Use the search options below to find information regarding
decisions that have been taken by the Council’s decision
making bodies.
This report proposes to award a contract to
Moon Mountain to plan, deliver, and write up two partnership
workshops on behalf of Adult Care and Wellbeing, at a value of
£5500.00.
Decision Maker: Strategic Director, Adults' Care and Wellbeing
Decision published: 01/05/2024
Effective from: 18/04/2024
Decision:
That the Strategic Director for Adult Care and
Wellbeing approves the proposal to award a contract to Moon
Mountain to plan, deliver and write up two partnership workshops to
take place in April 2024.
Lead officer: Nicola Maskrey
To detail the approach to the commissioning
and procurement of security shuttering and clean and clearance
services of vacant properties for the Council.
The procurement in this report is for services
that are a commonly recurring requirement of the Council.
The report will provide a brief description of
the service, the value, the methods of funding and the proposed
procurement route.
The purpose of the report is to provide
sufficient information for the Director of Operational Services to
provide authority for the commission of the services and the
procurement to be undertaken.
Decision Maker: Director of Operational Services
Decision published: 01/05/2024
Effective from: 19/04/2024
Decision:
That the Director of
Operational Services:
- Approves the commissioning of security shuttering services and
clean and clearance services to vacant properties for a period of 6
months and an estimated value of £450,000, as set out in this
report;
- Approves the procurement strategy and contract award of the
security shuttering services and clean & clear contract to
deliver the commissioning strategy, as set out in this
report.
Lead officer: Jason Peck
Decision Maker: Strategy and Resources Policy Committee
Made at meeting: 17/04/2024 - Strategy and Resources Policy Committee
Decision published: 22/04/2024
Effective from: 17/04/2024
Decision:
12.1
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The Chief Operating Officer submitted a report
seeking approval to commission a new Software Defined Wide Area
Network (SDWAN) Service from an external provider, as outlined in
this report.
This report explains the current WAN service and
it its importance to the Council and schools. The report goes on to describe the SDWAN network
service and its potential benefits to the
Council.
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12.2
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RESOLVED UNANIMOUSLY: That Strategy and
Resources Policy Committee approves the commissioning of a new
Software Defined Wide Area Network (SDWAN) Service from an external
Provider for a period of 5 years with an estimated value of
£3.6M, as set out in this report.
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12.3
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Reasons for Decision
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12.3.1
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It is recommended that the Council approves the
commission of a new SDWAN Network Service. This will:
- Deliver Savings against current
contract.
- Deliver a more robust, efficient and simpler network
service.
- Delivering a major project at a minimal cost of
change with no dual running cost, transformational, project or
upfront costs
- Provide in service performance upgrades to many
of the locations with increases in bandwidth at no additional
cost.
- Provides flexibility within the contract to
account for estate rationalisation to work with the Accommodation
review.
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12.4
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Alternatives Considered and
Rejected
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12.4.1
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Option 1: Do Nothing
This is not an option because the current contract for the
services will end on 31st May 2024. As the services are still
required, a new contract will be required.
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12.4.2
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Option 2: Provide SDWAN Network Service in house (in addition to
the managed service).
The Council does not have resource or the expertise in house to
deliver the services outlined in paragraph 1.2. As such there is a
necessity to contract out.
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Decision Maker: Strategy and Resources Policy Committee
Made at meeting: 17/04/2024 - Strategy and Resources Policy Committee
Decision published: 22/04/2024
Effective from: 17/04/2024
Decision:
9.1
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The Chief Operating officer submitted a
report seeking approval
for the refreshed Council Performance & Outcomes Framework
2024-28,as a companion to the new Council Plan, replacing the
process and measures put in place to support the 2022/2023
Corporate Delivery Plan.
The
Council Plan approval decision requested that officers prepare a
new Outcomes Framework to support monitoring of performance against
the Council Plan in early 2024. To
allow continued transparency and assurance for Strategy and
Resources Policy Committee on performance against the
organisation’s priorities through a refreshed set of Outcome
Measures that reflect the intent of each priority in the Council
Plan.
To ensure that Strategy and
Resources Policy Committee can continue to contribute to the
Performance System and drive improvement in the organisation. The
new Performance Framework provides a system that promotes
a culture of
performance and delivery,
a model for assurance and a golden thread that
shows how all levels of the organisation can measurably contribute
to the success of the Council
Plan.
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9.2
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RESOLVED UNANIMOUSLY: That Strategy and
Resources Policy Committee:-
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(a) agrees the
Performance & Outcomes Framework as a companion to the new
Council Plan, as set out in Appendix 1;
(b) agrees the
Outcomes Framework as the way to understand measurable progress
against each priority in the Council Plan, as set out in Appendix
2; and
(c) agrees to
continue to receive quarterly and annual reports* that provide an
overview of performance against the Outcome measures, describing
performance challenges, interventions taken, and the results of
changes made. Annually review measures in the context of progress.
(*It is
recognised that given the increased frequency, breadth and ambition of performance
reporting. Future governance reviews
may identity a more suitable Committee or sub-committee to consider
the quarterly performance reports).
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9.3
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Reasons for Decision
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9.3.1
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The Performance
& Outcomes Framework will underpin how we measure progress and
monitor impact of the Council Plan. It is aligned to our four-year
Medium Term Financial Strategy and the outcomes will increasingly
become the focus for our budget, Directorate and Service Plans over
the coming year.
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9.3.2
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The Council has a systematic process and a robust corporate
performance management framework to track
progress.
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9.3.3
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Directly responds to the LGA peer review recommendations around
performance management and alignment with council strategic
priorities.
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9.3.4
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To ensure that Strategy and Resources Policy Committee
contributes to the performance management process and drives
improvement across the organisation.
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9.3.5
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Provides mandate for officers to proceed with implementing the
full framework, including baseline and target setting for the
selected outcomes measures and development of reporting
infrastructure.
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9.4
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Alternatives Considered and
Rejected
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9.4.1
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Do nothing – rejected – as set out in the Strategic
Framework 2023/24, we are committed to developing and agreeing a
medium-term plan for the council that sets out what we want to
achieve for the city in the coming years and how we will contribute
to the City Goals. The Council Plan is part of our Policy Framework
and a critical step in our continued development as an
organisation, connecting the ambitions and priorities of the
administration to our Medium-Term Financial Strategy, workforce
plans, Council Performance Framework, and Directorate Plans. It
also ensures that we deliver on one of the key recommendations of
the LGA Corporate Peer Challenge, further demonstrating our
strategic development and maturity as an
organisation.
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9.4.2
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Extend the Corporate Delivery Plan performance arrangements
– rejected – the Corporate Delivery Plan has provided
vital stability and focus for the organisation over the last year,
building on the One Year Plan, and bringing clear focus onto
a number of key challenges that citizens
wanted to see improve. However, the Corporate Delivery Plan was
deliberately short term and as recommended by the LGA Peer Team, it
is important to bring medium-term focus for the Council so that
citizens, staff and partners understand
our priorities and ambitions.
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Decision Maker: Strategy and Resources Policy Committee
Made at meeting: 17/04/2024 - Strategy and Resources Policy Committee
Decision published: 22/04/2024
Effective from: 17/04/2024
Decision:
10.1
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The Chief Operating Officer presented a report
proposing a new Customer Experience Strategy and Digital Strategy
to be delivered under the Future Sheffield Programme, the
Council’s four-year transformation programme, which is aimed
at improving service effectiveness and delivery across the
organisation whilst creating a robust long-term financial plan for
the Council.
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10.2
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RESOLVED UNANIMOUSLY: That Strategy and
Resources Policy Committee:-
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(a) approves the
Customer Experience Strategy attached to the report at Appendix A;
and
(b) approves the
Digital Strategy attached to the report at Appendix
B
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10.3
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Reasons for Decision
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10.3.1
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The Customer
Experience Strategy and Digital Strategy are key pillars the
Council’s four-year transformation programme, Future
Sheffield, which is aimed at improving service effectiveness and
delivery across the organisation whilst creating a robust long-term
financial plan for the Council. The strategies will ensure an
organisation wide approach to customer services and digital
transformation. This will contribute to achieving the vision and
priorities of the Council Plan.
