Use the search options below to find information regarding
decisions that have been taken by the Council’s decision
making bodies.
Contract award to Esh Construction Ltd by
rotation via the YORbuild2 framework.
Decision Maker: Head of Commercial Business Development
Decision published: 24/01/2022
Effective from: 25/10/2021
Decision:
That (1) the tender of Esh Construction Ltd in
the notional sum of £1,221,79.40 is accepted; and
(2) a Letter of Acceptance is issued
accordingly.
Decision taken by the Director of Finance
& Commercial Services or her nominee under the authority
delegated by Leaders Report on 29.04.21
For more information regarding the decision,
please see Appendix 1 of the Leaders Decision.
https://democracy.sheffield.gov.uk/ieDecisionDetails.aspx?ID=2767
For more information regarding the project,
please contact Janet Kerr (Janet.kerr@sheffield.gov.uk
)
Lead officer: Tim Hardie
Contract award to E.ON Energy Solutions by direct appointment via the
Fusion21 framework.
Decision Maker: Head of Commercial Business Development
Decision published: 24/01/2022
Effective from: 25/10/2021
Decision:
That (1) the tender of E.ON Energy Solutions
in the sum of £2,038,237.24 is accepted; and
(2) a Letter of Acceptance is issued
accordingly.
Decision taken by the Director of Finance
& Commercial Services or her nominee under the authority
delegated by Cooperative Executive on 23.06.21
For further information regarding the
decision, please see Co-operative Executive Agenda Item 12
https://democracy.sheffield.gov.uk/ieListDocuments.aspx?CId=123&MId=7557&Ver=4
For further information regarding the project,
please contact Janet Sharpe (janet.sharpe@sheffield.gov.uk
)
Lead officer: Tim Hardie
Following on from the Co-operative
Executive’s approval in July 2021 of the Commissioning Plan
for Community Dementia Support 2021-27 and associated procurement,
the purpose of this report is to seek Executive Director
approval for:
- The procurement and award of a
contract for the Dementia Specialist Advice Service which:
- provides advice and training for
professionals and volunteers supporting people living with dementia
and their carers
- fills a gap to provide a single
point of access into local community dementia support for people
living with dementia and their carers; and
- The award of grants to:
- 10 People Keeping Well lead partner
organisations for local community dementia support across the city
covering the 18 People Keeping Well partnerships; and
- Sheffield Dementia Action Alliance
to support Sheffield becoming a dementia-friendly city; and
- Sheffield Dementia Involvement Group
to hear the voices of people living with dementia and their carers;
and
• The
authorisation of an extension of the current grant to Sheffield
Dementia Action Alliance (SDAA) to the start of the new SDAA grant
period, to allow for re-alignment of funding; and
• The
authorisation of the de-commissioning of 4 specifically-located
dementia cafes at the end of their current contracts to ensure
investment for dementia activities is equitable across the city
The current contracts and grants expire during
the period 1st December 2021 – 31st March 2022.
Decision Maker: Executive Director, People Services
Decision published: 01/11/2021
Effective from: 28/10/2021
Decision:
That the Executive Director of People
Services:
- Approves the procurement and award
of a contract for the Dementia Specialist Advice Service to the
successful bidder, as outlined in the report;
- Approves the award of grants to the
10 People Keeping Well (PKW) lead partner organisations for local
community dementia support across the city covering the 18 People
Keeping Well partnership areas, as outlined in the report;
- a) Approves the
extension of the current grant to Sheffield Dementia Action
Alliance (SDAA) to the start of the new SDAA grant period, to allow
for re-alignment of funding starting on 01 April 2022, as
outlined in the report;
b) Approves the
award of a grant to Sheffield Dementia Action Alliance to support
Sheffield becoming a dementia-friendly city, as outlined in the
report;
- Approves the award of a grant to
Sheffield Hospitals Charity on behalf of Sheffield Health and
Social Care NHS Foundation Trust for Sheffield Dementia Involvement
Group (SHINDIG) to hear the voices of people living with dementia
and their carers, as outlined in the
report; and
5.
Authorises the de-commissioning of 4 specifically-located dementia cafes at the end of
their current contracts on 31 March 2022, to ensure investment for
dementia activities is equitable across the city, as outlined in
the report.
