Decision details

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.