Decision

1. 1

The Committee considered a report of the Executive Director of Neighbourhood Services seeking approval of the decision to provide interpretation, translation and British Sign Language (BSL) services.

The report stated that the proposed approach will secure a longer-term, fit-for-purpose contract and support a clearer operating model for Council staff and residents. The model will strengthen inclusive access by ensuring residents receive the right support for their needs, whether by telephone, video, face-to-face, BSL or other appropriate formats. It will be shaped through engagement with communities, staff and partner organisations so that access arrangements are clear, practical, responsive and trusted by those who rely on them. This will enable officers to finalise the specification, confirm the procurement route, evaluate submissions and award a contract in line with procurement rules and delegated authority, while ensuring community, partner, staff and equalities feedback informs the final service model.

It was confirmed that the conclusion of the South Yorkshire Integrated Care Board (ICB) partnership arrangement and the establishment of separate Council arrangements have already taken place and are included for context only.

1. 2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) approves the commissioning of  interpretation, translation and British Sign Language services in line with the details set out in the report;

(b) notes that finalising the specification and awarding a contract in line with procurement rules will be under existing delegated authority; and

(c) endorses the proposed engagement approach so that community, partner, staff and equalities feedback informs the service specification, operating model, booking guidance, communications plan and implementation approach.

1. 3

Reasons for Decision

1. 3.1

The Committee is asked to approve the commission of a contract for interpretation, translation and British Sign Language services, supported by the development of an updated and fit-for-purpose specification and revised operating model, to secure a longer-term contractual arrangement for Council staff and residents.

The recommended approach will provide clearer governance, stronger contract management and a more consistent service model. It will support staff to select the most appropriate interpretation or translation channel for each resident and service context, improve operational efficiency and value for money, and protect access to face-to-face and specialist provision where this is needed.

1. 4

Alternatives Considered and Rejected

1. 4.1

Alternative Option A: Extend or directly award a further short-term contract.

This option would involve extending the current interim arrangement, where permissible, or seeking a further short-term direct award to maintain service continuity while delaying a full procurement. This would be capable of implementation only if a lawful procurement route was available and if the supplier was able to continue provision on acceptable terms.

This option has been rejected because it would only provide a temporary solution and would not address the need for a longer-term, compliant and fit-for-purpose service model. It would limit the Council’s ability to test the market, secure best value, strengthen the specification, embed improved performance management and shape the service through community and partner engagement. It would also prolong reliance on interim arrangements and increase the risk of further procurement pressure before a sustainable contract is in place.

1. 4.2

Alternative Option B: Procure separate contracts for different service elements.

This option would involve separate contractual arrangements for different parts of the service, for example telephone interpreting, face-to-face interpreting, BSL interpreting and written translation. This could allow more specialist provision in some areas and may offer greater flexibility in supplier selection.

This option has been rejected because it would create a more fragmented and complex service model for staff, residents and contract managers. Multiple contracts would increase administrative burden, make performance management more difficult, and risk inconsistency in booking routes, service standards, data reporting, escalation arrangements and customer experience. Given the cross-cutting nature of the service, a single coordinated procurement with a clear operating model is considered more likely to provide consistent access, stronger governance and better value for money.