Content

10.1

The Chief Executive submitted a report setting
out an ambitious four-year draft Council Plan for Sheffield City
Council and draft Performance Framework which will align to our new
four-year Medium Term Financial Strategy. The draft Council Plan
(Appendix 1) sets out a new mission for the organisation –
‘together we get things done’ – which is
underpinned by five new strategic outcomes. It demonstrates how we
will put the people of Sheffield at the heart of everything we do
and prioritise the long-term prosperity of the city, leading the
transition to net zero economy while protecting and investing in
our treasured local environment.
 
The draft Plan offers a positive vision for
the role that the whole organisation can play in contributing to
the city’s success and helping achieve Sheffield’s new
City Goals.
 
The draft Council Performance Framework (PMF)
(Appendix 2) is a vital companion to the Council Plan, enabling us
to take a rigorous approach to delivering our outcomes for the
city. The PMF ensures that we can drive continuous improvement and
that the people of Sheffield can hold us to account for achieving
our commitments.
 
It is proposed that the draft Council Plan
will be considered as part of the forthcoming Budget Conversation
for 2024/25 (launches 21st December) and then be considered by
S&R Committee as a revised final draft in February 2024 with
the intention of it being presented to Full Council in March 2024
alongside the proposed Budget for 2024/25.

 

 

10.2

RESOLVED UNANIMOUSLY: That
Strategy and Resources Policy Committee:-

 

 

 

(a) endorses the draft Council Plan, as set
out in Appendix 1:
 
(b) agrees to enable citizens to give their
views on the draft outcomes as part of the budget conversation from
the 21st December 2023;
 
(c) agrees to receive a revised final draft of
Council Plan at the Strategy and Resources Committee meeting in
February 2024;
 
(d) agrees the Draft Corporate Performance
Management Framework in Appendix 2;
 
(e) requests that officers prepare a new
Outcomes Framework to support monitoring of performance against the
draft Council Plan and provide the wider measures in the
Performance Framework and present this to Strategy and Resources
Committee in early 2024; and
 
(f) agrees to receive annual reports providing
an overview of performance against the proposed outcome framework
once agreed.
 

10.3

Reasons for
Decision

 

 

10.3.1

The draft Council Plan provides a clear and
positive statement of purpose and ambition for the whole council.
It is aligned to our four year Medium Term Financial Strategy and
the draft outcomes will increasingly become the focus for our
budget and Directorate Plans over the coming year.

 

 

10.3.2

It is recommended that we seek citizen views
on the new draft Plan alongside our budget proposals for the coming
year so that citizens can see how we are seeking to invest in
delivering our outcomes. We will then ensure that Strategy and
Resouirces Committee and ultimately, Full Council, can consider the
draft Plan alongside the proposed 2024/25 Budget in March 2024.

 

 

10.3.3

Similarly, the draft Council Performance
Framework is a vital companion to the draft Council Plan. It will
complement the new Plan, enabling citizens to hold us to account
for achieving our outcomes and priorities.

 

 

10.4

Alternatives
Considered and Rejected

 

 

10.4.1

(a) do nothing – rejected – as set
out in the Strategic Framework 2023/24, we are committed to
developing and agreeing a medium[1]term plan for the council that sets out what we
want to achieve for the city in the coming years and how we will
contribute to the City Goals. The Council Plan is part of our
Policy Framework and a critical step in our continued development
as an organisation, connecting the ambitions and priorities of the
administration to our Medium-Term Financial Strategy, workforce
plans, Council Performance Framework, and Directorate Plans. It
also ensures that we deliver on one of the key recommendations of
the LGA Corporate Peer Challenge, further demonstrating our
strategic development and maturity as an organisation.

 

 

10.4.2

(b) extend the Corporate Delivery Plan –
rejected – the Corporate Delivery Plan has provided vital
stability and focus for the organisation over the last year,
building on the One Year Plan, and bringing clear focus onto a
number of key challenges that citizens wanted to see improve.
However, the Corporate Delivery Plan was deliberately short term
and as recommended by the LGA Peer Team, it is important to bring
medium-term focus for the Council so that citizens, staff and
partners understand our priorities and ambitions.