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Decisions

Use the search options below to find information regarding decisions that have been taken by the Council’s decision making bodies.

Alternatively you can visit the officer decisions page for information on officer delegated decisions that have been taken by council officers.

Decisions published

13/01/2021 - School Drinking Milk Contract ref: 2680    Recommendations Approved (subject to call-in)

To provide a contract to supply drinking milk to nursery and primary school children during term time on behalf of participating schools and education settings.

Decision Maker: Cabinet Member for Education and Skills

Decision published: 13/01/2021

Effective from: 20/01/2021

Decision:

Agreed:

 

1. approval be given to the request to re-commence the procurement of the next School Drinking Milk Contract

 

2. approval be given to the request for a waiver of council standing orders to extend the current contract by 3 months

 

3. that the new contract is re-let as an Individual Cabinet member decision

 

4. that the complexities of managing a cost neutral service while making the best decision for schools and pupils in relation to the council’s zero carbon commitment be noted.

Lead officer: Leah Barratt


07/01/2021 - Procurement of Primary Materials Supplies and Equipment Contracts ref: 2677    Recommendations Approved

To seek authority to procure the contracts for the Primary materials suppliers to support the Housing and Corporate Repairs and Maintenance Services, and to award the contracts in line with the contents of the report.

 

This procurement is for commonly recurring items, and Primary materials are defined for this procurement as products and supplies required for the day to day maintenance and repair of the Council’s housing stock.

 

Decision Maker: Executive Director, Place

Decision published: 08/01/2021

Effective from: 15/01/2021

Decision:

Agreed that:

 

  1. approval be given for the tendering of the Primary Materials Contracts via a new Council framework following a tender exercise as outlined in the report. This will include ongoing provision for the supply of various supplies for the Repairs and Maintenance service to maintain our Housing stock including the refurbishment of void and acquisitions properties.

 

  1. delegated authority be granted to the Director of City Growth, in consultation with the Director of Finance and Commercial Services and the Director of Legal and Governance to:

 

a.    decide the award of the new contracts to the successful suppliers chosen by the Council following the procurement.

 

b.    take all other decisions necessary in order to meet the aims, objectives and outcomes of this report which are not already covered by existing delegations in the Leaders Scheme of Delegation. 

Lead officer: Paula Martin


16/12/2020 - Covid-19: COMF Grant Approval ref: 2653    Recommendations Approved (subject to call-in)

The report seeks approval for the acceptance of the Contain Outbreak Management Fund (COMF).

Decision Maker: Cabinet

Made at meeting: 16/12/2020 - Cabinet

Decision published: 05/01/2021

Effective from: 24/12/2020

Decision:

9.1

The Director of Public Health and the Executive Director, Resources submitted a report (a) to inform Cabinet of additional funding received from the Department of Health and Social Care (DHSC) towards expenditure incurred in relation to the mitigation and management of local outbreaks of COVID-19 for public health purposes to break the chain of transmission and protecting the most vulnerable from catching the virus; (b) seeking approval for the acceptance of the Contain Outbreak Management Fund (COMF) and to seek authorisation for the Executive Director Resources, in consultation with the Director of Public Health, to expend the DHSC funding; and (c) seeking approval for the acceptance of future COMF Funding being received January to March 2021.

 

 

9.2

RESOLVED: That Cabinet:-

 

 

(a) notes that in October, November and December, Sheffield City Council (SCC) was allocated a number of grants known as the Contain Outbreak Management Fund (COMF) totalling over £8million, from DHSC towards expenditure incurred in relation to the mitigation against and management of local outbreaks of COVID-19;

 

(b) notes that £8.020m of COMF grant has already been received;

 

(c) approves the acceptance of the £8.020 COMF Grant;

 

(d) approves acceptance of up to £7.020m of COMF grant funding being received (Jan – Mar 2021);

 

(e) approves the expenditure of the COMF grant (up to £15.040m);

 

(f) delegate the authority to finalise future allocations of COMF grant to the Executive Director of Resources, in consultation with the Director of Public Health; and

 

(g) delegates authority to the Executive Director Resources, in consultation with the Director of Public Health, to make the final decisions regarding the use of

this fund, in consultation with the Cabinet Member responsible for Public Health.

 

 

9.3

Reasons for Decision

 

 

9.3.1

The recommendations described in this report will enable Sheffield City Council to expend funds incurred in relation to the mitigation and management of local outbreaks of COVID-19 for public health purposes to break the chain of transmission and protect the most vulnerable from catching the virus.

