset for use by the community, thereby contributing to the charity objectives.

·       By granting a lease of the pavilion only, it minimises the reduction in public access to areas of the park and thus is not detrimental to the charity continuing to deliver its objectives. Because the license on the pitch and square does not grant exclusive use, it still allows public access to all of the park areas that are currently accessible.

·       Complies with the statutory provisions contained within the Act and further with the requirements of the Charity Commission

11.4

Alternatives Considered and Rejected

11.4.1

Alternative option 1: Do Nothing

If the facility is not leased or licensed out to a club, it will remain in its current condition which is of a low standard and with a ‘scruffy’ appearance in the park. A temporary license could be granted to the cricket club. This would allow them to play in the park, but due to the limited resources of the charity, there would be limited scope to bring these facilities up to the standard that the club would like to use. It is likely that the club would look to find an alternative playing area, and unless a club could be found that would accept the facilities in their current poor condition, the pitch and pavilion would fall into disuse. This would be the opposite of the charity’s objectives to provide recreational facilities for the people of Sheffield.

11.4.2

Alternative option 2: Shorter lease terms

The cricket club have been playing in Graves Park since 2023 under a temporary license arrangement. A short-term lease or license would grant permission from the Graves Park charity to allow the club to play in the park, but it does not allow them to obtain external grant funding to invest in the site and it also does not give them the security of playing location to encourage them to invest their own resources into the site and encourage increased participation of cricket in the park. Therefore, whilst this option was acceptable for the charity, it was not an option that was suitable for AICC and was therefore rejected.

11.4.3

Alternative option 3: Lease on the pavilion (Property 1) and not the land underneath it (Property 2).

In considering the concerns of FOGP regarding the potential that the Graves Park charity could lose long term control or ownership of the charitable land if it were to be leased to the cricket club, an alternative not to lease the land but to lease the building without the land underneath was investigated. Officers established that there would be no increase in legal protection to the charity by such an arrangement as the land beneath the pavilion would be effectively unusable for the duration of the lease term. This option was therefore rejected.

8.

CAPITAL APPROVALS MONTH 6 (2024/25)

8.1

The Committee considered a report of the Director of Finance and Commercial Services which provided details of proposed changes to the existing Capital Programme as brought forward in Month 6 2024/25.

8.2

RESOLVED UNAMIOUSLY: That the Finance and Performance Policy Committee:

1.    That the Committee approve the proposed additions and variations to the Capital Programme listed in Appendix 1.

2.    That the Committee approve the issuing of grant funding as identified in Appendix 2

8.3

Reasons for Decision

8.3.1

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

8.3.2

To formally record changes to the Capital programme and gain Member approval for changes in line with Financial Regulations and to reset the Capital programme in line with the 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 Capital Programme.

11.1

The Assistant Director Transformation and the Director of Customer Experience and Communities presented a report providing an update on the Council ’s Future Sheffield Transformation programme, including:

? An overview of progress to date on the immediate priority areas agreed at the Strategy & Resources Committee on 24th July 2024, including the next steps for the Customer Experience Programme.

? An overview of the activity that is planned to take place and the investment required over the next two to three years to fully realise the potential of implementing the target operating model and the Future Sheffield transformation programme.

11.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) notes the progress of the Future Sheffield Transformation programme including the potential financial and wider benefits;

(b) notes the intended next steps for the Customer Experience programme and agree to progress further development and delivery of the Customer model, including strengthened leadership for this function, realising the model across the Council, and associated benefits. This will involve engagement and consultation with any affected staff in due course as appropriate;

1.Endorse the focus of the next phase of the Customer Experience Programme, including the next set of service areas prioritised for end-to-end customer journey development alongside the Digital Programme (see Appendix C)

2.Agree to progress to the next stage of developing and delivering the future Customer model, including clear management arrangements and the implementation of the Core Customer Hub for the Council , preparing for the transition of additional responsibilities into the Contact Centre in a phased approach (see Appendix B)

3.Request officers to build integrated coordination and governance between the Customer Experience Programme and the co-creation of the Communities Strategy and wider community engagement activities, including links with the cross-party Member reference group, given their interrelated nature.

(c) notes the proposed activity and investment required to deliver the Future Sheffield Transformation Programme over the next two to three years (see Appendix A); and

(d) notes that following implementation work will progress to identify a strategic partner to support delivery.

