Decision Maker:

Outcome: Recommendations Approved

Is Key Decision?: No

Is Callable In?: No

Date of Decision: September 10, 2025

Purpose:

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.