Lead officer: Nicola Shearstone
To seek approval to award a capital grant of
up to £900,000 to the M.R.C Pension Trust Limited towards the
costs of refurbishment of 33-35 Fargate. The grant will result in
job creation and contribute to delivering the objectives of the
‘Front Door Scheme’ intervention funded by the Future
High Streets Fund.
Decision Maker: Executive Director, Place
Decision published: 29/10/2021
Effective from: 28/10/2021
Decision:
That the Executive Director of Place in
consultation with the Director of Finance and Commercial Services,
the Director of Legal and Governance and the Co-operative Executive
Member for Finance approves grant funding to M.R.C Pension Trust
Limited (M.R.C) under the amended terms of the grant funding
agreement.
Lead officer: Matt Hayman
To outline the Accommodation
for Ex-Offender Scheme and its planned delivery.
To seek approval to receive the
funding from the MHCLG and progress to the deliver stage of the
scheme.
Decision Maker: Director of Housing and Neighbourhoods Service
Decision published: 29/10/2021
Effective from: 06/10/2021
Decision:
That the Director of Housing Services:
1.
Approve the acceptance of the MHCLG grant offer of £187,041;
and
2.
Approve the recruitment of such staff and the delivery of the
scheme as detailed in this report within City Wide Housing
Services.
Lead officer: Jonathan South
Decision Maker: Co-operative Executive
Made at meeting: 20/10/2021 - Co-operative Executive
Decision published: 22/10/2021
Effective from: 29/10/2021
Decision:
9.1
|
The report
sought approval of the Sheffield Land and Property Plan (Corporate
Asset Management Plan).
The City
Council’s land, property and assets have a significant role
to play in delivering services and shaping the future of the city
and its communities. The ‘Sheffield Land and Property
Plan’ sets out at a high level, how the City Council will use
and manage its assets to deliver its ambitions for
Sheffield. It provides a framework and
principles to guide decision making, and
maximise the benefits for the City and its people.
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9.2
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RESOLVED: That Co-operative Executive:-
- Approve the Sheffield Land and Property Plan attached to this
report.
- Note
that more detailed policies and procedures to support the Plan will
be brought forward for approval in accordance with the appropriate
corporate decision-making process.
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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
Council’s land and property portfolio is a finite resource,
expensive to hold and maintain. Since the publication of the last
plan, there have been a number of
changes which have resulted in new challenges and opportunities for
the city. It is therefore increasingly important that the City
Council’s assets are used to best effect in delivering vital
services and priorities, whilst minimising the
cost.
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9.3.2
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The Plan
provides local people, Members and
officers with a clear statement of how the council’s estate
will be used to maintain and enhance service delivery and
contribute to the wider ambitions of the City balanced against the
financial constraints within which the Council now
operates.
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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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The Council
could do nothing; but this would result in ad hoc decision making
and a lack of focus. With operational costs and maintenance demands
far outstripping available resources the whole estate will continue
to deteriorate eventually resulting in the closure of key council
buildings and the subsequent knock on
effect on service delivery for the people of
Sheffield.
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9.5
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Any
Interest Declared or Dispensation Granted
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None
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9.6
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Reason for Exemption if Public/Press Excluded During
Consideration
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None
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9.7
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Respective Director Responsible for
Implementation
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Interim
Executive Director, Place
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9.8
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Relevant Scrutiny and Policy Development Committee If Decision
Called In
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Overview and
Scrutiny Management Committee
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The Buchanan Green Retirement Living Scheme is
a new Sheffield City Council Housing and Neighbourhoods Older
People’s Independent Living (OPIL) development which is
scheduled to open Spring 2022. 50% of
the tenants living in the scheme will be eligible for an adult
social care and support service to meet their needs, therein we are
required to tender and procure a contracted provider for the
delivery of these services.
Decision Maker: Co-operative Executive
Made at meeting: 20/10/2021 - Co-operative Executive
Decision published: 22/10/2021
Effective from: 29/10/2021
Decision:
10.1
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The purpose of
the report was to seek approval to develop a procurement strategy
and then to tender for the contract for the delivery
of adult’s care and support services at Buchanan Green
Retirement Living Scheme.
In order to do
this, we would also like to seek approval from the Co-operative
Executive to delegate authority to the Director of Adult Services
to take the necessary steps to implement the Procurement Strategy
and award the contract for Buchanan Green Retirement
Living Scheme.