 

 

9.4

Alternatives Considered and Rejected

 

 

9.4.1

This report describes what officers believe to be the best way of preventing, mitigating and controlling the virus in Sheffield. However, this will be kept under review and the approach described may need to change.

 

 

9.5

Any Interest Declared or Dispensation Granted

 

 

 

None

 

 

9.6

Reason for Exemption if Public/Press Excluded During Consideration

 

 

 

None

 

 

9.7

Respective Director Responsible for Implementation

 

 

 

Greg Fell, Director of Public Health and Eugene Walker, Executive Director, Resources.

 

 

9.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

 

 

 

Healthier Communities and Adult Social Care Scrutiny and Policy Development Committee and the Overview and Scrutiny Management Committee.

 

Lead officer: Keith Leyland


16/12/2020 - Update on COVID-19 Testing and Vaccination Strategies ref: 2652    Recommendations Approved (subject to call-in)

The report advises Cabinet of the current position regarding COVID-19 testing and vaccination strategies in Sheffield and seeks support to continue this work.

Decision Maker: Cabinet

Made at meeting: 16/12/2020 - Cabinet

Decision published: 05/01/2021

Effective from: 24/12/2020

Decision:

8.1

The Director of Public Health submitted a report advising Cabinet of the current position regarding COVID-19 testing and vaccination strategies in Sheffield and seeking support to continue this work.

 

 

8.2

RESOLVED: That Cabinet:-

 

 

(a) supports the Sheffield testing strategy, which prioritises testing people with symptoms over people who are asymptomatic, as this has maximum impact on reducing disease transmission;

 

(b) notes that testing is only effective as part of a whole programme with all other interventions in place and working well, such as contact tracing and the ability to isolate;

 

(c) agrees that the approach to identifying cohorts for asymptomatic targeted testing will be based on a clear rationale;

 

(d) supports the piloting of asymptomatic targeted cohort testing with winter resilience business critical staff;

 

(e) supports the decision not to pilot community (whole town) asymptomatic testing at the moment, based on evidence from the Liverpool pilot;

 

(f) notes the significant resource implications of doing asymptomatic targeted cohort testing;

 

(g) continues to seek funding and identify other means of support for people to self-isolate, recognising that increasing adherence to self-isolation is the key to successful transmission interruption;

 

(h) supports communications and engagement work about vaccination programmes including the need to continue to maintain other preventative measures; and

 

(i) supports continuing messages on the basic prevention measures such as social distancing, limiting contact with others, face coverings and handwashing, as these remain critical to controlling the disease over the next 4-6 months.

 

 

8.3

Reasons for Decision

 

 

8.3.1

As discussed in sections 2.4 and 2.5 of the report, asymptomatic testing needs to be done as part of an overall testing strategy, and as part of a comprehensive programme that includes contact tracing and self isolation. Asymptomatic testing can also do harm as well as having benefit, so in considering options we also took into account current evidence of the balance of benefit to harm, to resource required, to deliver an asymptomatic testing programme.

 

 

8.3.2

We discounted doing no asymptomatic testing, as the current evidence suggests there may be a favourable balance of benefit to harm to cost from doing frequent repeated testing in targeted cohorts of people.

 

 

8.3.3

We discounted doing community testing, as the current evidence, particularly from Liverpool, suggests the balance of benefit to harm to cost is not favourable. The evidence on Lateral Flow Devices does not support one-off use with large numbers of asymptomatic people, as it does not seem to have any meaningful impact on overall infection rates at a city level, and the potential to do harm (through false negatives, false positives, and widening inequalities) is too great.

 

 

8.4

Alternatives Considered and Rejected

 

 

8.4.1

No alternative options were considered for the COVID-19 vaccination programme, as this is being led by the NHS under direction of NHS England

 

 

8.4.2

Alternative options were considered for the asymptomatic testing strategy. These were:

  • Doing no asymptomatic testing
  • Doing community asymptomatic testing (eg like Liverpool)
  • Doing targeted cohort testing (the recommended option).

 

 

8.5

Any Interest Declared or Dispensation Granted

 

 

 

None

 

 

8.6

Reason for Exemption if Public/Press Excluded During Consideration

 

 

 

None

 

 

8.7

Respective Director Responsible for Implementation

 

 

 

Greg Fell, Director of Public Health

 

 

8.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

 

 

 

Healthier Communities and Adult Social Care Scrutiny and Policy Development Committee

 

Lead officer: Susan Hird


16/12/2020 - Procurement of a Vacant Property Security and Cleaning Contract ref: 2657    Recommendations Approved (subject to call-in)

To seek authority to procure the contracts for the supply of Vacant Property Security and Cleaning to support the in-house Repairs and Maintenance Service, and to award the contracts in line with the contents of the Cabinet report.

