Decisions

10.3.1

10.3.2

10.4

10.4.1

11.

11.1

11.2

11.3

11.3.1

11.3.2

11.4

11.4.1

11.4.2

12.

12.1

12.2

12.3

13.

13.1

13.2

13.3

13.4

14.

14.1

14.2

14.3

15.

15.1

15.2

15.3

The performance updates and focused delivery plan gives a structured approach to the promotion of independent living as well as how the service is addressing waiting lists and impact of the pandemic. It will also provide greater accountability and transparency of how we will do this.

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

Alternatives Considered and Rejected

The alternative options considered were: Don’t complete a delivery plan for equipment and adaptations performance and financial recovery. This would not provide the assurances required to ensure that we are striving towards a high performing and financially sustainable service.

CARERS STRATEGY ANNUAL REPORT

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which provided an update to the Adult Health and Social Care Committee on progress of our multi-agency Carers Delivery Plan (2022-2025).

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

1. Recognise the positive progress made on delivery of the Carers Delivery Plan (2022-2025).

2. Reaffirm our commitment to people who are unpaid carers across the city, so they feel recognised, valued, and supported and request that the Strategic Director brings a report to Committee setting out how we will become a Carer Friendly City. 3. Acknowledge the future actions the Delivery Plan aim to deliver.

4. Request that the Strategic Director Adult Care and Wellbeing brings back updates every 6 months as an assurance on delivery of the plan.

Reasons for Decision

We want to be bold and ambitious and make Sheffield a carer friendly city. We recognise, value and support our carers and the vital role they have in our communities. We know from the first 12 months that the Carers Delivery Plan has positively impacted the lives of carers but there is still much more to do.

Carers are vital to our health and social care systems. They provide care to some of the most vulnerable in our communities and in doing so save the economy billions of pounds per year, however being a carer can lead to social, educational and health inequalities. It is therefore essential that we recognise, value and support those in a caring role and prevent inappropriate caring, especially with young carers; our Carers Delivery Plan empowers us do this.

Alternatives Considered and Rejected

Option – Not to update to the Delivery Plan – Rejected.

Now is the right time to reaffirm our commitment to carers. The Council and its partners want to continue to make Sheffield a carer friendly city.

ADULT CARE STRATEGY DELIVERY AND SERVICE PERFORMANCE UPDATE

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which sought to:

• Provide a further scheduled update to Sheffield’s Adult Health and Social Care Strategy, aligned to the cycle of assurance, setting out the delivery progress and what’s been achieved.

• Provide an overview of the draft CQC self-assessment for Adult Care, including the full assessment document as an appendix, and horizon scan.

• Demonstrate how impact is being measured so that progress could be demonstrated in enabling citizens of Sheffield to live the life they want to live.

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

1.    Notes progress in delivering upon the Adult Care Strategy Living the Life You Want to Live.

2.    Notes Adult Care and Wellbeing performance at February 2024 in relation to each of the Adult Care and Wellbeing priorities and our actions in response.

3.    Notes the planned consultation and engagement on the CQC selfassessment and our preparations.

The Committee noted the report.

ADULT CARE AND WELLBEING PROVIDING SUPPORT, MARKET SUSTAINABILITY COMMISSIONING PLAN 2023-2025

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which provided the Committee with an update on Adult Care and Wellbeing Commissioning programmes in 2023/24, and priorities in 2024/25.

The report sought to provide assurance on how market sufficiency responsibilities as set out in the Care Act 2014 were being delivered, covering achievements and planned activity to improve sufficiency, stability, and quality assurance.

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

1. Note the trajectory towards the Fair Cost of Care, and proposals for future work. 2. Note progress with commissioning programme and priorities for 2024/25.

3. Note the Market Oversight and Assurance position at year end, and the establishment of the Monitoring Advisory Board

4. Note the approach to engagement and partnership working with Providers, and Voluntary, Community and Faith sector.

5. Note that the next Commissioning update will focus on Adult Care and Wellbeing Quality Assurance.

6. Requests that the Strategic Director Adult Care and Wellbeing continue to bring regular updates to the Adult Health and Social Care Policy Committee.

The Committee noted the report.

ADULT CARE WORKING WITH PEOPLE DELIVERY PLAN

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which provided the approach to the CQC Assurance Theme 1 - Working with People.

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

-       Notes the update to the Working with People Delivery Plan.

-       Requests that the Strategic Director of Adult Care and Wellbeing provides the Committee with updates on progress against the Delivery Plan on a six-monthly basis, including updates made based on ongoing learning.

The Committee noted the report.

2023/24 Q3 BUDGET MONITORING

The Committee considered a report of the Director of Finance and Commercial Services which brought the Committee up to date with the Council’s General Fund revenue outturn position for 2023/24 as at Q3.

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

Note the updated information and management actions on the 2023/24 Revenue Budget Outturn as described in this report.

The Committee noted the report.

10.3.1

10.3.2

10.4

10.4.1

11.

11.1

11.2

11.3

11.3.1

11.3.2

11.4

11.4.1

11.4.2

12.

12.1

12.2

12.3

13.

13.1

13.2

13.3

13.4

14.

14.1

14.2

14.3

15.

15.1

15.2

15.3

The performance updates and focused delivery plan gives a structured approach to the promotion of independent living as well as how the service is addressing waiting lists and impact of the pandemic. It will also provide greater accountability and transparency of how we will do this.

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

Alternatives Considered and Rejected

The alternative options considered were: Don’t complete a delivery plan for equipment and adaptations performance and financial recovery. This would not provide the assurances required to ensure that we are striving towards a high performing and financially sustainable service.

CARERS STRATEGY ANNUAL REPORT

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which provided an update to the Adult Health and Social Care Committee on progress of our multi-agency Carers Delivery Plan (2022-2025).

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

1. Recognise the positive progress made on delivery of the Carers Delivery Plan (2022-2025).

2. Reaffirm our commitment to people who are unpaid carers across the city, so they feel recognised, valued, and supported and request that the Strategic Director brings a report to Committee setting out how we will become a Carer Friendly City. 3. Acknowledge the future actions the Delivery Plan aim to deliver.

4. Request that the Strategic Director Adult Care and Wellbeing brings back updates every 6 months as an assurance on delivery of the plan.

Reasons for Decision

We want to be bold and ambitious and make Sheffield a carer friendly city. We recognise, value and support our carers and the vital role they have in our communities. We know from the first 12 months that the Carers Delivery Plan has positively impacted the lives of carers but there is still much more to do.

Carers are vital to our health and social care systems. They provide care to some of the most vulnerable in our communities and in doing so save the economy billions of pounds per year, however being a carer can lead to social, educational and health inequalities. It is therefore essential that we recognise, value and support those in a caring role and prevent inappropriate caring, especially with young carers; our Carers Delivery Plan empowers us do this.

Alternatives Considered and Rejected

Option – Not to update to the Delivery Plan – Rejected.

Now is the right time to reaffirm our commitment to carers. The Council and its partners want to continue to make Sheffield a carer friendly city.

ADULT CARE STRATEGY DELIVERY AND SERVICE PERFORMANCE UPDATE

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which sought to:

• Provide a further scheduled update to Sheffield’s Adult Health and Social Care Strategy, aligned to the cycle of assurance, setting out the delivery progress and what’s been achieved.

• Provide an overview of the draft CQC self-assessment for Adult Care, including the full assessment document as an appendix, and horizon scan.

• Demonstrate how impact is being measured so that progress could be demonstrated in enabling citizens of Sheffield to live the life they want to live.

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

1.    Notes progress in delivering upon the Adult Care Strategy Living the Life You Want to Live.

2.    Notes Adult Care and Wellbeing performance at February 2024 in relation to each of the Adult Care and Wellbeing priorities and our actions in response.

3.    Notes the planned consultation and engagement on the CQC selfassessment and our preparations.

The Committee noted the report.

ADULT CARE AND WELLBEING PROVIDING SUPPORT, MARKET SUSTAINABILITY COMMISSIONING PLAN 2023-2025

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which provided the Committee with an update on Adult Care and Wellbeing Commissioning programmes in 2023/24, and priorities in 2024/25.

The report sought to provide assurance on how market sufficiency responsibilities as set out in the Care Act 2014 were being delivered, covering achievements and planned activity to improve sufficiency, stability, and quality assurance.

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

1. Note the trajectory towards the Fair Cost of Care, and proposals for future work. 2. Note progress with commissioning programme and priorities for 2024/25.

3. Note the Market Oversight and Assurance position at year end, and the establishment of the Monitoring Advisory Board

4. Note the approach to engagement and partnership working with Providers, and Voluntary, Community and Faith sector.

5. Note that the next Commissioning update will focus on Adult Care and Wellbeing Quality Assurance.

6. Requests that the Strategic Director Adult Care and Wellbeing continue to bring regular updates to the Adult Health and Social Care Policy Committee.

The Committee noted the report.

ADULT CARE WORKING WITH PEOPLE DELIVERY PLAN

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which provided the approach to the CQC Assurance Theme 1 - Working with People.

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

-       Notes the update to the Working with People Delivery Plan.

-       Requests that the Strategic Director of Adult Care and Wellbeing provides the Committee with updates on progress against the Delivery Plan on a six-monthly basis, including updates made based on ongoing learning.

The Committee noted the report.

2023/24 Q3 BUDGET MONITORING

The Committee considered a report of the Director of Finance and Commercial Services which brought the Committee up to date with the Council’s General Fund revenue outturn position for 2023/24 as at Q3.

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

Note the updated information and management actions on the 2023/24 Revenue Budget Outturn as described in this report.

The Committee noted the report.

8.1

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which sought to provide the following:

-       Assurance regarding delivery on the financial recovery plan in 2023/24

-       Timeline for business planning for the 2025/26 financial year

-       Updates on the Use of Resources Delivery Plan

-       Overview of risk management approach in Adults Care and Wellbeing

-       Proposed changes to charges for the protection of people’s property

8.2

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

1. Approve the proposal to update property charges.

2. Note the update to the financial forecast for the delivery of savings in 2023/24.

3. Note the updates on governance and risk management.

4. Request updates on progress with implementation through our Budget Delivery Reports to future Committee.

8.3

Reasons for Decision

8.3.1

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.

8.4

Alternatives Considered and Rejected

8.4.1

For the proposal to update the charging policy for property searches and storage. The alternative option would be:

1. To maintain the current disparity on charging. This option was rejected as there was no basis to favour one group of people over another for cost of conducting property searches.

2. To provide storage for free. This option was rejected as there is a cost against public funds to provide the service. Storage has been provided free of charge, incurring costs that could otherwise be used to provide care and support. The proposed schedule of fees offers good value for money for those who benefit from it. Establishing the principle of charging for this specific service is also a prudent step should external storage facilities be required in the future.

10.1

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which provided an update regarding Occupational Therapy, Equipment, Adapted Housing and Technology Enabled Care services and the impact that had been made through the Delivery Plan agreed in November 2022.

The report detailed the activity underway to achieve an accessible, responsive and outcome focused equipment, adaptations and technology enabled care service.

10.2

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

-       Notes the planned reviews of the Integrated Equipment Loan Services and adapted housing to take place during 2024 – 2025.

-       Approves the updated Equipment and Adaptations Criteria at Appendix

-       Notes the update on the delivery of the Council’s Occupational Therapy and City-Wide Care Alarms Services including development of a fall prevention service as a partnership with Yorkshire Ambulance Service.

-       Note progress in delivering Technology Enabled Care ambitions.

-       Requests that the Strategic Director Adult Care and Wellbeing provides the Committee with updates on progress and outcomes in relation to the performance and financial spend on a six-monthly basis.

10.3

Reasons for Decision

10.3.1

10.3.2

10.4

10.4.1

The performance updates and focused delivery plan gives a structured approach to the promotion of independent living as well as how the service is addressing waiting lists and impact of the pandemic. It will also provide greater accountability and transparency of how we will do this.

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

Alternatives Considered and Rejected

The alternative options considered were: Don’t complete a delivery plan for equipment and adaptations performance and financial recovery. This would not provide the assurances required to ensure that we are striving towards a high performing and financially sustainable service.

10.3.1

10.3.2

10.4

10.4.1

11.

11.1

11.2

11.3

11.3.1

11.3.2

11.4

11.4.1

11.4.2

12.

12.1

12.2

12.3

13.

13.1

13.2

13.3

13.4

14.

14.1

14.2

14.3

15.

15.1

15.2

15.3

The performance updates and focused delivery plan gives a structured approach to the promotion of independent living as well as how the service is addressing waiting lists and impact of the pandemic. It will also provide greater accountability and transparency of how we will do this.

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

Alternatives Considered and Rejected

The alternative options considered were: Don’t complete a delivery plan for equipment and adaptations performance and financial recovery. This would not provide the assurances required to ensure that we are striving towards a high performing and financially sustainable service.

CARERS STRATEGY ANNUAL REPORT

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which provided an update to the Adult Health and Social Care Committee on progress of our multi-agency Carers Delivery Plan (2022-2025).

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

1. Recognise the positive progress made on delivery of the Carers Delivery Plan (2022-2025).

2. Reaffirm our commitment to people who are unpaid carers across the city, so they feel recognised, valued, and supported and request that the Strategic Director brings a report to Committee setting out how we will become a Carer Friendly City. 3. Acknowledge the future actions the Delivery Plan aim to deliver.

4. Request that the Strategic Director Adult Care and Wellbeing brings back updates every 6 months as an assurance on delivery of the plan.

Reasons for Decision

We want to be bold and ambitious and make Sheffield a carer friendly city. We recognise, value and support our carers and the vital role they have in our communities. We know from the first 12 months that the Carers Delivery Plan has positively impacted the lives of carers but there is still much more to do.

Carers are vital to our health and social care systems. They provide care to some of the most vulnerable in our communities and in doing so save the economy billions of pounds per year, however being a carer can lead to social, educational and health inequalities. It is therefore essential that we recognise, value and support those in a caring role and prevent inappropriate caring, especially with young carers; our Carers Delivery Plan empowers us do this.

Alternatives Considered and Rejected

Option – Not to update to the Delivery Plan – Rejected.

Now is the right time to reaffirm our commitment to carers. The Council and its partners want to continue to make Sheffield a carer friendly city.

ADULT CARE STRATEGY DELIVERY AND SERVICE PERFORMANCE UPDATE

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which sought to:

• Provide a further scheduled update to Sheffield’s Adult Health and Social Care Strategy, aligned to the cycle of assurance, setting out the delivery progress and what’s been achieved.

• Provide an overview of the draft CQC self-assessment for Adult Care, including the full assessment document as an appendix, and horizon scan.

• Demonstrate how impact is being measured so that progress could be demonstrated in enabling citizens of Sheffield to live the life they want to live.

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

1.    Notes progress in delivering upon the Adult Care Strategy Living the Life You Want to Live.

2.    Notes Adult Care and Wellbeing performance at February 2024 in relation to each of the Adult Care and Wellbeing priorities and our actions in response.

3.    Notes the planned consultation and engagement on the CQC selfassessment and our preparations.

The Committee noted the report.

ADULT CARE AND WELLBEING PROVIDING SUPPORT, MARKET SUSTAINABILITY COMMISSIONING PLAN 2023-2025

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which provided the Committee with an update on Adult Care and Wellbeing Commissioning programmes in 2023/24, and priorities in 2024/25.

The report sought to provide assurance on how market sufficiency responsibilities as set out in the Care Act 2014 were being delivered, covering achievements and planned activity to improve sufficiency, stability, and quality assurance.

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

1. Note the trajectory towards the Fair Cost of Care, and proposals for future work. 2. Note progress with commissioning programme and priorities for 2024/25.

3. Note the Market Oversight and Assurance position at year end, and the establishment of the Monitoring Advisory Board

4. Note the approach to engagement and partnership working with Providers, and Voluntary, Community and Faith sector.

5. Note that the next Commissioning update will focus on Adult Care and Wellbeing Quality Assurance.

6. Requests that the Strategic Director Adult Care and Wellbeing continue to bring regular updates to the Adult Health and Social Care Policy Committee.

The Committee noted the report.

ADULT CARE WORKING WITH PEOPLE DELIVERY PLAN

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which provided the approach to the CQC Assurance Theme 1 - Working with People.

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

-       Notes the update to the Working with People Delivery Plan.

-       Requests that the Strategic Director of Adult Care and Wellbeing provides the Committee with updates on progress against the Delivery Plan on a six-monthly basis, including updates made based on ongoing learning.

The Committee noted the report.

2023/24 Q3 BUDGET MONITORING

The Committee considered a report of the Director of Finance and Commercial Services which brought the Committee up to date with the Council’s General Fund revenue outturn position for 2023/24 as at Q3.

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

Note the updated information and management actions on the 2023/24 Revenue Budget Outturn as described in this report.

The Committee noted the report.

10.3.1

10.3.2

10.4

10.4.1

11.

11.1

11.2

11.3

11.3.1

11.3.2

11.4

11.4.1

11.4.2

12.

12.1

12.2

12.3

13.

13.1

13.2

13.3

13.4

14.

14.1

14.2

14.3

15.

15.1

15.2

15.3

The performance updates and focused delivery plan gives a structured approach to the promotion of independent living as well as how the service is addressing waiting lists and impact of the pandemic. It will also provide greater accountability and transparency of how we will do this.

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

Alternatives Considered and Rejected

The alternative options considered were: Don’t complete a delivery plan for equipment and adaptations performance and financial recovery. This would not provide the assurances required to ensure that we are striving towards a high performing and financially sustainable service.

CARERS STRATEGY ANNUAL REPORT

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which provided an update to the Adult Health and Social Care Committee on progress of our multi-agency Carers Delivery Plan (2022-2025).

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

1. Recognise the positive progress made on delivery of the Carers Delivery Plan (2022-2025).

2. Reaffirm our commitment to people who are unpaid carers across the city, so they feel recognised, valued, and supported and request that the Strategic Director brings a report to Committee setting out how we will become a Carer Friendly City. 3. Acknowledge the future actions the Delivery Plan aim to deliver.

4. Request that the Strategic Director Adult Care and Wellbeing brings back updates every 6 months as an assurance on delivery of the plan.

Reasons for Decision

We want to be bold and ambitious and make Sheffield a carer friendly city. We recognise, value and support our carers and the vital role they have in our communities. We know from the first 12 months that the Carers Delivery Plan has positively impacted the lives of carers but there is still much more to do.

Carers are vital to our health and social care systems. They provide care to some of the most vulnerable in our communities and in doing so save the economy billions of pounds per year, however being a carer can lead to social, educational and health inequalities. It is therefore essential that we recognise, value and support those in a caring role and prevent inappropriate caring, especially with young carers; our Carers Delivery Plan empowers us do this.

Alternatives Considered and Rejected

Option – Not to update to the Delivery Plan – Rejected.

Now is the right time to reaffirm our commitment to carers. The Council and its partners want to continue to make Sheffield a carer friendly city.

ADULT CARE STRATEGY DELIVERY AND SERVICE PERFORMANCE UPDATE

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which sought to:

• Provide a further scheduled update to Sheffield’s Adult Health and Social Care Strategy, aligned to the cycle of assurance, setting out the delivery progress and what’s been achieved.

• Provide an overview of the draft CQC self-assessment for Adult Care, including the full assessment document as an appendix, and horizon scan.

• Demonstrate how impact is being measured so that progress could be demonstrated in enabling citizens of Sheffield to live the life they want to live.

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

1.    Notes progress in delivering upon the Adult Care Strategy Living the Life You Want to Live.

2.    Notes Adult Care and Wellbeing performance at February 2024 in relation to each of the Adult Care and Wellbeing priorities and our actions in response.

3.    Notes the planned consultation and engagement on the CQC selfassessment and our preparations.

The Committee noted the report.

ADULT CARE AND WELLBEING PROVIDING SUPPORT, MARKET SUSTAINABILITY COMMISSIONING PLAN 2023-2025

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which provided the Committee with an update on Adult Care and Wellbeing Commissioning programmes in 2023/24, and priorities in 2024/25.

The report sought to provide assurance on how market sufficiency responsibilities as set out in the Care Act 2014 were being delivered, covering achievements and planned activity to improve sufficiency, stability, and quality assurance.

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

1. Note the trajectory towards the Fair Cost of Care, and proposals for future work. 2. Note progress with commissioning programme and priorities for 2024/25.

3. Note the Market Oversight and Assurance position at year end, and the establishment of the Monitoring Advisory Board

4. Note the approach to engagement and partnership working with Providers, and Voluntary, Community and Faith sector.

5. Note that the next Commissioning update will focus on Adult Care and Wellbeing Quality Assurance.

6. Requests that the Strategic Director Adult Care and Wellbeing continue to bring regular updates to the Adult Health and Social Care Policy Committee.

The Committee noted the report.

ADULT CARE WORKING WITH PEOPLE DELIVERY PLAN

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which provided the approach to the CQC Assurance Theme 1 - Working with People.

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

-       Notes the update to the Working with People Delivery Plan.

-       Requests that the Strategic Director of Adult Care and Wellbeing provides the Committee with updates on progress against the Delivery Plan on a six-monthly basis, including updates made based on ongoing learning.

The Committee noted the report.

2023/24 Q3 BUDGET MONITORING

The Committee considered a report of the Director of Finance and Commercial Services which brought the Committee up to date with the Council’s General Fund revenue outturn position for 2023/24 as at Q3.

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

Note the updated information and management actions on the 2023/24 Revenue Budget Outturn as described in this report.

The Committee noted the report.

9.1

The Committee considered a report of the Strategic Director Adult Care and Wellbeing which provided the third update on progress made with the Adult Safeguarding Delivery Plan which was endorsed by Committee in September 2022. An update was provided in September 2023, and this update was a six month onwards update in line with the Cycle of Assurance approved in June 2023. The aim of the Delivery Plan was to ensure that there was a robust response towards safeguarding adults from abuse and neglect.

9.2

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

1. Endorse progress made with implementing the Adult Care and Wellbeing Safeguarding Delivery Plan and accompanying performance report.

2. Endorse the ‘Safeguarding Responsibilities Guidance’ document produced following the draft being endorsed at Committee in September 23.

3. Requests that the Strategic Director of Adult Care and Wellbeing continues to provide the Committee with updates on progress against the Delivery Plan on a six-monthly basis, including updates made based on ongoing learning.

9.3

Reasons for Decision

9.3.1

9.3.2

An approved delivery plan for the strategy gives a structured approach to delivery of safeguarding improvements so that Members and the public can be assured that Adult Care is delivering upon its commitment to protect people from abuse and harm. It will also provide greater accountability and transparency of how will do this.

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

9.4

Alternatives Considered and Rejected

9.4.1

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

17.1

This report explains Housing cleared sites, current issues they present and seeks the Housing Policy Committee’s approval to commission services that will manage and maintain these sites under a four-year contract intended to commence before September 2024.

17.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee approves the commission of services to manage and maintain Housing cleared sites across the city under a contract for a 4-year term.

17.3

Reasons for Decision

17.3.1

The Cleared Sites Maintenance Contract serves as a proactive measure, mitigating risks by addressing potential hazards, promptly removing litter and fly-tipped materials, and bolstering site security. Its continuous execution is essential to upholding our duty to provide safe, secure, and aesthetically pleasing environments for our residents. A break in the provision of this vital service could result in a breach of our duty, exposing the council to legal and reputational consequences.

17.3.2

It is the recommendation of the report to reprocure the cleared site contract for the duration of 4 years to allow the Council to fulfil its duties. The contract will ensure a safe and aesthetically pleasing sites increasing the attractiveness to potential developers.

17.4

Alternatives Considered and Rejected

17.4.1

Option to not relet the contract – Not Recommended

While this option presents an immediate cost saving, it was promptly dismissed due to its potential for significant operational, reputational, and financial problems. Without proper maintenance the cleared sites would quickly become overgrown and prone to various issues such as littering, illegal dumping (fly tipping) and antisocial behaviour. Historic data indicates that poorly maintained sites not only attract undesirable activities but can also hinder the marketability and development potential of the land. Overgrown vegetation could conceal safety hazards such as discarded materials, drug paraphernalia, and broken glass which could endanger residents.

This option is not recommended due to the risk that a poorly maintained site could compromise public safety and diminish the long-term value of the cleared site, attracting less investment in the area.

17.4.2

In-house service delivery model – Not Recommended

After making enquiries with Parks & Countryside and Street Scene & Regulation services, the conclusion was that an inhouse service are not resourced to adequately deliver to the specification for desired outcomes. There would be limited flexibility inhouse to take on additional work or remove sites from the schedule of works at short notice, without implications for staff management.

There is a significant risk that implementing an in-house model at this time could lead to the provision not being fully met. It is anticipated that it would take longer to organise and implement frameworks internally to meet the requirements than going straight out to the market. This may result in potential safety issues for residents and deter investment from other parties in the area while this work is undertaken.

17.4.3

Amendment to corporate contract to incorporate this work – Not Recommended

The council’s procurement team advised that of existing commercial contracts, the Amey contract seemed most closely aligned to possibly deliver works required for Housing cleared sites. This led to discussions with contract managers for the Amey contract to assess the feasibility of lawfully varying that contract to accommodate works required on Housing cleared sites. Discussions considered the possibility of unplanned issues such as Japanese knotweed which it was present on site, would have substantial cost consequence under the current contract so that this route did not offer best value for money.

Although there was scope for the Housing cleared sites Contract to be included under the existing contract this would be non-core work and managed outside of the main Amey contract, and there would be no formal Service Level Agreement for the Council to be able to manage the contract under. Additionally, this process would not be evaluated against other bids and therefore, it will not be proven to be the best bid both in terms of quality and financially. Not being core work, the cost of providing this work would be more expensive and not considered viable.

8.1

Work is being undertaken to consider the Council’s Tenancy Conditions, as set out in You and Your Home. This is to ensure they are clear, precise, and allow the Council to carry out its statutory duties effectively.

This report presents the proposed changes to the Tenancy Conditions to Committee (Appendix 1) for awareness and comment, outlines the reasons for change, and updates Committee on the steps required to enact this change.

Additionally, the report contains interim analysis of the Section 103 Preliminary Notice of Variation consultation. A verbal update was given by the Director of Housing summarising further responses (received after the publication of this report, to the closing date (20th March) of the consultation period).

8.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     notes the proposed changes to the Tenancy Conditions (Appendix 1);

2.     notes the interim analysis of the consultation responses returned to date (13th March) contained within the report, together with the supplementary update to the consultation to be provided at committee following the closing date of 20th March given at Committee by the Director of Housing;

3.     notes that the Director of Housing is delegated to make the decision to approve the issue of the final notice of variation of conditions, in line with those set out in this report; and

4.     requests that the Director of Housing, prior to the issuing of the final notice of variation, reviews:

a.     condition 27 (using your home) and condition 29 (access) to be satisfied that they accommodate the obligations arising from considerations under the Equality Act 2010 (needs and expectations of diverse communities), and

b.     condition 36a (maximum height of hedges, bushes and shrubbery) to be satisfied that it reasonably provides for discretion as to higher heights where specific contexts of garden/neighbour agreement allow.

8.3

Reasons for Decision

8.3.1

As noted above, it is vital that the Council complies with gas and fire safety requirements. The proposed changes to the existing tenancy agreement will assist with this. Primarily, this relates to Condition 29 (access). While we will always work with tenants to arrange for access with them, in cases where the tenant does not respond to our attempts to contact them, we must take steps to gain entry to the property. This is for the safety of tenants, neighbours, and officers.

8.3.2

Alongside this, the other changes either respond to policy developments, or to make useful clarifications where the current language used could be improved. This will ensure tenants, and the Council as landlord, are clear on respective responsibilities.

8.3.3

Finally, the consultation so far demonstrates a clear tenant voice in favour of implementing these changes, with a large majority of survey

respondents in agreement. It is, however, important to note that this point will be updated following the publication of this paper, when the

consultation has finished. Members will be given an overview of the final consultation at Committee, before a final consultation report is produced.

8.3.4

Following the completion, analysis and consideration of the consultation, the necessary steps to reach a formal decision will be taken in order to issue a Final Notice of Variation and bring the changes to the Tenancy Conditions into effect.

8.4

Alternatives Considered and Rejected

8.4.1

Do not alter the Tenancy Conditions:

Urgent changes are required to ensure the Council is fully compliant with regulator consumer standards, across all compliance areas, such as gas and fire safety. For this reason, it was not considered viable to leave the tenancy conditions un-altered.

16.1

This report provides the Housing Policy Committee with details of the consultation response submitted to the Department of Levelling Up Housing & Communities (DLUHC) in respect of Awaab’s Law: Consultation on timescales for repairs in the social rented sector.

The consultation sought views on the specific requirements to be set and how these obligations will impact on residents and landlords. In particular, views were sought on the proposals for:

·       timescales for initial investigations of potential hazards;

·       requirements to be placed upon landlords to provide written summaries of investigation findings;

·       timescales for beginning repair works, timescales for completing repair works;

·       timescales for emergency repairs;

·       the circumstances under which properties should be temporarily decanted to protect residents’ health and safety; and

·       requirements to be placed upon landlords to maintain adequate record keeping throughout repair works.

16.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:

1.     notes the contents of this report; and

2.     notes and endorses the response submitted to Department of Levelling Up Housing & Communities (DLUHC) in respect of Awaab’s Law: Consultation on timescales for repairs in the social rented sector.

16.3

Reasons for Decision

16.3.1

There are several implications arising from the proposed implementation of timescales for repairs in the social rented sector through Awaab’s Law. It is important for the Council to highlight these implications to government as part of this consultation.

16.4

Alternatives Considered and Rejected

16.4.1

The alternative option is not to provide a response to the consultation. However, on this occasion, given that there are implications for the Council, the recommendation is that a response is submitted.

15.1

The Housing Capital Programme brings together the 5-year Capital Investment and Housing Growth proposals for Council Housing, setting out the priorities for current and future investment. The purpose of these plans is to continue to deliver Decent Homes, tenants’ priorities and improving the quality of homes and neighbourhoods.

The Housing Capital Programme is split into three distinct areas of activity; Council Housing Investment (existing stock and assets), the Council’s Stock Increase Programme, funded from the Council’s Housing Revenue Account, as described in the annual HRA Business Plan and the Non-HRA Capital Programme which includes programme management, Homes & Loans to private homes and investment in private homes. The table at item 2.1 show the overall Housing Capital Programme split between Council Housing Investment, Stock Increase and Non-HRA areas of the programme.

The purpose of this report is to provide a quarterly update on progress against the approved 2023/24 Housing Capital Programme. This report will focus on providing an update on expenditure and progress against the 2023/24 Housing Capital Programme position at the end of December 2023 (Quarter 3). The report also provides an update of the 5-year Housing Capital Programme (2023/24 – 2027/28).

15.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     notes the 2023-24 Housing Capital Programme forecasting and budget position at the end of quarter 3; and

2.     notes the update provided for the 5-year capital programme (2023/24 – 2027/28).

15.3

Reasons for Decision

15.3.1

This report is to provide the Housing Policy Committee members with an update on progress against the 5-year approved Capital programme at the end of quarter 3 2023/24.

15.4

Alternatives Considered and Rejected

15.4.1

No alternative options are considered as part of this update.

14.1

This report brings the Committee up to date with the Council’s General Fund and HRA revenue outturn position for 2023/24 as at quarter 3.

14.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee notes the updated information and management actions on the 2023/24 Revenue Budget and Housing Revenue Account Outturn as described in this report

14.3

Reasons for Decision

14.3.1

To record formally the changes to the Revenue Budget.

14.4

Alternatives Considered and Rejected

14.4.1

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.

13.1

This report seeks approval from the Housing Policy Committee to submit a response to the government consultation on a draft Competence and Conduct Standard for social housing staff.

The government is consulting on its proposals to introduce a new, regulatory standard relating to the competence and conduct of social housing staff. This standard will require senior managers and executives to have, or be working towards, a relevant qualification. It will ensure that staff have up-to-date skills, knowledge, and experience, and that they exhibit the right behaviours to deliver a high quality, professional service and treat residents with respect.

13.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     provides feedback on the draft response attached at Appendix A; and

2.     approves the consultation response for submission to Government with the addition of a request that the Government ensures that it meets the full cost of the staff development required as a result of the proposals.

13.3

Reasons for Decision

13.3.1

There are several financial and resource implications arising from the proposed implementation of a Competence and Conduct Standard for social housing. It is important for the Council to highlight these implications to government as part of this consultation.

13.4

Alternatives Considered and Rejected

13.4.1

The alternative option is not to provide a response to the consultation. However, on this occasion, given that there are implications for the Council, the recommendation is that a response is submitted.

12.1

In support of delivering the Government’s strategy to End Rough Sleeping, Sheffield City Council was awarded £4,259,194 by the Department of Levelling up, Housing and Communities (DLUHC) to fund the Rough Sleeper Initiative’s Programme 5 for a 3-year period (April 2022 – March 2025) An additional uplift to the grant of £429,000 was awarded by DLUHC and approved by Sheffield City Council in the sum of £429,000.

The programme was approved in November 2022 by the Finance Sub Committee. This included approval to spend grant allocation specifically on Health Interventions, in line with conditions and agreement with DLUHC.

This report proposes that £77,563 of the grant income funds an NHS Nurse post, specifically for the Rough Sleeper Cohort, in line with the agreed Health Interventions. This funding will ensure Primary Care Sheffield can continue providing the NHS Nurse provision for a further 12 months from July 2024.

12.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee approves the expenditure of £77,563 grant funding (from the Rough Sleeper Initiative grant funding) to Primary Care Sheffield to fund an NHS nurse to deliver outreach healthcare and treatment services to people rough sleeping in Sheffield for a further 12 months until July 2025.

12.3

Reasons for Decision

12.3.1

The preferred option is to agree to the suggested use of the funding available, as agreed by DLUHC, so that the Council can extend the NHS Nurse Street outreach treatment and healthcare services to people Rough Sleeping in Sheffield until July 2025. The current service provider is well placed to deliver the service, as the existing teams are already in place to continue this work.

12.3.2

Rough Sleeping is the most visible form of Homelessness, and this cohort of customers in the city are the most vulnerable. Our Homelessness Prevention and Rough Sleeping Strategy lists ‘tackling Rough Sleeping’ as a key priority. The Council is committed to working towards an end to Rough Sleeping and this repurposing proposal allows us to continue this work.

12.4

Alternatives Considered and Rejected

12.4.1

The options available to spend grant allocation are limited by the extremely short timescales involved in agreeing the purposing of the funds with DLUHC, and working through the legal, approval and potential procurement and contractual processes required. All processes must be complete, and funds paid for the proposed services by 31st March 2024. Failure to comply with the required timeline will result in the loss of funds (to be returned to DLUHC) and the associated services.

12.4.2

The option of returning the unspent grant to DLUHC was considered but was discounted, due to the reputational impact to the Council, loss of funds and loss of provision for the cohort.

11.1

Private Housing Standards is responsible for the regulation of properties in the private sector. The Intervention and Enforcement Policy gives the rationale and standards of enforcement that the service provides. It is a public document that sets out our approach and decision-making process.

The Policy was last reviewed in 2018 and it is important that Councils regularly review their policies to ensure they are fit for purpose. This review has resulted in the service identifying benefits by changing its approach.

This report seeks approval for the proposed changes to the Private Housing Standards Intervention and Enforcement Policy.

11.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     approves the content of the revised Intervention and Enforcement Policy, which forms part of the Private Sector Housing Services Policy, in the form attached at Appendix 1, for implementation from 1st May 2024; and

2.     grants delegated authority to the Director of Housing, in consultation with the Chair of the Housing Policy Committee, to make, where necessary, any minor amendments and updates to the policy that are required to reflect any organisational or legislative changes which take place prior to the policy being formally reviewed by the Housing Policy Committee.

11.3

Reasons for Decision

11.3.1

By approving the proposed changes this will enable the Service to ensure dangerous properties are made legally compliant in a shorter timeframe, thereby, reducing the time period during which occupants are subjected hazardous living conditions.

11.3.2

The Service will become more streamlined in its delivery of service, as it will be able to dedicate more resources to targeting and sanctioning the worst landlords, while not penalising compliant landlords, resulting in a fairer system for all.

11.3.3

There is the potential for an increase in the number of criminal sanctions being brought against non-compliant landlords, due to the increased frequency of formal enforcement action being taken and the removal of the initial informal approach. Not only will this hopefully bring about a change in attitude in previously non-compliant landlords but will also bring about a potential for increased revenue for the Service through the imposition of financial penalties for certain breaches of housing law.

11.3.4

Security of tenure for residents in the private rented sector will be increased, as they will no longer feel threatened by the potential of retaliatory eviction and will be empowered to raise concerns relating to the conditions in the home. Not only will this bring about to positive health effects and community cohesion, mentioned above, but may also result in a reduced burden on homelessness duty, placed upon the Council.

11.4

Alternatives Considered and Rejected

11.4.1

Do Nothing

This would mean the Service will continue to follow the current Intervention and Enforcement Policy which has been in place since 2018. This would result in the benefits outlined in this report not being achieved.

This will mean that the service is not compliant with the new HMO fee policy as approved by Housing Policy Committee on the 14th September 2023, as this contains plans for us to issue reduced term licences.

10.1

The report sets out the financial impact of Temporary Nightly Paid Accommodation – Bed and Breakfast (B + B) on Hostel Subsidy Loss.

The report explains the escalating pressure on the budget, the background and context, the mitigations in place and the further priority actions that are recommended to address these.

10.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     notes the issues raised in the report;

2.     notes the mitigating actions that are already in place that will mitigate the financial pressures attributable to Nightly Paid Temporary Accommodation (TA) - B+B;

3.     considers the recommended 4 Priority Actions that will have most impact on reducing the use of B+B and mitigating against the Hostel Subsidy Loss set out at section 2 of the report;

4.     endorses the development of the business cases for the 3 Temporary Accommodation Sites; and

5.     requests that an update on the financial impact of Temporary Nightly Paid Accommodation – Bed and Breakfast on Hostel Subsidy Loss be added to the Committees’ Work Programme for future review.

10.3

Reasons for Decision

10.3.1

The issues relating to Hostel Subsidy Loss must be addressed because it is unsustainable for this financial pressure to continue to grow.

10.3.2

Prioritising actions that will have the most impact on reducing the use of B+B will make the most difference to the financial position as demand for services continue to increase.

10.3.3

Tackling both demand by increasing successful homelessness prevention and supply by providing more cost-effective TA as quickly as possible must happen in tandem.

10.3.4

There will always be people who do need the safety net of TA and therefore it is critical to have a sufficient supply that is suitable to meet the statutory duties and cost effective.

10.4

Alternatives Considered and Rejected

10.4.1

Continuing with the current arrangements and not develop alternatives for TA. This has been discounted because unchecked the use of B+Bs could reach more than 1000 placements by 2028.

10.4.2

Allocating 240 more units of dispersed SCC properties for adult households to bring the use near to zero of B+B. This has been discounted because of the negative impact on rehousing and the community impact of instability created by short term lets.

10.4.3

Allocating a proportion of the Homelessness Prevention Grant or General Fund to off-set the pressure from 2024/25. This has been discounted as to release any funding would mean reducing the number of staff delivering the statutory homelessness service or overspending other budgets. This would lead to more and longer placements in B+Bs. The level of grant from 2025/26 is not yet known. Even if the whole of the Housing General Fund and Grant were used for this purpose it would not cover the pressure going forward.

10.4.4

Reducing the number of properties available to people with waiting time from 1 in 4 properties to 1 in 10. Due to the very low number of properties available this would almost end lettings to people with waiting time only. This has been discounted as changes to the Allocations Policy will be fully considered in the review in 2024/25. This will be a key decision and statutory consultation will be required prior to presenting for approval.

10.4.5

Seek to commission 700 units of accommodation from registered providers. This has been discounted at this stage as we need to test the market and over reliance on other providers may still result in SCC needing to provide TA for customers RPs will not support. Current intelligence indicates that RPs will not have capacity to fulfil this number of units.

9.1

This report seeks approval from the Housing Policy Committee to implement a new Housing Repairs Policy.

The Council’s Tenancy Conditions set out in basic detail the types of repairs that the Council will be responsible for as the landlord of Sheffield City Council’s housing stock. The Repairs Policy explains in more detail the types of repairs that Sheffield City Council will not be responsible for, and which we expect tenants to be responsible for.

9.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     notes the outcomes of the consultation undertaken as part of the Repairs Policy Review, as described in this report;

2.     approves the new Housing Repairs Policy as described in Appendix 3 of this report;

3.     notes that the Director of Operational Services, in consultation with the Chair of the Housing Policy Committee, will draft and publish a concise information sheet for tenants which is a more accessible summary of the information contained in the new Housing Repairs Policy and which clearly outlines both tenant and Council responsibilities;

4.     notes that the Director of Operational Services, in consultation with the Chair of the Housing Policy Committee, will undertake a review of information available to tenants on our website to ensure that this is consistent with the new Housing Repairs Policy; and

5.     notes that awareness training will be provided for officers in our housing and repairs service, and colleagues in the call centre, on the different responsibilities outlined in the new policy to ensure that tenants receive clear and correct advice on repairs.

9.3

Reasons for Decision

9.3.1

The proposed Housing Repairs Policy addresses issues with the current policy as explained in 1.3.

9.3.2

The proposed policy will benefit staff and tenants as it sets out clearly the responsibilities for conducting repairs in Sheffield City Council’s housing stock.

9.4

Alternatives Considered and Rejected

9.4.1

The current Housing Repairs Policy could be maintained. However, as noted in 1.3 there are issues with the current policy that the proposed policy seeks to address.

9.1

The Director Policy and Democratic Engagement presented a report setting outs out, for approval, a package of activity to promote equality, diversity and inclusion and meet our statutory duties. It brings together our new Equality Objectives 2024-2028, which were previously accepted in draft on 21 December 2023 by this Committee as part of our Equality Framework “equality is everybody’s business”, which have now been updated following the consultation. These are accompanied by our Council-level Equality Objectives Action Plan 2024-25, proposed Awareness Days to mark in 2024-25, and our Annual Equality Report 2022–23.

The 2022-23 Annual Equality Report summarises our actions and progress on improving equality in the way we serve the people of Sheffield and how we behave as an employer. It gives an overview of how we are meeting our Public Sector Equality Duty (PSED) including summary progress against our previous Equality Objectives with examples of a selection of work to improve equality and to meet the Duties. It also includes the council’s Annual Workforce Data Report which is part of meeting the Specific Duty under the PSED to publish equality information on our employees. Producing this report enables us to identify any disparities in our workforce profile, understand how fair our workforce policies are and identify any differences in the experiences of different groups in our workforce. The report also details our pay gap information.

9.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a)  agrees the new Equality Objectives 2024-2028, as detailed in the report;

(b) agrees the Council-level Equality Objectives Action Plan 2024-25 which will monitor progress against the Objectives;

(c) agrees the Annual Awareness days we will mark in 2024-25, as set out in the report;

(d) notes the 2022-23 Annual Equality Report, specifically:

(i)             progress made in meeting our Statutory Equality Duties and

(ii)            our Statutory Workforce Report, including improvements, ongoing challenges and pay gap information

9.3

Reasons for Decision

9.3.1

Although there are many inequalities within the city as noted in the Council Plan and annual report, colleagues across the Council are working hard to tackle these. Many are because of national factors that impact on the city that are outside our control. We do however seek to address these such as work on health inequalities within the work in the Council and city such as via the City Goals and Council plans and strategies. We want to acknowledge the work whether new projects or work that is business as usual and thank our colleagues for working together to help make Sheffield a fairer, accessible and a more inclusive place to live and work in.

9.3.2

It is therefore recommended that Strategy and Resources Committee approve the Equality Objectives as they will support the fundamental repositioning of the council’s equality, diversity and inclusion work in line with the ambitions of the Council Plan and our work to embed anti-racism within the organisation and the city.  By agreeing the Objectives, the Committee will also ensure that we meet our statutory obligation to publish a set of four-year equality objectives.

9.4

Alternatives Considered and Rejected

9.4.1

The Council has previously agreed that it should pursue a specific approach to equality rather than one where equality is ‘mainstreamed’ within other activity. Because of the importance given to equality, diversity and inclusion within the draft City Goals and Council Plan this report does not recommend a change to that approach.

9.4.2

The do-nothing option was discounted when discussing this paper as it is a Specific Statutory Equality Duty to set Equality Objectives at least every 4 years and to report annually on how we are meeting our General and Specific Duties as set out in the annual report.

10.1

The Director of Policy and Democratic Engagement submitted a report seeking approval for the Council’s Period Equity and Menopause Awareness Charter.  It explains the background to and development of the charter and asks for the committee’s support in taking forward the commitments set out in the charter.

The comments made in the public questions item earlier in the meeting in respect of the Charter were noted and it was recognised that the Charter presented was a draft and that the consultation on the matter was still open.  There is therefore still an opportunity for changes to be made to the Charter, which can be made by the Director of Policy and Democratic Engagement, in consultation with the Chair of the Committee.

10.2

RESOLVED: That Strategy and Resources Policy Committee:-

(a)  adopts the draft Sheffield City Council Period Equity and Menopause Awareness Charter (draft charter at appendix 1);

(b) agrees that further work should be undertaken to identify a sustainable approach to funding the provision of free menstrual products in Sheffield City Council buildings that are accessible to customers;

(c) recognises and thanks the partners, organisations and individuals who have contributed to the development of the charter over the last 18 months (list of partners at appendix 2); and

(d) notes that Sheffield has a strong tradition of partnership activism to address matters of period equity and that the city council recognises and wishes to contribute to this work.

10.3

Reasons for Decision

10.3.1

In adopting the Period Equity and Menopause Charter, the Council will take a significant step forward in its commitment to improving the lives of women and girls in the city, as well as clearly setting out our commitments to women in the workplace. The Charter actively supports the achievement of the Council’s new Equality Objectives which are aligned to the Council Plan commitments.

10.4

Alternatives Considered and Rejected

10.4.1

This is a project that came from a resolution passed by Council on 2nd November 2022, and the Charter has been created in partnership with other organisations in the city, supported by Sheffield City Council. Due to the fact that this ask for a Charter was from a resolution that was passed we have not considered a ‘do nothing’ option.

(NOTE: The result of the vote on the resolution was FOR - 10 Members; AGAINST - 0 Members; ABSTENTIONS – 2 Members.

13.1

The Executive Director City Futures submitted a report Tsetting out the Council’s ambition to develop a Sheffield Growth Plan for 2024-2035 and the principles and themes for growth which we are calling the “Growth Framework”. The report seeks approval of these principles and themes, to enable Sheffield City Council officers to move onto Phase 2 of the work and develop a full Sheffield Growth Plan 2024-35 using them as its basis.

This report also seeks approval for the process of developing the Sheffield Growth Plan 2024-35, which will be developed for Strategy and Resources Policy Committee’s future consideration by late Summer 2024.

13.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a)  endorses the principles and themes for growth (‘the Growth Framework’) set out within this report so that Council officers can use them as the basis for the development of a draft Sheffield Growth Plan 2024- 2035 to be produced over Spring/Summer 2024;

(b) approves the process, set out within this report, for developing the Growth Plan which will build on the principles and themes of the Growth Framework; and

(c) agrees to receive and consider the draft Growth Plan in late Summer 2024.

13.3

Reasons for Decision

13.3.1

Sheffield has ambitious plans for the future of its economy across a range of different policy areas.  Bringing this together into a coherent narrative to communicate the city’s priorities benefits the city’s partners, investors and Sheffield citizens.  It helps to identify areas of joint working and investment opportunities and sets out the Council’s commitment to the city’s prosperity.

13.3.2

The Growth Framework, as the first vital step towards a Growth Plan, establishes the draft principles and themes for the plan, beginning a conversation with stakeholders about the kind of economy they want to see in the city.

13.3.3

The Growth Plan will build on this initial engagement, connecting the city’s economic and regeneration activity to the wider social and environmental objectives of the Council Plan and the City Goals.

13.4

Alternatives Considered and Rejected

13.4.1

Do nothing. This was rejected due to the needs of the city, and the need identified in the LGA Peer Review, for a strong and visible statement of ambition that brings together the city’s regeneration plans for partners, investors, elected members and citizens. 

13.4.2

Continue with a suite of strategies and action plan with no narrative. This was rejected due to the opportunity to create a coherent narrative across various areas of economic and regeneration activity.  In doing so, the narrative can connect the city’s growth ambitions, partnerships, investment and community engagement to better support and improve the quality of life of the people of Sheffield.

15.1

The Chief Executive submitted a report noting that the LGA Peer Team that undertook a Corporate Peer Challenge (CPC) of Sheffield City Council in November 2022 returned to review our progress in December 2023.

The report provides a summary of the LGA’s feedback and recommendations from the Progress Review. 

The LGA Team have recognised that there has been strong and positive progress at the council in the last year, with significant progress made against the recommendations made in the original CPC.  This has included collaborating with partners to develop Sheffield’s City Goals, producing a focused Council Plan for the organisation, continuing to provide robust and stable financial management and developing mature political culture.

15.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a)  welcomes the LGA Corporate Peer Challenge Progress Review report (Appendix 1) which recognises the significant progress that the council has achieved in the last year;

(b) thanks the members of the LGA Peer team for their time and insight in supporting the council’s continuous improvement;

(c) recognises the collective effort from Members and officers to deliver vital strategic foundations in the last year – including the development of a Council Plan, proposals for a balanced budget, and collaborating with partners to set out our shared City Goals;

(d) agrees that the council should continue on its improvement journey by embedding the Council Plan across the whole organisation, using the feedback and insight in the LGA’s Progress Review report to focus our transformation activity; and

(e) commits to asking the LGA to undertake another Corporate Peer Challenge within the usual timescale (circa 2028).

15.3

Reasons for Decision

15.3.1

The recommendations recognise the significant progress made by the council in the last 12 months and encourage the whole organisation to continue that journey and deliver the Council Plan.

15.4

Alternatives Considered and Rejected

15.4.1

As a condition of undertaking the Corporate Peer Challenge and the Progress Review, the council agreed that the Progress Review report should be considered in a public meeting.

15.4.2

The only alternative option would be to reject some or all of the feedback and recommendations in the Progress Review. However, given the positive nature of the feedback and the recognised progress made by the council against the original CPC recommendations, this option is not advised.

12.1

The Director of Finance & Commercial Services submitted a report bringing the Committee up to date with the Council’s revenue outturn position for 2023/24.

12.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee notes the updated information and management actions provided by this report on the 2023/24 Revenue Budget Outturn position.

12.3

Reasons for Decision

12.3.1

To record formally changes to the Revenue Budget and the Capital Programme.

12.4

Alternatives Considered and Rejected

12.4.1

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.

8.1

The Committee received a report containing the Committee’s Work Programme for consideration and discussion. The aim of the Work Programme is to show all known, substantive agenda items for forthcoming meetings of the Committee, to enable this committee, other committees, officers, partners and the public to plan their work with and for the Committee. It was highlighted that this is a live document and Members input to it was invaluable.

Details of the Council motion on 7 February 2024 in respect of "5 years since declaring a climate emergency" were outlined and it was noted that three aspects of that motion were for Strategy and Resources Policy Committee to respond to.  A suggested response in respect of the advertising policy element of this was set out in the report and it was confirmed that further work is required on the other aspects.  A suggested response from the Committee to these aspects of the motion will be submitted as soon as possible.

In addition, it was reported that the Chair of the South East Local Area Committee (LAC) had written to the Strategy and Resources Committee, on behalf of that LAC in respect of concerns about the future of Birley Spa Bath House that had been discussed at their last meeting.

This is a formal request of the LAC and needs to be dealt with as set out in the constitution. The Committee has three options as to how to deal with the referral.

The three options are:

(i) refer the matter to a Strategic Director

(ii) refer the matter to another relevant officer

(iii) refer the matter to the Committee by way of a report.

8.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) the Committee’s work programme, as set out in Appendix 1 be agreed, including the additions and amendments identified in Part 1 of the report;

(b) Members give consideration to any further issues to be explored by officers for inclusion in Part 2 of Appendix 1 of the next work programme report, for potential addition to the work programme;

(c) approval be given to the consideration of cross cutting issues as detailed in Appendix 1 of the report;

(d) the referrals from Council (petition and resolutions) detailed in Section 2 of the report be noted and the proposed responses set out be agreed; and

(e) the Executive Director Neighbourhood Services be requested to meet with the Chair of the South East Local Area Committee (LAC) to discuss the concerns with regard to Birley Spa Bath and then assess if a report needs to come back to Committee.

11.1

The Executive Director Neighbourhood Services submitted a report setting out a proposed approach to build a sustainable and asset-based approach to Community Buildings, working closely with stakeholders to do so. It seeks to enable priority work to begin with a number of organisations and community buildings, whilst committing to the longer-term development of the policies, skills and resources we need to deliver into the future.

Members recognised the need to reassure communities and organisations that use community buildings that the Council is fully committed to explore the full range of options and opportunities in respect of the proposed approach to community buildings and emphasised the need for Members and officers to make this point absolutely clear in discussions with such local communities and organisations. The Council is fully committed to work with all of the stakeholders in our communities and to take an inclusive approach to the development of policies and supportive structures to deliver the Community Buildings Review and officers are to redouble their efforts to clearly explain to all relevant organisations what this proposed review entails.

11.2

Councillor Joe Otten proposed an amendment, seconded by Councillor Penny Baker, to delete officer recommendation 3 set out in the report ((c) below).

On being put to the vote, the amendment was lost. (NOTE: The result of the vote was FOR – 5 Members; AGAINST – 7 Members; ABSTENTIONS – 0 Members).

11.3

RESOLVED: That Strategy and Resources Policy Committee:-

(a) agrees to adopt the Community Building Policy as detailed in Appendix A to the report;

(b) agrees the proposal for a Community Building Pilot in the South Local Area Committee area, to inform the development of the revised future Community Buildings Policy;

(c) agrees the proposal to prioritise the review of 22 Housing Revenue Account funded Community buildings (see Appendix B) across the city as part of the Pilot; and

(d) agrees that the findings of the pilot project will inform a revised Community Buildings Policy which will be developed working closely with voluntary, community and faith sector representatives and submitted to Strategy and Resources Policy Committee within 12 months.

11.4

Reasons for Decision

11.4.1

The interim Community Buildings Policy will allow the Council to work in a consistent and proactive manner, setting out a clear, transparent the management of Community Buildings. It will enable the Council to make decisions on a number of historic Community Asset transfers that have not been able to progress given the current lack of a policy. As part of these policies the Council will continue to work with local organisations to ensure that a range of initiatives are in place to support the development of strong and sustainable communities.

11.4.2

The policy sets out a framework for elected members, council officers and voluntary and community organisations to provide clarity on the process the management of Sheffield City Council’s Community Buildings.

11.4.3

The proposed Community Buildings Pilot will fully inform a revised Policy which will ensure that full consultation takes place with the community supported by the Voluntary, Community and Faith Sector. The development of a revised policy, working with stakeholders, will deliver a better quality, and more sustainable approach to our Community Buildings in the future.

11.5

Alternatives Considered and Rejected

11.5.1

Do nothing.

Continue to manage and deliver Community Buildings as per the current provision.

11.5.2

As part of the Council’s Accommodation Review, its Community Buildings / Assets have been considered. As well as these being managed in an inconsistent way across the Council, it is also important that they provide good quality facilities in the locations that the local community need them and that they are in a good serviceable condition and Health and Safety compliant (building safety), all within an affordable financial model.

11.5.3

To ensure that these requirements can be met, and the community effectively supported through Community Building provision new Community Building and Community Asset Transfer Policies need to be implemented.

(NOTE: The result of the vote on the resolution was FOR - 7 Members; AGAINST - 5 Members; ABSTENTIONS – 0 Members

14.1

The Director of Policy and Democratic Engagement presented a report noting that Full Council passed a resolution at its meeting on 1 November which called for a review of the council’s flag flying protocol.  The report provided details of the outcome of that review and proposes a revised flag protocol which the committee is recommended to adopt.

14.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) adopts the Protocol for flying of flags at Sheffield City Council sites and other commemorative activity as set out in the appendix to the report;

(b) delegates authority to the Chief Executive, in consultation with the Chair of the Strategy and Resources Policy Committee, to make decisions on ad hoc requests to fly particular flags, in line with the provisions of the protocol.

14.3

Reasons for Decision

14.3.1

By adopting the new flag protocol, the Strategy and Resources Committee will ensure that the Council has a modern and fit-for-purpose approach to the flying of flags on Council buildings, and a mechanism for making decisions on ad hoc requests to fly a particular flag.  

14.4

Alternatives Considered and Rejected

14.4.1

The only alternative option considered was to retain the existing flag protocol.  For the reasons set out at paragraphs 1.3 and 1.4 of the report, the current protocol is not considered to be fit for purpose, and therefore this option was rejected.

13.1

This report is to provide an annual update to the Education, Children and Families Committee on the Building Successful Families programme, referred to nationally as the Supporting Families programme.

13.2

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

1.     continues to endorse the strategic developments across the Early Help system in ensuring that Sheffield retains Earned Autonomy and continues to prioritise Early Help for children, young people, and their families;

2.     notes the developments and achievements within the Building Successful Families Programme over the 23/24 financial year; and

3.     approves the proposed financial plan for the 2024-2025 budget of the programme.

13.3

Reasons for Decision

13.3.1

The Early Help System is a network of services, processes and interactions that aim to help children, young people, and families at the earliest opportunity. If we continue to develop our system, we will see vulnerable families thrive, becoming empowered to become resilient over time and build connections to their local community. Our local services will also be joined-up, flexible and responsive to new challenges, becoming sustainable for the long[1]term creating stronger multi-agency partnerships which work together to understand local trends, predict emerging need, and respond to those needing additional help. It is therefore essential that we continue the ambitions in further developing our data and system maturity with the full approval of the committee.

13.4

Alternatives Considered and Rejected

13.4.1

Not applicable as this report is an annual report of the development of the Building Successful Families programme.

17.1

This report seeks approval to appoint a Task and Finish Group to oversee work to develop practice and policy in relation to Home to School Transport. Membership will be drawn from the Education Children and Families Committee. The Terms of Reference of the Group is appended to this report.

17.2

RESOLVED UNANIMOUSLY:That the Education Children and Families Policy Committee agrees to appoint a Task and Finish Group to oversee work to develop practice and policy in relation to Home to School Transport and that the appointment of Members to the working group be decided in the new municipal year.

17.3

Reasons for Decision

17.3.1

The Task and Finish Group will bring together a small, focused group of members to review the home to school transport policy and provide clear advice to officers developing the policy. Cross party representation will mean that political agreement is reached at an early stage of the process allowing the Policy to progress. The Group will feedback advice given, and progress on the work programme to the Education, Children and Families committee so the Committee can make informed decisions on the Home to School Transport Policy.

17.4

Alternatives Considered and Rejected

17.4.1

An alternative would be to deliver a series of Knowledge Briefings for the Policy Committee. This was rejected as it would not enable constructive debate and advice to be provided to officers.

10.1

This report sets out the importance of the Social Care Case Management System and seeks approval to Commission a Social Care System in order to ensure service continuity.

This report also sets out the estimated costs of the system over the maximum contract period.

10.2

RESOLVED UNANIMOUSLY: That the Education, Children and Families Policy Committee approves the commission of a Social Care Case Management System from an external provider for a period of up to 8 years and estimated value of £3.1 million.

10.3

Reasons for Decision

10.3.1

This commissioning decision will enable the Council to commence Commercial activity for a new contract commencing from 5th May 2024 for a maximum duration of 8 years.

10.3.2

This commission will also ensure:

·       The continuance of a software solution to manage the Council’s key Line of Business System for Social Care.

·       The Council meets its statutory duties.

·       Back-office functions can continue.

10.4

Alternatives Considered and Rejected

10.4.1

Do nothing. The Council requires a Case Management System for Social Care to deliver statutory services. Do nothing means that the current contract ends on 4th May 2024 and there will be no software provision. This is not a viable option – the council must have a system in place to execute its duties.

10.4.2

Develop our own system. This would be a significant undertaking, requiring skills and resources that the Council does not have. Those resources would have to be retained for future updates and functional changes as statutory requirements and business needs changed. The Council would also have to consider storage and retention of data. Security and role-based access would need to be managed.

10.4.3

Further extend existing contracts. This is not an option as all available contract extensions have been utilised.

14.1

To provide the Committee with an update on Pupil outcomes in Sheffield School settings and the impact of Learn Sheffield.

14.2

RESOLVED UNANIMOUSLY:That the Education, Children and Families Policy Committee notes the progress in relation to pupil outcomes and demographics in school settings following national releases of comparative data and demonstrating Learn Sheffield’s impact in supporting settings.

14.3

Reasons for Decision

14.3.1

For members to understand the educational landscape of pupil outcomes in Sheffield.

14.4

Alternatives Considered and Rejected

14.4.1

There are no alternative options to be considered.

11.1

As part of our sufficiency strategy, Sheffield City Council are committed to expanding our in-house fostering service whilst continuing to work in partnership with the independent fostering sector. To be able to operate competitively Sheffield City Council need be able to pay allowances in recognition of the need to recruit and retain experienced carers able to commit to the varied challenges of the fostering task. The fostering payment scheme is a reflection of the real need within Sheffield City Council to retain skilled and experienced carers and reward carers for their loyalty and commitment.

11.2

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

1.     agrees the Policy on payments for Foster Carers;

2.     approves the variation of payments as proposed; and

3.     requests that additional allowances for culturally appropriate products be reviewed.

11.3

Reasons for Decision

11.3.1

The Placement Sufficiency Strategy for Children Looked After (CLA) and Care Leavers 2023 – 2026 will ensure the Council has set out its commitment in line with its duty to ensure that there is a range of sufficient placements which meet the needs of children and young people in care.

Reviewing the foster carer payments is a key part of this strategy to ensure that we maximise family based care for children in Sheffield.

11.4

Alternatives Considered and Rejected

11.4.1

Do nothing

Our current pay for foster carers puts us as competitive against our regional neighbours. However:

·       Foster cares feel undervalued by the Local Authority and resign.

·       Negotiation regarding fostering allowances take place on an annual basis – leading to confusion and dissatisfaction.

·       Our current policy does not champion our strategic commitments to education and belonging.

·       Paying skills payment before a foster carer has completed their training has led to

o   demotivated cares to complete the Fostering Standards work in a timely manner, meaning that our foster carers are not getting the skills training as swiftly as they did in the past. This training is critical in supporting the challenging situations that foster carers can face supporting our children

o   Secondly it is resulting in significant long term increased spend in situations where connected carers are approved for a short period whilst long terms plans are agreed for children. This creates a massive financial disparity for connected carers in very similar situations.

This option has been discounted.

11.4.2

Increase all skills payments by the same percentage as the annual fostering national minimum allowance

Our current skills payments are made per child and are competitive against our regional local authorities. Increasing skills payments by 6.8% would cost £175,200. Fees were increased considerably in 2019, and the decision to pay the full amount per child rather than providing foster carers with a reduction in payment for subsequent children was also introduced. Increasing the skills fee annually given this significant increase in recent years does not represent good value for money for the council and therefore has been discounted.

9.1

This report is submitted in order to secure agreement of the school calendar for 2025/26 Academic year for Voluntary Controlled and Community Schools.

9.2

RESOLVED UNANIMOUSLY: That the Education, Children and Families Policy Committee approves the school calendar for the 2025/26 academic year, as attached at Appendix A.

9.3

Reasons for Decision

9.3.1

It is recommended that Appendix A be approved as the model school calendar for the 2025/26 academic year. The calendar applies to all Community schools, Voluntary Controlled Schools, Community Special Schools and maintained nursery schools. Voluntary Aided Schools, Trusts and Academies that are their own Admission Authority are recommended to adopt the model calendar to promote consistency across the City.

9.3.2

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

9.3.3

There was overwhelming support for fixing the Easter break at the beginning of April when the proposal was first consulted upon for the 2017/18 school calendar. It is accepted that there are many different views and opinions on the school calendar. The purpose of the consultation was to invite opinion and comment from all stakeholders. There have not been many responses to the proposed calendar, nor has there been any strong opposition to the proposed calendar for 2025/26 which indicates that the support expressed under last year’s consultation continues.

9.4

Alternatives Considered and Rejected

9.4.1

In response to the overwhelming support for fixing the Easter Break during the 2017/18 consultation process and in subsequent years the Authority has only consulted on this single model for 2025/26.

18.1

The paper provides a Strategic Director’s update on the performance and governance of Children’s services, including progress in meeting DCS (Director of Children’s Services) accountabilities and delivering on our statutory requirements. It also provides an update regarding progress in relation to the Council’s Delivery Plan, key strategic events and issues on the horizon.

18.2

RESOLVED UNANIMOUSLY: That the Education, Children and Families Policy Committee notes the Strategic Director of Children’s Services’ report and agrees key activity for the coming months.

18.3

Reasons for Decision

18.3.1

This report provides an update regards Children’s Services activities for Members.

18.4

Alternatives Considered and Rejected

18.4.1

Not applicable – no decision or change is being proposed.

16.1

To update the Committee on progress made by Children’s Services on actions and steps taken towards implementing our Race Equality Objectives.

16.2

RESOLVED UNANIMOUSLY:That the Education, Children and Families Policy Committee notes the Children’s Services progress in relation to the implementation of the Race Equality initiatives both corporately and with our children and families.

16.3

Reasons for Decision

16.3.1

This report provides an update of Children’s Services in implementing Race Equality.

16.4

Alternatives Considered and Rejected

16.4.1

There are no other options to be considered.

15.1

This paper provides an update about our work to develop a Belonging Framework.

As a reminder, we are developing a Belonging Framework to drive change - so that everything we do is focussed on developing and deepening children and young people’s sense of belonging.

Children and young people’s views will be central to the development of our Belonging Framework and will be at the heart of all we do.

Belonging links to our strategic priorities in the Sheffield City Council Plan 2024 – 2028, Together we get things done. In particular, to the first priority outcome:

A place where all children belong and all young people can build a successful future.

15.2

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

1.     acknowledges our update and endorses our next steps;

2.     continues to be proactive in the development of the belonging framework, including the proposed engagement plan;

3.     notes that the development of the framework continues to be an iterative process as we gain the views of children and young people in ways that work best for them, and review and refine the framework and next steps based on this; and

4.     notes the continued intention for an ongoing conversation with the Committee about belonging, including a further update presented at the Committee meeting in Summer 2024.

15.3

Reasons for Decision

15.3.1

A Belonging Framework will ensure that everything we do is focussed on developing or deepening children and young people’s sense of belonging. It will be designed so that other parts of the Council and other organisations can review and “attach” their contribution to belonging to the framework.

15.3.2

Our approach to engagement and plans for consultation will mean that we can carry out authentic consultation with children and young people. It will also ensure that we can fully explore Belonging with other stakeholders, listening to their views and allowing us to develop other opportunities for engagement as they present themselves.

15.3.3

Outcomes for the Belonging Framework will have a qualitative and quantitative focus. They will be developed iteratively through the process of co-production. These outcomes may relate to individual experience, happiness, fulfilment, purpose, stability and will relate back to our vision, however we will be led by what children and young people tell us.

15.4

Alternatives Considered and Rejected

15.4.1

The alternative options are to consult young residents on a smaller scale but more quickly or to use feedback we have already received and not seek any more.

15.4.2

We do not recommend either of these approaches given feedback from the Youth Cabinet which has informed our approach and how vital it is to the development of a meaningful Belonging Framework that we carry out authentic consultation that reflects a wide range of children and young people’s views. The volume of consultation that we anticipate will be achieved by the Young Residents’ Survey, will give us a much wider reach and in doing so provide feedback that reflects the personality and diversity of the city.

15.4.3

When children and young people feel a sense of belonging and sense of pride in their families, their peers, and their communities, they can be emotionally strong, self-assured, and able to deal with challenges and difficulties. This creates an important foundation for their learning and development. Positive messages about their families, backgrounds, cultures, beliefs, and languages help children and young people to develop pride in who they are. These messages also give them confidence to voice their views and opinions, to make choices, and to help shape their own learning, development and future.

12.1

This report sets out the proposal to re-commission the Medical Needs Education Service from an external provider. This will be for a 2-year term and with a total value of £3,347,171 over that period.

This report describes the current service provision and the background to the proposed commission of the Medical Needs Education Service.

This report sets out the need for a recommission of the Medical Needs Education Service.

This report describes the service to be commissioned

12.2

RESOLVED UNANIMOUSLY: That the Education, Children and Families Policy Committee approves the commissioning of a service contract with a term of 2 years from September 2024 and a value of £3,347,171 for the provision of the Medical Needs Education Service from an external provider.

12.3

Reasons for Decision

12.3.1

Re-commissioning of the service is the preferred option as it will allow the Council to meet statutory duties in regard to providing education for children and young people with medical needs.

12.4

Alternatives Considered and Rejected

12.4.1

Not to renew this contract. This option was rejected because it would leave the Council unable to meet statutory duties relating to pupils with medical needs that make them unable to attend school.

12.4.2

Providing the service in-house. This option was rejected as the Council does not have the expertise or staffing required for this delivery and could not mobilise this in time for the start of the contract.

8.1

This report brings the Committee up to date with the Council’s General Fund revenue outturn position for 2023/24 as at quarter 3.

8.2

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

1.     notes the updated information and management actions on the 2023/24 Revenue Budget Outturn as described in this report; and

2.     requests that an in depth briefing and fact finding session on Home to School Transport costs be added to the Committee’s Work Programme.

8.3

Reasons for Decision

8.3.1

To record formally changes to the Revenue Budget.

8.4

Alternatives Considered and Rejected

8.4.1

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.

10.1

The committee considered a report of the Executive Director, City Futures providing an update on the project to deliver an Employment and Skills Strategy, as previously instructed by the committee.

10.2

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

·       Notes the appointment of KADA Research and Ekosgen to develop the Employment & Skills Strategy for Sheffield

·       Notes the revised project timeline, pledged outcomes and milestones

·       Confirms the composition of the Member Task and Finish Group as each of the Groups Spokespersons or their nominated representative and that the Chair be elected by the Task and Finish Group at their first meeting

·       Approves the suggested checkpoints for direct engagement with the Task and Finish Group and review.

10.3

Reasons for Decision

10.3.1

This report provides an update on the progress made and its recommendations are based on the decisions of Wednesday 15 March 2023, when the EDSC resolved unanimously that the committee:

1.    Approves the creation of an Employment and Skills Advisory Board.

2.    Approves the development of an Employment and Skills strategy for Sheffield and the initial policy areas to be considered in the development of the strategy to be led by the Employment and Skills Advisory Board, as set out in this report.

3.    Notes that green jobs and skills are a critical part of the employment and skills strategy.

4.    Establishes a task and finish group composed of members of the committee, with at least one representative from each of the political parties, to receive regular updates and feedback from the Advisory Board.

10.4

Alternatives Considered and Rejected

10.4.1

There were no alternatives considered.

9.1

The committee considered a report of the Executive Director of City Futures providing an update on the second round of the Economic Recovery Fund (ERF2). The report also set out the proposed route to consider whether there should be any further rounds of funding and sought approval to change the project previously approved for ‘Heeley Green and Newfield Green’ with a project for ‘Newfield Green and Gaunt Shopping Precinct’, to be delivered in its place.

9.2

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

·       Note the progress in delivering the second round of funding.

·       Note the intention to appoint an independent agency to conduct an evaluation of ERF2 and consider the future of ERF.

·       Approve the proposed project for Newfield Green and Gaunt Shopping precinct in the ERF2 programme, in place of the previous proposal for Heeley Green and Newfield Green.

9.3

Reasons for Decision

9.3.1

The ERF Steering Group and the team leading the Gleadless Valley Master Plan are aligned in wanting to see allocated money spent in this area. There is high confidence in the team’s ability to make a success of the project and commitment to delivering these outputs and outcomes within the delivery period for the project. There are significant synergies to be gained from delivering ERF in an area that will be undergoing significant change in its housing stock and an opportunity to support the retail areas in those locations so they feel that they have a stake in and can benefit from that wider investment.

9.4

Alternatives Considered and Rejected

9.4.1

Regarding the proposal for Newfield Green and Gaunt Parade alternatives have been considered as follows:

•       The Gleadless Valley Masterplan Team have led on local engagement to try and identify an alternative lead organisation for this project, however none were forthcoming.

•       Consideration was given to procuring an organisation that could act as an accountable body and project delivery partner for this project, however, this was felt to be undesirable given the clear synergies of delivering ERF in this area alongside the broader Gleadless Valley Masterplan.

8.1

Members considered a report of the Director of Finance and Commercial Services bringing the Committee up to date with the Council’s General Fund revenue outturn position for 2023/24 as at Q3.

8.2

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

Notes the updated information and management actions on the 2023/24 Revenue Budget Outturn as described in this report.

8.3

Reasons for Decision

8.3.1

To record formally changes to the Revenue Budget.

8.4

Alternatives Considered and Rejected

8.4.1

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.

11.1

This report is to present the proposed changes to the Council’s Constitution: Part 4 – Financial Procedure Rules (Financial Regulations) arising from an annual refresh of the Regulations following consultation with Finance colleagues.

11.2

RESOLVED UNANIMOUSLY: That the Finance Committee:-

1.     endorses the proposed changes to the Constitution: Part 4 – Financial Procedure Rules (Financial Regulations), as outlined in the report and Appendix 1 and shown in full at Appendix 2; and

2.     notes that the revised Financial Procedure Rules (Financial Regulations), together with other proposed changes to the Constitution, will be presented to Full Council for approval at the Annual Meeting on 15th May 2024.

11.3

Reasons for Decision

11.3.1

The reasons for the recommended changes are set out in the Summary of Changes document at Appendix 1.

11.4

Alternatives Considered and Rejected

11.4.1

Do nothing – this option was rejected because it would result in the Financial Procedure Rules (Financial Regulations), and therefore the Constitution being out of date with respect to current practices, policies and procedures.

10.1

The report presents a draft Advertising and Sponsorship Policy for approval. If adopted the policy will govern how all advertising and sponsorship matters are managed across the Council.

10.2

RESOLVED UNANIMOUSLY: That the Finance Committee approves the Advertising and Sponsorship Policy attached to this report at Appendix 1 for Council-wide implementation regarding all advertising and sponsorship matters with effect from 1st April 2024.

10.3

Reasons for Decision

10.3.1

The draft Advertising and Sponsorship Policy will ensure that the Council acts consistently and fairly in managing Advertising and Sponsorship outputs/relationships, with restrictions as proposed.

10.3.2

Mitigations have been considered in terms of financial and commercial impact and to allow a managed transition across sectors that will be affected by the terms of the policy, including support for local businesses, and managing third-party agreements.

10.3.3

The long-term predicted savings and impact present benefits across health and environmental related issues.

10.3.4

The restrictions included in the policy reflect the commitments in the Council Plan, the values of the authority and the priorities that the Council is working towards.

10.4

Alternatives Considered and Rejected

10.4.1

Bring in a policy with fewer restrictions – the Council could adopt a policy that provides the framework for all advertising and sponsorship outputs but does not voluntarily adopt restrictions that go any further than national legislation. This could however leave the Council in a position of entering into agreements with organisations that do not align to our values, and promoting products and services that are counter-productive to Council priorities, having a negative impact on people’s health, lives and our environment.

10.4.2

Do nothing – the Council could continue to manage advertising and sponsorship outputs and relationships on an adhoc basis. This could however leave the Council in a position of entering into agreements with organisations that do not align to our values, and promoting products and services that are counter-productive to Council priorities, having a negative impact on people’s health, lives and our environment. It could also result in an inconsistent and unfair approach to decision making.

9.1

This report provides details of proposed changes to the existing Capital Programme as brought forward in Month 10 2023/24.

9.2

RESOLVED UNANIMOUSLY: That the Finance Committee:

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

2.     approves the issuing of grant funding as identified in Appendix 2; and

3.     approves the acceptance of grant funding as identified at Appendix 3 (noting that there are both capital and revenue elements to the Species Survival Grant).

9.3

Reasons for Decision

9.3.1

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

9.3.2

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

9.4

Alternatives Considered and Rejected

9.4.1

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

8.1

This report brings the Committee up to date with the Council’s outturn position for 2023/24 including the General Fund Revenue Position, Housing Revenue Account, and Capital Programme Monitoring (Appendix 1). The report also provides an update of the Council’s Treasury Management activity (Appendix 2) and the Collection Fund Account (Appendix 3).

8.2

RESOLVED UNANIMOUSLY: That the Finance Committee:

1.     notes the updated information and management actions on the 2023/24 Revenue Budget Outturn as described in this report;

2.     notes the updated information and management actions provided by this report on the Q3 2023/24 Capital Programme Monitoring as described in Appendix 1;

3.     notes the Treasury Management report for Q3 2023/24 as described in Appendix 2; and

4.     notes the Collection Fund monitoring report for Q3 2023/24 as described in Appendix 3.

8.3

Reasons for Decision

8.3.1

To record formally changes to the Revenue Budget and the Capital Programme.

8.4

Alternatives Considered and Rejected

8.4.1

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.