The report highlighted the importance of ensuring the delivery
of care and support services that meet the needs of the people
within the new Scheme, by procuring a care and support provider
able to fully meet the requirements of the Service
Specification.
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10.2
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RESOLVED: That Co-operative Executive:-
Delegate
authority to the Director of Health and Adult Social Care in
consultation with the Director of Legal and Governance Services,
Director of Finance and Commercial Services and the lead Executive
Member for Health and Social Care:
i) To develop a procurement strategy and award
contracts in line with this report; and
ii) Take other
such necessary steps not covered by existing delegations to achieve
the outcomes and objectives of this report.
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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 Buchanan
Green Scheme will be opening in Spring 2022. Potentially up to 50%
of the tenants living in the scheme will have an assessed eligible
personal care and support need. The
procurement will be required for the delivery of planned care for
those with an assessed care need, plus unplanned care and support
service to all tenants living in the scheme. If a
contracted provider is not established ready for the opening of the
scheme, there would be no planned or unplanned care provision for
tenants.
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10.3.2
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The majority of
the tenants with eligible care needs will already have care and
support packages in place prior to the move. The tenants who
accessed council arranged Home Care services will potentially free
up some much needed capacity within the Independent Sector and in
most cases will reduce costs, with Home Care packages generally
being charged at a higher rate.
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10.3.3
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Buchanan Green
will be a vibrant independent living community, which is the
central characteristic that differentiates it from a care
home. The delivery of planned
pre-assessed care and support services via an on-site care
presence, and the provision of unplanned care and support where
required to all tenants, is a key element to sustaining this ethos
and promoting it as a feasible alternative to residential
care.
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10.3.4
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This proposal
also allows for the continued close working with Health, Housing
and Public Health colleagues.
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10.3.5
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The flexibility
of the on-site support easily supports outcomes-based care and
support, with positive outcomes for all tenants including people
living with dementia.
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10.3.6
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The proposed
levels of care will help support a balanced community and enable
tenants to have a ‘home for life’, at the same time
preventing or delaying the need for permanent care.
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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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As part of the
review of the Extra Care contracts the following alternative
options were considered but scored poorly in the options appraisal
against strategic fit, and neither option was
recommended.
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10.4.2
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‘To
provide a service via the Home Support
Framework’. Day time support
arranged on a case-by-case basis from providers on the Home Care
Framework and overnight support provided by City Wide Care
Alarms. This is not consistent with any
of the important elements of independent living and would have an
unacceptably high impact on the individuals.
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10.4.3
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To operate an
onsite 24/7 dedicated care and support service via procurement of a
care provider to deliver the service.
The 24/7 service would include planned and unplanned support to all
tenants, with the exception of planned overnight care, that would
continue to be delivered via the ‘Care at Night’
service. This option was unsustainable as tenants do not pay any
contribution toward the cost of the 'overarching' 24 hour
support.
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10.5
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Any
Interest Declared or Dispensation Granted
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Councillor Jayne
Dunn declared a personal interest as a the local ward
member.
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10.6
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Reason for Exemption if Public/Press Excluded During
Consideration
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None
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10.7
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Respective Director Responsible for
Implementation
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Executive
Director, People Services
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10.8
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Relevant Scrutiny and Policy Development Committee If Decision
Called In
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Healthier
Communities and Adult Social Care
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Lead officer: Sarah Swinburn
1.
Note the forecast position;
2.
Note, as a planning assumption, core Council Tax increases of 2%
each year;
3.
Note the additional pressures caused by the COVID crisis, and in
response consider what further transformation savings are required,
and lobby Central Government for additional financial support;
4.
Note that the Council’s current level of reserves provides a
limited amount of time for action to be taken strategically in
response to the COVID crisis and the more general financial
position, but that firm actions will be needed, on current
projections, to maintain financial stability in the short to medium
term. These actions will include further co-operation with other
key stakeholders, in particular the NHS; and
5.
Note that unless firm action is taken to contain pressures, deliver
agreed savings, and focus any new spending on a small number of key
priorities, the Council’s financial position will soon spiral
out of control.
Decision Maker: Co-operative Executive
Made at meeting: 20/10/2021 - Co-operative Executive
Decision published: 22/10/2021
Effective from: 29/10/2021
Decision:
11.1
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To provide
Members with details of the forecast financial position of the
Council for the next 4 years (2022/23 to 2025/26) and to set the
financial constraints within which the budgeting and business
planning process will need to work to achieve a balanced budget
position over the medium term.
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11.2
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RESOLVED: That Co-operative Executive:-
1.
Note the forecast position;
2.
Note, as a planning assumption, core Council Tax increases of 2%
each year;
3.
Note the additional pressures caused by the COVID crisis, and in
response consider what further transformation savings are required,
and lobby Central Government for additional financial support;
4.
Note that the Council’s current level of reserves provides a
limited amount of time for action to be taken strategically in
response to the COVID crisis and the more general financial
position, but that firm actions will be needed, on current
projections, to maintain financial stability in the short to medium
term. These actions will include further co-operation with other
key stakeholders, in particular the NHS; and
5.
Note that unless firm action is taken to contain pressures, deliver
agreed savings, and focus any new spending on a small number of key
priorities, the Council’s financial position will soon spiral
out of control
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11.3
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Reasons for Decision
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11.3.1
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To inform
Co-operative Executive Members of the latest changes to the
Council’s medium term forecasts,
and to provide a strategic framework for the development of budget
proposals and the business planning process beyond
2022/23.
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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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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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11.5
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Any
Interest Declared or Dispensation Granted
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None
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11.6
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Reason for Exemption if Public/Press Excluded During
Consideration
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None
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11.7
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Respective Director Responsible for
Implementation
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Executive
Director, Resources
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11.8
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Relevant Scrutiny and Policy Development Committee If Decision
Called In
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Overview and
Scrutiny Management Committee
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Wards affected: (All Wards);
Lead officer: Eugene Walker
A Salary Sacrifice Car Lease Scheme allows the
Council to provide employees with a brand new fully maintained and
insured electric car through flexible benefits, at a lower cost
than they could normally achieve in the retail market. We seek to
introduce a scheme to encourage the purchase of electric vehicles
to contribute towards the aim of the city achieving Net Zero by
2030.
Decision Maker: Co-operative Executive
Made at meeting: 20/10/2021 - Co-operative Executive
Decision published: 22/10/2021
Effective from: 29/10/2021
Decision:
7.1
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The purpose of
this report is to outline the proposal to introduce a car lease
salary sacrifice scheme (electric vehicles) for Council Employees
and to seek approval to enter into a
contract with the supplier.
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7.2
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RESOLVED: That Co-operative Executive:-
1.
Approves the implementation of a Car Lease Salary Sacrifice Scheme
(electric vehicles) to be made available to Sheffield City Council
employees.
2.
Approves the Council entering a Contract with a Supplier for the
provision of the Scheme as outlined in this report.
3.
Delegates authority to the Executive Director of Resources, in
consultation with the Director of Finance and Commercial Services
and the Director of Legal and Governance to:
a.
agree the terms of the Scheme Policy.
b.
take all other decisions necessary to meet the aims, objectives and
outcomes of this report which are not already covered by existing
delegations in the Leaders Scheme of Delegation.
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7.3
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Reasons for Decision
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7.3.1
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It is
recommended that the Council approves the implementation of a Car
Lease Salary Sacrifice Scheme (electric vehicles) to be made
available to Sheffield City Council employees. This will help to meet the target of Net Zero by
2030.
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7.4
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Alternatives Considered and Rejected
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7.4.1
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Alternative
options that were considered as part of this scheme are detailed
below.
Alternative Option 1 – ULEV Scheme – Vehicles
under 75 g/km
Advice from the
Sustainability and Climate Change Service suggests that supporting
the purchase of ULEV to include hybrid vehicles may help to achieve
a reduction in specific vehicle emissions if this is replacing a
diesel vehicle or one with higher emissions. However, it could
increase the amount of carbon dioxide emissions and continues to
produce higher carbon emissions if the new vehicle is not a
replacement for an existing vehicle.
Alternative Option 2 - Green Scheme – Vehicles under
120 g/km
Manufacturers
are continually improving the efficiency of engines and reducing
CO2 emissions. There are several hundred vehicles that will fall
into this category offering a wide selection of vehicles. As a
result, employees who are considering a new vehicle purchase could
purchase a vehicle with lower emissions than their current vehicle.
