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Decisions

Use the search options below to find information regarding decisions that have been taken by the Council’s decision making bodies.

Alternatively you can visit the officer decisions page for information on officer delegated decisions that have been taken by council officers.

Decisions published

29/09/2022 - ReNew Project Grant Funding Allocation ref: 3268    Recommendations Approved

As part of the Future High Streets Fund (FHSF) Front Door Interventions Scheme (FDS) the ReNew project has been allocated £300K to administer grants to businesses looking to occupy and renovate vacant properties in the FHSF zone.

 

The decision being sought is to allocate the first round of funds, which have a value of £112,192.75 and enter into grant agreements with businesses that have gone through the application approval process to proceed with the occupation and renovation of vacant properties in the FHSF zone.

 

Decision Maker: Executive Director, City Futures

Decision published: 07/11/2022

Effective from: 29/09/2022

Decision:

That the Executive Director, City Futures:

 

in consultation with the Director of Legal Services and the Chair of the Finance Sub-Committee, approves the allocation of £112,192.75 of THE FHSF FDS Renew Project funding to successful businesses as set out in the report, to enable them to occupy vacant properties and begin refurbishment and enter into grant agreements with the Council on that basis.

 

 

Lead officer: Rachel Salway


28/09/2022 - Renewal of contract with Rightmove for supply of housing sales and private rental lettings data. ref: 3267    Recommendations Approved

The purpose of the report is to gain approval for the award of a contract between the Council and  Rightmove PLC for the provision of house sales and private rental lettings data to the Council’s Strategic Housing Service.

 

Decision Maker: Director of Housing and Neighbourhoods Service

Decision published: 03/11/2022

Effective from: 28/09/2022

Decision:

That the Director of Housing Services approves the award of a 3-year contract with an estimated value of £18,000 to Rightmove PLC following the Request For Quotes procedure in accordance with the Contract Standing Orders for the provision of house sales and private rental lettings data, as set out in this report.

 

Lead officer: Dan Green


30/09/2022 - Portfolio Surplus Declaration: Former Walkley Nursery Infant School Site, Burnaby Crescent Sheffield S6 2RZ ref: 3248    Recommendations Approved

The report seeks agreement for the former Walkley Nursery Infant school site to be declared surplus as they are no longer required by the portfolio for the delivery of services.

Decision Maker: Director of Education and Skills

Decision published: 30/09/2022

Effective from: 30/09/2022

Decision:

That the site of the former Walkley Nursery Infant School site, Burnaby Crescent, Sheffield S6 2RZ be declared surplus to the requirements of the People portfolio.

 

Lead officer: Jim Watkin


21/09/2022 - Older Persons Prevention Service ref: 3218    Recommendations Approved

Decision Maker: Adult Health and Social Care Policy Committee

Made at meeting: 21/09/2022 - Adult Health and Social Care Policy Committee

Decision published: 28/09/2022

Effective from: 21/09/2022

Decision:

10.1

The Committee considered a report of the Director of Adult Health and Social Care seeking approval for the commission of an extension to the existing arrangements for prevention services for people who are aged 55 plus, for up to 12 months to allow for a review of early intervention and our model of operating to take place. This will then inform a recommissioning exercise.

 

 

10.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee approves the commission of an extension to the existing arrangements for prevention services for people who are aged 55 plus, by 12 months, in line with the report, whilst a review of early intervention and the operating model is taking place.

 

 

10.3

Reasons for Decision

 

 

 

Extending the existing contract for up to 12 months will allow for a review of early intervention and our model of operating to take place. This will then inform a recommissioning exercise in line with strategic priorities.

 

 

10.4

Alternatives Considered and Rejected

 

 

10.4.1

End the service –This would have an adverse impact on older people with health conditions.  It would weaken the Council’s ability to fulfil statutory wellbeing and prevention duties under the Care Act 2014. It would result in immediate savings, but could increase costs elsewhere in the Council budget, by making it more likely for more people to need more expensive services.

 

 

10.4.2

Reduce the service – Reducing the service would have less of an adverse impact on people than ending it, but it would still leave future beneficiaries without a service, and this would have a harmful impact. The high demand for the service raises the question whether it should be expanded.

 

 

10.4.3

Decisions about pursuing either of these options are best made once the strategic reviews are complete. This will enable any new investment to be part of system-wide improvements and for mitigations to be put in place to deal with decisions to stop or reduce any areas of provision.

 

 

10.4.4

Provide the service in house – This would bring TUPE implications for staff transferring to the Council. The current provider brings links with a range of partnerships that have charitable benefits, such as delivery of meals on Christmas day to people who are isolated. They also have expertise in working with experts by experience and co-production that adds value and expertise to the way we work in Sheffield.

 

 

 


21/09/2022 - Adult Social Care Charging Delivery Plan ref: 3228    Recommendations Approved

Decision Maker: Adult Health and Social Care Policy Committee

Made at meeting: 21/09/2022 - Adult Health and Social Care Policy Committee

Decision published: 28/09/2022

Effective from: 21/09/2022

Decision:

15.1

The Health and Care Act 2022 introduced a range of adjustments to the rules around the funding regime in Social Care. The changes are to be implemented in October 2023 with assessments of individuals to commence in April 2023 in preparation.

 

 

The report of the Director of Adult Health and Social Care submitted to this meeting, set out the Delivery Plan to implement the Social Care Charging Reforms in the City and sought approval to recruit the additional staff and upgrade IT software required to enable an effective response to increased demand.

 

 

15.2

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

 

 

 

(a) notes the impact of the Social Care Charging Reforms on individuals and the City;

 

 

 

(b) approves the Social Care Charging Reforms Delivery Plan;

 

 

 

(c) approves the recruitment of staff to complete the additional assessment activity required as a result of the increased demand predicated through the Social Care Charging Reforms; and

 

 

 

(d) requests that the Director of Adult Health and Social Care provides the Committee with updates on progress against the Social Care Charging Delivery Plan on a six-monthly basis.

 

 

15.3

Reasons for Decision

 

 

15.3.1

The proposed actions will allow for an effective implementation of the new statutory guidance in a customer focused manner.

 

 

15.3.2

Sufficient resources to provide timely decisions on eligibility, supported by provider and self-assessment, will help to maintain high standards of customer service and support vulnerable adults at a challenging time.

 

 

15.3.3

Clear communication will support vulnerable adults and their carers to make better decisions about their options and also to receive the benefits of the new financial rules.