11.3

Reasons for Decision

11.3.1

The Council’s transformation programme, Future Sheffield, is aimed at improving service effectiveness and delivery across the organisation whilst creating a robust long-term financial plan for the Council.

11.3.2

Delivering a whole council approach to implementing the Council’s Target Operating Model, will achieve more joined-up services, greater effectiveness and efficiencies which could not be achieved by individual siloed changes. As the Programme progresses, the Council will develop the capabilities and infrastructure to successfully deliver far more sweeping and potentially complex changes.

11.3.3

By moving from strategy into delivery, the Future Sheffield Transformation Programme will begin to demonstrate the benefits and tangible change to the organisation and our communities. This will build the momentum and our ability to deliver wider transformation with strategic oversight by Future Sheffield Board and the Strategy and Resources Committee.

11.4

Alternatives Considered and Rejected

11.4.1

Do nothing - The Council could choose not to implement the cross-council the target operating model and accelerate the Future Sheffield transformation programme thereby continuing to deliver as per existing ways of working. This has been rejected because the Council would fail to deliver against the vision and outcomes set out in the Council Plan and previous decisions taken, with the resulting negative impact on demand, costs, the Council’s medium-term financial sustainability, and its reputation.

11.4.2

Service by service improvement - The Council could choose to enable individual services areas to develop and implement specific changes associated with agreed aims and ambition. This has been rejected because it would not achieve the ‘one council’ approach and the holistic outcomes and financial benefits envisaged in the Council Plan and the Future Sheffield Programme.

12.1

Further to the Corporate Annual Complaints Report for 2034/24 presented to this committee in July 2024 and following receipt of the Ombudsman’s Annual Letters, Councillor Fran Belbin, Deputy Leader and Lead Member for Customer Experience (including complaints) and the Executive Director of Neighbourhood Services introduced and presented a report outlining the complaints investigated by both the Local Government & Social Care Ombudsman (LGSCO) and the Housing Ombudsman Service (HOS) for Sheffield City Council in the 2023-24 reporting year.

The report identifies key feedback and areas for further improvement as well as benchmarking against similar local authorities.

12.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) notes the Annual Ombudsman Report and the learnings and service improvements that have resulted from Ombudsman investigations;

(b) agrees to continue to support the 2024-2026 Complaint Service Improvement Plan and endorse the improvements outlined in the Annual Ombudsman Report; and

(c) notes the links to ‘Future Sheffield’ and the ‘Customer Experience Strategy’, which will provide the fundamental support and direction needed to improve and transform the way Sheffield City Council handles and manages complaints.

12.3

Reasons for Decision

12.3.1

Strategy & Resources Policy Committee has lead responsibility for complaints including monitoring of complaint handling performance on behalf of the  Council.

12.4

Alternatives Considered and Rejected

12.4.1

Not applicable as this Committee has lead responsibility for complaints including monitoring of complaint handling performance

9.1

The Strategic Director of Public Health and Integrated Commissioning submitted a report presenting the Annual Report of the Sheffield Domestic and Sexual Abuse Strategic Board, and inviting the Committee to approve the Council’s role in the delivery of a new and continued Strategy called ‘From Surviving to Safety’ which sets out objectives over the next 6 years to improve education and awareness, support victims, change perpetrators behaviour and protect more people from violence and abuse.

Hollie Venn, CEO Sheffield Women’s Aid; Meera Kulkani, CEO Sheffield Rape and Sexual Abuse Centre; and Diane Johnson (Detective Superintendent), South Yorkshire Police attended the meeting representing some of the Council’s valued partners in tackling domestic and sexual abuse and violence against women and girls from across the City.

9.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) accept and note the contents of the Annual Report of the work of the Domestic and Sexual Abuse Strategic Board;

(b) agrees the contents of the new strategy, From Surviving To Safety:  Sheffield’s Strategy to end Domestic and Sexual Abuse and Violence Against Women and Girls 2024-30; and

(c) agrees to commit the Council to continue to play a leading role, working with a wide range of external stakeholders, in delivering the aims and objectives of the new strategy in the coming years

9.3

Reasons for Decision

9.3.1

Domestic and sexual abuse, and violence against women and girls, has a huge impact on the lives of individual victims, families and wider society.  Sheffield has a proud history of tackling the problem, challenging perpetrators and supporting victims. 

