Decisions

9.1

The report outlined the proposed programme for the Transition to a Committee System and sought a budget and delegations to enable the programme to move forward.

9.2

RESOLVED: That the Co-operative Executive:

1. Notes the decisions taken by Full Council;

2. Notes the proposed programme to facilitate the transition to a committee system of governance as required by Regulation 18 of the Local Authorities (Referendums) (Petitions) (England) Regulations 2011;

3. Approves a budget of £1.3m to enable to programme to be undertaken; and

4. To the extent that any decisions to be taken are Executive decisions and are not the subject of existing delegations, delegates authority to the Director of Legal and Governance in consultation with the Governance Committee to take such decisions as are necessary to facilitate the programme outlined in this Report and the transition to a committee system of governance.

9.3

Reasons for Decision

9.3.1

To enable the transition to a committee system of governance to be facilitated in the most efficient and effective way possible

9.4

Alternatives Considered and Rejected

9.4.1

In accordance with Regulation 18 of the Local Authorities (Referendums) (Petitions) (England) Regulations 2011, the Council must implement proposals for a Committee System of Governance.  It could attempt to do so without putting in place the proposed programme governance and external support set out in this Report.  However, this is not recommended.  Without suitable resource and support there is a risk that the Council will be unable to complete the transition as required or that the transition will not be successful.

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

Director of Legal and Governance

9.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Overview and Scrutiny Management Committee

8.1

The report set out Sheffield City Council’s One Year Plan.  The One Year Plan is a clear statement of purpose for the year ahead describing the practical steps that we will take and actions we will deliver, working with our communities and partners, to improve the lives of everyone who lives in the city.

The Plan:

·       Sets out the first steps we will take on a roadmap to recovery from Covid-19, recognising the huge impact that the pandemic has had on the people and communities of Sheffield.  We will use the plan as a springboard to help us rebuild and recover from this once-in-a-generation shock to our way of life.

·       Provides clarity for people and communities so that they know what we stand for and what they should expect from Sheffield City Council in the year ahead

·       Offers clear purpose to our employees so that they know what is important to us, how their work contributes to our collective success and are empowered to bring their passion and energy to bear in service of clear objectives

·       Provides an ambitious statement to our partners, in Sheffield and beyond, that we want to collaborate and work together to achieve more for the city than we ever could working alone

·       Aligns to the themes of the new Transitional Committees, providing a focus for their work plans over the coming year

·       establishes the vital foundations for a longer-term corporate plan and priority-based budget for future years, with work proposed to start on a new 3-5 year plan this summer.

8.2

RESOLVED: That the Co-operative Executive:-

1. Agrees the One Year Plan for Sheffield City Council;

2. Agrees to receive regular progress updates on the delivery of the commitments in the One Year Plan during the year; and

3.    Notes the proposed new leadership and accountability arrangements for the executive senior leadership of the organisation and proposed investment in enhancing the leadership capacity of the Place Portfolio.

8.3

Reasons for Decision

8.3.1

The recommendations recognise that the Covid-19 pandemic has seen an unprecedented collaborative response from communities and public, private, and VCF sector partners in the city. The coming year is a pivotal moment for the city and the recommendations reflect the ambitions of the Co-operative Executive to deliver an immediate plan to support the city’s recovery and ensure that SCC is well-placed to respond to the ambitions and expectations of all our communities. The One Year Plan should therefore enable the Co-operative Executive and the Council to deliver and progress to be measured against the aims set out in this plan over the year.

8.4

Alternatives Considered and Rejected

8.4.1

This proposal fulfils a commitment previously made at Co-operative Executive so no alternative options have been considered.

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

Chief Executive

8.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Overview Scrutiny & Management Committee

13.1

The report provided the outturn monitoring statement on the City Council’s Revenue and Capital Budget Outturn as at the end of Month 12, 2020/21

13.2

RESOLVED: Co-operative Executive:-

1.    Note the updated information and management actions provided by this report on the 2020/21 Revenue Budget Outturn;

2.    approves the People Portfolio carry forward request, as detailed in Appendix 1 of the report;

3.     Note the annual Treasury Management Outturn report for 2020/21, attached as Appendix 2 of the report;

4.    Approve the actual 2020/21 Prudential and Treasury Indicators presented in Annex 2 of Treasury Management Outturn report; and

5.    In relation to the Capital Programme, note the forecast Outturn position described in Appendix 3 of the report.

13.3

Reasons for Decision

13.3.1

To record formally changes to the Revenue Budget and the Capital Programme.

13.4

Alternatives Considered and Rejected

13.4.1

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.

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

Executive Director, Resources

13.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Overview and Scrutiny Management Committee

12.1

The purpose of the report is to seek Co-operative Executive approval to renew the School Improvement contract between Sheffield City Council (SCC) and Learn Sheffield.

