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Agenda item

Building Better Parks Strategy

Report of the Executive Director, Place.

Decision:

10.1

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. 

 

 

10.2

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.

 

 

10.3

Reasons for Decision

 

 

10.3.1

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.

 

 

10.3.2

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.

 

 

10.3.3

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

 

 

10.3.4

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.

 

 

10.3.5

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

 

 

10.4

Alternatives Considered and Rejected

 

 

10.4.1

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. 

 

 

10.5

Any Interest Declared or Dispensation Granted

 

 

 

None

 

 

10.6

Reason for Exemption if Public/Press Excluded During Consideration

 

 

 

None

 

 

10.7

Respective Director Responsible for Implementation

 

 

 

Laraine Manley, Executive Director, Place

 

 

10.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

 

 

 

Economic and Environmental Wellbeing

 

 

 

Minutes:

10.1

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. 

 

 

10.2

Cabinet agreed to remove the following wording from under the first bullet point in paragraph 1.2 of the report (on page 110 of the agenda pack) ‘plus a further £1.2m commitment for the three years from 2020-2023 (subject to budget approval).’ to read ‘£2.0m Public Health Funding 2018-2023, which includes an amount of £800k already committed for 2018/19 and 2019/20.’

 

 

10.3

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.

 

 

10.4

Reasons for Decision

 

 

10.4.1

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.

 

 

10.4.2

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.

 

 

10.4.3

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

 

 

10.4.4

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.

 

 

10.4.5

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

 

 

10.5

Alternatives Considered and Rejected

 

 

10.5.1

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. 

 

 

 

Supporting documents: