Decisions

5.1

The report provided the 2023-24 update of the Housing Revenue Account (HRA) Business Plan, including revised priorities and capital improvement plans for 2023-24. The report also set out the 2023-24 Housing Revenue Account (HRA) revenue budget and revenue contribution to capital for the Council housing stock in Sheffield.

5.2

RESOLVED UNANIMOUSLY: That the Strategy and Resources Policy Committee approves for submission to the meeting of the City Council on 20 February 2023:-

(1)

the HRA Business Plan report for 2023-24, as set out in the Financial Appendix to the report;

(2)

the HRA Revenue Budget 2023-24, as set out in the Financial Appendix to the report;

(3)

rent increases for council dwellings by 7% from April 2023, in line with the Regulator of Social Housing’s Rent Standard;

(4)

rent increases for temporary accommodation by 7% for 2023-24;

(5)

garage rent increases for garage plots and garage sites by 7% from April 2023;

(6)

the sheltered housing charge increase by 7% for 2023-24;

(7)

the burglar alarm charge increase by 7% for 2023-24;

(8)

the furnished accommodation charge increase by 7% for 2023-24;

(9)

the Hardship Fund increase by a further £300,000 for 2023/24, to £450,000; and

(10)

no increase to the community heating charge at this time.

5.3

Reasons for Decision

5.3.1

This report and its recommendations, set out the scale of the challenge ahead, the limited resources available and the difficult decisions that now need to be taken to deliver a balanced HRA budget for 2023-24. The delivery of a balanced HRA budget is dependent on setting a 7% rent increase for Council tenants as set out in this report. The proposed recommendations:

•        optimise the number of good quality affordable council homes in the city

•        maximise the financial resources to deliver key outcomes for tenants and the city in the context of a self-financing funding regime

•        ensure that tenants’ homes continue to be well maintained and to optimise investment in estates; and

•    assure the long-term sustainability of council housing in Sheffield.

5.4

Alternatives Considered and Rejected

5.4.1

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

6.1

The report provided an overview and sought approval to commence the delivery of the national Department for Education (DfE) Family Hub and Start for Life Programme in Sheffield.

6.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

1. approves the commissioning strategy and grant awards, as set out in this report, which will allow the Council to spend funding in line with the terms of the signed Memorandum of Understanding; and

2. delegates authority to the Director of Public Health to make any otherwise reserved commissioning and grant award decisions in relation to the Delivery Plan.

6.3

Reasons for Decision

6.3.1

A requirement of the national DfE grant is to ensure adherence to the clinical models to support perinatal mental health and in line with the agreed delivery plan approved by DfE. This requires SCC to contract directly with NHS Trusts at Sheffield place level in order to fulfil these requirements and to meet allocation of the grant spend within appropriate financial year timeframes.

6.4

Alternatives Considered and Rejected

6.4.1

No alternative options have been considered. The Memorandum of Understanding is prescriptive about how the funding can be spent. The method of commissioning of these services were specified during the grant application process.

5.1

The purpose of the Revenue Budget report is to:

• approve the City Council’s revenue budget for 2023/24, including the position on reserves and balances;

• approve a 2023/24 Council Tax for the City Council; and

• note the levies and precepts made on the City Council by other authorities.

The purpose of the Capital Strategy and Budget Book 2023-2053 is to provide a a snapshot of the City Council’s capital programme for the period 2023-2028, together with the background and context for our capital investment over this period.

5.2

RESOLVED UNANIMOUSLY: That the Strategy and Resources Policy Committee:-

1. As regards the Revenue Budget , approves for submission to the meeting of the City Council on 1st March 2023, the recommendations in the Revenue Budget report, as set out below:-

(i) To approve a net Revenue Budget for 2023/24 amounting to £500.762m;

(ii) To approve a Band D equivalent Council Tax of £1,840.69 for City Council services, i.e. an increase of 4.99% (2.99% City Council increase and 2% national arrangement for the social care precept);

(iii) To note that the Section 151 Officer has reviewed the robustness of the estimates and the adequacy of the proposed financial reserves, in accordance with Section 25 of the Local Government Act 2003. Further details can be found in Appendix 4 and within the Section 25 Statutory Statement on Sustainability of Budget and Level of Reserves from paragraph 2;

(iv) To note that, if overspends against the agreed budgets emerge, then Executive Directors and Directors will be required to develop and implement plans to mitigate fully any overspend, within 2023/24, in consultation with elected Members;

(v) To approve the savings as set out in Appendix 2;

(vi) To approve the revenue budget allocations for each of the services, as set out in Appendix 3a;

(vii) To note that, based on the estimated expenditure level set out in Appendix 3 to this report, the amounts shown in part B of Appendix 5 would be calculated by the City Council for the year 2023/24, in accordance with sections 30 to 36 of the Local Government Finance Act 1992;

(viii) To note the information on the precepts issued by the South Yorkshire Police & Crime Commissioner and of South Yorkshire Fire & Rescue Authority, together with the impact of these on the overall amount of Council Tax to be charged in the City Council’s area;

(ix) To note the precepts issued by local parish councils which add £660,954 to the calculation of the budget requirement in accordance with Sections 31 to 36 of the Local Government Finance Act 1992;

(x) To approve the Treasury Management and Annual Investment Strategies set out in Appendix 6 and the recommendations contained therein;

(xi) To approve the Minimum Revenue Provision (MRP) Policy set out in Appendix 6; which takes into account the revisions proposed for 2023/24 onwards;

(xii) To agree that authority be delegated to the Interim Director of Finance & Commercial Services to undertake Treasury Management activity, to create and amend appropriate Treasury Management Practice Statements and to report on the operation of Treasury Management activity on the terms set out in these documents;

(xii) To approve a Pay Policy for 2023/24 as set out in Appendix 7; and

(xiv) To (a) agree that the Members allowances scheme introduced in 2022/23 be implemented for 2023/24 and (b) note that the Independent Remuneration Panel will review the Scheme after the committee system has been in operation for 12 months, to make sure the scheme supports the new governance structure and the roles and responsibilities of elected members;

2. As regards the Capital Strategy, approves for submission to the meeting of the City Council on 1^st March 2023, the recommendations:-

(a) To approve the contents of the Capital Strategy and the specific projects included in the years 2023/24 to 2027/28; that block allocations are included within the programme for noting at this stage and detailed proposals will be brought back for separate Member approval as part of the monthly monitoring procedures; and

(b) To approve the proposed Capital Programme for the 5 years to 2027/28 as per Appendix C2 of the Capital Report.

5.3

Reasons for Decision

The City Council on 1 March 2023 meets to consider the Revenue Budget for 2023/24 and to determine the Council Tax for that year. The report provides information to enable the Council to set a budget and determine the Council Tax. The proposals set out in this report provide for a balanced budget to be recommended to Full Council.

5.4

Alternatives Considered and Rejected

A number of alternative courses of action are considered as part of the Business Planning process undertaken by Officers before options are recommended to individual policy committees. 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.

13.1

The Head of Waste Management and Highways Maintenance introduced the report which provided an overview of the performance of Amey, including any current challenges and improvement plans. It also sought approval for improvement plan(s) and the new street scene and waste customer charter.

13.2

RESOLVED UNANIMOUSLY: That the Waste and Street Scene Policy Committee:-

1.     Note the details of the performance update.

2.     Note the new street scene and waste customer charter improving information to our customers on Amey and Veolia service delivery.

3.     Agree the actions set out in the Report including tracking the delivery of the improvement plan against contract compliance

4.     Receive a further update on Amey Performance in six months-time

13.3

Reasons for Decision

13.3.1

The Waste and Street Scene Policy Committee are recommended to note the details of the report and the appendices of supporting performance information as these detail the scale and scope of the contract delivery for Sheffield.

13.3.2

In approving the new waste and street scene customer charter, the Committee are ensuring customers understand what to expect in terms of response by Amey to key service requests and Amey’s performance against these.

13.3.3

The Waste and Street Scene Policy Committee are recommended to agree the actions noted in the report including the tracking the delivery of the improvement plans for surfacing, receiving a further update to committee on contract performance in six months’ time as it is believed this will ensure contract compliance is maintained.

13.4

Alternatives Considered and Rejected

13.4.1

There are proposed actions set out in this Report, including tracking the delivery of the improvement plan against contract compliance. To the extent that there are alternative options available, these are set out in (closed) Appendix 2.

12.1

The Head of Waste Management and Highways Maintenance introduced the report which set out a new approach to managing the competing demands on the Council’s urban verges around the city, including options for protection measures to prevent anti-social parking, establishment of wildflowers and community funded tree planting.

12.2

RESOLVED UNANIMOUSLY: That the Waste and Street Scene Policy Committee approves:-

1.     The new Grass Verge and Community Funded Street Tree Planting Policies as outlined in appendix 1.

2.     That the Council’s Ecology Section (alongside the Sheffield and Rotherham Wildlife Trust) be permitted to give residents advice on appropriate wildflower species for grassed areas near their homes.

3.     That Local Area Committees, Citizens and Elected Members have a greater suite of verge protection measures made available to them and for bespoke verge protection measures to be applied where safe/appropriate to do so.

4.     That authority be delegated to the Head of Highways Maintenance to develop the ‘Trees for Streets’ offer for Sheffield in consultation with the Sheffield Street Tree Partnership.

12.3

Reasons for Decision

12.3.1

Approval of the recommendations will allow:

·       An increase in the number of areas of wildflowers and areas on reduced grass cutting cycles in suburban areas in keeping with resident desires and the consultation outcomes.

·       The rollout of a community tree planting website and crowdfunding portal for the planting of trees in protecting verges from anti-social parking practices as well as improving the aesthetic and climate resilience of neighbourhoods in 2023.

·       Key stakeholders such as the Wildlife Trust and Council’s Ecology Section to engage with interested Local Area Committees, residents and elected members and provide specialist technical input around wildflowers and rewilding in their community.

·       A suite of verge protection measures being made available to each Local Area Committee in accordance with consultation results for verge protection schemes to be deployed where appropriate on a bespoke basis, reflecting the needs, identity and use of each neighbourhood. These steps will all cumulatively contribute positively to the city’s response to the declared Nature Emergency.

12.4

Alternatives Considered and Rejected

12.4.1

An alternative model which would enable residents to cultivate, seed and maintain their own wildflower verges directly outside their properties licensed under Section 142 of the Highways Act 1980 was explored.

12.4.2

This piece of legislation requires the homeowner must indemnify the highway authority against any claim in respect of injury, damage or loss arising out of management and maintenance of that area of the public highway. The Council therefore requires homeowners to have specific Public Liability Insurance for this purpose, which exhaustive searches of the market proved unattainable for the average citizen.

12.4.3

An alternative model where the Council would cut, collect, transport and dispose of grass clippings was previously explored as per the recommendations of the Wildlife Trust to optimise conditions for wildflower establishment.

12.4.4

This model was found to be financially prohibitive, requiring not only a full re-procurement of fleet and more stop/start approach to grass verge cutting which would result in slower progress and more operatives being required to deliver the service – but would also generate additional carbon through additional vehicle mileage in transporting of vast quantities of grass clippings across the city.

12.4.5

Highways Maintenance Division will therefore instead provide a quotation to Local Area Committees, members of scheme leads for sowing of Yellow Rattle as a natural grass sward suppressant, and let key interested stakeholders such as the Wildlife Trust and Council’s Ecology Section extoll the benefits of residents raking off and home composting arisings from grass cutting activities.

10.1

The Parking Services Manager introduced the report which sought approval to increase the current tariff price to be charged to motorists using Sheffield City Council’s Rapid Electric Vehicle Chargers. It also seeks approval of the price to be charged to motorists using Sheffield City Council’s new Fast Electric Vehicle Chargers.

10.2

RESOLVED: That the Waste and Street Scene Policy Committee:-

1.     Approve the price charged to motorists using the Council’s existing network of Rapid (50kW) Electric Vehicle Chargers being increased to 72p per kilowatt hour used for the first 60 minutes with the charge after 60 minutes increasing to a flat fee of £20 per hour to encourage turnover and access to the chargers.

2.     Approve the price charged to motorists using the Council’s new network of Fast (7kW – 22kW) Electric Vehicle Chargers being initially set at 58p per Kilowatt hour.

3.      Note that a new Traffic Regulation Order to implement the fees for Fast Chargers is intended to be proposed. This proposal will be subject to the usual statutory consultation process required for a Traffic Regulation Order.

4.     Note that a new Traffic Regulation Order to implement pay and display parking charges for vehicles that are in parking places and charging via Fast Electric Vehicle Chargers is intended to be proposed. This proposal will also be subject to the usual statutory consultation process required for a Traffic Regulation Order.

5.      Delegate Authority to the Executive Director of Operational Services, in consultation with the Chair, Deputy Chair and Group Spokesperson for the Waste and Streetscene Committee, to make future changes to the fee motorists pay to use the Council’s electric charging infrastructure, where: a. the change supports effective management of demand for parking and contributes to wider traffic management objectives; b. the proposed change is not for an amount greater or less than the rate of 15p per Kilowatt hour or the Retail Price Index plus 1% from the date they were last increased, whichever is greater.

10.3

Reasons for Decision

10.3.1

The price of 72 pence per kilowatt hour is in line with other commercial and local authority operators so will be appropriate to encourage use while covering costs of running the chargers. The increase to a flat fee of £20 per hour after 60 minutes of charging will discourage motorist from leaving their vehicle parked in the bay longer than is needed to fill their battery to an adequate charge. A battery can reach 80% charge within 30-40 minutes.

10.3.2

The fee introduced for Fast EV Chargers at 58 pence per kilowatt hour is in line with other commercial and Local Authority operators so will be appropriate to encourage use while covering costs of operating the chargers.

10.3.3

Removing the parking exemptions for pay and display charges for electric vehicle motorists using fast chargers is in line with other commercial and Local Authority operators so will be appropriate to encourage use while covering costs of running the chargers and keeps the tariff lower.

10.4

Alternatives Considered and Rejected

10.4.1

Consideration was given to charging for ‘parking only’ (i.e. without also imposing charges which are based on charging an electric vehicle). It was discounted as the Council wants to encourage drivers to use the infrastructure and move on to increase availability of chargers for other motorists. Similarly, encouraging motorists to park in the bay for an extended period would reduce availability.

10.4.2

Consideration has also been given to not installing the Fast EV Chargers. However, the lack of infrastructure to charge electric vehicles is a barrier to switching from a combustion engine to an ultra-low emission vehicle. By doing nothing, the availability of chargers will remain lower, and the rate of change to electric vehicles is likely to also remain lower, reducing the speed in which vehicle change takes place, and reducing the impact in improving Sheffield’s air quality.

10.4.3

Doing nothing and continuing with the current Rapid EV Charger tariffs would mean the gap between income and expenditure would continue to grow, cause further budget pressures and would be financially unsustainable.

9.1

The Chief Licensing Officer introduced the report which set out the results of the public consultation undertaken in relation to the proposal to change the designation of streets in Sheffield City Centre from Consent Streets to Prohibited Streets under the Local Government (Miscellaneous Provision) Act 1982.

9.2

RESOLVED UNANIMOUSLY: That, following consideration of the representations made to the public consultation, the Waste and Street Scene Policy Committee:-

1.     Approves the proposals set out in the report; and

2.     Refers the approved proposals to Full Council to pass the resolution changing designated streets in Sheffield City Centre from Consent Streets to Prohibited Streets.

9.3

Reasons for Decision

9.3.1

Moving forward with the proposals outlined in this Report will improve the on-street food trading offer across the city centre, providing more opportunities for local street food businesses (especially start-ups) and the creation of mini street food markets.

9.4

Alternatives Considered and Rejected

9.4.1

The Council could maintain the status quo. However, in order to secure the benefits outlined in this and previous reports this option is not recommended.

8.1

The Licensing Authority is seeking approval of the Hackney Carriage Vehicle Licence Policy. The Policy officer introduced the report which provided information and guidance on:

·       Applications

·       decision-making

·       enforcement

 In providing a publicly available document, it allows:

·       transparency

·       accountability

·       consistency

8.2

RESOLVED UNANIMOUSLY: That the Waste and Street Scene Policy Committee:-

1.     Approve the Hackney Carriage Vehicle License Policy to come into force on 1st March 2023, as set out in Appendix H, with the amendment to amend the age of first registration to 7 years and 6 months for Diesel, Petrol and ZEC vehicles.