 

 

15.3.4

Improved structures around the treatment of choice and more expensive placements will enhance consistency of outcome and support fair decision making.

 

 

15.4

Alternatives Considered and Rejected

 

 

15.4.1

Continuing the standard approach to assessment was considered.  This was rejected due to the combined concerns around cost of additional staffing and the risk of being unable to recruit sufficient additional staff.

 

 

 


21/09/2022 - Adult Social Care Budget Programme 2023/2024 ref: 3223    Recommendations Approved

Decision Maker: Adult Health and Social Care Policy Committee

Made at meeting: 21/09/2022 - Adult Health and Social Care Policy Committee

Decision published: 28/09/2022

Effective from: 21/09/2022

Decision:

14.1

The Committee considered a report of the Director of Adult Health and Social Care setting out the financial pressures facing the Health and Social Care Policy Committee in 2023/24 and providing an update on progress to date in identifying mitigations for these pressures.

 

 

14.2

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

 

 

 

(a) acknowledges the recommendation approved at the meeting of the Strategy and Resources Policy Committee on 5 July 2022 that “Policy Committees will be asked to develop savings / additional income options that cover their own pressures – in effect cash standstill” and to “require Policy Committees to report at their meetings in September on how they can balance their budgets”;

 

 

 

(b) notes, as this Committee's initial response to the Strategy and Resources Policy Committee's request, the set of budget proposals set out in the report, including Part B;

 

 

 

(c) notes that Officers will now work with Members to consult with relevant stakeholders (including with partners, trades unions and in respect of equalities and climate change) on the proposals in the report so as to inform final budget proposals;

 

 

 

(d) note that Officers will work to develop any necessary detailed implementation plans for the proposals in the report so that the proposals, if ultimately approved, can be implemented as planned before or during the 2023/24 financial year; and

 

 

 

(e) requests a further report in November that will set out the final budget for this Committee following consultation and any adjustments requested by the Strategy and Resources Policy Committee.

 

 

14.3

Reasons for Decision

 

 

14.3.1

The proposals put forward in sections 2 to 8 of the report are recommended on the basis that they:-

 

-       Are consistent with a person-centred approach and the provision of support designed to meet the individual’s needs;

-       Are consistent with our vision / strategy to improve independence and support people to live the life they want to live;

-       Support the ongoing improvement of adult social care services in Sheffield;

-       Are guided by an evidence base, benchmarking and / or trend data which identifies areas of spend where disinvestment, subject to individual review, can most likely be made without detriment;

-       Enable the Council to continue to meet its legal duties.

 

 

14.3.2

Proposals set out in section 9 of the report are required to reach a balanced financial position for 2023/24.

 

 

14.4

Alternatives Considered and Rejected

 

 

There are no alternative options for consideration at this stage.

 

 

 


21/09/2022 - Adult Social Care Market Shaping Statement, Market Sustainability and Oversight Plan and Fair Cost of Care Exercise ref: 3222    Recommendations Approved

Decision Maker: Adult Health and Social Care Policy Committee

Made at meeting: 21/09/2022 - Adult Health and Social Care Policy Committee

Decision published: 28/09/2022

Effective from: 21/09/2022

Decision:

13.1

The Committee considered a report of the Director of Adult Health and Social Care seeking approval for Sheffield’s Market Shaping Statement, noting the proposal to develop further, more detailed, ‘Market Positions Statements’ through 2022 and 2023.

 

 

 

The report also updated the Committee on progress made towards meeting the Government’s requirement to conduct and report on a ‘Fair Cost of Care Exercise’ and ‘Market Sustainability Report’, which are due for submission on 14 October 2022.  It also contained (at Appendix 2) the Market Sustainability Development plan, which sets out how we will ensure that we fulfil our statutory duties as set out in the Care Act 2014, and how we will develop our October and February 2023 Fair Cost of Care submissions to the Department of Health and Social Care (DHSC).

 

 

13.2

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

 

 

 

(a) approves Sheffield’s Market Shaping Statement, at Appendix 1 of the report;

 

 

 

(b) approves proposals to develop a range of Market Position Statements over the next 12 months;

 

 

 

(c) notes the progress being made towards making the required returns to Government to access its Market Sustainability and Fair Cost of Care Fund (2022-23); and

 

 

 

(d) requests a further update in December 2022.

 

 

13.3

Reasons for Decision

 

 

The recommendations arise from the Council’s market shaping responsibilities and from the need to fulfil the conditions for receiving the DHSC’s Market Sustainability and Fair Cost of Care Fund (2022-23).

 

 

13.4

Alternatives Considered and Rejected

 

 

13.4.1

The development of Market Position Statements is consistent with the Council’s duty to oversee and, if necessary, to intervene in the market to ensure that people have a choice of good quality support providers to choose from should they need to draw on social care services, whether funded by themselves or from public funds.

 

 

13.4.2

The completion of the Fair Cost of Care Exercise is a mandatory requirement of the Department of Health and Social Care as a condition of accessing the funding described in the report.

 

 

13.4.3

There is therefore no alternative open to the Council other than to proceed with these exercises.

 

 

 


21/09/2022 - Adult Social Care Financial Update and Progress with Financial Recovery Plan ref: 3220    Recommendations Approved

Decision Maker: Adult Health and Social Care Policy Committee

Made at meeting: 21/09/2022 - Adult Health and Social Care Policy Committee

Decision published: 28/09/2022

Effective from: 21/09/2022

Decision:

12.1

At the meeting of the Committee held on 15th June 2022 an analysis of the Adult Heath and Social Care budget, spend and funding was provided to enhance understanding, improve transparency and to ensure that ongoing financial risks and issues remain visible. At the same meeting, a Care Governance Strategy and Framework was approved setting out a robust approach to governance across Adult Health and Social Care, including effective use of our resources.

 

 

 

It was agreed that future reports would be brought to the Committee which set out more detail on funding streams, spends and on forecasting, including long term assumptions, as part of our approach to transparent reporting on the Adult Social Care Budget spend and progress in relation to the financial recovery plan.

 

 

 

The report of the Director of Adult Health and Social Care submitted to this meeting, provided information about use of our resources, an update on progress with our financial recovery, an update on improvements made in relation to our financial governance and sought endorsement for Adult Social Care Effective Use of Resources Delivery Plan.

