Agenda and minutes

Venue: Town Hall, The Crofts, Moorgate Street, Rotherham. S60 2TH

Contact: James McLaughlin - Email: james.mclaughlin@rotherham.gov.uk (Tel. 01709 822477) 

Items
No. Item

80.

Declarations of Interest

 

To invite Councillors and Commissioners to declare any disclosable pecuniary interests or personal interests they may have in any matter which is to be considered at this meeting, to confirm the nature of those interests and whether they intend to leave the meeting for the consideration of the item.

Minutes:

Commissioner Kenny declared a personal interest in respect of item 13, The Future of Maltby Hall Infant School, on the basis of being chair of the Maltby Learning Trust. In declaring an interest, Commissioner Kenny recused herself from decision making in respect of this item and referred the matter to Commissioner Myers for determination.

 

81.

Questions from Members of the Public

 

To receive questions from members of the public who wish to ask a general question.

Minutes:

There were no questions from members of the public

82.

Minutes of the previous meeting held on 12 September 2016

 

To receive the record of proceedings of the Cabinet and Commissioners’ Decision Making Meeting held on 12 September 2016.

Minutes:

It was noted that the minutes of the Cabinet and Commissioners’ Decision Making Meeting held on 12 September 2016 would be considered at the next meeting.

83.

Adult Mental Health Strategy pdf icon PDF 103 KB

Report of the Strategic Director of Adult Care and Housing

 

Cabinet Member:     Councillor Roche (in advisory role)

Commissioner:         Myers

 

Recommendations:

 

1.    That the interim Mental Health strategy be agreed for 2016-18 and an implementation plan developed, with a further co-produced strategy to be developed through 2017-18 with all stake holders.

 

2.    That consultation with all stakeholders, including users and carers, be undertaken, to develop an implementation plan based on the Strategy.

 

3.    That Alternatives to residential care continue to be developed, to reduce dependency and restrictive practice and increase recovery and social inclusion

 

4.    There will be an increased focus of the assets available in the communities of Rotherham so that people are able to identify and access services earlier, thereby increasing social inclusion. Furthermore that when service users are ready to leave mental health services there are support services available in the community to prevent mental health relapse.

 

5.    That unpaid carers are supported to continue in their role.

 

6.    That work be continued with the Rotherham Clinical Commissioning Group to reduce the number of out of area placements and to ensure that financial responsibility remains with the ‘responsible commissioner’.

 

Additional documents:

Minutes:

Consideration was given to a report which sought approval to implement a strategic approach to the commissioning and delivery of services for Adults with Mental Health issues in Rotherham.

 

It was reported that the Interim Strategy contained a set of strategic commissioning intentions that promoted recovery and social inclusion. This overarching strategy would provide a baseline position and strengthen Rotherham’s statutory commitments over the forthcoming period of 18 months. It was noted that the approach would positively add to the direction of the Adult Care Development Programme and would enable a more specific and bespoke strategy to be co-produced with key stakeholders. 

 

It was further noted that the proposed programme of work outlined was based on:

 

·           The Mental Health Forward View for Mental Health (2016)

·           The Mental Health Forward View for Mental Health Implementation (2016)

·           Legislative requirements set out within the Care Act

·           National Institute of Clinical Excellence (NICE) guidelines

·           An emphasis on recovery and social inclusion

·           Value for money principles.

 

Commissioner Myers agreed:-

 

(1)  That the interim Mental Health strategy be agreed for 2016-18 and an implementation plan developed, with a further co-produced strategy to be developed through 2017-18 with all stake holders.

 

(2)  That consultation with all stakeholders, including users and carers, be undertaken, to develop an implementation plan based on the Strategy.

 

(3)  That Alternatives to residential care continue to be developed, to reduce dependency and restrictive practice and increase recovery and social inclusion

 

(4)  There will be an increased focus of the assets available in the communities of Rotherham so that people are able to identify and access services earlier, thereby increasing social inclusion. Furthermore that when service users are ready to leave mental health services there are support services available in the community to prevent mental health relapse.

 

(5)  That unpaid carers are supported to continue in their role.

 

(6)  That work be continued with the Rotherham Clinical Commissioning Group to reduce the number of out of area placements and to ensure that financial responsibility remains with the ‘responsible commissioner’.

 

 

(7)  That the interim Mental Health strategy be agreed for 2016-18 and an implementation plan developed, with a further co-produced strategy to be developed through 2017-18 with all stake holders.

 

(8)  That consultation with all stakeholders, including users and carers, be undertaken, to develop an implementation plan based on the Strategy.

 

(9)  That Alternatives to residential care continue to be developed, to reduce dependency and restrictive practice and increase recovery and social inclusion

 

(10)  There will be an increased focus of the assets available in the communities of Rotherham so that people are able to identify and access services earlier, thereby increasing social inclusion. Furthermore that when service users are ready to leave mental health services there are support services available in the community to prevent mental health relapse.

 

(11)  That unpaid carers are supported to continue in their role.

 

(12)  That work be continued with the Rotherham Clinical Commissioning Group to reduce the number of out of area placements and to ensure  ...  view the full minutes text for item 83.

84.

Development of the Rotherham Autism Strategy pdf icon PDF 127 KB

Report of the Strategic Director of Adult Care and Housing

 

Cabinet Member:     Councillor Roche (in advisory role)

Commissioner:         Myers

 

Recommendations:

 

1.            That the strategic direction outlined in this report for people with Autism and their carers through the development of an All Age Autism Strategy be approved as a joint strategy for the Council and the Rotherham Clinical Commissioning Group.

 

2.            That the Autism Partnership Board be established to oversee implementation plans that will be developed following the strategy.

 

3.            That consultation take place with children and adults with Autism, their carers and those young people, who may use adult services in the future to co-produce, fit for purpose and sustainable opportunities for people with Autism in Rotherham.

 

4.            That approval be given to the action plan to strengthen statutory compliance.

 

 

Additional documents:

Minutes:

Consideration was given to a report which sought approval to implement a strategic approach to the commissioning and delivery of services for people with Autism within Rotherham.

 

The paper detailed a set of strategic commissioning intentions that would promote independence, choice and control for people with Autism. It was reported that the strategy would strengthen Rotherham’s statutory commitments and the approach would contribute to the direction of the Adult Care Development Programme and the Children and Young People’s Special Educational Needs and Disabilities (SEND) agenda.

 

The proposed programme of work outlined in the approach was based on guidance from:

 

·           The Autism Act 2009

·           Fulfilling and Rewarding Lives 2010

·           Think Autism 2014

·           Legislative requirements set out within the Care Act • Children and Families Act 2014

·           Good practice in other parts of the country

·           A need to modernise and deploy resources as effectively as possible.

 

It was noted that the strategic approach outlined a number of actions that would support people to be more independent and provide a wider choice of services to support children and adults with Autism to fulfil their potential.

 

Whilst the report referred to the statement of Special Educational Needs, it was noted that this was no longer applicable and the subsequent correction to the report was noted.

 

Commissioner Myers agreed:–

 

(1)  That the strategic direction for people with Autism and their carers through the development of an All Age Autism Strategy be approved as a joint strategy for the Council and the Rotherham Clinical Commissioning Group.

 

(2)  That the Autism Partnership Board be established to oversee implementation plans that will be developed following the strategy.

 

(3)  That consultation take place with children and adults with Autism, their carers and those young people, who may use adult services in the future to co-produce, fit for purpose and sustainable opportunities for people with Autism in Rotherham.

 

(4)  That approval be given to the action plan to strengthen statutory compliance.

85.

Learning Disability Commissioning - Shaping the Future pdf icon PDF 93 KB

Report of the Strategic Director of Adult Care and Housing

 

Cabinet Member:     Councillor Roche (in advisory role)

Commissioner:         Myers

 

Recommendations:

 

1.    That the strategic direction outlined for people with Learning Disabilities through the Market Position statement (Appendix A) be approved.

 

2.    That approval be given to the provision of a grant of £50,000 to Speak Up self-advocacy group to support co-production with people with Learning Disabilities

 

3.    That approval be given to partnership working with Sheffield City Council to develop and procure a supported living framework and to implement this across Rotherham.

 

4.    That approval be given to the Commissioning of a new provider for the services currently provided by RDaSH at John Street and Oak Close.

 

5.    That approval be given to the continuation of work on reviewing high cost placements in residential care.

 

 

Additional documents:

Minutes:

Consideration was given to a report which sought approval to implement a strategic approach to the commissioning and delivery of services for people with Learning Disabilities within Rotherham through a market position statement. 

 

The proposed programme of work outlined in the approach was based on:

 

·           Valuing People 2001 and Valuing People now 2009

·           Legislative requirements set out within the Care Act

·           National plan-building the right support, Oct 2016

·           Good practice in other parts of the country

·           Consultation that is planned

·           A need to modernise and deploy resources as effectively as possible.

 

The strategic approach outlined a number of actions that will support people to be more independent, and provide a wider choice of services to support citizens to fulfil their potential.

 

It was noted that the Overview and Scrutiny Management Board had considered the paper at its meeting on 30 September 2016 and had supported the proposed recommendations. The Board had also requested that regular updates on the implementation of the strategic direction be submitted for further scrutiny.

 

Commissioner Myers agreed:–

 

(1)  That the strategic direction outlined for people with Learning Disabilities through the Market Position statement (Appendix A) be approved.

 

(2)  That approval be given to the provision of a grant of £50,000 to Speak Up self-advocacy group to support co-production with people with Learning Disabilities

 

(3)  That approval be given to partnership working with Sheffield City Council to develop and procure a supported living framework and to implement this across Rotherham.

 

(4)  That approval be given to the Commissioning of a new provider for the services currently provided by RDaSH at John Street and Oak Close.

 

(5)  That approval be given to the continuation of work on reviewing high cost placements in residential care.

 

(6)  That regular updates be provided to the Overview and Scrutiny Management Board on the implementation of the strategic approach.

86.

Healthwatch Rotherham Service - Exemption from Standing Orders pdf icon PDF 85 KB

Report of the Strategic Director of Adult Care and Housing

 

Cabinet Member:     Councillor Roche (in advisory role)

Commissioner:         Myers

 

Recommendations:

 

1.    That, pursuant to Standing Order 38, the proposed contract for the Healthwatch Rotherham Service be exempt from the provisions of Standing order 48 (contracts valued at more than £50,000 should be commissioned) .

 

2.    That a two year contract be directly awarded to Healthwatch Rotherham from the 1 April 2017, with an option to extend this contract for a further one year.

 

Minutes:

Consideration was given to a report which sought approval to award the contract for the provision of the Healthwatch service for a two year period from 1 April 2017.

 

It was noted that Healthwatch Rotherham was the local consumer champion for patients, service users and the public, covering both health and social care. Local authorities have a statutory duty to commission a local independent Healthwatch organisation, which in turn has a set of statutory activities to undertake. Those statutory activities included gathering local views and making these known to providers and commissioners, monitoring and scrutinising the quality of provision of local services, and a seat on the local Health and Wellbeing Board.