 

Decision Maker: Cabinet

Made at meeting: 16/12/2020 - Cabinet

Decision published: 05/01/2021

Effective from: 24/12/2020

Decision:

13.1

The Executive Director, Place, submitted a report seeking authority to procure the contracts for the supply of Vacant Property Security and Cleaning to support the in-house Repairs and Maintenance Services, in line with the contents of this report.

 

 

13.2

RESOLVED: That Cabinet:-

 

 

(a) approves the tendering of the contract for Vacant Property Security and Cleaning and related services, via a new Council framework following a tender exercise, as outlined in the report, to ensure the continuation of the ongoing support provision for the Vacant Property Security and Cleaning services, and associated work for the Repairs and Maintenance services to maintain our corporate, void and acquisitions properties; and

 

(b) delegates authority to the Executive Director of Place, in consultation with the Director of Finance and Commercial Services and the Director of Legal

and Governance to:

 

1. decide the award of the new contracts to the successful suppliers

chosen by the Council following the procurement; and

 

2. take all other decisions necessary in order to meet the aims, objectives

and outcomes of this report which are not already covered by existing

delegations in the Leader’s Scheme of Delegation.

 

 

13.3

Reasons for Decision

 

 

13.3.1

 The procurement will enable the Council to:

 

  • Have a compliant and flexible mechanism in place to meet the service requirements, whilst allowing for a thorough review in the medium term to identify any further savings/efficiencies as part of the ongoing Repairs & Maintenance TOM (target operating model) project. In addition, other Council clients will have access to a compliant Framework without the need to source their own requirements with the added efficiencies this will drive.

 

  • Harness any immediate savings and economies of scale that can be realised by re-engaging the market, with any savings realised that can be cashable in nature will contribute to the services’ savings target.

 

  • Realise the Council’s Social Value ambitions by driving further value added impact through this supply chain.

 

 

13.4

Alternatives Considered and Rejected

 

 

13.4.1

Alternative Option 1 – Do not Procure.

 

If the Council did not carry out this procurement then the Repairs and Maintenance (R&M) Service would not be able to maintain the Council’s Housing Stock in as timely a manner and many properties would remain empty until the decent homes upgrade could be carried out. This impacts on the Councils ability to take rental income from these properties.

 

The Housing R&M service are however committed to more self-delivery with less reliance on third party contractors and service providers – this is a future aspiration and will take time to realise, in the interim the support will continue to be required.

 

We are bound by the Public Contracts Regulations and Council Governance to conduct a procurement where the level of financial spend indicates this, alternatives around the route to market will be options appraised, considered and benchmarked and fully documented in the Procurement Strategy.

 

 

13.4.2

Alternative Option 2 – Extend the contract with the current supplier.

 

The current contract will expire on the 31st March 2021 and there are no further extensions possible under the framework agreement.

 

 

13.4.3

Alternative Option 3 – procure via a fully compliant Framework

 

As stated, there are a number of fully compliant frameworks offering all the services we require – these are dominated by three companies one of which is our incumbent - Orbis.

 

ORBIS PROPERTY SERVICES – Wakefield, Manchester & Birmingham

SPECIALIST PROPERTY SERVICES – Leicester

VACANT PROPERTY SERVICES – Rotherham based service centre.

 

Whilst these are tried and tested suppliers and much of the due diligence around their appointment has been previously managed none are local and we feel there is a local market to tap into – there are a number of suppliers in the Sheffield area who could offer these services and by using a framework these potential suppliers would be excluded.

 

We require a reactive and responsive service on both the clear and clean services and the vacant property security services. In addition, we have extensive Health & Safety requirements and adherence to these needs to be evidenced via the tender, subsequent contract documentation and ongoing contract management.

 

Whilst the national Framework requirements can be tailored to meet our needs the Framework market is covered by three suppliers only and the market has many more which we would exclude via this route.

 

In addition to this narrow Framework market a number of other considerations have driven the decision namely the overarching lack of local competition, the work required making the Framework representative of our needs and broader health and safety compliance requirements are directing us to letting a fully compliant framework in our own right. This may lead to a more diverse and local supply chain, which will provide some additional Social Value benefits, and potentially a more flexible approach to service delivery.

 

The use of a Sheffield City Council Framework will offer the greatest flexibility for service delivery where peaks and troughs can be managed and third party support can be tailored to supplement the in house capability and flex with this as services move to more self-delivery over time.

 

 

13.5

Any Interest Declared or Dispensation Granted

 

 

 

None

 

 

13.6

Reason for Exemption if Public/Press Excluded During Consideration

 

 

 

None

 

 

13.7

Respective Director Responsible for Implementation

 

 

 

Laraine Manley, Executive Director, Place

 

 

13.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

 

 

 

Safer and Stronger Communities Scrutiny and Policy Development Committee

 

Lead officer: Paula Martin


16/12/2020 - Stocksbridge Town Fund ref: 2655    Recommendations Approved

The report will seek authority to submit the Stockbridge Town Investment Plan to secure up to £25M of Central Government Funding for the regeneration of Stocksbridge.

 

Decision Maker: Cabinet

Made at meeting: 16/12/2020 - Cabinet

Decision published: 05/01/2021

Effective from: 24/12/2020

Decision:

11.1

The Director of Legal and Governance, submitted a report seeking delegated authority for her, in consultation with the Cabinet Member for Business and Investment, the Cabinet Member for Finance, Resources and Governance and the Executive Director of Resources to submit the Stockbridge Town Investment Plan to secure up to £25M of Central Government Funding for the regeneration of Stocksbridge.

 

 

11.2

RESOLVED: That Cabinet delegates authority to the Director of Legal & Governance, in consultation with the Cabinet Member for Business and Investment, the Cabinet Member for Finance, Resources and Governance and the Executive Director of Resources to submit the Stockbridge Town Investment Plan to secure up to £25M of Central Government Funding for the regeneration of Stocksbridge.

 

 

11.3

Reasons for Decision

 

 

11.3.1

The deadline for the submission of the Town investment Plan (TIP) is end of January 2021. Although the final agreed list of priority projects has not yet been agreed, it is apparent that there is an emerging consensus on the top priorities, reflecting both local residents aspirations as well as deliverability of the projects within the 4-5 year timescale.

 

 

11.3.2

There remain some issues regarding ownership and management of the “assets”, including associated risks and how that is addressed. However, this and other similar technical and legal issues will be addressed at the detailed planning and design stage when Members will have an opportunity to guide and ultimately take the final decision before committing on the ground.

 

 

11.3.3

Fundamentally this is a once in a generation opportunity to address some key infrastructure problems faced by Stocksbridge with its unique geography and challenges, compounded by the pandemic.

 

 

11.4

Alternatives Considered and Rejected

 

 

11.4.1

Do nothing – we could choose not to bid for the funding by not submitting a Town Investment Plan or bid for much reduced funding. There are no benefits under either option as it would simply mean a missed opportunity to regenerate one of the City’s neighbourhoods suffering from decline of the High Street and job losses

 

 

11.5

Any Interest Declared or Dispensation Granted

 

 

 

None

 

 

11.6

Reason for Exemption if Public/Press Excluded During Consideration

 

 

 

None

 

 

11.7

Respective Director Responsible for Implementation

 

 

 

Director of Legal and Governance

 

 

11.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

 

 

 

Economic and Environmental Wellbeing Scrutiny and Policy Development Committee

 

Lead officer: Yunus Ahmed


16/12/2020 - Special Educational Needs and Disabilities (SEND) - Ombudsman report ref: 2656    Recommendations Approved (subject to call-in)

The outcome of a recent ombudsman report into Miss B and her son G is required to be discussed at cabinet to consider the actions taken to remedy.

Decision Maker: Cabinet

Made at meeting: 16/12/2020 - Cabinet

Decision published: 05/01/2021

Effective from: 24/12/2020

Decision:

12.1

The Executive Director, People Services, submitted a report setting out the outcome of the recent ombudsman report into Miss B and her son G in relation to fault regarding his education provision between 2014 and 2019, for Members’ consideration.

 

 

12.2

RESOLVED: That Cabinet agrees the actions taken following publication of the Ombudsman report.

 

 

12.3

Reasons for Decision

 

 

12.3.1

Sheffield has a statutory and moral duty to provide appropriate education provision for children with Education, Health and Care (EHC) Plans.

 

 

12.4

Alternatives Considered and Rejected

 

 

12.4.1

No alternative options have been considered.

 

 

12.5

Any Interest Declared or Dispensation Granted

 

 

 

None

 

 

12.6

Reason for Exemption if Public/Press Excluded During Consideration

 

 

 

None

 

 

12.7

Respective Director Responsible for Implementation

 

 

 

John Macilwraith, Executive Director, People Services

 

 

12.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

 

 

 

Children, Young People and Family Support Scrutiny and Policy Development Committee

 

Lead officer: Tim Armstrong


16/12/2020 - Month 7 Capital Approvals 2020/21 ref: 2654    Recommendations Approved (subject to call-in)

This report provides details of the additions and variations to the Capital Programme for approval by Cabinet.