Employees who have purchased a car more recently e.g. in the last 3 or 4 years, may already have a
vehicle with emissions lower than 120 g/km. Therefore, it is
possible that offering vehicles within this category may not result
in lower emissions. In any event, the scheme should exclude diesel
vehicles to support a reduction in carbon emissions.
Alternative Option 3 - Do
Nothing
The scheme will
support the Council’s clean air agenda and should result in a
positive impact resulting in a reduction in vehicle emissions in
Sheffield.
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7.5
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Any
Interest Declared or Dispensation Granted
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None
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7.6
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Reason for Exemption if Public/Press Excluded During
Consideration
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None
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7.7
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Respective Director Responsible for
Implementation
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Executive
Director, Resources
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7.8
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Relevant Scrutiny and Policy Development Committee If Decision
Called In
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Overview and
Scrutiny Management Committee
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Wards affected: (All Wards);
Lead officer: Shaun Lee
The report will seek approval
for a revised Local Development Scheme (LDS) which will set out the
local plan documents the Council will consult on and the timetable
for producing them.
The report will also set out
the process for engaging with Members of the Council on the overall
spatial options, with the aim of reaching agreement on a preferred
approach in advance of producing the Draft Sheffield Plan (to be
published for public consultation in 2022).
Decision Maker: Co-operative Executive
Made at meeting: 20/10/2021 - Co-operative Executive
Decision published: 22/10/2021
Effective from: 29/10/2021
Decision:
8.1
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The report
sought approval for a revised Local Development Scheme (LDS) (which
set out the development plan documents that SCC will prepare and
consult on and the timetable for producing them) and to secure the
bringing into effect of the LDS on 21 October 2021.
The report also
set out the process for engaging with Members on the overall
spatial options, with the aim of reaching agreement on a preferred
approach by January 2022 (in advance of producing the Publication
Draft Sheffield Plan; to be published for public consultation in
October 2022).
Approval was
also sought for the establishment of a new Sheffield Plan Member
Working Group to provide an ongoing political steer for officers on
the content of the Plan.
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11.2
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RESOLVED: That Co-operative Executive:-
- approves the revised Local Development Scheme
attached as an Appendix to this report;
- resolves that it is to have effect from 21
October 2021;
- agrees to the LDS being published on the
Council’s website;
- approves the process for cross-party engagement
with Members on the overall spatial options;
and
- approves the establishment of a new Sheffield Plan Member
Working Group, with membership drawn from the Climate Change,
Economy and Development Transitional Committee
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8.3
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Reasons for Decision
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8.3.1
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As explained in
the report, the local planning authority is legally required to
produce a Local Development Scheme and keep it up to date and so
the recommendations in this report are made to secure compliance
with that statutory requirement. The
LDS sets the timetable for delivery of a new Local Plan, which will
be designed to contribute towards securing a strong economy,
thriving neighbourhoods and communities, improving health and
wellbeing, addressing inequalities across the city, mitigating and
adapting to climate change and increasing
biodiversity.
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8.3.2
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The changes to
national planning policy and practice guidance mean it is
appropriate to allow more time for the new administration to
consider the overall spatial options.
Officers require a clear political steer on the preferred broad
approach before the details can be worked in the full Publication
Draft Plan and before public consultation takes place in autumn
2022.
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8.3.3
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Establishment of
a new cross-party Sheffield Plan Member Working Group will enable
officers to obtain an ongoing political steer on the content of the
Plan in advance of the Plan being submitted to Government for
public examination.
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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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The preparation,
bringing into effect and revision of a Local Development Scheme are
statutory requirements and in that regard there is no alternative
option. Otherwise the Secretary of
State can prepare an LDS and direct the local planning authority to
bring it into effect and the Council would have very little, if
any, input into that. However, the time
periods allocated to each stage of the process in the revised LDS
have been carefully considered. It is
important that timely progress is made but it is equally important
that the timetable can be adhered to.
The time periods included in the revised LDS are considered to be
the most appropriate and realistic.
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8.4.2
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In the proposed
revised LDS, we have allowed for additional time after submission
of the Plan because experience elsewhere suggests that the process
from the date of submission to adoption typically takes 18-24
months. Given the size of Sheffield and
the number of sites that are likely to be the subject of
representations at examination, we believe that a period of 20
months is a reasonable estimate for that stage in the
process.