 

 

12.2

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

 

 

 

(a) notes the information about the funding used to support early achievement of the National Minimum Wage and comparison of Sheffield with other authorities;

 

 

 

(b) notes progress towards the delivery of the 2022/23 pressure mitigations and the actions being taken to achieve delivery;

 

 

 

(c) notes the update on progress with the actions set out at the meeting of this Committee on 15th June 2022;

 

 

 

(d) agrees the transparency reporting milestones to the Committee, noted at section 2.8 of the report; and

 

 

 

(e) agrees the Financial and Resource Management Delivery Plan and requests updates on progress with implementation through the Budget Delivery Reports at each meeting of the Committee.

 

 

12.3

Reasons for Decision

 

 

These recommendations are made to support strategic planning and operational decisions that are necessary for the long-term sustainability of adult health and social care and the long-term benefit of people in Sheffield.

 

 

12.4

Alternatives Considered and Rejected

 

 

Not applicable – no decision or change is being proposed.

 

 

 


21/09/2022 - Safeguarding and Ensuring Safety Delivery Plan and New Safeguarding and Ensuring Safety Model ref: 3219    Recommendations Approved

Decision Maker: Adult Health and Social Care Policy Committee

Made at meeting: 21/09/2022 - Adult Health and Social Care Policy Committee

Decision published: 28/09/2022

Effective from: 21/09/2022

Decision:

11.1

The Adult Health and Social Care Strategy “Living the Life You Want to Live” and subsequent Delivery Plan agreed at the meeting of the Committee on 15th June 2022, made a commitment towards improving outcomes for adults from abuse and neglect and enabling a shift towards prevention of harm.

 

 

 

The report of the Director of Adult Health and Social Care submitted to this meeting, set out a Delivery Plan and key milestones to deliver upon that Commitment.  The report explained how new ways of working, specifically Making Safeguarding Personal (MSP) and strengths-based approaches to social care, are impacting positively to change practices, referral rates and numbers of safeguarding referral and notes new models under development.

 

 

11.2

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

 

 

 

(a) approves the Adult Health & Social Care Safeguarding Delivery Plan;

 

 

 

(b) requests that the Director of Adult Health and Social Care provides the Committee with updates on progress against the Delivery Plan on a six-monthly basis;

 

 

 

(c) requests that the Director of Adult Health and Social Care reviews and refreshes the plan on a biannual basis for subsequent consideration by the Committee; and

 

 

 

(d) endorses the Safeguarding Adults Strategic Partnership Board Annual Report for 2021/ 2022.

 

 

11.3

Reasons for Decision

 

 

11.3.1

An approved delivery plan for the strategy gives a structured approach to delivery of the prevention of abuse and neglect and the protection of people’s rights. It will also provide greater accountability and transparency of how we will do this.

 

 

11.3.2

Asking for regular updates and refreshes of the plan will keep the Committee updated and give 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

 

 

The alternative option considered was – do not complete a Delivery Plan for Safeguarding Adults.  This would not provide the assurances required to the Committee, Safeguarding Partnership Board and Council to ensure that our safeguarding duties are met.

 

 

 


21/09/2022 - Mental Health Market Shaping Statement and Recommissioning of Services ref: 3217    Recommendations Approved

Decision Maker: Adult Health and Social Care Policy Committee

Made at meeting: 21/09/2022 - Adult Health and Social Care Policy Committee

Decision published: 28/09/2022

Effective from: 21/09/2022

Decision:

9.1

The Committee considered a report of the Director of Adult Health and Social Care setting out a proposed Market Position Statement to set out our commissioning intentions regarding support to people experiencing mental ill health in the city; proposals regarding recommissioning of prevention contracts; and a Mental Health Social Care Delivery Plan to ensure that we have robust response towards supporting people experiencing mental ill health in the City with partners.

 

 

9.2

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

 

 

 

(a) approves the Adult Health and Social Care Mental Health Delivery Plan detailed at Appendix 1 of the report;

 

 

 

(b) approves the Mental Health Market Position Statement detailed at Appendix 2;

 

 

 

(c) approves recommissioning of Mental Health Prevention Commissioning Plan detailed at Appendix 3; and

 

 

 

(d) requests that the Director of Adult Health and Social Care provides the Committee with updates on progress against the Delivery Plan on a six-monthly basis.

 

 

9.3

Reasons for Decision

 

 

The documents included in the report all seek to set out in greater detail how mental health social care will be commissioned in the future. The documents are strategic and will have a positive impact on the city and those who need support.

 

 

9.4

Alternatives Considered and Rejected

 

 

The following alternative options were considered:-

 

·       Do nothing – leave current contracts to expire. This was not adopted because it does not enable us to meet our legal duties under the Care Act.

 

·       Keep existing services. This was not chosen because it did not build on the current evidence base for the best way to begin to prevent mental ill health.

 

 

 


21/09/2022 - Supported Living, Respite and Day Services Provision for Working Age Adults ref: 3215    Recommendations Approved

Decision Maker: Adult Health and Social Care Policy Committee

Made at meeting: 21/09/2022 - Adult Health and Social Care Policy Committee

Decision published: 28/09/2022

Effective from: 21/09/2022

Decision:

8.1

The Committee considered a report of the Director of Adult Health and Social Care seeking approval to commission the delivery of care and support services for adults who have a disability. It is proposed to commission a Working Age Framework to include Supported Living, Activities Outside the Home (day services) and Short Breaks/Respite services.

 

 

 

The current Supported Living Framework is due to expire in March 2023 and commissioning provides us with an opportunity to make changes that will enable a more sustainable and flexible suite of services to meet people’s needs and to incorporate Supported Living, Day Services and Respite services into a new Working Age Framework.

 

 

 

The report also highlighted the risks faced by Sheffield City Council regarding its statutory duty, under the Care Act, to provide an effective and efficient market for the delivery of services to people with disabilities.

 

 

8.2

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

 

 

 

(a) approves the commissioning of the Supported Living Service (which includes Supported Living, Short Breaks/Respite and Day Services provision for Working Age Adults) by way of a Framework/Dynamic Purchasing System with a term of 10 years and an estimated value of £500m, as set out in the report; and

 

 

 

(b) notes and endorses the South Yorkshire Market Position Statement – Housing with Support for People with a Learning Disability and/or Autism (at Appendix 1 of the report).

 

 

8.3

Reasons for Decision

 

 

The recommended option will deliver the following outcomes:-

 

  • The Council can meet its statutory duties under the Care Act 2014.
  • Individuals who have assessed eligible social care needs because of their disabilities and long-term health conditions will be supported.
  • The market will be stabilised and diversified, with increased provision to meet the needs of the cohort.
  • The Council can be assured of the quality of the provision it has commissioned.
  • Individuals will have access to support that is appropriate, meets their wishes and is delivered in a timely manner
  • Individuals will meet their outcomes as set out in the Support Plans
  • Individuals will be supported to live as independently as possible within the community with appropriate support.