9.3.2

By adopting the aims and principles set out in the new Strategy the Council will be playing a significant leadership role in the city.  Working across the Council and with a range of city stakeholders, together we can continue to tackle violence and abuse and help make lives better for victims and their families.

9.4

Alternatives Considered and Rejected

9.4.1

One alternative would be to allow the current Strategy to tackle domestic and sexual abuse to lapse without developing a new strategy.  This option was rejected because the Council is required legally to have in place an agreed Strategy for Safe Accommodation (see legal implications section of the report).  Tackling domestic and sexual abuse is also a significant concern across the city and affects a number of Council departments, so having an agreed and carefully developed strategy enables the Council and wider partners to better coordinate activity they would be involved in anyway, to provide a clear and supportive offer to victims, their families and the wider community of Sheffield.

10.1

The Director of Policy and Democratic Engagement presented a report updating the committee on progress following the agreement of the City Goals in January 2024.  The report outlines the progress and future steps for the Sheffield Stronger Together infrastructure, which will support the delivery of the Goals; and states that, as well as Sheffield Stronger Together, there are four other workstreams: Neighbourhood Conversations, Next Generation, Metrics that Matter, and Demonstrators and Investment.

The report provides an update on the development of all five of these workstreams and the establishment of the Sheffield Stronger Together Leadership Group.

10.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) notes the progress made following the agreement of the City Goals in January 2024;

(b) recognises the contribution of the citywide Transition Team and place on record our thanks to the chair and members of the Transition Team for their work; and

(c) acknowledges the Transition Team’s work on developing the Sheffield Stronger Together workstream.

10.3

Reasons for Decision

10.3.1

This paper provides the Committee with an update on the progress that has been made by partners delivering our City Goals.

10.4

Alternatives Considered and Rejected

10.4.1

Not applicable – this is an update paper for Strategy and Resources Committee on the collaborative work being undertaken in the city with partners on City Goals.

9.1

The Committee considered a report of Jayne Foulds, Community Services Manager, on the proposed allocation of funds to address local priorities for the South East Local Area Committee for 2024-25.

9.2

Funding delegated by the Council to LACs in 2024/25 amounts to £100,000 per LAC (£25 000 per ward). Following consultation with South East LAC Members it is proposed that this budget should be treated a whole South East LAC budget of £100,000 to address issues identified in the South East Community Plan. The following areas of expenditure are proposed from the £100,000 budget.

• Crime and Community Safety - £50,000
• Environment - £17,000
• Health and Wellbeing  - £15,000
• Children and Families - £15,000
• Administrative costs - £3,000

9.3

In order to enable financial decisions to be made more quickly, given the delays caused by the two pre-election periods (local election and general election) it is recommended that the level of expenditure that can be approved by the Community Services Manager in consultation with the LAC Chair under the delegated authority, is increased to sums up to £10,000.

9.4

RESOLVED: That the South East Local Area Committee:

1. agrees the recommendations set out for use of the 2024/25 budget to address local priorities in the South East LAC as detailed in the report;
2. authorises the Community Services Manager, in consultation with the Local Area Committee Chair, to finalise the eligibility criteria and make decisions, following engagement with the relevant Ward Members, on the award of the grant funds proposed of up to £5,000.
3. authorises the Community Services Manager to make decisions on expenditure from any budgets allocated to the Local Area Committee provided that:

• The decision is taken in consultation with the Local Area Committee Chair
• Spending is in line with any specific purposes of the allocated budget
• The decision may not approve expenditure of more than £10,000
• A report detailing the delegated spending decisions taken by the Community Services Manager is presented to the next Local Area Committee meeting.

9.5

Reasons for Decision

9.5.1

The South East LAC is asked to agree the further expenditure and proposed use of funding under delegated authority outlined in the report to address the identified local priorities within the South East LAC Community Plan.

9.6

Alternatives Considered and Rejected 

9.6.1

The LAC could choose not to allocate budgets at this stage, but this would delay local projects and facilities for local communities. Decisions on grant awards could be reserved to the LAC but this would inevitably delay delivery of priority actions to address specific issues identified in the Community Plan. All decisions on expenditure to support Community Plan priorities could be delegated to officers. However, this would restrict and undermine the LAC’s ability to monitor