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10.4
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Alternatives Considered and
Rejected
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10.4.1
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The Council could choose not to have either a Customer
Experience Strategy or a Digital Strategy. This has been rejected
because the strategies are interlinked and together will contribute
to successful delivery of the Council Plan through the
Council’s four-year transformation programme, Future
Sheffield.
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Decision Maker: Strategy and Resources Policy Committee
Made at meeting: 17/04/2024 - Strategy and Resources Policy Committee
Decision published: 22/04/2024
Effective from: 17/04/2024
Decision:
11.1
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The Executive Director Neighbourhood Services
submitted a report setting out new, more closely aligned Complaint
Handling Codes developed by the Housing Ombudsman (HO) and the
Local Government and Social Care Ombudsman (LGSCO), providing best
practice for the handling and management of all types of
complaints.
The report outlines the features and
implementation of the Codes, and the changes which they introduce.
It also presents for approval revised Complaint Policy &
Procedures which have been aligned to the new Ombudsman Complaint
Handling Codes.
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11.2
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RESOLVED UNANIMOUSLY: (a) That Strategy and
Resources Policy Committee:-
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(i) approves the
revised Sheffield City Council Complaint Handling Policy (April
2024) attached to this report at Appendix 1 for adoption with
immediate effect to align to implementation of the Housing
Ombudsman Complaint Handling Code;
(ii) approves
the revised Sheffield City Council Complaint Handling Policy
(September 2024) attached to this report at Appendix 1a for
adoption with effect from 1st
September 2024 to align to implementation of the Local Government
and Social Care Ombudsman’s Complaint Handling Code;
and
(iii) approves
corresponding changes to the Council’s Corporate Complaints
Procedure attached to this report at Appendix 2.
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(b) That
Strategy and Resources Policy Committee recommends to Full Council
that:-
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(i) the role of
the Deputy Leader of Council should include being the Lead Member
for Customer Experience (including complaints) to promote a
positive complaint handling culture;
(ii) the lead
Member responsibility for complaints be reserved to Strategy and
Resources Policy Committee, with specific responsibilities as
described in Section 1.9 of this report; and
(iii)
appropriate amendments are made to the Council’s
Constitution.
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11.3
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Reasons for Decision
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11.3.1
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Statutory
compliance required for Housing & Repairs Services from 1 April
2024. Principles to be adopted across whole Council from 1
September 2024 to provide consistent standards across all
complaints and demonstrate our commitment to improving complaint
performance.
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11.3.2
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Improved governance and monitoring to ensure performance targets
are improved.
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11.3.3
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Improved performance reporting/monitoring - both internally and
externally, including an annual self-assessment (HO), and reporting
and analysis of service improvements/learnings to the Strategy
& Resources Committee.
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11.3.4
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Emphasis on the prioritisation of complaints and to engender a
culture of listening and learning from
complaints.
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11.3.5
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Revised and comprehensive Complaints Policy & Procedures are
needed to align to the new Ombudsman Complaint Handling Codes.
Council Policy was last updated in 2014.
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11.4
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Alternatives Considered and
Rejected
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11.4.1
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The Council could choose not to update its own Complaint
Handling Policy and Corporate Complaints Procedure or to implement
the HO Complaint Handling Code but to do so would risk findings of
non-compliance by the HO and regulatory failure by the Regulator of
Social Housing.
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Decision Maker: Finance Committee
Made at meeting: 16/04/2024 - Finance Committee
Decision published: 17/04/2024
Effective from: 16/04/2024
Decision:
8.1
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This report provides details of
proposed changes to the existing Capital Programme as brought
forward in Month 11 2023/24.
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8.2
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RESOLVED
UNANIMOUSLY: That the Finance
Committee:-
1.
approves the proposed additions and variations to
the Capital Programme listed in Appendix 1;
2.
approves the proposed variation to the Capital
Programme listed in Appendix 2 subject to the agreement of
acceptable funding terms between SCC and the Integrated Care Board
and NHS England as approved/delegated by decision of Strategy and
Resources Policy Committee 19/12/22; and
3.
approves the issuing of grant funding as identified
in Appendix 3.
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8.3
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Reasons for Decision
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8.3.1
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The proposed changes to the
Capital Programme will improve the services to the people of
Sheffield.
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8.3.2
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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
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8.4
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Alternatives Considered and Rejected
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8.4.1
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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.
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