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.