 

It was reported that the contract with Healthwatch Rotherham was due to end on the 31 March 2017.  There was little evidence to suggest that the market had changed from when the service was originally commissioned. Therefore, it was unlikely that there would be another provider that could deliver a local Healthwatch service with the same level of experience and local knowledge who had built up good working relationships with both the local statutory and voluntary sector organisations.  It was considered that conducting a competitive tendering process would not be the best use of resources. 

 

It was noted that the Healthwatch Rotherham service was performing well and had been recognised both locally and nationally, as such.

 

Commissioner Myers agreed:–

 

(1)  That, pursuant to Standing Order 38, the proposed contract for the Healthwatch Rotherham Service be exempt from the provisions of Standing order 48 (contracts valued at more than £50,000 should be commissioned).

 

(2)  That a two year contract be directly awarded to Healthwatch Rotherham from the 1 April 2017, with an option to extend this contract for a further one year.

87.

National Transfer Scheme for Unaccompanied Asylum Seeking Children (UASC) pdf icon PDF 72 KB

Report of the Strategic Director of Children and Young People’s Services

 

Cabinet Member:     Councillor Watson (in advisory role)

Commissioner:         Bradwell

 

Recommendation:

 

That the proposed voluntary arrangements to discharge the Council’s statutory duties for the dispersal of UASC, through a regional scheme be approved.

 

 

Minutes:

Consideration was given to a report which detailed information about the National Transfer Scheme for unaccompanied asylum seeking children and sought approval to discharge the Council’s responsibilities through a regional scheme.

 

It was reported that Unaccompanied Asylum Seeking Children (UASC) in the United Kingdom were children who were outside their country of origin to seek asylum in the UK, and were separated from their parents and relatives, and were not in the care of someone with responsibility for doing so. The government had legislated earlier in the year to introduce a national dispersal for UASC, which was named the National Transfer Scheme.

 

It was further reported that Migration Yorkshire had worked with the local authorities in the Yorkshire and Humber region, and with the Home Office, Department for Education and Department for Health, to develop a regional approach which brought together the specialist knowledge and skills to appropriately support such vulnerable children. The region therefore sought an approach that:

 

·           Did not rely on an already overburdened placement system

·           Recognised the unique experience and needs of these children and developed tailored packages of care

·           Maximised the collective resources of the region

·           Developed regional coordination at every stage of the child’s care

·           Benefitted from explicit flexibilities and freedoms to deliver care/education and health services differently

·           Used shared intelligence to ensure that young people are placed and supported in a way that maximises any community risks

·           Pooled sparse specialists and resources to ensure a consistent offer.

 

The report detailed a preferred option which would see an anticipated 726 children being received, assessed and placed within three regional centres with the intention of maximising collective resources, ensuring coordination and reducing duplication between local authorities. It was noted that the ‘Parental Responsibility’ (PR) status for each child would be allocated using a fair and equitable process agreed by all parties. The Yorkshire and Humber region had a well established track record in collaborative working supported by the ‘Sector Led Improvement Programme’ and such an approach would be extended to health partners.

 

Commissioner Bradwell agreed:-

 

That the proposed voluntary arrangements to discharge the Council’s statutory duties for the dispersal of UASC, through a regional scheme be approved.

88.

Capital Programme - Operational Property Investment Programme 2016/17 to 2020/21 pdf icon PDF 67 KB

Report of the Strategic Director of Regeneration and Environment

 

Cabinet Member:     Councillor Lelliott (in advisory role)

Commissioner:         Kenny

 

Recommendations:

 

1.    That the lifecycle works projects, detailed in Section 4 of this report, be supported for inclusion in the approved Capital Programme 2016/17.

 

2.    That Council be recommended to approve the inclusion of the scheme in paragraph 7.2 of this report in the approved Capital Programme.

 

3.    That the Assistant Director of Planning, Regeneration and Transport be authorised to deliver the projects identified in Section 4 of this report.

 

4.    That any uncommitted funding (paragraph 7.4 of this report) be re-profiled from 2016/17 to 2017/18.

 

Minutes:

Consideration was given to a report which sought approval for six capital building investment schemes to maintain existing operational properties that had been identified as urgent by the Corporate Property Unit to help mitigate known operational risks.

 

The report sought approval for the following schedule of works:-

 

·           Markets Complex – fixed wire test and upgrade, including emergency lighting

·           Barbot Hall Industrial Estate – embankment stabilisation. The retaining bank has become unstable and the face and rocks are crumbling with the potential to slip causing a landslide

·           Hellaby Depot – installation of air conditioning to offices

·           Bailey House – completion of roofing works including relocation of air conditioning units

·           Civic Theatre – refurbishment of dressing room and ceiling plasterwork repairs

·           Victoria Park Rawmarsh – renewal and relining of foul drainage.

 

It was noted that the Capital Strategy and proposed Capital Programme 2016/17 to 2020/21 had agreed in principle the allocation of £3.294m for operational buildings investment (lifecycle works) over the next 5 years with £324,000 available for projects in 2016/17. 

 

It was noted that Overview and Scrutiny Management Board had considered the proposed recommendations at its meeting on 30 September 2016, where the Board had supported the proposals and had sought assurances around the development of a corporate property maintenance schedule.

 

Commissioner Kenny agreed:-

 

(1)  That the lifecycle works projects, detailed in Section 4 of this report, be supported for inclusion in the approved Capital Programme 2016/17.

 

(2)  That Council be recommended to approve the inclusion of the scheme in the approved Capital Programme.

 

(3)  That the Assistant Director of Planning, Regeneration and Transport be authorised to deliver the projects identified in Section 4 of this report.

 

(4)  That any uncommitted funding be re-profiled from 2016/17 to 2017/18.

 

(5)  That, in response to the recommendation from Overview and Scrutiny Management Board, further clarity be provided in the Asset Strategy when published to the schedule of ongoing maintenance of land and buildings owned by the Council.  

89.

Town Centre Regeneration - Strategic Acquisition of Forge Island pdf icon PDF 86 KB

Report of the Strategic Director of Regeneration and Environment

 

Cabinet Member:     Councillor Lelliott (in advisory role)

Commissioner:         Kenny

 

Recommendations:

 

1.  That the Forge Island site be purchased on the terms negotiated by the Strategic Director, Regeneration and Environment.

 

2.  That following purchase the former Tesco store be demolished.

 

3.  That the funding for the acquisition and demolition be drawn from the town centre allocation in the Capital Programme and that a bid be submitted to Sheffield City Region to seek Growth Fund money to assist with the acquisition and demolition.

 

4.  That Full Council be recommended to approve inclusion of the scheme in the Capital Programme to cover the cost of acquisition and the demolition costs in respect of Forge Island.

 

5.  That detailed development proposals and a delivery and implementation plan for the site be prepared in tandem with the town centre masterplan.

 

6.  The Assistant Director of Legal Services be authorised to complete the necessary legal documentation to purchase the site.

 

Additional documents:

Minutes:

Consideration was given to a report which sought approval for the Council to purchase the Forge Island site, which was proposed to be a key component in Rotherham town centre’s regeneration.

 

It was reported that the recently adopted Rotherham Town Centre Supplementary Planning Document (SPD) had identified Forge Island as a strategic development site, which would be a major component of the town centre’s regeneration and a catalyst for the regeneration of adjacent sites. It was further reported that the Council had commissioned internal and independent external valuations of the site, a technical assessment of ground conditions, and a flooding study and carried out market analysis and market testing.

 

The report recommended that the site be purchased by agreement with Tesco, which currently owned the land.

 

Commissioner Kenny agreed:-

 

(1)  That the Forge Island site be purchased on the terms negotiated by the Strategic Director, Regeneration and Environment.

 

(2)  That following purchase the former Tesco store be demolished.

 

(3) That the funding for the acquisition and demolition be drawn from the town centre allocation in the Capital Programme and that a bid be submitted to Sheffield City Region to seek Growth Fund money to assist with the acquisition and demolition.

 

(4)  That Full Council be recommended to approve inclusion of the scheme in the Capital Programme to cover the cost of acquisition and the demolition costs in respect of Forge Island.

 

(5)  That detailed development proposals and a delivery and implementation plan for the site to be prepared in tandem with the town centre masterplan.

 

(6)  That the Assistant Director of Legal Services be authorised to complete the  necessary legal documentation to purchase the site.

 

 

90.

The Rowan Centre - Lease of the Woodland Room pdf icon PDF 72 KB

Report of the Strategic Director of Regeneration and Environment

 

Cabinet Member:     Councillor Lelliott (in advisory role)

Commissioner:         Kenny

 

Recommendations:

 

1.    That the proposal of a new 10 year lease, with an option to break after 5 years to Rotherham Borough Council, to allow the transfer of the Woodland Room be approved.

 

2.    That the Assistant Director, Planning, Regeneration and Transport be authorised to negotiate the terms of the 10 year lease with an option to break after 5 years with the Wickersley Partnership Trust.

 

3.    That the Assistant Director of Legal Services be authorised to complete the necessary documentation for the lease.

 

 

 

Additional documents:

Minutes:

Consideration was given to a report which sought approval for the Council to enter into negotiations with the Wickersley Partnership Trust to take on a 10 year lease of the Woodland Room with an option to break after five years.

 

It was noted that the Rowan Centre was Rotherham’s designated Health Pupil Referral Unit which included the Children and Adolescents Mental Health Service (CAMHS) education element and the Home Tuition Service. The Rowan Centre offered academic, pastoral care and guidance, family support and a therapeutic offer to some of Rotherham’s children and young people with the highest levels of special education needs and those who were highly vulnerable.

 

It was reported that the Rowan Centre building was small and the number of young person’s using the service was growing considerably.  As a consequence the service had become oversubscribed with several children requiring education outside of the authority at a significantly higher cost. Adjacent to the Rowan Centre was the Woodland Room, which was a separate building and part of the Monkwood Academy estate, and had been vacated prior to consideration of the report.

 

It was reported that the use of such additional space would enable the Rowan Centre to accommodate the needs of an increasing number of younger children who had complex mental health needs and in doing so allow the Council to intervene early and so avoid out of authority placements.

 

Commissioner Kenny agreed:-

 

(1)  That the proposal of a new 10 year lease, with an option to break after 5 years to Rotherham Borough Council, to allow the transfer of the Woodland Room be approved.

 

(2)  That the Assistant Director, Planning, Regeneration and Transport be authorised to negotiate the terms of the 10 year lease with an option to break after 5 years with the Wickersley Partnership Trust.

 

(3)  That the Assistant Director of Legal Services be authorised to complete the necessary documentation for the lease. 

91.

The future of Maltby Hall Infant School pdf icon PDF 64 KB

Report of the Strategic Director of Regeneration and Environment

 

Cabinet Member:     Councillor Lelliott (in advisory role)

Commissioner:         Kenny

 

Recommendation:

 

That approval be given to include in the Council’s approved capital programme 2016/17 the demolition and removal of waste materials at the former Maltby Infant school buildings, at an estimated cost of £116,877 and that these costs are financed from available uncommitted capital receipts.

 

Additional documents:

Minutes:

Consideration was given to a report which sought approval for the Maltby Hall Infant School buildings to be demolished and the waste from the demolition to be removed from the school site.

 

It was noted that Maltby Hall Infant School was a former Local Education Authority managed Infant School that was closed in the summer of 2013. The School site was registered to the Council with freehold title and remained part of the Children and Young People’s Services (CYPS) estate.

 

As the buildings on the school site were vacant and had been subject to vandalism, break-ins and arson attacks; which had increased significantly since February 2016. The school buildings had become dilapidated and posed a danger for persons accessing the school site.

 

 

As Commissioner Kenny had declared a personal interest in this agenda item, Commissioner Myers agreed:–

 

(1)  That approval be given to include the demolition and removal of waste materials at the former Maltby Infant school buildings in the Council’s approved capital programme 2016/17 at an estimated cost of £116,877.

 

(2)  That these costs be financed from available uncommitted capital receipts.

92.

Disposal of Land Off Upper Wortley Road, Grange Park, Kimberworth pdf icon PDF 78 KB

Report of the Strategic Director of Regeneration and Environment

 

Cabinet Member:     Councillor Lelliott (in advisory role)

Commissioner:         Kenny

 

Recommendations:

 

1.    That the disposal of the Council’s freehold interest in the land at  Grange Park, currently leased to the Rotherham Golf Academy is approved at a sale price of £150k subject to agreeing heads of terms and conditions and obtaining Valuation Office verification as detailed within Option 3 at paragraph 4.3 below. If the necessary verification is not obtained then it is recommended that Option 4 at paragraph 4.4 below is pursued instead.

 

2.    That the Assistant Director of Planning, Regeneration and Transport be authorised to approve the terms and conditions of the proposed disposal.

 

3.    That the Assistant Director of Legal Services be authorised to negotiate and complete the necessary documentation.

 

 

Minutes:

Consideration was given to a report which detailed a request to purchase land from the Council at Grange Park, Kimberworth by the current tenants, Rotherham Golf Academy (RGA).

 

It was reported that RGA asked to purchase the site on a number of occasions between 2007 and 2015 but each of these has been refused. As a result of ongoing discussions between the Council and RGA, a sale of the freehold interest had been considered with a minimum value assessed by the Council as being £167,000. A revised counter offer was made by RGA to purchase the freehold interest for £150,000, subject to full settlement of outstanding rent and business rate arrears, and with robust claw-back provisions to protect the Council’s long term interests.

 

It was recommended that the Council accept RGA’s offer of £150,000 and dispose of the Council’s freehold interest, subject to robust claw-back provisions and restrictive covenants contained within the transfer. This would also be subject to obtaining the necessary verification from the Valuation Office that the private treaty transaction was reasonable, based upon the agreed heads of terms and consideration of the existing lease provisions and robust clawback provisions. This was also subject to all rent and Business Rates charges being fully up to date in advance of the Cabinet and Commissioners’ Decision Making Meeting on 10 October 2016.

 

Commissioner Kenny agreed:-

 

(1)  That the disposal of the Council’s freehold interest in the land at  Grange Park, currently leased to the Rotherham Golf Academy be approved at a sale price of £150k subject to agreeing heads of terms and conditions and obtaining Valuation Office verification.

 

(2)  That the Assistant Director of Planning, Regeneration and Transport be authorised to approve the terms and conditions of the proposed disposal.

 

(3)  That the Assistant Director of Legal Services be authorised to negotiate and complete the necessary documentation.

93.

Proposal to expand capacity at Laughton Junior and Infant School pdf icon PDF 74 KB

Report of the Strategic Director of Children and Young People’s Services

 

Cabinet Member:     Councillor Watson

Commissioner:         Bradwell (in advisory role)

 

Recommendations:

 

1.    That the proposal to increase the schools PAN from 24 to 30 commencing with the 2017/18 Foundation Stage 2 (Reception) cohort intake and subsequent Foundation Stage 2 (Reception) cohorts thereafter be approved

 

2.    That the expansion of the premises to raise the maximum pupil capacity number from 168 to 210, to coincide with building work to address condition defects be approved.

 

 

Additional documents:

Minutes:

Consideration was given to a report which sought approval to extend the classroom sizes at Laughton Junior and Infant School at the same time as remedial building work to increase the capacity of the school.

 

It was reported that Laughton J & I School has some building condition defects requiring remedial work and improvement including external teaching and learning spaces requiring replacement. It was recommended that the current capacity for 168 pupils be increased to a capacity for 210 pupils. With a further permanently increase in the schools Public Admissions Number to 30 starting with the 2017/18 Foundation Stage 2 (Reception) cohort and subsequent Foundation Stage 2 (Reception) cohorts thereafter.

 

Resolved:-

 

(1)  That the proposal to increase the schools PAN from 24 to 30 commencing with the 2017/18 Foundation Stage 2 (Reception) cohort intake and subsequent Foundation Stage 2 (Reception) cohorts thereafter be approved

 

(2)  That the expansion of the premises to raise the maximum pupil capacity number from 168 to 210, to coincide with building work to address condition defects be approved.

94.

Housing Revenue Account (HRA) 30 Year Business Plan pdf icon PDF 140 KB

Report of the Strategic Director of Adult Care and Housing

 

Cabinet Member:     Councillor Beck

Commissioner:         Myers (in advisory role)

 

Recommendations:

 

1.    That the proposed 2016-17 Base Case for the HRA Business Plan be approved.

 

2.    That agreement be given to review the plan annually to provide an updated financial position as new government regulations come into force.

 

Additional documents:

Minutes:

Consideration was given to a report which provided a detailed technical overview of the current position and the reason for changes to the Housing Revenue Account (HRA) 30 Year Business Plan.

 

It was noted that the HRA recorded all expenditure and income relating to the provision of council housing and related services, and the Council was required to produce a HRA Business Plan setting out its investment priorities over a 30 year period.

 

Following the introduction in 2012 of HRA self-financing, whereby the Council was awarded control over its HRA in return for taking on a proportion of national housing debt, Rotherham’s HRA was in a strong position with a healthy level of reserves.  However, it was reported that a number of policies had been introduced by central government that would result in a dramatic reduction to HRA resources, namely:

 

·           1% per annum reduction in Council rents over four years:

·           Reinvigoration of the Right to Buy (reduction of qualifying period to three years): Reducing stock

·           Welfare reform - bedroom tax, universal credit and benefits cap: Impacting on tenants’ ability to pay their rent, and increasing the resources required by the Council to collect rent from tenants in receipt of benefits

·           Introduction of ’Pay to Stay’ and mandatory fixed term tenancies: Which will significantly increase the administrative burden on the Council, and may also lead to increased Right to Buy sales / more lost stock

·           Introduction of the enforced sale of high value properties / equivalent levy: Meaning the Council will have to pay in the region of £2m annually to the Treasury, to cover the costs of the discounts housing associations must offer now they can offer the Right to Buy to their tenants

 

It was reported that the cumulative effect of such changes was that £51m of savings were likely to be required by 2020-21 when compared to the previous business plan, meaning that the Council would need to take difficult decisions about prioritisation, and how to achieve the best balance between:

 

·           Maintaining and continuing to improve our 21.000 Council homes

·           Contributing to the borough’s housing growth target of 900 homes per annum

·           Contributing to the development of Starter Homes and other affordable housing products that are needed locally and will play a critical role in Rotherham’s overall economic growth

 

In agreeing the recommendations, it was noted that the report would be forwarded for debate by the Council on 19 October 2016

 

Resolved:-

 

(1)  That the proposed 2016-17 Base Case for the HRA Business Plan be approved.

 

(2)  That agreement be given to review the plan annually to provide an updated financial position as new government regulations come into force.

95.

Housing Revenue Account Asset Management Plan 2016-2019 pdf icon PDF 124 KB

Report of the Strategic Director of Adult Care and Housing

 

Cabinet Member:     Councillor Beck

Commissioner:         Myers (in advisory role)

 

Recommendation:

 

That the HRA Asset Management Plan 2016-19 be approved.

 

Additional documents:

Minutes:

Consideration was given to a report which presented the new Housing Revenue Account (HRA) Asset Management Plan 2016-19. 

 

It was reported that the Plan had been produced in liaison with various teams across the Council and consultation had taken place with staff, partners, residents, members and the Chartered Institute of Housing.

 

It was noted that the Plan had been developed in the context of less financial resources, losing good stock through the Right to Buy process, needing to address fuel poverty, whilst trying to meet the needs of a changing demographic.  It was confirmed that the new Asset Management Plan aligned with the new HRA Business Plan and Investment Strategy.

 

Resolved:-

 

That the HRA Asset Management Plan 2016-19 be approved.

96.

Introduction and use of a new Rechargeable Repairs Policy for tenants living in RMBC Housing Stock pdf icon PDF 82 KB

Report of the Strategic Director of Adult Care and Housing

 

Cabinet Member:     Councillor Beck

Commissioner:         Myers (in advisory role)

 

Recommendations:

 

1.1         That Option C, the new Rechargeable Repairs Policy be adopted, which will enable RMBC to fairly recharge tenants for wilful damage, neglect and misuse of property.

 

1.2         That the Council reserve the right to commence appropriate legal action to recover the cost of the recharges against tenants for non-payment or defaulting on a payback agreement.

 

1.3         That a standard set of charges be used for recharge purposes, based on current contractor schedule of rates items, which have been identified as the most common type of rechargeable repairs raised.

 

1.4         That the Council reserve the right to refuse some basic repairs in tenant’s homes. This may only occur if repairs are deemed rechargeable, have no security or safety implications for residents or their family, the resident has an existing debt caused by previous recharges and a poor history of making agreed payments to RMBC for the debt.

 

1.5         That approval be given for all urgent health and safety repairs, including gas and electrical repairs and those completed by RMBC to be recharged back to the tenants if deemed rechargeable.

 

1.6         That the Council reserve the right to exercise discretion in rechargeable repair cases where tenants or family members are vulnerable or are experiencing mental health or other domestic issues.

 

1.7         That the Council recharge tenants for unproductive time for trade operatives, where the tenants have failed to allow access for an appointment which has been mutually agreed to carry out a rechargeable repair.

 

Minutes:

Consideration was given to a report which sought approval of a new Rechargeable Repairs Policy to fairly recharge tenants for damage, neglect and misuse of council owned housing.

 

It was reported that the purpose of a new Rechargeable Repairs policy was to promote and help enforce the Council’s Tenancy Agreement. It was anticipated that this will ensure that the Council adopted a proactive approach to reducing the volumes of rechargeable repairs and would be reimbursed from residents who cause damage.  It would also help to achieve a reduction in the value of aged debt caused by unpaid recharges. 

 

It was noted that the policy would ensure that there was a consistent, fair, transparent, simple but targeted approach to recharging residents for genuine damage caused by wilful and knowing neglect, misuse or abuse.

 

Resolved:-

 

(1)  That the new Rechargeable Repairs Policy be adopted, which will enable RMBC to fairly recharge tenants for wilful damage, neglect and misuse of property.

 

(2)  That the Council reserve the right to commence appropriate legal action to recover the cost of the recharges against tenants for non-payment or defaulting on a payback agreement.

 

(3)  That a standard set of charges be used for recharge purposes, based on current contractor schedule of rates items, which have been identified as the most common type of rechargeable repairs raised.

 

(4)  That the Council reserve the right to refuse some basic repairs in tenant’s homes. This may only occur if repairs are deemed rechargeable, have no security or safety implications for residents or their family, the resident has an existing debt caused by previous recharges and a poor history of making agreed payments to RMBC for the debt.

 

(5)  That approval be given for all urgent health and safety repairs, including gas and electrical repairs and those completed by RMBC to be recharged back to the tenants if deemed rechargeable.

 

(6)  That the Council reserve the right to exercise discretion in rechargeable repair cases where tenants or family members are vulnerable or are experiencing mental health or other domestic issues.

 

(7)  That the Council recharge tenants for unproductive time for trade operatives, where the tenants have failed to allow access for an appointment which has been mutually agreed to carry out a rechargeable repair.

97.

Housing Income - Service Development and Change Proposal pdf icon PDF 101 KB

Report of the Strategic Director of Adult Care and Housing

 

Cabinet Member:     Councillor Beck

Commissioner:         Myers (in advisory role)

 

Recommendations:

 

1.         That approval be given to implement a service development and change proposal for the Housing Income Service, which will deliver a new operating model for the provision of more effective and timely Financial Inclusion and Tenancy Support Services.

 

2.         That approval be given to an additional £638,000 from the Housing Revenue Account, to invest in and implement the new operating model.

 

 

Additional documents:

Minutes:

Consideration was given to a report which sought approval for the implementation of a Service Development Proposal, which would require significant additional investment of £638,000 for implementation, which was proposed to be funded from the Housing Revenue Account (HRA).

 

It was noted that the Council’s Housing Income Service collected circa £84m per annum in rent and other charges from approximately 21,000 council homes. A large proportion of tenants are in receipt of full housing benefit (34%) or partial housing benefit (30%). The collection of income had become more and more challenging due to changes in the benefit system and the rolling out of Welfare Reform. This had been evidenced by an increase in tenant arrears. 

 

It was reported that the Council had a number of challenges to overcome in order to maximise its housing related income streams into the Housing Revenue Account (HRA).  Generating the income would allow for effective delivery of essential services and also for the investment in new social housing funded by the HRA.

 

It was further reported that the new delivery model for Housing Income resulting from a service development proposal would enable the Council to provide more focus and capacity on better sustaining Council tenancies (reducing homelessness and poverty in doing so), maximising housing income collection in all of its forms and minimising debts of tenants as customers of the service.

 

Resolved:-

 

(1)  That approval be given to implement a service development and change proposal for the Housing Income Service, which will deliver a new operating model for the provision of more effective and timely Financial Inclusion and Tenancy Support Services.

 

(2)  That approval be given to an additional £638,000 from the Housing Revenue Account, to invest in and implement the new operating model.

98.

Proposed Sale of the Laundry Room and Two Guest Bedrooms at Sorrel Sykes Neighbourhood Centre, Whiston pdf icon PDF 60 KB

Report of the Strategic Director of Adult Care and Housing

 

Cabinet Member:     Beck

Commissioner:         Myers (in advisory role)

 

Recommendation:

 

That approval be given to the disposal of the redundant laundry room and former guest bedrooms by private treaty to the owner of the upper floor flat of the Sorrel Sykes Close former neighbourhood centre.

 

Additional documents:

Minutes:

Consideration was given to a report which sought to dispose of the laundry room and two guest bedrooms at the Sorrel Sykes Neighbourhood Centre in Whiston.

 

It was reported that the leaseholder of 1 Sorrel Sykes Close, Whiston had expressed an interest in purchasing the ground floor laundry room and the two upper floor guest bedrooms that form part of the decommissioned Sorrel Sykes neighbourhood centre, to enable the addition of space into his existing home. The leaseholder’s property consisted of a self-contained flat which formed the large part of the first floor of the centre and was the former warden’s flat.

 

It was noted that the Sorrel Sykes Neighbourhood Centre was closed in 2015 following approval to convert the ground floor of the building to residential dwellings. Therefore the guest bedrooms and the laundry room would not be required to progress the ground floor residential conversion and the proposed disposal to the applicant would make best use of the redundant space. 

 

Resolved:-

 

That approval be given to the disposal of the redundant laundry room and former guest bedrooms by private treaty to the owner of the upper floor flat of the Sorrel Sykes Close former neighbourhood centre.

99.

Directional Signing Policies: Tourist, Temporary and Non-Strategic Local Destinations pdf icon PDF 72 KB

Report of the Strategic Director of Regeneration and Environment

 

Cabinet Member:     Councillor Lelliott

Commissioner:         Ney (in advisory role)

 

Recommendation:

 

That approval be given to the updated policies, procedures and charges as detailed in this report.

 

Minutes:

Consideration was given to a report which sought authorisation to update the existing policies and charges for the provision of directional traffic signs to tourist, temporary and non-strategic local destinations.

 

It was reported that policies and procedures regarding tourist, non-strategic local destination (previously called 3rd party) or temporary directional signing were last updated in 2010. The prescribed signing legislation and guidance from the Government changed in 2016 and consequently the Council’s policies and procedures had been reviewed with the revised versions submitted for approval. 

 

Resolved:-

 

That approval be given to the updated policies, procedures and charges as detailed in this report.

 

100.

Interim report on the consultation process for the future direction of Public Health resulting from further reductions to the Public Health Grant pdf icon PDF 123 KB

Report of the Director of Public Health

 

Cabinet Member:     Councillor Roche

Commissioner:         Ney (in advisory role)

 

Recommendations:

 

1.    That the interim findings of the Public Health consultation be noted.

 

2.    That, following initial responses, the timeline for further stakeholder and public consultation be endorsed.

 

3.    That a further report on the five year vision for Public Health in Rotherham be submitted to a future meeting.

 

 

Minutes:

Consideration was given to a report which detailed the interim findings from the consultation process up to 1 September 2016 for the future direction of Public Health services in Rotherham.

 

It was reported that a series of measures had been introduced to balance the Public Health budget for 2016/17 and proposals for future savings in 2017/18 had also been explored and achieved through existing contract tenders which were due to expire by March 2017. It was noted that any final proposals for further savings would be considered alongside other service proposals as part of the Council’s 2017 /18 budget setting process. The findings of the public consultation would also be considered and will inform the future direction of Public Health services in Rotherham.  

 

 

Resolved:-

 

(1)  That the interim findings of the Public Health consultation be noted.

 

(2)  That, following initial responses, the timeline for further stakeholder and public consultation be endorsed.

 

(3)  That a further report on the five year vision for Public Health in Rotherham be submitted to a future meeting.

101.

Review of Neighbourhood Working pdf icon PDF 83 KB

Report of the Strategic Director of Adult Care and Housing

 

Cabinet Member:     Councillor Yasseen

Commissioner:         Myers (in advisory role)

 

Recommendations:

 

1.    That the progress on the review and the proposed new Vision Statement and Principles for neighbourhood working be noted.

 

2.    That a further report be submitted outlining proposals from the Elected Member Working Group on the future of the Council’s Area Assemblies and options for a devolved budget for councillors.

 

Minutes:

Consideration was given to a report which set out the proposed new Vision Statement for Neighbourhood Working in Rotherham, as part of the Corporate Improvement Plan’s objective for a new model of citizen engagement and neighbourhood working.

 

It was reported that the scope of the review had comprised three elements:

 

·           creating a council wide policy and approach to neighbourhood working,

·           developing a multi-agency approach to neighbourhood working and

·           following the adoption of the new locality model a review of the role and funding of the Neighbourhood Partnerships and Engagement Service.

 

A Members Working Group had been established to lead the review, which had undertaken visits to four local authorities to experience and learn from different best practice models of neighbourhood working, as well as a desk-top review of different local authority neighbourhood models.

 

Having undertaken a review, the following draft Vision Statement had been developed together with three working Principles that underpin its delivery:

 

“Putting communities at the heart of everything we do by

 

·           Councillors working with their communities on what matters to them

·           Listening and working together to make a difference

·           Supporting people from different backgrounds to get on well together

 

…….. to help make people healthier, happier, safer and proud”

 

It was noted that the Neighbourhood Working Review would continue its work to identify how the principles and vision could be put into practice in future, with a specific focus on the future of Area Assemblies and options for devolved budgets for ward councillors.

 

Resolved:-

 

(1)  That the progress on the review and the proposed new Vision Statement and Principles for neighbourhood working be noted.

 

(2)  That a further report be submitted outlining proposals from the Elected Member Working Group on the future of the Council’s Area Assemblies and options for a devolved budget for councillors.

102.

Exclusion of the Press and Public

 

If necessary, the Chair to move the following resolution:-

 

That under Section 100(A) 4 of the Local Government Act 1972, the public be excluded from the meeting for the following item(s) of business on the grounds that it/they involve(s) the likely disclosure of exempt information as defined in paragraph(s) of Part 1 of Schedule 12(A) of such Act indicated, as now amended by the Local Government (Access to Information) (Variation) Order 2006. 

Minutes:

Resolved:-

 

That under section 100(A) of the Local Government Act 1972, the Public be excluded from the meeting for the following item of business on the grounds that it involves the likely disclosure of exempt information as defined in paragraph 3 of Part 1 of schedule 12(A) of such Act indicated, as now amended by the Local Government (Access to information) (Variation) Order 2006.

103.

Transfer of HRA land at Elgar Drive/ Mortimer Road, Maltby

Report of the Strategic Director of Adult Care and Housing

 

Cabinet Member:     Councillor Beck

Commissioner:         Myers (in advisory role)

 

Recommendations:

 

1.    That approval be given to the transfer of HRA land at Elgar Drive/ Mortimer Road, Maltby to South Yorkshire Housing Association for nil value.

 

2.    That it be noted that delivery of this wholly affordable housing scheme is challenging for South Yorkshire Housing Association and they will lose money over the 35 year mortgage term. However, they are willing to honour their commitment to R.M.B.C to deliver these new homes.

 

3.    That it be noted the Council will receive “nomination rights” and the properties will be occupied by people who are on the Council’s waiting list.  This process will be managed by Keychoices.

 

 

Minutes:

Consideration was given to a report in respect of the transfer of Housing Revenue Account land at Elgar Drive and Mortimer Road in Maltby.

 

Resolved:-

 

(1)  That approval be given to the transfer of HRA land at Elgar Drive/ Mortimer Road, Maltby to South Yorkshire Housing Association for nil value.

 

(2)  That it be noted that delivery of this wholly affordable housing scheme is challenging for South Yorkshire Housing Association and they will lose money over the 35 year mortgage term. However, they are willing to honour their commitment to the Council to deliver these new homes.

 

(3)  That it be noted the Council will receive “nomination rights” and the properties will be occupied by people who are on the Council’s waiting list and that process will be managed by Key Choices.