8.3

Reasons for Decision

8.3.1

The Department for Transport recommends that licensing authorities make publicly available a cohesive policy document and to review this document every five years.

8.3.2

The document is designed to:

·       Provide individuals with a clear, consistent basis for submitting applications

·       Provide a clear, consistent basis for determining licence applications

·       Provide licensees with information on licensing requirements throughout the time they are licensed

8.3.3

It is recommended that Members approve the policy in order for the updated recommendations be implemented.

8.4

Alternatives Considered and Rejected

8.4.1

There are no alternative options under consideration.

11.1

The Head of Accounting introduced the report which brought the Committee up to date with the Council’s financial position as at Month 8 2022/23 General Fund revenue position.

11.2

RESOLVED UNANIMOUSLY: That the Waste and Street Scene Policy Committee:-

1.     Note the Council’s financial position as at the end of November 2022 (month 8).

11.3

Reasons for Decision

11.3.1

This paper is to bring the committee up to date with the Council’s current financial position as at Month 8 2022/23.

11.4

Alternatives Considered and Rejected

11.4.1

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.

15.1

The Committee considered a report of the Director of Adult Health and Social Care.

The report delivered on the Council’s commitment to transparent and accountable financial reporting. This update provided assurance regards delivery upon the Council’s financial recovery plan, spend forecast and outlook for 2023/2024 including an update on the Autumn Statement, financial risks, and challenges.

It also provided an overview of steps taken to prepare for implementation of new care and wellbeing tender, and an update on recovery mitigations including an update on automation in Adult Social Care, external challenge to improve use of resources and a review of the Integrated Commissioning budget.

15.2

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

1.    Note the update to the financial forecast for the delivery of savings in 2022/23;

2.    Note actions taken to achieve savings or mitigation of pressures;

3.    Note the update provided on the Autumn statement and work being undertaken to prepare for the 2023/24 financial year;

4.    Note the actions being taken and the progress made to date to prepare for the introduction of the new care and wellbeing service;

5.    Note the opportunities for further efficiencies being explored in Adult Health and Social care to improve the use of automation and digital technology; and

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

15.3

Reasons for Decision

15.3.1

The recommendations were 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.

15.4

Alternatives Considered and Rejected

15.4.1

Not applicable – no decision or change is being proposed.

9.1

The Committee considered a report of the Director of Adult Health and Social Care which provided an update on the proposals to develop/transform the care home market in Sheffield.

It included a commissioning plan which set the strategic direction and an associated four stage delivery plan. The plan included a re-procurement exercise and a market sustainability exercise.

9.2

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

1.    Approve the care homes commissioning plan which sets out the strategic direction for the development of care homes in Sheffield (in line with the Care Act 2014);

2.    Approves the associated high-level delivery plan for the next 2 years (22-24) including the intention to re-procure, support, and sustain the market; and  

3.    Agrees that an update on progress is provided to the Adult Health and Social Care Policy Committee on a six-monthly basis.

9.3

Reasons for Decision

9.3.1

Do nothing - Continue with the existing services as is.  This alternative was rejected because:

·       It does not respond to feedback gathered

·       It does not allow us to update the current service agreements

·       It does not allow us to develop an improved relationship with providers • It would not necessarily provide a well sustained market

·       The provision would not be fit for the future.

9.4

Alternatives Considered and Rejected

9.4.1

This commissioning plan is recommended because it:

• Starts a journey of transformation so care homes are a positive choice as a place to live and work
• Builds in time for there to be some stabilisation of the market and development of relationships and partnerships all of which should benefit the individuals living there
• Builds trust with partners and providers leading to better outcomes for people
• Delivers the outcomes that people said were most important to them and has quality assurance systems which test this
• Ensures care homes are part of a wider community and accepted as an invaluable resource in that community.

7.1

The Committee considered a report of the Director of Adult Health and Social Care and the Deputy Place Director Sheffield Place - Integrated Care Board.

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

The purpose of the report was to articulate the ambition in relation to hospital discharge, urgent care, and avoidable admission as well as a delivery plan so that individuals can return home from hospital when well.

7.2

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

1.    Agrees the direction of travel and planned improvement activity; and

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

7.3

Reasons for Decision

7.3.1

As a partnership between agencies in Sheffield, we have made a commitment to admission avoidance.

7.4

Alternatives Considered and Rejected

7.4.1

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

11.1

The Committee considered a report of the Interim Director of Finance and Commercial Services which brought the Committee up to date with the Council’s financial position as at Month 8, 2022/23 General Fund revenue position

11.2

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

Notes the Council’s financial position as at the end of November 2022 (month 8).

11.3

Reasons for Decision

11.3.1

This report is to bring the Committee up to date with the Council’s current financial position as at Month 8 2022/23.

11.4

Alternatives Considered and Rejected

11.4.1

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 Director of Adult Health and Social Care which sought approval from Committee for Sheffield’s Market Oversight and Sustainability Plan 2023/24 (Appendix 1 of the report), which set out how the Council will ensure that it fulfils its statutory duties as set out in the Care Act 2014.

The report also asked Committee to endorse a Care Quality Framework (Appendix 2 of the report) which sought to define the standards the Council expects from the delivery of care by all adult social care services: both our Council run service and all commissioned care services.

These two documents form part of the Council’s Care Governance Strategy, contributing to improving our performance, quality and outcomes

10.2

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

1.    Approves Sheffield’s Market Oversight and Sustainability Plan 2023/24;

2.    Approves the Care Quality Framework; and

3.    Requests that the Director of Adult Health and Social Care review and refreshes the Market Oversight and Sustainability Plan and the Care Quality Framework annually for subsequent consideration by the Committee

10.3

Reasons for Decision

10.3.1

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

10.4

Alternatives Considered and Rejected

10.4.1

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

8.1

The Committee considered a report of the Director of Adult Health and Social Care.

The report detailed how a digital strategy for adult health & social care, to inform and contribute to the whole organisation’s digital strategy, was necessary.

It would provide a framework for decisions on use of digital technology in adult health and social care going forward, and a plan to best optimise it as part of the Council’s new operating model.

8.2

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

1.    Approve the digital strategy for adult health & social care, and confirm it aligns with the Committee’s strategic direction; and

2.    Request that the Director of Adult Health and Social Care bring a six-monthly report noting update and progress made with implementation of the strategy to Committee.

8.3

Reasons for Decision

8.3.1

An approved Adult Health & Social Care Digital Strategy will enable us to articulate a vision and direction of travel in terms of our use of digital technology to support the new operating model. In turn, this will help us to:

·       Provide greater accountability and transparency about how we intend to use digital technology.

·       Align with partners to deliver a system wide approach.

·       Maximise opportunities to develop further activity to improve the use of digital technology in alignment with our aspirations and goals.

·       Ensure the needs and requirements of Adult Social Care (clients, carers, partners and staff) are reflected in any future corporate Digital Strategy.

8.3.2

An approved Adult Health & Social Care Digital Strategy Delivery plan will allow us to track progress towards delivering the strategy – even when the delivery of specific elements may be part of other projects or carried out as “business as usual”.

8.4

Alternatives Considered and Rejected

8.4.1

No Adult Health & Social Care Digital Strategy – we could choose not to have a digital strategy for Adult Health & Social Care. However this would result in a less coherent approach to our use of digital technology, particularly in the absence of a corporate Digital Strategy.

8.4.2

A different delivery plan – the attached delivery plan is intended as an “umbrella” for the individual elements which contribute to it. The constituent pieces of work will be progressed in different ways, with some of them resulting in their own future reports to the Committee. Some of these will also appear as constituents of the operating model delivery plan. However, it was felt that there is value in providing a specific digital technology focussed view of delivery.

14.1

The Committee considered a report of the Director of Adult Health and Social Care.

This report provided a Director’s update regards the performance and governance of Adult Health and Social Care Services, including progress in meeting DASS accountabilities and delivering on our statutory requirements.

It also provided an update regarding Adult Health and Social Care progress in relation to the Council’s Delivery Plan and key strategic events and issues on the horizon.

14.2

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

1.    Notes the Director of Adult Health and Social Care report;

2.    Notes the attached What Good Looks Like Assurance; and

3.    Notes the work underway to prepare for CQC Assurance including review and practice and learning development plan

14.3

Reasons for Decision

14.3.1

The report provided an update regarding Adult Social Care activities for Members

14.4

Alternatives Considered and Rejected

14.4.1

Not applicable – no decision or change is being proposed.

13.1

The Committee considered a report of the Director of Adult Health and Social Care.

The Sheffield All-Age Mental and Emotional Health and Wellbeing Strategy set the scene for supporting Sheffield people – from young to old – with their emotional health and mental wellbeing.

It is positive, ambitious, and focussed on delivering change in partnership and collaboration across Sheffield. The strategy would be underpinned by an annually updated delivery plan which would have clear objectives and outcomes anticipated. This would be a partnership document, and a range of organisations will continue together to the delivery of the strategy’s objectives.

13.2

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

1.    Endorse the All-Age Mental and Emotional Health and Wellbeing Strategy and note that approval will be sought through the Strategy and Resources Committee; and

2.    Request that an accompanying delivery plan is brought to the committee in six months’ time, along with an update of progress made.

13.3

Reasons for Decision

13.3.1

The strategy is a positive development for the city and will enable partner organisations to work together to improve mental and emotional health and wellbeing of individuals and carers across the City.

13.3.2

Approving the strategy demonstrates the Committee’s commitment to partnership working for the benefit of citizens of Sheffield.

13.4

Alternatives Considered and Rejected

13.4.1

Do nothing: It would be possible not to produce a strategy for this area – but it would mean any plans would lack focus, coherence, and public accountability.

10.1

The committee considered a report of the Executive Director-City Futures that provided the context for a recommendation to progress with the development of the East Bank Road Active Travel Project, subject to agreement from the DfT to a revised project end date.

10.2

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

·       Approves the continuation of scheme development detail in consultation with internal and external stakeholders funded from the scheme development within the Road Safety Fund until confirmation of funding deadline for the ATF3 programme;

·       Subject to agreement from the DfT to a revised project end date, approve the submission of the project through the Councils Capital approval process (managed through Strategy and Resources committee) as well as the SYMCA assurance process to access the funding.

10.3

Reasons for Decision

10.3.1

The East Bank Road Active Travel Project is part of the South Yorkshire Mayoral Combined Authority (SYMCA) ATIP and the delivery is key to maintaining accessibility to key employment sites and local facilities along with the wider city for the communities just south of the City Centre. This would be achieved through access to safe, sustainable modes by connecting with and beyond the Sheaf Valley Cycle Route, to the Grey to Green project, wider Transforming Cities Fund programme, and the City’s transformational Connecting Sheffield Programme.

10.4

Alternatives Considered and Rejected

10.4.1

Not moving forward with the project would mean that the take-up of sustainable travel choices would be considerably slower than with the project, it would also mean we would be unable to provide safe and reliable sustainable routes for many residents travelling to employment and to local facilities.

10.4.2

This would result in a delay to the Transport Strategy outcomes, along with no contribution to the one-year plan.

10.4.3

The benefits that would result from the enhancement of sustainable travel provision, such as reduced car usage and increased economic activity, would not be felt under this alternative option, or would be felt some time in the future, and therefore the benefit would be significantly diminished. Similarly, not moving forward with the project now would mean that the wider social and environmental benefits would not be realised.

9.1

The committee considered a report of the Executive Director, City Futures that provided information to the Transport, Regeneration and Climate Change Policy Committee (TRCPC) on the proposals for £135m for schemes in Sheffield, outlined as part of the £570m allocated to South Yorkshire Mayoral Combined Authority (SYMCA) following the City Region Sustainable Transport Settlement (CRSTS) submission.

9.2

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

1.    Approves the continuation of CRSTS scheme development detail in consultation with internal and external stakeholders;

2.    Approves the current scheme allocations in section 1.9 in the programme (including £10.1m to enable the Chesterfield Road corridor to progress immediately through the SCC capital approval process);

3.    Notes that the £50,847,458 allocation for the tram renewal project will be delivered by SYMCA, with the value of the contribution having been agreed through the SYMCA governance process as part of the bid submission);

4.    Notes that SYMCA have been working with the DfT to see how to help manage CRSTS at a programme level, however, mechanisms for managing allocations between schemes are yet to be determined, including any local flexibility for this. It is proposed that any amendments to the CRSTS programme will be made through updates to this committee and SYMCA as appropriate;

5.    Delegates the finalisation and submission of internal and external Business Cases for future schemes to the Head of Strategic Transport, Sustainability and Infrastructure in consultation with S151 officer and Chair(s) of Transport, Regeneration and Climate Policy Committee;

6.    Notes that relevant projects will be submitted through the Council’s Capital approval process, managed through Strategy and Resources Policy committee;

7.     Approves the utilisation of £5.044m of CRSTS funding allocated for the completion of TCF projects, to support increased costs on the Transforming Cities Fund, Housing Zone North Scheme. This will be accommodated within the CRSTS programme.

9.3

Reasons for Decision

9.3.1

The City council’s City Region Sustainable Travel Settlement identified the wider strategic benefit in delivering a package of sustainable travel improvements to key routes in the City. This would improve connections between the city centre and local centres by public transport, cycling and walking, along with a key contribution to the renewal of the Supertram network. This was line with the City councils transport strategy too.

9.3.2

Recognising the strategic importance of sustainable travel, the City council also submitted the programme through the SYMCAs CRSTS programme in line with the DfTs ask. The recommendations in the report are the next step in the project delivery process.

9.3.3

Entry to the CRSTS programme required rigorous assessment and compliance with established SYMCA processes and procedures in the assessment of options. The requirements were understood and were well known to the Council, with previous schemes having been subject to SYMCA requirements and progressing successfully.

9.4

Alternatives Considered and Rejected

9.4.1

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

·       Increased congestion and negative impact on journey times and journey time reliability, as take-up of sustainable travel choices would be considerably slower than with the project;

·       Failure to promote the sustainability to the Supertram network;

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

·       No identified funding to cover the increased costs of the Transforming Cities Fund: Housing Zone North project;

·       Increased carbon emissions on key routes as traffic levels continue to grow;

·       Wider social and environmental benefits not being realised.

11.1

The committee considered a report of the Executive Director, City Futures that updates on Sheffield’s Future High Streets Fund (FHSF) scheme that was made up of three distinct interventions, FHSF Public Realm and Infrastructure, FHSF Event Central and FHSF Front Door Scheme.

The paper provided a general update on all interventions of the scheme and highlighted the cost increases in relation to construction of the FHSF public realm and infrastructure works at Fargate, High Street and Castle Square.

11.2

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

a)    subject to approval by the Finance Sub-Committee or Strategy and Resources Policy Committee, agree in principle to:

i)               the prioritisation and phasing of public realm and infrastructure works with Fargate as set out in the report;

ii)              submits a project change request to DLUHC under the MoU for their approval to the proposed prioritisation, phasing and scope change to the public ream and infrastructure;

iii)            obtains DLUCH approval for a project change request before implementing the delivery of Phase 1 of Public Realm and Infrastructure, as set out in section 1.6 of the report;

iv)            secures additional funds from SYMCA Gainshare to meet the budget shortfall on Phase 1;

v)             seeks further capital funds to deliver Phase 2 of works to High Street and Castle Square at a future date.

b)    Agrees to a recommendation being made to the Finance Sub-Committee or Strategy and Resources Policy Committee for approval to:

i)               implements a) (i)-(iv) above;

ii)              agrees a budget increase as set out in section 6 of this report; and

iii)            underwrites the shortfall in funds to delivery Phase 1 until additional funds are secured from SYMCA Gainshare and/or alternatively for this shortfall to be met from the corporate investment funds (where SYMCA Gainshare is not achieved).

iv)            agrees reallocation of GBF funds to FHSF Events Central, enhancement works at Balm Green Gardens and the Barkers Pool building as set out in section 3 of this report;

v)             agrees the reallocation of remaining Front Door Scheme funding to the FHSF public realm and infrastructure work as set out in section 1.4.2 of this report.

c)    That an update report be brought back to the committee in six months’ time.

11.3

Reasons for Decision

11.3.1

To ensure a first phase of transformational public realm and infrastructure works is commenced and substantially completed ahead of the DLUHC stated expenditure deadline of 31^st March 2024.

11.4

Alternatives Considered and Rejected

11.4.1

Do Nothing – Value engineering had already been undertaken and was reflected in the cost estimates above. It is Officers view that even a much reduced scheme on Fargate alone within the approved budget would not deliver the transformational change consulted on and fail to achieve the outputs and outcomes approved by Government.

11.4.2

Do More – To deliver the full package of public realm and infrastructure works in a single phase would require a total of c£8.7m of additional funding. It was not deemed viable to secure or underwrite this amount of funding to enable a start on site in Spring 2023. Further delay risks breaching the FHSF funding deadline of 31^st March 2024, risk of construction costs increasing further, the loss of the appointed contractor with resultant reputational damage to the Council. For these reasons it was proposed that High Street and Castle Square were delivered at a future date.

8.1

The Chair proposed that the Parkhill Parking Scheme report be deferred to a later meeting.

8.2

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

Agrees to defer the report to a later meeting to allow further work to be carried out, including further discussions with ward members.

8.3

Reasons for Decision

8.3.1

To allow further work to be carried out, including further discussions with ward members.

8.4

Alternatives Considered and Rejected

8.4.1

Not applicable

7.1

The committee considered a report of the Director of Finance and Commercial Services that brought the Committee up to date with the Council’s financial position as at Month 8 2022/23

7.2

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

Notes the Council’s financial position as at the end of November 2022 (month 8).

7.3

Reasons for Decision

7.3.1

The paper was to bring the committee up to date with the Council’s current financial position as at Month 8 2022/23.

7.4

Alternatives Considered and Rejected

7.4.1

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

11.1

The Interim Head of Libraries, Archives and Information Service introduced the report which sought authority to continue to commission library books and other materials, for Sheffield Libraries Archives and Information Service, for the next 3 years until 2026/2027 via a joint arrangement with the North-West and Yorkshire Book Consortium (NW&YBC).

11.2

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

1.     Approve the commissioning and purchase of library books and other materials for the next 3 years until 2026/2027 through a joint arrangement with the North-West and Yorkshire Book Consortium (NW&YBC).

11.3

Reasons for Decision

11.3.1

Joining together with the 36 Authorities in the consortium, will ensure that we obtain optimum discounts and efficiencies leading to best value.

11.3.2

Options for the Council to purchase books and materials outside of the consortium are unlikely to secure the terms and discounts that would be on offer as part of a wider collaborative group. Additional costs would be incurred in resourcing any process and significant officer time would also be required.

11.3.3

It is essential that the Library Service continues to be able to provide a regular supply of new library books and other materials to our customers, both adult and children. Not having a mechanism for purchasing books and materials is not an option due to our statutory duty.

11.3.4

The current contracts run out on 31st May 2023. Usual practice is to order books 3 months in advance, so new orders must be placed promptly to avoid delay and meet the expectations of our customers.

11.4

Alternatives Considered and Rejected

11.4.1

A separate independent process by SCC would involve additional workload and costs and the likelihood of less favourable prices and terms. In previous exercises, the terms/costs achieved by the consortium framework were possible because of the number of participating authorities and the economies of scale in tendering.

11.4.2

Not having a mechanism for purchasing books and materials is not an Page 57 Page 6 of 6 option due to our statutory duty.

10.1

The Service Manager for Parks and Countryside introduced the report where the Committee were asked to approve an extension of the existing spending principles for Parks & Countryside’s Public Health. The funding is used to support sustaining and improving the quality of Sheffield’s green and open spaces in areas of Sheffield with the greatest health inequalities. The report also provides context relating to the use and value of green space public health funding.

10.2

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

1.     Approve the extension of the spending principles for Parks & Countryside’s Public Health funding as described in this report to enable continued investment and renewal of Sheffield’s Parks and Countryside sites.

2.     Approve the spend profile for the funding as described in this report.

3.     Request an annual brief to the committee on the investment plan as specific projects and opportunities are identified

10.3

Reasons for Decision

10.3.1

The reason for the recommendation is to ensure public health funding for Sheffield’s parks and green spaces continues to be focused on the priority needs of targeted communities – as defined by the spending principles and that specific project proposals will be discussed with local ward councillors and brought to committee in an annual brief. This will enable the continuation of the work of the Parks and Countryside Service’s green space investment supported by public health funding to tackle green space quality and access to quality outdoor leisure facilities for communities in the most deprived areas of Sheffield. The recommendations will allow the Parks and Countryside Service to be targeted in the use of public health investment, ensuring, where possible, that return on investment is maximised, and that investments are sustainable, and consequently that benefits such as the improved health and wellbeing of communities endure for years to come.

10.4

Alternatives Considered and Rejected

10.4.1

There is an option to not revise these principles, however, with a changing green space landscape, it is prudent to refresh these, particularly post pandemic.

12.1

The Head of Accounting introduced the report which brought the Committee up to date with the Council’s financial position as at Month 8 2022/23 General Fund revenue position.

12.2

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

1.     Note the Council’s financial position as at the end of November 2022 (month 8)

12.3

Reasons for Decision

12.3.1

The paper was to bring the committee up to date with the Council’s current financial position as at Month 8 2022/23.

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.

10.1

Following the tragic death of Awaab Ishak who died two years ago from a respiratory condition caused by damp and mould in his home, the Secretary of State for The Department of Levelling Up, Housing and Communities (DLUHC) have written to Sheffield City Council to seek re-assurances that it is fulfilling its legal and regulatory responsibilities in relation to damp and mould, and if not, to outline how it intends to become full compliant.

The Director of Housing and Neighbourhood Services introduced the report which provided an update to the additional work undertaken to respond to DLUHC following the initial response provided on 30 November 2022. This report provides detail of the secondary ask from DLUHC which was provided on 27 January 2023. The response outlines our previous actions to deal with damp and mould in the Private Rented Sector and what we need to effectively tackle it in the future.

10.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Note the contents of this report and the work being done to address the issues of damp and mould in private rented homes.

10.3

Reasons for Decision

10.3.1

To inform the Housing Policy Committee of the work being undertaken by Officers to respond to the challenges of damp and mould in both private sector housing and council housing in Sheffield.

10.4

Alternatives Considered and Rejected

10.4.1

None.

12.1

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

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

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

The Director of Housing and Neighbourhood Services introduced the report which provided an update of the progress against the approved 2022/23 Housing Capital Programme. This is reported regularly as part of the Council’s Corporate Capital Programme to Strategy and Resources Committee, normally on a quarterly basis. This report will focus on providing an update with regards to spend and progress against the 2022/23 Housing Capital Programme as at end of December 2022. The report also provides an update of the 5-year Housing Capital Programme.

12.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Note the 2022-23 Housing Capital Programme forecasting and budget position at the end of period 9.

12.3

Reasons for Decision

12.3.1

The report provided the Housing Policy Committee members with an update on progress against the approved 5-year approved Capital programme.

12.4

Alternatives Considered and Rejected

12.4.1

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

11.1

The Head of Accounting brought the Committee up to date with the Council’s financial position as at Month 8 2022/23 including General Fund revenue position and Housing Revenue Account.

11.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Note the Council’s financial position as at the end of November 2022 (month 8).

11.3

Reasons for Decision

11.3.1

The paper was to bring the committee up to date with the Council’s current financial position as at Month 8 2022/23.

11.4

Alternatives Considered and Rejected

11.4.1

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.

9.1

The Business Change Manager introduced the report which sought approval for officers to undertake a procurement exercise for up to 150 hotel and B & B bed spaces for a period of two years. These bed spaces will be used for interim and temporary accommodation for customers experiencing homelessness who are eligible as defined in the Housing Act and statutory instruments. This proposal does not seek to increase our overall usage of hotel and B & B bed spaces but concerns how SCC sources and pays for hotel and B & B bed spaces. A procurement exercise will allow SCC to better manage costs associated with hotel and B & B accommodation by having agreed nightly rates. Officer time will also be saved which will mean resources can be better utilised in the Housing Options and Advice service.

9.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Authorise officers to conduct a procurement exercise to block book up to 150 hotel/B & B beds for a two year period, with an option to reduce the number of beds by up to 100 in Year 2; and

2.     Appoint the preferred bidder, following that exercise.

9.3

Reasons for Decision

9.3.1

For the reasons outlined in Section 2 officers recommend the committee to endorse the recommendation to undertake a procurement exercise to block book up to 150 hotel/B & B bed spaces for the next two years.

9.3.2

Undertaking the procurement exercise will realise the following outcomes - Provide a ready source of hotel and B & B accommodation which will realise savings in officer time compared to the current spot booking approach. Officer resources can then be redirected to other work within the service. - Realise more stable and predictable costs for hotel and B & B accommodation compared to the current approach. This will mean budget forecasting and management of spend on temporary accommodation can be improved.

9.4

Alternatives Considered and Rejected

9.4.1

There are no other viable alternative options, to continue spot booking hotel and B & B accommodation would not represent value for money for SCC.

8.1

The Accommodation Manager introduced the report which set out the proposal for the 2023/24 increase in pitch fees relating to Sheffield City Council’s Gypsy and Traveller sites at Longacre and Redmires. There is no nationally recommended pitch fee level for Gypsy and Traveller pitches as there is for social housing rents. It is left to the discretion of the landlord, subject to the terms of a Written Statement of Agreement between the Council and occupiers of the sites.

8.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee agreed to defer this decision to the March 2023 meeting.

7.1

The Director of Housing & Neighbourhood Services introduced the report which provided an update of the Housing Revenue Account (HRA) Business Plan for 2023/24, including revised priorities and capital improvement plans for 2023/24, prior to approval by Strategy and Resources Policy Committee for submission to Full Council.

7.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Notes that the HRA Business Plan report for 2023/24, the HRA Business Plan priorities for 2023/24 and HRA Revenue Budget 2023/24 as set out in the Financial Appendix, will go to the Strategy and Resources Policy Committee at its meeting on 7^th February, for recommendation to Full Council for approval;

2.     Notes that once adopted by Full Council, monitoring delivery of HRA Business Plan priorities will be within the remit of Housing Policy Committee and a regular performance reporting schedule will be approved; and

3.     Requests that the following matters be considered by the Strategy and Resources Policy Committee when approving the HRA Business Plan priorities for 2023/24 and HRA Revenue Budget 2023/24:-

                           I.          Maintaining the Stock Increase Programme (SIP);

                         II.          Looking again at how to invest in order to decrease the repairs bill;

                       III.          Looking at the possibility of further investment into retro-fitting; and

                      IV.          Increasing tenant involvement, exploring the option of tenant-led local          housing advisory panels and reporting arrangements with LACs.

7.3

Reasons for Decision

7.3.1

The report and its recommendations, set out the scale of the challenge ahead, the limited resources available and the difficult decisions that now need to be taken to deliver a balanced HRA budget for 2023/24. The delivery of a balanced HRA budget is dependent on setting a 7% rent increase for Council tenants as set out in this report. Members are asked to consider the proposed recommendations to:

·       optimise the number of good quality affordable council homes in the city

·       maximise the financial resources to deliver key outcomes for tenants and the city in the context of a self-financing funding regime Page 26

·       ensure that tenants’ homes continue to be well maintained and to optimise investment in estates; and

·       assure the long-term sustainability of council housing in Sheffield.

7.4

Alternatives Considered and Rejected

7.4.1

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