Content

8.1

The Director of Policy and Democratic Engagement submitted a report
stating that 2023/24 is a significant year for Sheffield and we
have an unprecedented opportunity, alongside our communities and
partners, to set out a new vision and plan for the future of our
city. But to be an effective, collaborative and connected leader
and partner, we need to continue our improvement journey as an
organisation, learning from the recent independent reviews of SCC
and delivering for the people of Sheffield.

This report sets out: 1. The progress made through our Corporate
Delivery Plan and improvement journey in the last year, recognising
that this has been the first phase and there is much still to do;
2. The need to develop and reset our Strategy Framework for the
Council, connecting our developing City Goals with a new Corporate
Plan and key cornerstone strategies which give Members, staff and
the people of Sheffield a clear statement from our organisation of
our values, what we want to achieve and how we will deliver; and 3.
The key opportunities, issues and decisions that we will need to
address in the coming year to continue our progress and deliver for
our communities.

8.2

RESOLVED UNANIMOUSLY: That
Strategy and Resources Policy Committee:-
 

 

(a) notes the progress of the council's
improvement journey, recognising that, in line with the Lowcock and
LGA reviews, there is significant work for SCC to do;
 
(b) endorses the proposal to develop a new
Corporate Plan by autumn 2023, in line with the decision made at
Strategy and Resources Committee on 15th March 2023 committing to
the recommendations set out in the LGA Peer Challenge Action
Plan;
 
(c) agrees to work across Policy Committees to
address the key issues and decisions identified in section 3 of the
report, recognising the importance of these issues to our
communities and to the city's success;
 
(d) notes the work that is underway on the
Future Sheffield transformation programme, and that the Strategy
and Resources Committee will be the lead committee for this work;
and
 
(e) agrees to the establishment of a
cross-party working group for Future Sheffield, led by the Deputy
Leader.

 

 

8.3

Reasons for
Decision

 

 

8.3.1

The recommendations are critical steps in
continuing the Council’s strategic development and
improvement and leading the change that we need to undertake as an
organisation.
 

8.4

Alternatives
Considered and Rejected

 

 

8.4.1

(a) Not writing a strategic framework paper – this was
rejected because it would not have provided committee members with
an overview of the key challenges and opportunities for the year
ahead.

 

 

8.4.2

(b) Bringing forward a full Corporate Plan at
this stage in place of the strategic framework – this option
was rejected as it would have precluded the level of consultation
and engagement needed to produce a credible corporate plan. As set
out in this paper and in the LGA Peer Challenge report, a corporate
plan remains essential for the organisation and it is proposed that
this paper acts as a ‘staging post’ to producing a full
corporate plan during the autumn.