 

 

8.4

Alternatives Considered and Rejected

 

 

8.4.1

Option One: ‘Do Nothing’

 

 

 

This is not an option. The current framework for supported living is due to end in April 2023 and cannot be extended beyond this time.

 

 

 

If the current arrangement for the day activities remains in place, the Council has limited options to develop this offer further. Day activities providers are indicating that the current fee arrangements are inadequate. This also remains a market where there is no quality monitoring in place without a Framework.

 

 

8.4.2

Option Two: Recommissioning of a Supported Living Framework on a Similar Basis

 

 

 

This will not meet the Council’s strategic goals, of supporting people with a range of additional needs to meet their needs and outcomes.

 

 

 

This option will not enable the Council to develop new service offers to meet emerging needs, for example for young people transitioning from Children’s services, and for people who require overnight support.

 

 

8.4.3

Option 3: Recommission a Working Age Framework (recommended)

 

 

 

This will enable greater flexibility and for more providers to join the Framework thereby increasing diversity.

 

 

 

It will enable the Council to meet its statutory duty and fulfil obligations to meet a range of needs.

 

 

 


17/08/2022 - Acceptance of Safer Streets Fund Round 4 grant funding ref: 3234    Recommendations Approved

The purpose of this report is to seek approval for the acceptance and use of Home Office Funds that have been successfully obtained following a partnership bid into the Government led 2022/23 Safer Streets Fund Project. A total grant of £230,000 has been successfully awarded to Sheffield City Council (SCC) that will be used in a hotspot area of the city that is suffering from high levels of acquisitive crime. (Burglary, Robbery, Theft from Person and Vehicle Crime).

 

Decision Maker: Director of Communities

Decision published: 27/09/2022

Effective from: 17/08/2022

Decision:

That the Director of Communities:-

 

  1. SCC accept grant funding of £230K from the Home Office, to meet the aims and objectives of the report;

 

  1. Agree match funding of £115K, to meet the aims and objectives of the report; and

 

  1. Agree commissioning of works and services as set out in the report.

 

 

Lead officer: Jason Siddall


26/09/2022 - Budget Monitoring - Month 4 ref: 3232    Recommendations Approved

Decision Maker: Communities, Parks and Leisure Policy Committee

Made at meeting: 26/09/2022 - Communities, Parks and Leisure Policy Committee

Decision published: 27/09/2022

Effective from: 26/09/2022

Decision:

10.1

The report brought the Committee up to date with the Council’s financial position as at Month 4 2022/23.


10.2

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

 

1.     Note the Council’s challenging financial position as at the end of July 2022 (month 4).

 

10.3

Reasons for Decision

10.3.1

By the law the Council must set and deliver a balanced budget, which is a financial plan based on sound assumptions which shows how income will equal spend over the short- and medium-term. This can take into account deliverable cost savings and/or local income growth strategies as well as useable reserves.

 

10.4

Alternatives Considered and Rejected

10.4.1

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





26/09/2022 - Budget Proposals for year 2023/2024 ref: 3233    Recommendations Approved

Decision Maker: Communities, Parks and Leisure Policy Committee

Made at meeting: 26/09/2022 - Communities, Parks and Leisure Policy Committee

Decision published: 27/09/2022

Effective from: 26/09/2022

Decision:

11.1

This report sets out the budget pressures and risks facing the services that are the responsibility of the Communities, Parks and Leisure Policy Committee (CPLC), and a budget action plan to mitigate these as far as possible in the 23/24 financial year.

 

It provides recommendations for approval which will allow our services to contribute to Sheffield City Council’s ability to set a balanced budget.


11.2

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

 

1.     Acknowledges the recommendation approved at the Strategy and Resources Committee on 5 July 2022 that “Policy Committees will be asked to develop savings / additional income options that cover their own pressures – in effect cash standstill” and to “require Policy Committees to report at their meetings in September on how they can balance their budgets.”

2.     Notes, as this Committee's initial response to the Strategy and Resources Committee's request, the set of budget proposals set out in this report [and in any appendices]

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

4.     Notes that Officers will work to develop any necessary detailed implementation plans for the proposals in this report so that the proposals, if ultimately approved, can be implemented as planned before or during the 2023/24 financial year.

5.     Ask to receive a further report in November that will set out the final budget for this Committee following consultation and any adjustments requested by the Strategy and Resources Committee.

 

11.3

Reasons for Decision

 

Members were asked to note the unsustainable financial position highlighted by the medium-term financial analysis presented to Strategy and Resources Committee in July 2022. This report and its recommendations, sets out the scale of the challenge ahead, the limited resources available and some of the difficult decisions that will need to be taken.

11.4

Alternatives Considered and Rejected

 

The Council is required to both set a balance budget and to ensure that in-year income and expenditure are balanced. All the options to achieve this were presented to this Committee for consideration.

 


26/09/2022 - Playing Pitch Strategy ref: 3231    Recommendations Approved

Decision Maker: Communities, Parks and Leisure Policy Committee

Made at meeting: 26/09/2022 - Communities, Parks and Leisure Policy Committee

Decision published: 27/09/2022

Effective from: 26/09/2022

Decision:

9.1

To seek approval for the adoption of the Sheffield City Council Playing Pitch Strategy 2022. This Strategy focusses on the supply and demand for playing pitches within the city and provides general and sport specific recommendations and actions The Strategy was undertaken by independent consultants and uses the methodology prescribed by Sport England.

9.2

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

 

1.     Approve the adoption of the Playing Pitch Strategy for Sheffield as set out in this report.

 

9.3

Reasons for Decision

9.3.1

The Playing Pitch Strategy for Sheffield provides a framework for improvement and, although resources may not currently be in place to implement it, partners and possible sources of external funding have been identified. Collaborative working, strong partnerships, and good local governance will be critical towards achieving strategic potential and future successes ahead.

 

9.3.2

The Playing Pitch Strategy needs to be formally adopted by Sheffield City Council to provide the framework and inform the City’s future priorities in conjunction with Sport England and the sports NGB’s. By adopting this strategy, we can start to engage with a range of stakeholders to consider delivering key projects across Sheffield. These projects will align with local need and demand, therefore supporting effective and efficient use of resources.

 

9.3.3

In moving forward, we need to be realistic about what is achievable, and who is best placed to deliver on the key aspects of the Strategy. The council will remain accountable for the delivery of the Playing Pitch Strategy and the Action Plan and providing expertise to seek resources to support that delivery.

 

9.3.4

The Council will engage with partners to discuss the Playing Pitch Strategy action plan and how projects can be developed. The Strategy will be used to provide a robust evidence base to aid decision making in respect of future provision and management of grass pitches and built sports provision. The Steering Group will continue to meet, to ensure the delivery and implementation of the Playing Pitch Strategy recommendations and actions, as well as ensuring the evidence and data remain up to date.

 

9.4

Alternatives Considered and Rejected

9.4.1

The alternative option is to not adopt the Playing Pitch Strategy. This option is not recommended due to the following risks:

 

·       There is a risk that without an adopted strategy the council would be unable to negotiate effectively with developers where proposals have an impact on the provision of open space, sport and recreation facilities

·       There is a risk that without an adopted strategy Sport England and the Sport’s Governing Bodies will not consider applications for external funding from the council or from any sports club within the city, and additionally if not kept up to date it would not be considered an up-to-date robust assessment needed to inform planning decisions.

 


21/09/2022 - Revenue Budget Monitoring - Month 04 ref: 3221    Recommendations Approved

Decision Maker: Transport, Regeneration and Climate Policy Committee

Made at meeting: 21/09/2022 - Transport, Regeneration and Climate Policy Committee

Decision published: 27/09/2022

Effective from: 21/09/2022

Decision:

8.1

The Committee considered a report of the Director of Finance and Commercial Services.  The report brought the Committee up to date with the Council’s financial position as at Month 4 2022/23.

 

 

8.2

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

 

 

Note the Council’s challenging financial position as at the end of July 2022 (month 4).

 

 

8.3

Reasons for Decision

 

 

8.3.1

The Council is required to both set a balance budget and to ensure that in-year income and expenditure are balanced.

 

 

8.4

Alternatives Considered and Rejected

 

 

8.4.1

No other alternatives were considered.

 

 

 

 

 

 

 

 

 


21/09/2022 - Local Centre Disabled Bays, Woodhouse TRO objections ref: 3229    Recommendations Approved

Decision Maker: Transport, Regeneration and Climate Policy Committee

Made at meeting: 21/09/2022 - Transport, Regeneration and Climate Policy Committee

Decision published: 27/09/2022

Effective from: 21/09/2022

Decision:

14.1

The Committee considered a report of the Executive Director – City Future that reported details of the consultation response to proposals to install a disabled parking bay at Woodhouse Local District Centre, report the receipt of objections and set out the Council’s response

 

 

14.2

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

 

 

 

Approves the installation of a disabled parking bay on Chapel Street in Woodhouse in accordance with the Traffic Regulation Order as advertised under the Road Traffic Regulation Act 1984 and Inform objectors accordingly

 

 

14.3

Reasons for Decision

 

 

14.3.1

The Council’s Core Strategy sets out for the period to 2026, the overall vision for the city, the relationships between the areas within it and how different factors come together in each area. Local District Centres are to provide everyday needs with a range of retail, leisure, and community facilities. This would be supported by improving the quality of the environment, the mixture of uses, and accessibility and safety for all

 

14.3.2

To develop and maintain the desired outcome of a thriving local district centre at Woodhouse, it is vital that all local people have direct accessibility to the facilities and amenities within the village. There is currently on street public parking throughout the village, including a public car park off Market Street and Vicar Lane. Unfortunately, the public parking available on the highway does not currently include provisions specifically for disabled drivers

 

14.3.3

The recommendation is to install a disabled parking bay within Woodhouse village to provide inclusivity and accessibility for all local people.  There are no public disabled parking bays on the main highway that goes through Woodhouse district centre from Chapel Street, through to the end of Cross Street where many of the shops and amenities are located. The surface of the public car park on Vicar Lane is not tarmacked and would cause mobility difficulties for those who require mobility aids such as wheelchairs, tri pods and walkers. There are also no allocated disabled parking bays in the car park to guarantee sufficient vehicle space. The car park off Market Street does not provide direct access to the amenities which would be a disadvantage to many disabled people who are unable to walk the required distance to access the amenities.

Having considered the response from the public and other consultees it is recommended that the disabled parking bay on Chapel Street be implemented as, on balance, the benefits of the proposal are considered to outweigh the concerns raised.

 

 

14.4

Alternatives Considered and Rejected

 

 

14.4.1

There were originally 3 proposed disabled parking bays for the Woodhouse local district centre. 2 of which were proposed to be installed in the parking bay outside of the Lloyds Bank on Cross Street and one disabled parking bay on Chapel Street which has been included in the consultation. It was decided after a discussion with the Ward members that only one disabled parking bay was to be proposed at this time.

 

 

 

14.4.1

Apart from the proposed disabled bay in question, there are no other provisions for disabled parking in the whole local district area. Doing nothing to improve this would be contrary to the Councils’ equal opportunities commitments.

 

 

 


21/09/2022 - Handsworth 20mph Traffic Regulation Order Objections ref: 3227    Recommendations Approved

Decision Maker: Transport, Regeneration and Climate Policy Committee

Made at meeting: 21/09/2022 - Transport, Regeneration and Climate Policy Committee

Decision published: 27/09/2022

Effective from: 21/09/2022

Decision:

13.1

The Committee considered a report of the Executive Director – City Futures that reported details of the consultation response to proposals to introduce 20mph speed limits in Handsworth, report the receipt of objections to the Speed Limit Order and set out the Council’s response.

 

 

13.2

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

 

 

 

Approves that the Handsworth 20mph Speed Limit Order 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.

 

 

 

 

13.3

Reasons for Decision

 

 

13.3.1

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.

 

 

13.3.2

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

 

 

 

13.4

Alternatives Considered and Rejected

 

 

13.4.1

In light of the objection’s received consideration Handsworth was given to recommending the retention of the existing speed limit in. 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.

 

 

 


21/09/2022 - Manor Park 20mph Traffic Regulation Order Objections ref: 3230    Recommendations Approved

Decision Maker: Transport, Regeneration and Climate Policy Committee

Made at meeting: 21/09/2022 - Transport, Regeneration and Climate Policy Committee

Decision published: 27/09/2022

Effective from: 21/09/2022

Decision:

12.1

The Committee considered a report of the Executive Director – City Futures that reported details of the consultation response to proposals to introduce 20mph speed limits in Manor Park, report the receipt of objections to the Speed Limit Order and set out the Council’s response.

 

 

12.2

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

 

 

 

Approves that the Manor Park 20mph Speed Limit Order 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.

 

 

 

12.3

Reasons for Decision

 

 

12.3.1

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.

 

 

12.3.2

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

 

 

12.4

Alternatives Considered and Rejected

 

 

12.4.1

In light of the objection’s received consideration Manor Park was given to recommending the retention of the existing speed limit in. 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.

 

 

 

 

 


21/09/2022 - School Streets ref: 3224    Recommendations Approved

Decision Maker: Transport, Regeneration and Climate Policy Committee

Made at meeting: 21/09/2022 - Transport, Regeneration and Climate Policy Committee

Decision published: 27/09/2022

Effective from: 21/09/2022

Decision:

11.1

The Committee considered a report of the Executive Director – City Futures.  The report described the measures taken to restrict vehicle movements and associated inappropriate parking at four school locations across the city through the introduction of a School Streets scheme (restriction of the road outside school gate to all but exempt traffic at certain times) via a series of Experimental Traffic Regulation Orders (ETROs).

 

It sets out officer’s responses to objections received in respect of the ETROs and seeks a decision from the Policy Committee as to making the School Streets scheme permanent by making the restrictions in the associated ETROs permanent.

 

 

11.2

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

 

 

 

Having considered the representations received and having determined that the reasons to support the proposals outweigh any objections, it is agreed that:

The Traffic Regulation Orders are made in accordance with the Road Traffic Regulation Act 1984;

Establish the 4 School Street schemes on a permanent basis at the 4 locations shown on the plans in Appendix B.

 

 

11.3

Reasons for Decision

 

11.3.2

The proposed measures (the making permanent of the School Streets schemes described in this report) will address the following:

  • Dangerous parking at the school entrances by parents dropping off and collecting children from school
  • Idling engines at the school gates
  • Traffic congestion outside school gates
  • Improve conditions for those who walk, cycle and scoot to school
  • Encourage others to leave the car at home and choose active ways of getting to school
  • Health benefits for all
  • Community benefits as streets are prioritised for active journeys become a more enjoyable space to use.
  • Where planters at scheme entrances are used the school and community can take ownership of their street and be proud of their space.

 

 

11.4

Alternatives Considered and Rejected

 

11.4.1

The only alternative is to not introduce School Streets at these locations, this is not considered to be an acceptable option.  The removal of obstructive parking and dangerous vehicle manoeuvres outside the school gates ensures the safety for the most vulnerable users at these times. Consequently, the measures proposed will contribute to pedestrian & cyclists’ safety and their removal will result in the opposite

 

Without the introduction of the School Street outlined in this report, all the road safety, accessibility, and air quality issues, for children, their families & local residents will remain. 

 

The beneficial effects of the proposed measures do not incur the penalty of having adverse effects on either the climate or the economy as there are none.

 

 

 


21/09/2022 - Shalesmoor Gateway ref: 3226    Recommendations Approved

Decision Maker: Transport, Regeneration and Climate Policy Committee

Made at meeting: 21/09/2022 - Transport, Regeneration and Climate Policy Committee

Decision published: 27/09/2022

Effective from: 21/09/2022

Decision:

10.1

The Committee considered a report of the Executive Director – City Futures.  The report updates the Transport, Regeneration and Climate Committee on the work undertaken to date on the Shalesmoor Gateway Outline Business Case, in preparation for a submission to the Department for Transport’s Major Road Network National Roads Fund.

 

The key benefits of the scheme remain unchanged from the project mandate, supporting and protecting the city’s growth objectives within the City Centre, Kelham Island and Neepsend areas, in terms of enabling access to key development sites which will bring forward thousands of new homes along with other local facilities and employment opportunities.

 

The project will form part of the emerging City Centre Masterplan and aligns with the strategic Local Plan growth ambitions.  The scheme also reduces traffic congestion and improves resilience of the Inner Ring Road, allowing traffic to move efficiently along the A61, which is a blue light route for the emergency services and is defined as the Department for Transport’s Major Road Network.

 

In addition, the scheme provides improvements for public transport, pedestrians, and cyclists, tying into the Connecting Sheffield programme and the Kelham Neepsend project.  This integrated and balanced approach delivers against the longer-term priorities of the Council in terms of sustainable transport and working towards net zero carbon by 2030.

 

The report outlines the potential future financial commitment required by the Council, in advance of any development and construction funding by the Department for Transport.

 

Appendix A shows the indicative scheme proposals.  This is preliminary design and will be refined, taking on further comments from stakeholders through detailed design.

 

Appendix B outlines the spend profile of the scheme

 

 

10.2

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

 

 

 

Endorse the work undertaken thus far to develop the Outline Business Case for Shalesmoor Gateway to the Department for Transport;

 

To the extent that the relevant decisions are not already delegated to officers, authorise the Executive Director of City Futures, in consultation with the Chair or the Transport, Regeneration and Climate Policy Committee, to undertake all necessary work to continue the development of the Shalesmoor Gateway scheme and prepare the Full Business Case. This will include detailed design, public consultation, and tendering for the works to be undertaken;

 

Note that the Full Business Case will be brought back to the Transport, Regeneration and Climate Policy Committee for its endorsement prior to submission to the Department for Transport; and

 

Note that the delegated authority to submit bids for further funding via the OBC and FBC rests with the relevant Exec Director (in consultation with the Council’s Chief Finance Officer), and that commitment to the use of that funding as well as the commitment of the remaining £2.97m allocation of Community Infrastructure Levy funding in accordance with the proposal detailed in this report will further be subject to the approval of either the Strategy and Resources Policy Committee or the Finance Sub-Committee, where appropriate.

 

 

 

10.3

Reasons for Decision

 

 

10.3.1

The Council’s Housing Infrastructure Fund identified the wider strategic benefit in delivering an integrated highway improvement at the Shalesmoor Gateway on the A61. This improvement was included in the Housing Infrastructure Fund bid; however, it was unsuccessful

 

10.3.2

Recognising its strategic importance, the Council also submitted the scheme through the Department of Transport‘s National Roads Fund.  It was subsequently added to the long list of schemes by Transport for the North, via a South Yorkshire Mayoral Combined Authority submission. The Shalesmoor Gateway scheme is the only scheme to be shortlisted within the Sheffield City Region.

 

 

10.3.3

The work done to date on the scheme has been critical to the identification of viable alignments and the OBC has identified the preferred option to meet the wider strategic objectives and deliver value for money. The business case is very strong and is ready for submission

 

10.3.4

Entry to the National Roads Fund programme requires rigorous assessment and compliance with well-established DfT processes and procedures in the assessment of options. The requirements are understood and are well known to the Council, with previous schemes having been subject to DfT requirements and progressing successfully.

 

 

 

10.3.5

The funding and delivery timescales are limited.  It is therefore critical that the OBC is submitted to the DfT and that the FBC works are undertaken without delay to meet the programme. Failure to meet programme and / or DfT requirements may compromise future further funding opportunities for the scheme.

 

 

 

10.3.6

The award of funding for the development of the FBC does not guarantee future DfT funding, either for scheme development costs at the FBC stage, or for implementation of the scheme. It is essential that all avenues for funding continue to be investigated.

 

 

 

10.4

Alternatives Considered and Rejected

 

 

10.4.1

1.1.        ‘Do nothing’ has been considered, but is not considered appropriate as this is likely to result in: 

·        Increased congestion and negative impact on journey times and journey time reliability

·        Failure to promote access to the supertram network;

·        Prevent the accelerated completion of development in and around HZN and city centre leading to growth in economy

·        Reduced facilities for pedestrians and cyclists, failing to encourage more active and sustainable travel choices.

 

 

 


21/09/2022 - Budget Proposals for year 2023/2024 ref: 3216    Recommendations Approved

Decision Maker: Transport, Regeneration and Climate Policy Committee

Made at meeting: 21/09/2022 - Transport, Regeneration and Climate Policy Committee

Decision published: 27/09/2022

Effective from: 21/09/2022

Decision:

7.1

The Committee considered a report of the Executive Director – City Futures. The report sets out the budget pressures and risks facing services that sit within the responsibility of the Transport, Regeneration and Climate Change Policy Committee (TRC Committee), and a budget action plan to mitigate these as far as possible in the 23/24 financial year.

 

It provides savings recommendations which form part of Sheffield City Council’s objectives around setting a balanced budget. 

 

7.2

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

 

 

·       Acknowledge the recommendation approved at the Strategy and Resources Committee on 5 July 2022that “Policy Committees will be asked to develop savings / additional income options that cover their own pressures – in effect cash standstill” and to “require Policy Committees to report at their meetings in September on how they can balance their budgets.”

 

·       Note, as this Committee's initial response to the Strategy and Resources Committee's request, the set of budget proposals set out in this report, including part 2.

 

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

 

·       Note that Officers will work to develop any necessary detailed implementation plans for the proposals in this report so that the proposals, if ultimately approved, can be implemented as planned before or during the 2023/24 financial year.

 

·       Ask to receive a further report in November that will set out the final budget for this Committee following consultation and any adjustments requested by the Strategy and Resources Committee.

 

 

 

7.3

Reasons for Decision

 

 

7.3.1

Committee Members and officers have sought to strike a balance between meeting budget challenges and continuing to deliver strategically important and statutory services to support Sheffield’s corporate priorities around transport, climate change, regeneration, sustainability and planning.  

 

 

 

7.3.2

It is critical that services are maintained to further support regeneration in the city and underpin game changing projects like Heart of the City, Sheffield’s Levelling Up city centre pilots, Local Plan development and strategic transport improvements for the city.  Added to this, there is a critical need to address Sheffield’s commitments around Net Zero and the climate agenda.

 

 

 

7.3.3

Removal of services and budgets will dramatically reduce the City’s ability to bid for and win external funding, which is critical to delivery of Member and corporate priorities

 

 

7.3.4

The recommended proposals allow the TRC Committee to make a substantial contribution to the Council’s budget challenges. Further options can be considered by Strategy and Resources Committee with the TRC committee, as the range of options proposed across all Committees are considered together.

 

 

 

7.4

Alternatives Considered and Rejected

 

 

7.4.1

Do nothing

If none of the proposed actions are progressed, there is no likelihood of delivering a balanced budget.

 

 

 

7.4.2

Deliver Balanced Budget

Make further savings by revisiting those options currently rejected by Committee Members.

 

 

 

7.4.3

Offer greater budget savings by stopping services

Make further savings by stopping non statutory services

 

 


21/09/2022 - Electric Vehicle Public Charging Infrastructure Update and Short-Term Action Plan ref: 3225    Recommendations Approved

Decision Maker: Transport, Regeneration and Climate Policy Committee

Made at meeting: 21/09/2022 - Transport, Regeneration and Climate Policy Committee

Decision published: 27/09/2022

Effective from: 21/09/2022

Decision:

9.1

The Committee considered a report of the Executive Director – City Futures. The report outlined the current policy background to public electric vehicle charging infrastructure development in Sheffield. It seeked endorsement of the Council’s currently adopted position, and agreement to the carrying out of the short-term actions set out to progress public electric vehicle charging infrastructure delivery.

 

It also sought agreement that the submission of funding bid(s) for government’s On Street Residential Chargepoint Scheme and / or Local Electric Vehicle Infrastructure Fund (as either SCC or part of a wider consortium led by South Yorkshire Mayoral Combined Authority) would be consistent with both the policy position and short-term actions, if agreed.

 

 

 

 

9.2

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

 

 

 

    i.           Endorse the Council’s current policy position in relation to public electric vehicle charging infrastructure provision

 

   ii.           Note the work currently being undertaken to deliver public electric vehicle charging infrastructure in Sheffield

 

  iii.           Agree short term actions to progress the delivery of additional public electric vehicle charging infrastructure

 

 iv.           Note that the submission of funding bids to governments On Street Residential Chargepoint Scheme and/or Local Electric Vehicle Infrastructure Fund (as either SCC or part of a wider consortium led by South Yorkshire Mayoral Combined Authority) would be consistent with the Council’s current policy position and short-term actions, if agreed.

 

v.         Note that the delegated authority to submit the aforementioned bids rests with the relevant Exec Director (in consultation with the Council’s Chief Finance Officer), and that commitment to the use of the funding will further be subject to the approval of the Finance Sub-Committee, where appropriate.

 

 

9.3

Reasons for Decision

 

 

9.3.1

For the reasons outlined previously, following the recent publication of the governments national Electric Vehicle Charging Infrastructure Strategy it was the opportune time to confirm the Councils current position in relation to public electric vehicle charging infrastructure and agree a short term plan of action to capitalise on opportunities to further roll out this infrastructure.