This includes:

•                The award of a contract to Learn Sheffield for the school improvement service which:

o   Delivers the statutory duties in relation to school improvement on behalf of SCC

o   Supports the delivery of the Sheffield Inclusion Strategy

•                The provision of services in kind from SCC to Learn Sheffield which support     Learn Sheffield to deliver these statutory duties:

o   Performance and Analysis service

o   E Learning

o   Crisis Communication

The current contract expires on the 31st August 2021.

12.2

RESOLVED: That Co-operative Executive:-

1.       Approve the award of a further contract with Learn Sheffield for school improvement from 1st September 2021 – 31st August 2026; and

2.       Delegate authority to the Executive Director of People Services in consultation with the Director of Legal and Governance Services, Director of Finance and Commercial Services and the lead Cabinet Member for Children and Education:

i)               To instruct Learn Sheffield further under the proposed agreement, to provide any additional services that are required, to address school improvement.

ii)Take other such necessary steps not covered by existing delegations to achieve the outcomes and objectives of this report.

ii)              Take decision on the contract break points in year 3 and year 4

iii)            Take decision, in negotiation with Learn Sheffield, on any changes to the offer of services in kind within the budget envelope outlined for this commission.

12.3

Reasons for Decision

12.3.1

The preferred option is:

1)    The award of a new contract to Learn Sheffield

2)    Enable, through the delegations outlined, flexibility in the approach to the contract and services in kind, whilst remaining within the outlined financial envelope.

This option was chosen because it:

•                Allows SCC to continue to work with Learn Sheffield to deliver the statutory requirements for School improvement

•                Responds to the school system who support Learn Sheffield through a financial based subscription model

•                Allows us to update the current service specification to address the current needs of children in the city

•                Meets with legal and commercial regulations

•                Allows the current school improvement work to become more fully embedded, particularly during and after the COVID-19 pandemic

•                Reduces disruptive change for schools and other workers

•                Circumstantial evidence of the improvement in Sheffield schools’ standards during the current contract would suggest that Learn Sheffield has proven itself to be an effective provider

12.3.2

The intended outcomes are to achieve better outcomes for all children and young people, particularly our most vulnerable:

•                Sheffield will be an inclusive city

•                All children and young people get the right support at the right time so that they can live a happy and fulfilled life

•                Innovative and collaborative approaches improve the quality of schools and teaching

•                The interests of disadvantaged children and young people are championed

•                There is sustainable improvement across the system

12.4

Alternatives Considered and Rejected

12.4.1

In making the recommendations two other options were considered and rejected:

1)     End the existing service and deliver in house:

This alternative was rejected because:

•                It does not respond to the need to support a school sector led system of school improvement

•                It does not respond to feedback from the sector – 90%of schools currently financially support Learn Sheffield through a subscription model demonstrating a commitment from the sector to this organisation

12.4.2

2)    End the existing provision and invest in a new provision through a procurement exercise

This alternative was also rejected because:

•                The current model begun in 2015 and we are continuing to work in partnership to develop and mature the role of this organisation.

More change for schools would be disruptive, particularly during the recovery from the COVID pandemic

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

Executive Director, People Services

12.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Children’s Scrutiny and Policy Development Committee

14.1

This report provides details of proposed changes to the Capital Programme as brought forward in Month 2 2021/22.

14.2

RESOLVED: That Co-operative Executive:-

1.    Approve the proposed additions and variations to the Capital Programme listed in Appendix 1 with the exception of the item relating to West Bar Highway and Enabling, 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.

14.3

Reasons for Decision

14.3.1

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

14.3.2

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.

14.3.3

Obtain the relevant delegations to allow projects to proceed.

14.4

Alternatives Considered and Rejected

14.4.1

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.

14.5

Any Interest Declared or Dispensation Granted

None

14.6

Reason for Exemption if Public/Press Excluded During Consideration

None

14.7

Respective Director Responsible for Implementation

Executive Director, Resources

14.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Overview and Scrutiny Management Committee

1.1

1.2

1.3

The Committee were asked to note the appointment of the Chair Councillor Sioned-Mair Richards to Audit and Standards Committee for this municipal year which was approved at annual Council on 19^th May 2021.

The Chair requested nominations for the position of Deputy Chair to the Audit and Standards Committee.  Councillor Simon Clement-Jones was nominated by Councillor Mohammed Mahroof, seconded by Councillor Ben Curran.

RESOLVED: - (1) the committee notes the appointment of Councillor Sioned-Mair Richards as Chair to Audit and Standards Committee for this municipal year, and (2) that the committee agrees to appoint Councillor Simon Clement-Jones as the Deputy Chair of Audit and Standards for this municipal year.