Content

9.1

The Committee considered a report of the
Executive Director of Neighbourhood Services which presented an
overview of the operational performance measures for the Parks,
Leisure, Libraries and Communities services for the 2025/26
financial year. It also outlined the framework for monitoring and
reporting on key performance indicators and provided the Committee
with an opportunity to review service performance and offer
feedback on the approach to service delivery.

 

 

9.2

RESOLVED UNANIMOUSLY: That the
Communities, Parks and Leisure Policy Committee Policy Committee:-

(a) 
Notes the performance report update for 2024/25; and

(b) 
Agrees the selection of performance measures, including the
frequency and format of future reports.

 

 

 

 

9.3

Reasons for
Decision

 

 

9.3.1

The Communities, Parks and Leisure Policy
Committee has delegated authority to monitor the performance of
Parks, Leisure and Libraries and Communities services to ensure
that:

·      
The service is delivering for the people of Sheffield

·      
Limited resources are maximised due to budgetary pressures

·      
The Council is delivering on corporate priorities
 

 

 

9.3.2

The Committee is encouraged to adopt the
performance reporting proposals outlined in this report to
strengthen its oversight and decision[1]making capabilities. Given the
committee’s wide-ranging remit— spanning Parks,
Leisure, Libraries and Bereavement Services, and Communities and
Youth Services, a structured and regular approach to performance
monitoring is essential. The proposed framework introduces a clear
reporting rhythm, separates data by service area for ease of
understanding, and allows for iterative refinement based on
committee feedback. This approach will support transparency,
accountability, and continuous improvement, ensuring that Members
are well-informed and able to respond effectively to emerging
challenges and opportunities.

 

 

 

 

94

Alternatives
Considered and Rejected

 

 

9.4.1

The CPL Policy Committee has delegated
responsibility for the regular monitoring of data, including
performance and financial information, across Parks, Leisure,
Libraries, and Community services. Recognising the diversity and
complexity of these service areas, the proposed reporting approach
is intended to evolve over time. It will be treated as an iterative
process, with the structure, content, and frequency of reports
reviewed and refined based on feedback and discussions during
committee meetings. As such, no alternative options have been
considered at this stage, as the current proposal provides a
flexible framework that can adapt to the committee’s needs
and priorities.