Decision Maker: Cabinet

Made at meeting: 16/12/2020 - Cabinet

Decision published: 05/01/2021

Effective from: 24/12/2020

Decision:

10.1

The Executive Director, Resources, submitted a report providing details of proposed changes to the Capital Programme as brought forward in Month 7 2020/21.

 

 

10.2

RESOLVED: That Cabinet:-

 

 

(a) approves the proposed additions and variations to the Capital Programme listed in Appendix 1 of the report, including the procurement strategies and delegates authority to the Director of Finance and Commercial Services or nominated Officer, as appropriate, to award the necessary contracts; and

 

(b) approves the acceptance of grants as detailed at Appendix 2

 

 

10.3

Reasons for Decision

 

 

10.3.1

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

 

 

10.3.2

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.

 

 

10.3.3

To obtain the relevant delegations to allow projects to proceed.

 

 

10.4

Alternatives Considered and Rejected

 

 

10.4.1

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.

 

 

10.5

Any Interest Declared or Dispensation Granted

 

 

 

None

 

 

10.6

Reason for Exemption if Public/Press Excluded During Consideration

 

 

 

None

 

 

10.7

Respective Director Responsible for Implementation

 

 

 

Eugene Walker, Executive Director, Resources

 

 

10.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

 

 

 

Overview and Scrutiny Management Committee

 

Lead officer: Damian Watkinson


05/01/2021 - Investing in Grants to the Voluntary and Community Sector 2021-2022 ref: 2675    Recommendations Approved

The report recommends the Grant Aid Budget for 2021/22 is set at the same levels at 2020/21 to ensure continuation of key activities through the Voluntary and Community Sector.

Decision Maker: Leader of the Council

Decision published: 05/01/2021

Effective from: 12/01/2021

Decision:

Agreed that:

 

1. approval be given for the extension of the existing Grant Aid Strategy (2017-20) for 12 further months from 1st April 2021 to 31st March 2022 as outlined in the report.

 

2. approval be given to the Grant Aid budget for the extension period of £1.437m for the financial year 2021-2022, as detailed within the report.

 

3. approval be given to the individual grant awards, as detailed within the report, and delegated authority be granted to the Head of Communities to enter into any such funding agreements, where no such authority exists under the Leaders Scheme of Delegations (LSOD).

 

4. approval be given to the re-launch of the Tackling Inequality Fund for applications, in line with the report.   Where no such authority exists under the LSOD, delegated authority be granted to the Head of Communities, in consultation with the Cabinet Member for Neighbourhoods and Community Safety to award and manage such grant awards in line with the report.

 

5. approval be given for the extension of the Lunch Club fund for a 12 month period for 2021/22, and where no authority exists under the LSOD, delegated authority be granted to the Head of Communities to agree such changes to the use the grant by the recipient, to support changes to their activity due to the impact of Covid 19.

 

6. approval be given to the support for the development of a Sheffield Voluntary Sector Strategy in line with the report.

 

7. where no existing authority exists under the LSOD, delegated authority be granted to the Head of Communities authority to:

 

(i)  agree the amounts, purposes and recipients of any individual grants awarded in year from the Grant Funds including any additional sums received, returned or unpaid and to carry out such management and award and withdrawal of such funding as necessary and in line with this report.

 

(ii) allocate any other additional sums that may be received in year from other parts of the Council or other partners as part of the Voluntary Sector Grant Aid process to fund local voluntary sector activity.

 

(iii) move the budgets between the stated grant streams if an underspend is identified during the financial year or to respond to needs during Covid Recovery.

 

(iv) make any necessary changes to the ‘outcomes and delivery’ of grants for 2021/22, in line with the objectives of the report.

 

Lead officer: Jason Siddall


04/01/2021 - Heart of the City II Managing Agent - Revised Route to Market ref: 2674    Recommendations Approved

Procurement for a Property Manager for the Heart of the City Blocks in Sheffield City Centre via the open tender procedure.

Decision Maker: Cabinet Member for Finance, Resources and Governance

Decision published: 04/01/2021

Effective from: 09/01/2021

Decision:

That the Cabinet Member approves:

 

  1. the procurement of a Property Managing Agent adopting the process outlined in the report; and

 

  1. that the Open-Tender procedure is used in order to expedite the appointment of the appropriate Managing Agent for the HOC II in the timescales required.

 

 

 

Lead officer: Ben White