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Decision details

Building Better Parks Strategy

Decision Maker: Co-operative Executive

Decision status: Recommendations Approved

Is Key decision?: Yes

Is subject to call in?: Yes


The report seeks agreement for the Parks and Countryside Service ‘Building Better Parks Strategy’. The Strategy is intended to be used as a framework for decision making to assist with maximising the benefits derived from our land and property portfolio.  In supporting the Parks and Countryside service in delivering our priorities of business and reinvestment opportunities.



The Executive Director, Place submitted a report seeking agreement for the Parks and Countryside Service Building Better Parks Strategy. The Strategy is intended to be used as a framework for decision making to assist with maximising the benefits derived from our land and property portfolio. 




RESOLVED: That Cabinet approves the Parks and Countryside ‘Building Better Parks Strategy’ report to establish the strategic framework which will guide decision making on the use and management of the Parks and Countryside Service land and property portfolio.




Reasons for Decision




This preferred option means that the Parks and Countryside Service can develop a new strategic approach which will deliver investment proposals for our green spaces for the next five years. The Strategy will seek to sustain and improve our green spaces, especially in the city’s areas of greatest health inequality.




The preferred option will improve facilities; allow Parks and Countryside to engage with new business partners to secure new business opportunities, generate much needed income to sustain the Service whilst also securing investment for underutilised land and property, all subject to Legal Services, Corporate Property, Procurement, Business Sheffield, Licensing and Planning guidance.




There is an opportunity to make a change that demonstrates both ambition and showcases the possibilities for Parks and Countryside land and property.




There is an opportunity to encourage organisations to exercise their social value, through sponsorship, by investing in under-utilised parks by providing new assets. Private and Third Sector organisations will be invited to further generate income through the sponsorship of existing assets.




The Council also wants to use its assets to enable positive social and economic outcomes whilst delivering a better service. It is therefore essential that the Parks and Countryside Service adopts a strategic approach to the management of its assets




Alternatives Considered and Rejected




The alternative option would be to do nothing. This would impact on the opportunity of investment, potential revenue income and improving the customer experience within Parks and Open Spaces. This would also lead to a significant decrease in public satisfaction with the general quality of Sheffield’s Parks and Green Spaces and will affect the opportunity for Sheffield’s Parks to be a major contributory factor to people’s health, providing places that bring people together and act as the focus for community activity. It will also have a negative effect on the look and feel of an area, making it a less attractive place to live, work, invest or study. 




Any Interest Declared or Dispensation Granted








Reason for Exemption if Public/Press Excluded During Consideration








Respective Director Responsible for Implementation




Laraine Manley, Executive Director, Place




Relevant Scrutiny and Policy Development Committee If Decision Called In




Economic and Environmental Wellbeing




Report author: James Barnes

Publication date: 22/11/2018

Date of decision: 21/11/2018

Decided at meeting: 21/11/2018 - Co-operative Executive

Effective from: 29/11/2018

Accompanying Documents: