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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

29/06/2020 - Provision of Grant Funding for Sheffield City Trust ref: 2551    Recommendations Approved

Decision Maker: Coronavirus (COVID-19) Decisions

Decision published: 10/07/2020

Effective from: 29/06/2020

Decision:

To approve the payment to Sheffield City Trust, by way of grant, the sum of £2.6m.

 

Lead officer: Ryan Keyworth


24/06/2020 - Transport and Facilities Management Service - Emergency PPE Operations ref: 2559    Recommendations Approved

Decision Maker: Coronavirus (COVID-19) Decisions

Decision published: 08/07/2020

Effective from: 24/06/2020

Decision:

To approve that the current infrastructure and resources are maintained to carry out the Emergency PPE operations until 31st March 2021, subject to:-

 

  • Exploration of resources required and re-deployment; and

 

  • Regular review and monitoring of levels to ensure they are still needed/required.

 

 

Lead officer: Nathan Rodgers


19/06/2020 - Parking Permit Refunds ref: 2558    Recommendations Approved

Decision Maker: Coronavirus (COVID-19) Decisions

Decision published: 08/07/2020

Effective from: 19/06/2020

Decision:

To agree that refunds or extensions to parking permits be approved specifically for Covid-19 related hardship where customers in need have requested support, subject to:-

 

·       criteria being drawn up to ensure consistent application for residential permits;

·       a blanket 3 month extension being granted for business permits; and

·       communications being produced to ensure all those eligible to apply are aware of the proposal.

 

Lead officer: Michael Crofts


24/06/2020 - School Crossing Patrol Wardens ref: 2557    Recommendations Approved

Decision Maker: Coronavirus (COVID-19) Decisions

Decision published: 08/07/2020

Effective from: 24/06/2020

Decision:

To reintroduce School Crossing Patrol Wardens at 5 sites where social distancing rules can be met, but with associated temporary works and full PPE provision.

 

Lead officer: Edward Highfield


24/06/2020 - Rents For Outdoor Advertising Hoardings ref: 2556    Recommendations Approved

Decision Maker: Coronavirus (COVID-19) Decisions

Decision published: 08/07/2020

Effective from: 24/06/2020

Decision:

Approval given to offer a 12 month deferral of the rent payable for Q1 for outdoor advertising contracts for small and large format hoardings across the City (Clear Channel and JC Decaux contracts), and to authorise the Director of Policy, Performance and Communications to, if necessary,  negotiate and agree rent reductions of no more than 20% for quarter 1. 

 

Lead officer: James Henderson


29/06/2020 - Neighbourhood Planning: Ecclesfield Parish Neighbourhood Area Designation ref: 2549    Recommendations Approved

To seek approval of the designation of the Ecclesfield Parish Council area as a Neighbourhood Area in accordance with Section 61G of the Town and Country Planning Act 1990 for the purpose of producing a Neighbourhood Plan.

Decision Maker: Interim Head of Planning

Decision published: 02/07/2020

Effective from: 29/06/2020

Decision:

Resolved: that the Council:-

 

a)  Designate the Ecclesfield Parish Neighbourhood Area as set out in the application (see Background Paper 1.) in accordance with section 61G of the Town and Country Planning Act 1990.

 

 b)  Publicise the Ecclesfield Neighbourhood Area designation in accordance with Regulation 7 of the Neighbourhood Planning (General) Regulations 2012 (as amended).

Lead officer: Colin Walker


26/06/2020 - eCargo Bike Grant Fund ref: 2548    Recommendations Approved

To inform the Cabinet Member for Transport and Development about the acceptance of the eCargo Bike grant from the Department of Transport for the funding of eCargo bikes for Sheffield business via a grant scheme using the funds awarded from the successful bid to the Energy Saving Trust.

 

Decision Maker: Cabinet Member for Transport and Development

Decision published: 26/06/2020

Effective from: 03/07/2020

Decision:

To:-

 

(a)  note the receipt of the Grant, as set out within the report; and

 

(b)  note the intended process to award grants to 26 businesses for 32 bikes, as per the grant submission.

 

Lead officer: Paul Sullivan


19/06/2020 - Cleaning Services Insourcing Project - Extension of Contract ref: 2547    Recommendations Approved

The purpose of this report is to provide an update on the overall position of the Cleaning Services Insourcing Project, specifically in relation to the impact of COVID-19 on the project; to identify risks relating to a 1st July 2020 insourcing, including potential options for a later insource date delivery; and to obtain approval from the Executive Director, Place, for the recommendations in the report.

 

Decision Maker: Executive Director, Place

Decision published: 26/06/2020

Effective from: 19/06/2020

Decision:

To:-

 

(a)  approve a six month extension to the Cordant contract which will facilitate insourcing and deal with unanticipated issues so the process can be completed before the end of this year; and

 

(b)  require that the contract extension has a break clause that can be exercised after three months to allow insourcing at 30 September 2020; and where for good reason this is not possible, insourcing should occur on 31 December 2020.

 

Lead officer: Whied Latif


12/06/2020 - Mobile Iron Capacity Increase ref: 2546    Recommendations Approved

Decision Maker: Coronavirus (COVID-19) Decisions

Decision published: 25/06/2020

Effective from: 12/06/2020

Decision:

To increase Mobile Iron capacity to support business continuity, incurring additional costs of £119k.

 

Lead officer: Mark Gannon


17/06/2020 - Non-Standard Rate Care Home Beds - Temporary Uplift ref: 2545    Recommendations Approved

Decision Maker: Coronavirus (COVID-19) Decisions

Decision published: 25/06/2020

Effective from: 17/06/2020

Decision:

To temporarily uplift non-standard rate care home beds by £25.25/week (5% of the standard rate) for the period April – June, based on January occupancy levels, in order to support care homes with Covid-19 related costs.

 

Lead officer: John Doyle


11/06/2020 - Risk Assessments For Services Wishing To Reinstate Activity ref: 2544    Recommendations Approved

Decision Maker: Coronavirus (COVID-19) Decisions

Decision published: 25/06/2020

Effective from: 11/06/2020

Decision:

To approve the three stage approach to risk assessments for services wishing to reinstate activity; with the three stages involving a building risk assessment performed by Facilities Management, a service specific Covid overlay risk assessment and then an individual risk assessment for staff members who have vulnerabilities.

 

Lead officer: Linsey Linton


11/06/2020 - Provision of Facemasks for Staff Working in Hospital Settings ref: 2543    Recommendations Approved

Decision Maker: Coronavirus (COVID-19) Decisions

Decision published: 25/06/2020

Effective from: 11/06/2020

Decision:

To provide facemasks for employees working in hospital settings, in line with the NHS requirements; this will also include staff making deliveries into hospital settings.

 

Lead officer: Linsey Linton


11/06/2020 - Provision of Face Coverings For Staff Travel ref: 2542    Recommendations Approved

Decision Maker: Coronavirus (COVID-19) Decisions

Decision published: 25/06/2020

Effective from: 11/06/2020

Decision:

To provide face coverings where staff are asked to travel on public transport to perform critical services, and this is the only reasonable option available.

 

Lead officer: Linsey Linton


17/06/2020 - The Future Delivery of Youth Services ref: 2536    Recommendations Approved

The report outlines the recommended next steps for delivery of youth services beyond September 2020.

 

Decision Maker: Cabinet

Made at meeting: 17/06/2020 - Cabinet

Decision published: 18/06/2020

Effective from: 17/06/2020

Decision:

11.1

The Executive Director, People Services, submitted a report outlining the recommended next steps for delivery of youth services beyond September 2020.

