Decisions

9.1

The committee considered a report of the Executive Director of City Futures seeking approval for the sale of land off Twentywell Lane to the north side of Poynton Woods, Sheffield S17 in its capacity as a Charity Trustee of the JG Graves Charitable Trust (“the Charity”).

9.2

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

1.    Approves the freehold sale of the Trust Land based on the terms of this report.

2.    On consideration of the Qualified Surveyor’s Report, to confirm that the Trustees are satisfied that the proposed terms are the best that can be reasonably obtained in the circumstances.

9.3

Reasons for Decision

·       The increased line capacity will improve journey times, connectivity, and the

reliability of the railway network along the Hope Valley and Midlands Main

Lines. This will encourage more rail journeys supporting economic growth and the drive towards net zero carbon emissions.

·       The sale will help deliver improvements to the Dore and Totley Station

enhancing the existing rail transport infrastructure and accessibility.

The sale will provide a financial contribution to facilitate improvements to

Poynton Woods identified by Council Officers within the Parks and

Countryside Department.

·       The sale will generate a capital receipt which will be retained by the Charity

and invested or used for the purposes of the objects of the Charity. The terms of sale will ensure the PRoW is retained and the City Council reserve rights of access over the Trust Land.

·       The sale will remove the liability from the Charity to maintain and insure the

Trust Land and to keep it in repair which will reduce the Charity’s expenses on these overheads.

·       Network Rail are a statutory authority with powers to compulsory purchase the Trust Land if required. If sale terms cannot be reached and Network Rail chose to implement those powers, then the matter could go to Lands Tribunal for determination. The Charity could then incur costs and the Trust Land sold on less favourable terms than those recommended

9.4

Alternatives Considered and Rejected

·       Should the recommendations of this report not be supported and if Network Rail were unable to purchase the Trust Land by agreement, then as a statutory authority Network Rail could resort to using compulsory purchase powers to secure the purchase of the Trust Land.

·       It is considered that there are no other realistic options here given that Network Rail can compulsory purchase the Trust Land. This would mean that they are not obligated to make the financial contributions agreed by agreement in 1.11 or allow the City Council to reserve rights of access as highlighted in 1.12.

10.1

Sheffield’s All-Age Autism Strategy sets the scene for supporting Sheffield to become an Autism friendly city. It is positive, ambitious, and focussed on delivering change in partnership and collaboration. The Strategy will be underpinned by an annually updated delivery plan which will have clear objectives and outcomes anticipated. This will be a partnership document, and a range of organisations will continue together to the delivery of the Strategy’s objectives.

10.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) approves the All-Age Autism Strategy as detailed in the report now submitted; and

(b) requests that an update is brought to the Adult Health and Social Care and Education, Children & Families Policy Committees in six months’ time, along with an update of progress made on delivery actions.

10.3

Reasons for Decision

10.3.1

The strategy is a positive development for the city and will enable partner organisations to work together to develop an Autism friendly city.

10.3.2

Approving the strategy demonstrates the Committee’s commitment to partnership working across the City to improve citizens outcomes and experiences.

10.3.3

Approving the strategy also ensures the Council is fully compliant in its duties and responsibilities around Autism and is making a commitment to fulfil the priorities co-produced with local people to develop our approach to improving the quality of life and health outcomes for autistic people in Sheffield.

10.4

Alternatives Considered and Rejected

10.4.1

Do Nothing: No alternative options have been considered as the Autism Strategy is a statutory requirement set out in the Autism Act 2009

8.1

The Director of Policy and Democratic Engagement submitted a report stating that 2023/24 is a significant year for Sheffield and we have an unprecedented opportunity, alongside our communities and partners, to set out a new vision and plan for the future of our city. But to be an effective, collaborative and connected leader and partner, we need to continue our improvement journey as an organisation, learning from the recent independent reviews of SCC and delivering for the people of Sheffield.

This report sets out: 1. The progress made through our Corporate Delivery Plan and improvement journey in the last year, recognising that this has been the first phase and there is much still to do; 2. The need to develop and reset our Strategy Framework for the Council, connecting our developing City Goals with a new Corporate Plan and key cornerstone strategies which give Members, staff and the people of Sheffield a clear statement from our organisation of our values, what we want to achieve and how we will deliver; and 3. The key opportunities, issues and decisions that we will need to address in the coming year to continue our progress and deliver for our communities.

8.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) notes the progress of the council's improvement journey, recognising that, in line with the Lowcock and LGA reviews, there is significant work for SCC to do;

(b) endorses the proposal to develop a new Corporate Plan by autumn 2023, in line with the decision made at Strategy and Resources Committee on 15th March 2023 committing to the recommendations set out in the LGA Peer Challenge Action Plan;

(c) agrees to work across Policy Committees to address the key issues and decisions identified in section 3 of the report, recognising the importance of these issues to our communities and to the city's success;

(d) notes the work that is underway on the Future Sheffield transformation programme, and that the Strategy and Resources Committee will be the lead committee for this work; and

(e) agrees to the establishment of a cross-party working group for Future Sheffield, led by the Deputy Leader.

8.3

Reasons for Decision

8.3.1

The recommendations are critical steps in continuing the Council’s strategic development and improvement and leading the change that we need to undertake as an organisation.

8.4

Alternatives Considered and Rejected

8.4.1

(a) Not writing a strategic framework paper – this was rejected because it would not have provided committee members with an overview of the key challenges and opportunities for the year ahead.

8.4.2

(b) Bringing forward a full Corporate Plan at this stage in place of the strategic framework – this option was rejected as it would have precluded the level of consultation and engagement needed to produce a credible corporate plan. As set out in this paper and in the LGA Peer Challenge report, a corporate plan remains essential for the organisation and it is proposed that this paper acts as a ‘staging post’ to producing a full corporate plan during the autumn.

9.1

To outline for Strategy and Resources Committee the near final version of the 2023 Director of Public Health Report for Sheffield.

9.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) notes the 2023 Annual Report of Greg Fell, Director of Public Health, Sheffield and the COVID-19 Pandemic. What did we learn?, appended as part of this report;

(b) further notes that in the Annual Report The Director makes specific recommendations as below:

(1) Data saves lives - In advance of another pandemic, we need to have immediate data access permissions that we managed to establish over the course of COVID to avoid any delay in getting the vital data to be able to give information to decision makers what is happening and to direct both policy and operational response.

(2) the scope of planning for pandemics and exercising - When planning for, exercising for and responding in future pandemics, we need to think about how the whole of the city is impacted, particularly with reference to those with poorest health and every sector has a role in the planning and response. Pandemic planning should include planning for communication infrastructure, maintaining education systems, job retention, economic resilience, community engagement, ensuring robust sick pay policies, systems for distribution of food and medicines. These activities are as important as modelling, stockpiling of PPE and ventilators and NHS resilience.

(3) the response cannot ignore the structural determinants of how infection spreads and poor outcomes - Planning, preparation, policy and operational response must not ignore the structural determinants of health that amplify and sustain chains of transmission, and thus outcomes;

(c) notes that the Council will publish the finalised report in due course; and

(d) requests that the Director of Public Health write to Central Government to emphasise the need to have immediate data access permissions to avoid any delay in getting the vital data to be able to give information to decision makers what is happening and to direct both policy and operational response.

9.3

Reasons for Decision

9.3.1

As is traditional in DPH reports, an effort is made to focus on a small number of high level recommendations. There will be another global pandemic. It is impossible to predict when. It is thus important to learn from the covid pandemic. It was, to date, the preeminent emergency of our lifetimes. The learning and reflection exercise has been conducted in various ways both within individual service areas, across organisations in the city as a whole and across South Yorkshire.

9.4

Alternatives Considered and Rejected

9.4.1

None.

8.

Parks Tennis Procurement and Hillsborough Activity Hub

8.1

The committee considered a report of the Executive Director for Operational Services seeking to gain approval for any associated disposals of land which may be necessary, and for officers to be authorised to obtain any consents or approvals required and to be further authorised to publish any notices required under the Local Government Act 1972 and the Charities Act 2011;

To gain approval for the proposed City Council funding contribution of up to £180,000 (of prudential borrowing) towards the development of the Activity Hub at Hillsborough Park; and the allocation of Section 106 funds of up to £183,000 for the development of the multi-use games facilities at Hillsborough Park, as described in the report.

8.2

RESOLVED: That the Charity Trustees Sub-Committee:-

1.       Note the contents of the report

2.       Note the legal advice received that before any disposal goes ahead the Trustees should be satisfied that based on financial reports and having heard any objections of the public if the proposed disposal is on balance in the best interests of the trust.

3.       Authorise the giving of notices under the Local Government Act 1972 and the Charities Act 2011 prior to the disposal of any of the properties required for the delivery of the project

4.       Subject to the process envisaged by 3 above, to approve the grant of leases of the properties referred to in the body of the report to the preferred supplier on the terms set out in the Appendices to this report after consideration of the contents of the Qualified Surveyor’s Report and satisfying itself that the proposed terms are the best that can be reasonably obtained in the circumstances.

5.       Subject to the process envisaged by 3 above, approve the award of the contract to the preferred supplier

6.       Subject to the process envisaged by 3 above, approve the use of the Prudential Borrowing and Section 106 money to support the project.

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

8.3

Reasons for Decision

8.3.1

Continued management of Sheffield’s parks tennis programme, alongside a

sustainable business model, providing appropriate opportunities to generate income, provides financial security to parks tennis programme into the future. Without this, the programme faces a financially challenging future.

8.3.2

Hillsborough Park is a site which lies within an area identified as within the top 30%

IMD, and therefore the provision of quality sport and recreational facilities will have a real benefit to communities with identified health inequalities. It is designated as a

‘City Park’ which reflects the fact that residents travel to the park from across the city and further afield; and hence the benefits will also have city wide reach.

8.3.3

The deteriorating conditions of the existing tennis and multi-use games area

provision are not ‘city’ standard. Improvements to these recreational facilities will

support the parks Green Flag aspirations. The provision of an exciting and high-quality facility of this nature will raise the standard of the park, increase its

attractiveness as a destination site and encourage and attract users of all ages and

abilities from various communities to engage in sport and physical activities.

8.3.4

Data and evaluation will form an important component of this project to capture

benefits, outputs and outcomes particularly focused around a reduction in health

inequalities. See Appendix 13 for the latest performance insight.

8.3.5

The social return on investment of the current parks tennis programme was recently

valued by Sheffield Hallam University at over £191,000, this includes;

• £51,000 Health Outcomes

• £95,000 personal wellbeing

• £45,000 community development

8.3.6

We would expect this value and therefore benefits gained, to increase considerably

with the introduction of the Activity Hub at Hillsborough Park and additional courts at Hollinsend and Ecclesfield Parks.

8.3.7

The council recognises that leisure provision both indoors and outdoors is critical

post pandemic, with many people requiring rehabilitation after suffering long-COVID, or diminished mental health caused by lockdown.

8.3.8

The health and wellbeing of residents is a priority, and it is clear the services

delivered by facilities such as this play a vital role both now and in the future. It is

therefore critical that long term sustainable plans are put in place to maintain and

grow these facilities.

8.4

Alternatives Considered and Rejected

8.4.1

Do nothing

8.4.2

Parks and Countryside’s have reviewed the option of continuing as is, with the existing parks tennis programme model exclusive of an Activity Hub. It has been concluded that continuing in this way, now with the added pressures that the Council is facing as a result of the pandemic, would make the model financially challenging for the future. It would also mean the loss of the opportunity to improve the sports and recreational facilities in this currently underused area of the Park. In addition the health and wellbeing gains that would be gained through the introduction of the hub and the improvement of the recreational and sports facilities would be reduced.

8.4.3

For the tennis sites that form part of the ‘spokes’ of this proposal, the do nothing option would put the future viability and quality of these facilities at risk, as the current model does not adequately account for the financing of future infrastructure renewal needs.