 

 

 

9.3.2

Sheffield City Council had set itself a Net Zero target and electric vehicles (EVs), alongside modal shift, will be crucial to meet this goal. The development of a sub-regional strategy and local evidence-based delivery plan will ensure we are in a position to further progress charging infrastructure in the city as opportunities arise and that we are working towards our zero carbon targets.

 

 

 

9.3.3

The short-term actions outlined are necessary to support the existing network, expand it, ensure inclusion, inform future delivery and future proof development.

 

 

9.4

Alternatives Considered and Rejected

 

 

9.4.1

The alternative ‘do nothing’ option is not considered appropriate as this is likely to result in: 

·        Disjointed approach to provision of Electric Vehicle Charging Infrastructure that risks inequitable access, inability to leverage available funding and undermines the ability of citizens to transition to electric vehicles;

·        Financial risk to the council due to a failure to comprehensively assess the risk associated with installing electric vehicle charging infrastructure through the various available approaches. These risks are further described in Appendix B to this report

‘Do nothing’ does not tackle the climate emergency and is not considered to be a viable way forward

 

 

9.4.2

The development of the delivery plan will consider the implications of a number of approaches to electric vehicle charging infrastructure development.

 

 


07/09/2022 - Developing a Strategic Approach to Culture in Sheffield ref: 3203    Recommendations Approved

Decision Maker: Economic Development and Skills Policy Committee

Made at meeting: 07/09/2022 - Economic Development and Skills Policy Committee

Decision published: 20/09/2022

Effective from: 07/09/2022

Decision:

8.1

Culture has moved organisationally within Sheffield City Council from Leisure to Economic Development, opening up new opportunities to use culture to make Sheffield a great and inclusive place to work, study, invest, and live.

 

The report proposed some strategic actions which would strengthen the cultural leadership role of Sheffield City Council and help the sector to develop.

 

8.2

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

 

 

1.    Formally adopt the Sheffield Culture Collective Strategy on behalf of Sheffield City Council as an interim, while SCC works with partners to develop a full city Culture Strategy;

 

2.    Note the submission of three Expressions of Interest to the Create Growth Fund; Cultural Development Fund 3; and Place Partnership Fund; and

 

3.    Support in principle the creation of a Cultural Feasibility Fund through external funding sources such as SYMCA.

 

 

8.3

Reasons for Decision

 

 

8.3.1

Three strategic actions were proposed in the report:

 

Action 1: Adopt a clear strategy which can underpin funding applications in the sector.

Action 2: Engage with immediate external funding opportunities

Action 3: Support the creation of a Cultural Feasibility Fund and project pipeline

 

 

8.3.2

These actions will help to create a context where the cultural sector can develop further and SCC can show cultural leadership:

 

·       The adoption of an interim Strategy will give clarity and confidence to funders

·       SCC’s clear support with external funding bids will improve the likelihood of success

·       A Cultural Feasibility Fund will start to create a cultural project pipeline, and will begin to address inequalities in provision and access to resources.

 

 

8.4

Alternatives Considered and Rejected

 

 

8.4.1

Do Nothing

 

By undertaking none of the proposed actions, the cultural sector in Sheffield will continue to experience under-investment from external funders and SCC will suffer ongoing reputational damage in its cultural leadership.

 

 

8.4.2

Develop an SCC Cultural Strategy without adopting the Culture Collective Strategy as an interim

 

It will take a number of months to craft an effective city Cultural Strategy. If we waited for the creation of a new document without having an adopted strategy document, this would continue to undermine external funding bids and reduce clarity and profile for culture. The Sheffield Culture Collective Strategy was developed for a particular purpose with 19 local organisations and individuals, and does not include all the elements (e.g Net Zero) or methodology (co-creation) which would feature in a city Culture Strategy. However, the general approach and priorities of the Collective Strategy are in line with Council policy, and provide a valuable immediate strategic hook for strengthening the cultural landscape in the city.

 

 

 

 


07/09/2022 - Budget Proposals for Year 2023/2024 ref: 3204    Recommendations Approved

Decision Maker: Economic Development and Skills Policy Committee

Made at meeting: 07/09/2022 - Economic Development and Skills Policy Committee

Decision published: 20/09/2022

Effective from: 07/09/2022

Decision:

9.1

The report set out the budget pressures and risks facing the services that are the responsibility of the Economic Development and Skills Policy Committee (EDSC), and a budget action plan to mitigate these as far as possible in the 23/24 financial year.

 

It provided recommendations for approval which will allow the services to contribute to Sheffield City Council’s ability to set a balanced budget.

 

9.2

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

 

 

1.    Note the Council’s challenging financial position;

 

2.    Note the pressures and risks identified in relation to the Economic Development and Skills Policy Committee budget for the 23/34 financial year and commit to work with officers to mitigate these risks where possible;

 

3.    Note the work undertaken over the summer to develop the Budget Action Plan; and

 

4.    Approve the budget action plan to deliver savings for 23/24 of £525K, against a pressure of £595K, for submission to the Strategy and Resources Policy Committee.

 

 

9.3

Reasons for Decision

 

 

9.3.1

A balance has been sought to strike a balance between meeting the budget challenges in Committee and still delivering as much impact as possible for Sheffield’s economy and residents in line with the priorities set in the one-year plan and Business Recovery Plan. The contribution and commitment of the Service in supporting the city economy through covid has been noted, and losing the momentum built as we face a cost-of-living crisis would be damaging to the broader City economy.

 

 

9.3.2

Furthermore, removal of the services and budgets would also dramatically reduce the City’s ability to bid for and win external funding, which maximises the Council’s investment.

 

 

9.3.3

This is the preferred option as it allows the Committee to contribute substantially to the Council’s budget position. Further options can be considered by Strategy and Resources Committee with the EDSC, as the range of options across all Committees are considered together.

 

 

9.3.4

In setting this Budget Action Plan the intended outcome is to continue to deliver services which are pivotal to economic development within the city and support the wider regional economy and maximise our limited financial resource by working in partnership and bringing in external funding.

 

 

9.4

Alternatives Considered and Rejected

 

 

9.4.1

Do nothing

 

By undertaking none of the proposed actions, we would be unable to contribute to delivering a balanced budget.

 

 

9.4.2

Deliver Balanced Budget

 

Make further savings by accepting the options, currently rejected, by the Committee.

 

 

9.4.3

Offer greater budget savings by stopping services

 

Make further savings by stopping non statutory services.