Decision Maker:

Outcome: Recommendations Approved

Is Key Decision?: Yes

Is Callable In?: No

Date of Decision: February 23, 2026

Purpose:

Content: 11.1 The Interim Chief Operating Officer presented a report providing an update on progress of the Future Sheffield transformation programme. The report includes:   An update of the identified financial targets for Year 1 savings for Future Sheffield; The next steps to be taken under Future Sheffield and the associated financial and non-financial benefits; and The revised governance oversight for Future Sheffield as the programme transitions into its implementation and delivery phases.     11.2 RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-       (a) notes the current financial position and the link between the Medium Term Financial Strategy (MTFS) and Future Sheffield to address these;   (b) notes the progress being made to deliver the Council’s Future Sheffield ambitions as set out in Appendix 1;   (c) notes the ongoing changes that will take place across Future Sheffield and the associated benefits and risks, as set out in Appendix 1;   (d) notes the proposed next steps for Future Sheffield to progress with the implementation as set out in Appendix 1; and   (e) notes the changes to governance and oversight arrangements now in place to ensure progress, risks and mitigations are appropriately managed.     11.3 Reasons for Decision     11.3.1 No decision is required as a result of this report. 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. 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.   By moving into a more implementation focussed phase, there is real momentum now and therefore the updated governance with strategic oversight by Future Sheffield Board and the Strategy and Resources Committee is more critical than ever.     11.4 Alternatives Considered and Rejected     11.4.1 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.     11.4.2 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.