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8.5
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Any
Interest Declared or Dispensation Granted
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None
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8.6
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Reason for Exemption if Public/Press Excluded During
Consideration
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None
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8.7
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Respective Director Responsible for
Implementation
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Interim
Executive Director, Place
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8.8
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Relevant Scrutiny and Policy Development Committee If Decision
Called In
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Overview and
Scrutiny Management Committee
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Wards affected: (All Wards);
Lead officer: Simon Vincent
This report provides details of the additions and variations
to the Capital Programme for approval by Cabinet, alongside details
of procurement strategies and any capital grants for acceptance or
issue.
Decision Maker: Co-operative Executive
Made at meeting: 20/10/2021 - Co-operative Executive
Decision published: 22/10/2021
Effective from: 29/10/2021
Decision:
12.1
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The report provided details of proposed changes to the Capital
Programme as brought forward in Month 5
2021/22.
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12.2
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RESOLVED: That Co-operative Executive:-
Approve the
proposed additions and variations to the Capital Programme listed
in Appendix 1, including the procurement strategies and delegate
authority to the Director of Finance and Commercial Services or nominated Officer,
as appropriate, to award the necessary contracts
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12.3
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Reasons for Decision
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12.3.1
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The proposed
changes to the Capital programme will improve the services to the
people of Sheffield.
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12.3.2
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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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12.3.3
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Obtain the
relevant delegations to allow projects to
proceed.
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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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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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12.5
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Any
Interest Declared or Dispensation Granted
|
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None
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12.6
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Reason for Exemption if Public/Press Excluded During
Consideration
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None
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12.7
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Respective Director Responsible for
Implementation
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Executive
Director, Resources
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12.8
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Relevant Scrutiny and Policy Development Committee If Decision
Called In
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Overview and
Scrutiny Management Committee
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Wards affected: (All Wards);
Lead officer: Damian Watkinson
Following the Cooperative Executive’s
decision to approve the Council accepting grant funding from the
Tees Valley Combined Authority (TVCA) for the Green Homes Grant
Local Authority Delivery (LAD II) Scheme and in accordance with the
delegation detailed in that report, the Council is now seeking to
award the contract to E.ON Energy Solutions (E.ON) and enter in to
an agreement with E.ON to deliver associated works and services to
private sector owner-occupied properties as outlined in the
report.
Decision Maker: Executive Director, Place
Decision published: 22/10/2021
Effective from: 21/10/2021
Decision:
That the Executive Director of
Place approves the contract award and the entering into an
agreement with E.ON as outlined in the report.
Lead officer: Janet Sharpe
To provide £15 food vouchers to
approximately 29,500 eligible families for the October 2021
half-term holidays, using existing supplier Edenred.
Decision Maker: Leader of the Council
Decision published: 15/10/2021
Effective from: 14/10/2021
Decision:
That the Leader of the Council:
- Accepts Household Support Fund grand funding of
£5.2m.
- Approves spend of £442.5k for the purpose of
providing free school meal vouchers to those eligible for free
school meals, as detailed within this report.
- Notes that SCC need to produce a
delivery plan to be submitted to DWP on how we plan to spend the
HSF by 29th October 2021.
4.
Delegates authority to the Executive Director of People Services,
in consultation with the Director of Finance and Commercial
Services and the Director of Legal and Governance to implement the
delivery plan and take such decisions necessary to meet the aims,
objectives of the plan and this report which are not already
covered by existing delegations in the Leaders Scheme of
Delegation.
Lead officer: Mark Sheikh
To seek approval to authorise
the award for procurement for the hire,
maintenance, testing, installation, removal and storage of
Sheffield Christmas Illuminations 2022/2026.
Decision Maker: Executive Director, Place
Decision published: 15/10/2021
Effective from: 22/10/2021
Decision:
That the Interim Executive
Director, Place:-
1.
Approve the procurement of a provider to deliver Sheffield
Christmas Illuminations, as detailed and set out in the report.
2.
Delegates authority to the Director of Business Strategy, in
consultation with the Director of Finance and Commercial Services
to agree the terms of the contract and thereafter to award the
contract to the successful tenderer.
3.
Where no existing authority exists, delegate authority to Director
of Business Strategy, in consultation with the Director of Finance
and Commercial Services, to take such steps to meet the aims and
objects as detailed and set out in this report.
Lead officer: Angela Gower