 

 

11.2

RESOLVED: That Cabinet:- 

 

 

 

(a)       notes the appraisal of delivery options and approves the future delivery model for youth services, as set out in the report;

 

(b)       approves the establishment of a cross-portfolio Project Board and Project Group to manage the end of the current contract and transfer relevant staff and services to the Council;

 

(c)        to the extent not covered by existing delegations, delegates authority to the Executive Director of People Services to make the appropriate arrangements to bring the relevant services in-house on 1st October 2020; and

 

(d)       notes that this decision will be subject to the Leader taking into consideration any recommendations from the Children, Young People and Family Support Scrutiny and Policy Development Committee.

 

 

11.3

Reasons for Decision

 

 

 

The approach set out in the report will provide a more coordinated set of provision and support for the young people of Sheffield and enable them to fulfil their potential.  Taking back the direct management and delivery of a range of youth services will enable the Council to take a flexible and integrated approach in future provision for young people.  A wider strategic citywide approach will enable the Council to engage with a range of other partners, including the NHS, police, schools, communities and the voluntary sector, to coordinate resources and approaches across the city, and enable us to deliver our ambitions and aspirations for young people in Sheffield.

 

 

11.4

Alternatives Considered and Rejected

 

 

11.4.1

Since 2015 a number of exercises have been undertaken by Council officers to consider the potential future delivery options for youth services, in preparation for the end of the long term contract with Sheffield Futures.  In 2015, for example, work investigating the potential to develop a youth mutual type organisation was undertaken with support from the Cabinet Office through its Delivering Differently for Young People programme.  Alternative approaches to the proposal set out in the recommendations in the report are outlined below.

 

 

11.4.2

Alternative Option 1 – Retender the current services contracted to Sheffield Futures

-          Delivery partnerships with charities or other independent organisations can provide opportunity to secure other resources (for example from charitable sources) to add value to the funding from Council contracts.  These opportunities will not be as available to Council-run services.  However, there are also a number of disadvantages of this option.

-          There exist a number of organisations nationally who might be in a position to bid to deliver our youth services.  However, there is a risk that the market might not be able to deliver services at a competitive price that meets the Council’s stringent pay and output requirements.

-          Some of the complexities of the TUPE and in particular pension costs of the existing staff are likely to be a barrier to new providers having an interest in the contract.  This might limit realistic bids and reduce competition or innovation.

-          External contracts do not always provide sufficient flexibility in delivery and resources to respond to emerging and changing needs and requirements.  This is a particular concern given that the intention is to develop more integrated and more flexible services that can adapt quickly.

-          If Sheffield Futures were not successful in securing this retendered contract then this would mean introducing a new provider to our local landscape of youth services as set out in the report.  This would create a more complex picture of services in contradiction of our ambition to integrate and simplify service provision for young people.

 

On balance we believe the positive benefits of this option are outweighed by the disadvantages compared to the preferred option of taking core services in-house.

 

 

11.4.3

Option 2 – Integrate and outsource a wider range of youth support services through an external commission

-          By expanding the number of additional functions included in an external contracted service, there are potential advantages through integration, and ability to attract alternative external resources through new funding models like social investment/impact bonds.

-          However, having explored a number of possible options, we have concluded that social investment models can be very complex, and are costly to commission and monitor.  The outcomes for young people we are seeking to achieve are often long term and influenced by a wide range of factors out of the control of the services we directly deliver.  This makes them unsuitable for a narrowly defined ‘payment by results’ approach overall, although this might be suitable for some individual defined projects.

-          Integrating externally would involve outsourcing a number of other existing Council-run services, including youth justice, care leaver support etc.  Our conclusion is that these services would be unsuitable for outsourced delivery as they are high risk and part of the Council’s core delivery of children’s social care services.

-          An external model reduces the Council direct control and influence, and flexibility of service delivery and resources.

 

 

11.4.4

Option 3 - Seek to create a new Sheffield Youth Mutual Organisation

-          A number of local authority areas have, in the last 10 years, moved to create new independent youth mutual organisations, effectively ‘spinning out’ their existing youth services into a new employee-led charitable organisation.

-          However, this option is not available to the Council, because our Youth Services are already delivered through a contract with an independent charity, and the staff are not employed by the Council.

 

 

11.4.5

Option 4 - Create an alternative type of new organisation (for example a Sheffield ‘Youth Trust’).

-          Under this option, a new organisation could be established, if possible in partnership with other organisations, in order to pool resources and funding.

-          The new organisation could take just a commissioning role (acting on behalf of all statutory organisations, for example, and contracting services on their behalf) OR directly employ staff and direct delivery.

-          This approach has some potential advantages in terms of collaboration and aligning of resources.  However, it would involve establishing a number of complex legal and organisational structures, including financial and contractual arrangements that would involve considerable costs to set up and maintain.  There was concern when looking at this option that funds better used for frontline youth services would be used in managing the organisational arrangements and potential sub-contracting arrangements.

-          One option in this category that was investigated was creating what is called a ‘teckal’ organisation – this is a company operating at arm’s length from a council, but which is owned and directed by the Council.  This model has potential advantages in that it can be more directly controlled and resources can be shared without competitive tender processes.  However, a teckal company has limited scope to trade externally and draw in other resources, meaning ultimately it has been rejected as no more advantageous than the Council directly running the services and employing the staff itself.

 

 

11.4.6

Option 5 - Stop or significantly reduce youth services

-          This is not considered a viable option because the Council is committed to positive outcomes for young people and to community based youth work and support.

-          A number of statutory duties still exist which we need to continue to deliver.

 

 

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

 

 

 

John Macilwraith, Executive Director, People Services.

 

 

11.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

 

 

 

Children, Young People and Family Support.

 

Lead officer: Sam Martin


17/06/2020 - Month 1 Capital Approvals 2020-21 ref: 2535    Recommendations Approved

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

Decision Maker: Cabinet

Made at meeting: 17/06/2020 - Cabinet

Decision published: 18/06/2020

Effective from: 25/06/2020

Decision:

12.1

The Executive Director, Resources, submitted a report providing details of proposed changes to the Capital Programme 2020/21, as brought forward in Month 1.

 

 

12.2

RESOLVED: That Cabinet 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 contract.

 

 

12.3

Reasons for Decision

 

 

 

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

 

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.

 

To obtain the relevant delegations to allow projects to proceed.

 

 

12.4

Alternatives Considered and Rejected

 

 

 

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.

 

 

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

 

 

 

Eugene Walker, Executive Director, Resources.

 

 

12.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

 

 

 

Overview and Scrutiny Management Committee.

 

Lead officer: Damian Watkinson


08/06/2020 - Household Waste Recycling Centres - Temporary Increase in Opening Hours ref: 2541    Recommendations Approved

Decision Maker: Coronavirus (COVID-19) Decisions

Decision published: 18/06/2020

Effective from: 08/06/2020

Decision:

To temporarily increase opening hours at the Household Waste Recycling Centres (HWRCs), with all sites opening 7 days a week, and from 9.00 a.m..

 

Lead officer: Gillian Charters


10/06/2020 - Markets Service - Rent Free Period ref: 2540    Recommendations Approved

Decision Maker: Coronavirus (COVID-19) Decisions

Decision published: 18/06/2020

Effective from: 10/06/2020

Decision:

To approve a rent free period for market traders until the end of July 2020, in accordance with the details reported to the Council’s Incident Management Group.

 

Lead officer: Michael Crofts


15/06/2020 - Implementing the South Yorkshire Devolution Deal - Consent to Draft Order ref: 2539    Recommendations Approved

To give Sheffield City Council’s consent to the draft Order.

 

Decision Maker: Chief Executive

Decision published: 17/06/2020

Effective from: 15/06/2020

Decision:

Having consulted with the Leader of the Council and the Director of Legal and Governance, to give consent on behalf of Sheffield City Council to the draft Barnsley, Doncaster, Rotherham and Sheffield Combined Authority (Functions and Amendment) Order 2020.

 

Lead officer: Gillian Duckworth