Content

9.1

The Chief Operating
Officer submitted a report setting out the next phase of delivery
requirements for implementing the Future Sheffield transformation
programme. 
 
The report provides
an overview of the work and progress of the Strategic Partnership
to date and identifies the necessary next steps to achieve
transformation across key council services, including Adult Health
and Wellbeing, Customer Experience, Housing, Commissioning and
Procurement, and Strategic and Enabling Services. As such the scale
of the Council’s transformation programme stands as one of
the most significant in the country. It encompasses comprehensive
organisational redesign, digital transformation, and targeted
service improvements, such as the ongoing housing transformation
programme. The intended outcomes include enhanced performance, a
strategic shift towards preventive services, enhanced customer
experience and the realisation of substantial financial
benefits.
 
The Strategic Partnership approach, adopted by
the Strategy and Resources
Committee in
November 2024, has played a critical part in advancing the
objectives of the Future Sheffield transformation programme.
Through this Partnership, the Council has benefited from wider
expertise and specialised capabilities, enabling the delivery of a
broad range of improvements ensuring Sheffield City Council
continues to transform at pace and is able to deliver high-quality
services that are fit for the future. Going forward it is
recognised that a further delivery partner will be required to
support the work with the Adult Health and Wellbeing service
delivery transformation.

 

 

9.2

RESOLVED UNANIMOUSLY: That Strategy and
Resources Policy Committee:-

 

 

 

(a) notes the progress
made by the Future Sheffield Programme to date and its contribution
to the Council’s medium term financial strategy, supported by
the strategic partnership between the Council and
PWC;

(b) notes the
arrangements in place for continued oversight, scrutiny and
governance through the Future Sheffield Elected Members Working
Group, Future Sheffield Board and Supplier Governance
Forums;

(c) endorses the
requirement for a delivery partner for the next phase of the Adult
Health and Wellbeing transformation
journey;

(d) notes that the
Adults transformation programme will be overseen by the Adult
Health and Social Care Committee following a more detailed paper to
the Adult Health and Social Care Committee in October;
and

(e) notes the
continuation of strategic support required to deliver the programme
as set out in the Strategy and Resources Policy Committee decisions
of November 2024 and July 2025.

 

 

9.3

Reasons for Decision

 

 

9.3.1

The Council’s transformation
programme, Future Sheffield, is aimed at improving service
effectiveness and delivery across the organisation whilst creating
a robust long-term financial plan for the
Council.

 

 

9.3.2

Delivering a whole council approach to
implementing the Council’s Target Operating Model, will
achieve more joined-up services, greater effectiveness and
efficiencies which could not be achieved by individual siloed
changes. As the Programme progresses, the Council will develop the
capabilities and infrastructure to successfully deliver for more
sweeping and potentially complex
changes.

 

 

9.3.3

By
moving into the implementation phase, the Future Sheffield
Transformation Programme will begin to demonstrate the benefits and
tangible change to the organisation and our communities. This will
build the momentum and our ability to deliver wider transformation
with strategic oversight by Future Sheffield Board and the Strategy
and Resources Committee.

 

 

9.4

Alternatives Considered and
Rejected

 

 

9.4.1

Alternative Option
1:
Do nothing - The
Council could choose not to implement the cross-council the target
operating model and accelerate the Future Sheffield transformation
programme thereby continuing to deliver as per existing ways of
working. This has been rejected because the Council would fail to
deliver against the vision and outcomes set out in the Council Plan
and previous decisions taken, with the resulting negative impact on
demand, costs, the Council’s medium-term financial
sustainability, and its reputation.

 

 

9.4.2

Alternative Option
2:
Service by service
improvement - The Council could choose to enable individual
services areas to develop and implement specific changes associated
with agreed aims and ambition. This has been rejected because it
would not achieve the ‘one council’ approach and the
holistic outcomes and financial benefits envisaged in the Council
Plan and the Future Sheffield
Programme.