Decisions

8.1

John Bigley was in attendance to present a report on School Admission arrangements for the 24/25 academic year.

8.2

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

-       The oversubscription criteria for Community and Voluntary Controlled Schools for 2024/25 (including for external Sixth Forms)

-       Proposed Admission Numbers for 2024/25

-       The statutory Primary and Secondary co-ordinated admission schemes for 2024/25

8.3

Reasons for Decision

8.3.1

The recommendation to approve the proposed admission arrangements for 2024/25 will ensure that the Authority carries out its statutory duty to consult and determine its admission arrangements for the 2024/25 academic year, including:

1. The oversubscription criteria (Including external Sixth Forms)
2. The proposed Admission Numbers

3.    The statutory Primary and Secondary co-ordinated admission schemes.

8.4

Alternatives Considered and Rejected

8.4.1

The Admissions Review was a City-wide consultation which asked whether the current admission arrangements were still supported and were still fit for purpose.  There continues to be a high level of support for the current arrangements and the current arrangements continue to deliver a high level of preferences met.

For the 2022 intakes for example a total of 92.9% were offered their first preference primary schools compared to a national average 92.2% and 86.96% offered a preferred secondary school compared to a national average of 83.3%

 11.1

Candi Lawson, Strategic Commissioning Manager and Tim Armstrong, Head of Access and Inclusion, were in attendance to present the Alternative Provision Review.

11.2

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

-       Endorse the strategic intent to develop and implement appropriate changes to the citywide model of Alternative Provision in line with further consultation with schools, providers, parents, and young people.

-       Approve the commission of a new framework for providers to deliver alternative provision services for use by Sheffield schools and services within the children’s services portfolio, as set out in this Report.

-       Endorses that, in developing the new framework, work is undertaken to develop models of greater sustainability for providers on the framework and costs that support the appropriate placement of children on the framework.

11.3

Reasons for Decision

11.3.1

We are recommending that the Local Authority supports the further development of a citywide Alternative Provision model as this will create a clear strategy that delivers consistent and quality provision for which the LA has oversight.

11.3.2

The approach will enable the LA to develop the quality of provision and ensure that it is integrated to wider practice to support inclusion within the city. It will ensure that the LA is able to meet it’s statutory duties to arrange alternative provision in school or elsewhere under section 19 of the Education Act 1996.

11.3.2

It is recommended that the framework is procured as part of our work to ensure sufficient suitable provision is developed within the city.

11.4

Alternatives Considered and Rejected

11.4.1

Consideration has been given to remain with the current fractured Alternative Provision model. This has been rejected as it lacks a clear plan and direction and does not fit with local and national ambitions.

11.4.2

Consideration has been given to removing the AP framework, allowing schools to individually develop any offer they wish to utilise directly with providers. This has been rejected as it creates greater risk of poor practice. The lack of regulated provision within the city means that we continue to need a framework of provision to reduce risk of exclusion and provide appropriate interventions.

9.1

Jane Wilby, Head of Accounting, presented the Budget Monitoring Report for Month 8.

9.2

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

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

9.3

Reasons for Decision

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

9.4

Alternatives Considered and Rejected

9.4.1

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

12.1

Candi Lawson, Strategic Commissioning Manger, gave an overview of the Alternative Provision Free School Bids report.

12.2

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

-       Approve that the Local Authority will support the submission of two bids for an Alternative Provision Free School, by Brigantia and Minerva respectively.

-       Endorse the principle of funding any abnormal site costs resulting from a successful bid from the High Needs Capital Allocation.

12.3

Reasons for Decision

12.3.1

We are recommending that the Local Authority supports and contributes to two bids to the Department for Education’s Alternative Provision round as this is an excellent opportunity for Sheffield to develop provision in the city. If successful, this would provide the capital costs to build a new provision that may not otherwise be possible.

12.3.2

Ultimately this is an opportunity to expand and build on our approach to Alternative Provision to meet the needs of our most vulnerable children and young people.

12.4

Alternatives Considered and Rejected

12.4.1

No bid: The alternative would be for Sheffield not to put a bid into the Department for Education. This would minimise any risks but would remove the opportunity to receive funding for a capital build and initial base running costs of a provision.

10.1

Sam Martin, Head of Commissioning – Vulnerable People, presented a report on the headlines of the All Phase commissioning plan.

10.2

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

1)    Notes the content of the Mainstream Commissioning Plan 2023-2026 and associated Action Plans, including the Vision, Values, Principles and our approach to sufficiency planning.

2)    Notes the intention to share the draft plan with key stakeholders and other interested parties via a consultation in the Spring 2023 and endorses the plan for this purpose.

3)    Advise how Committee members wish to be engaged in the Spring Consultation process e.g. workshop/focus group etc.

10.3

Reasons for Decision

10.3.1 

The Commissioning Plan will ensure that the Local Authority meets its statutory duties under the Education Act to provide sufficient school places, promote Page 8 Page 9 of 9 parental choice, diversity and fair access. Consultation on our Commissioning Plan for 2023-2026 is an important stage in the policymaking process. In the first instance it allows the evidence base to be built, secondly, it ensures transparency in the process, and thirdly it gives our stakeholders understanding and ownership of the ultimate outcomes.

10.4

Alternatives Considered and Rejected

No alternative options have been considered.

10.1

Sheffield City Council has been awarded £37m from the Levelling Up Fund, this

includes £17m allocated for investment in Attercliffe. This report seeks approval for the use of some of the £17m Levelling Up Fund to acquire the property identified in Appendix 1.

10.2

RESOLVED UNANIMOUSLY: That Finance Sub-Committee:-

1.     delegates authority to the Chief Property Officer to acquire the property identified in Appendix 1 using resources from the Levelling Up Fund, subject to acceptable terms being agreed by the Director of Legal and Governance and Chief Property Officer and up to the purchase price set out in that Appendix;

2.     adds the purchase and associated costs to the Council’s capital programme; and

3.     requests that the Director of Legal and Governance, in consultation with the Chief Property Officer, negotiate, agree and execute all necessary  documentation.

10.3

Reasons for Decisions

10.3.1

This acquisition will help to stimulate investment in the area; strengthen the sense of community and pride in the local area; reduce inequalities; enhance the visitor economy; improve quality of life, health and wellbeing for local communities and contribute towards achieving corporate objectives.

10.3.2

Further, the acquisition will allow for the building and land to be used to compliment the future use of the adjoining Adelphi Social Club, increase Council land ownership and ensure wider regeneration benefits for Attercliffe.

10.4

Alternatives Considered and Rejected

10.4.1

Do nothing

If the Council decide not to acquire the property, this property and land would unlikely be used for place making and regeneration purposes. It is likely that it would remain unused, inaccessible to the public and not used or repurposed for the wider benefit of the Attercliffe area. This would continue the under-investment in Attercliffe and its negative effects as such.

10.4.2

Purchase the site using Sheffield City Council funds

If the Council decided to acquire the property and land mentioned using internal funds, this would take a considerable amount of time to generate. The City Council would not be able to purchase such a prominent site which will provide great economic and social benefits to the Attercliffe area and community.

9.1

The purpose of this report is to provide the context for a recommendation to accept two government grant offers from Homes England (£350k) and the Office of Government Property in partnership with the Local Government Association (£504k). This funding will be used to cover development costs for regeneration, levelling up, housing and estate rationalisation programmes.

This report seeks the approval to accept the funding from Homes England, the Office of Government Property and the Local Government Association only. The funding will be revenue and all expenditure will be subject to compliance with the Council’s budget processes, financial regulations and revenue approvals process.

9.2

RESOLVED UNANIMOUSLY: That Finance Sub-Committee:-

1.     accepts the grant offers from Homes England, the Office of Government Property and the Local Government Association;

2.     authorises the completion of a Memorandum of Understanding with the Office of Government Property and agree that the Council act as Accountable Body for the Place pilot funds;

3.     authorises the completion of a grant agreement with Homes England for receipt of the funding from Homes England; and,

4.     authorises the Director of Legal and Governance in consultation with the Chief Finance Officer to complete and execute all necessary documentation.

9.3

Reasons for Decision

9.3.1

The preferred option is to accept the funding as this will allow work to continue on key programmes for the next 18 months to 24 months and alleviate pressure on the Council’s revenue budget. The funding will allow us to ensure we are in the best possible position for funding opportunities with schemes already developed for inclusion in bids.

9.3.2

It is therefore recommended that approval is given to accept the funding offered by Homes England and the Office of Government Property in partnership with the Local Government Authority.

9.4

Alternatives Considered and Rejected

9.4.1

Do nothing

Not accepting the funding will result in a lack of resources to support the continuation of regeneration and levelling up across the City. It would put further strain on revenue budgets and put us in a disadvantageous position for funding opportunities as the development work for schemes would not have been completed.

8.1

To provide an update on the Vehicle Replacement Programme, 2019 to 2025.

This report provides an update on the delivery of the programme to date and the proposals for year 4 of the vehicle replacement programme.

This report seeks approval for the commission of 105 vehicles/mechanical plant equipment, with an estimated value of £2.7m, to replace 105 financially unsustainable and operationally inefficient vehicles/mechanical plant equipment in line with Year 4 of the agreed vehicle replacement programme.

8.2

RESOLVED UNANIMOUSLY: That Finance Sub-Committee approves the commission of 105 vehicles/mechanical plant equipment, with an estimated value of £2.7m, to replace 105 older polluting financially unsustainable and operationally inefficient vehicles/mechanical plant equipment in line with Year 4 of the agreed vehicle replacement programme.

8.3

Reasons for Decision

8.3.1

Continue to purchase new greener vehicles as replacements for the older vehicles within the fleet using the Prudential Borrowing finance model. Purchasing new vehicles will significantly reduce high levels of vehicle exhaust emissions in line with SCC’s target of zero carbon by 2030.

8.4

Alternatives Considered and Rejected

8.4.1

Option 1 - Do nothing.

This is not a realistic option as our vehicles have become financially unsustainable, operationally inefficient, and no longer align to our strategic objectives in terms of the environment and lower emissions.

8.4.2

Option 2 – Lease vehicles.

There is a potential option to lease new vehicles as replacements for the older vehicles within the fleet.

This option is not financially viable in comparison to outright purchase options due to the Council having access to Prudential Borrowing; and the council retaining the residual value of the vehicle on completion of the loan period.

8.4.3

Option 3 - Purchase all zero emission and low carbon vehicles.

Currently, the Council does not have the charging infrastructure required at the depots, nor the home charging infrastructure to charge these vehicles. Furthermore, soft market testing highlights that these vehicles are 3 to 4 times more costly than the low emission vehicles.

7.1

This report brings the Committee up to date with the Council’s financial position as

at Month 9 2022/23 including the General Fund revenue position, Housing Revenue Account, Collection Fund Account (Appendix 1) and Capital Programme

Monitoring (Appendix 2).

7.2

RESOLVED UNANIMOUSLY: That Finance Sub-Committee notes the Council’s financial position as at the end of December 2022 (month 9), as detailed in the report.

7.3

Reasons for Decision

7.3.1

This paper is to bring the committee up to date with the Council’s current financial position as at Month 9 2022/23 including the Collection Fund and the Capital Programme.

7.4

Alternatives Considered and Rejected

7.4.1

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

6.1

This report provides details of proposed changes to the existing Capital

Programme as brought forward in Month 09 2022/23.

6.2

RESOLVED UNANIMOUSLY: That Finance Sub-Committee:-

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

2.     approves the issue of grants as detailed in Appendix 2.

6.3

Reasons for Decisions

6.3.1

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

6.3.2

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.

6.4

Alternatives Considered and Rejected

6.4.1

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.

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

•       Note the progress made in commissioning a wider, refreshed city Culture Strategy with the sector and partners, for completion in Autumn 2023.

•       Note the outcomes of three Expressions of Interest and work being undertaken on other funding opportunities.

•       Note the progress made in establishing a Cultural Pipeline Fund supported by SYMCA resources.

Reasons for Decision

1.    This report provides a progress update on the actions and recommendations in the September 2022 report. The Economic Development and Skills Committee is recommended to:

• Note the progress made in commissioning a wider, refreshed city Cultural Strategy with the sector and partners, for completion in Autumn 2023.

• Note the outcomes of three Expressions of Interest and work being undertaken on other funding opportunities.

• Note the progress made in establishing a Cultural Pipeline Fund supported by SYMCA resources.

2.    As set out in the original report, the continuation of these actions will help to create a context where Sheffield’s cultural sector can develop further and SCC can show cultural leadership.

• The development of a refreshed Cultural Strategy will give ownership and encouragement to our diverse cultural sector, plus clarity and confidence to funders.

• SCC’s ongoing support with external funding bids will, over time, improve the likelihood of success.

• A Cultural Pipeline Fund will start to create a cultural project stream, and will begin to address inequalities in provision and access to resources.

Alternatives Considered and Rejected

1.    Do nothing

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

2.    Do not commission a renewed city Cultural Strategy, and retain the Culture Collective Strategy as a finished product.

The Sheffield Culture Collective Strategy is an excellent document but was developed for a particular purpose with 19 local organisations and individuals, and does not include all the elements (e.g Net Zero) or methodology (co-creation) which would ideally feature in a city Cultural Strategy. While the general approach and priorities of the Collective Strategy are in line with Council policy, and provide a valuable immediate strategic hook for strengthening the cultural landscape in the city, a longer-term Cultural Strategy needs to be built on the views, needs and mandate of the wider cultural sector. With the support of the University of Sheffield and the Arts Council, we have an opportunity to co-create an inclusive, well-grounded and diverse strategy which will provide a blueprint for the next 10 years.

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

a)    Approve the use of £4.55 million of UKSPF revenue funding to provide business support to Sheffield businesses through the following four key projects –

•     Launchpad – £850,000 UKSPF revenue funding for start-up and early stage business support including workshop programme, specialist advisor 1-2-1 support and a small grants programme for start up businesses.

•     Productivity and digital innovation grants – £2.1 million UKSPF revenue funding for SME’s to access grants to support productivity gains and digital adoption in the business.

•     Low carbon – £1.3 million UKSPF revenue funding used to provide sustainability audits and grants to improve the energy efficiency, reduce carbon consumption of Sheffield SME businesses.

•     RISE – £300,000 UKSPF revenue funding to provide graduate jobs in Sheffield SME’s, partnership programme with both Sheffield Hallam University and University of Sheffield.

Reasons for Decision

The underlying benefit that this proposal brings to secure external funding to deliver a programme of activity in Sheffield that will cover:

- Addressing the Cost-of-Living crisis

- Support the community sector

- Support to the cultural and visitor economy

- Improvements to the built environment and reduce carbon emissions.

The estimated value of support from SPF to Sheffield is a minimum £4.55 over two years with an expectation of additional private and public match funding

Alternatives Considered and Rejected

A do-nothing option would result in core business support programmes stopping altogether. The proposal as developed specifically looks to address strategic and financial support to increase productivity, reduce carbon emissions, reduce energy costs and help individuals to start businesses in the city. Alternative proposals would have less alignment with the themes developed in the SYSPF Investment Plan and might not be supported by SYMCA.

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 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.

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.

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.

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.

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.

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.

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.

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.