Decision Maker: Strategy and Resources Policy Committee

Outcome: Recommendations Approved

Is Key Decision?: Yes

Is Callable In?: No

Date of Decision: September 10, 2025

Purpose:

Content: 10.1 The Executive Director Neighbourhood Services submitted a report presenting the strategic plan for future cemetery provision in Sheffield, aligned with the appended City-Wide Cemetery Plan. The Strategy and Resources Committee is asked to agree this strategic direction and confirm its continued oversight of the programme.   The report outlines the significant size, scale, and cost implications of delivering this plan, while reaffirming that the Council is not under a statutory duty to provide cemetery services. Nonetheless, the Council has committed to maintaining and expanding burial provision in response to community need and public health priorities. This report provides a robust and evidence-based framework for addressing Sheffield’s burial space challenges and offers a clear and accountable pathway for delivery through the Council’s governance arrangements.     10.2 RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-       (a) notes the contents of the report, including the updated burial space analysis and the progress made since March 2025 in identifying and assessing potential new cemetery sites;   (b) agrees the strategic plan for future cemetery provision in Sheffield as set out in paragraph 2.1.2 and the appended Citywide Cemetery Plan and endorses the continuation of work to secure and deliver new cemetery sites that meet the city’s long-term needs;   (c) acknowledges that while the Council is not under a statutory duty to provide cemetery services (as outlined in section 8.2), it will assume statutory responsibilities for any cemeteries it chooses to operate under the Local Authorities’ Cemeteries Order;   (d) supports the urgent interim measures proposed at City Road Cemetery to extend Muslim burial capacity by an estimated 6 to 12 months;   (e) recognises the significant size, scale, and cost of investment required to deliver the Citywide Cemetery Plan, including the projected need for a minimum of 12 and up to 24 hectares of new burial land and associated infrastructure;   (f) notes that the six shortlisted sites have undergone initial feasibility assessments and collectively offer sufficient land to meet projected requirements, with site names withheld in this report due to commercial confidentiality;   (g) endorses the next phase of work as set out in section 2.2.4, including the development of a detailed programme plan, further feasibility assessments, and a clear timeline for delivery, with the next report to Committee expected within three months; and   (h) confirms that this Committee will retain strategic oversight of this programme through the Council’s governance arrangements, ensuring transparency, accountability, and alignment with community needs and Council priorities.     10.3 Reasons for Decision     10.3.1 Sheffield is facing increasing pressure on burial space and without intervention, citywide burial provision will be exhausted in approximately 5 to 7.5 years, with existing Muslim burial space estimated to run out in approximately 3 years. To address this, the Strategy and Resources Committee is asked to support the strategic direction outlined in the report, which aims to deliver inclusive, sustainable, and community-responsive cemetery provision. This includes recognising the scale of investment required, noting progress made since March 2025, and confirming continued strategic oversight.     10.4 Alternatives Considered and Rejected     10.4.1 Alternative Option 1: Do nothing This option would involve continuing with existing cemetery provision without identifying or developing new burial space. It has been rejected as it would mean Sheffield City Council would run out of burial space within 7.5 years, and within approximately 3 years for Muslim burials. The impact of running out of burial land would be far-reaching, affecting the emotional wellbeing of residents, placing pressure on funeral services, and creating significant challenges in urban planning, infrastructure, and community relations. This option is therefore not considered viable.     10.4.2 Alternative Option 2: Rely on private sector provision This option would involve encouraging private providers to deliver new cemetery space in Sheffield. It has been rejected because cemeteries are not typically commercially viable and do not generate sufficient income to attract private investment, except in specialist circumstances. There is currently only a small private cemetery offer in Sheffield, and identifying suitable land would remain a challenge. Relying on private provision would also limit the Council’s ability to ensure inclusive access for all communities, particularly those with specific religious or cultural requirements, and would reduce control over service standards, environmental sustainability, and long-term planning. This option is therefore not considered viable.     10.4.3 Alternative Option 3: Deliver a scaled-back offer This option would involve planning for a reduced level of provision. While it would require less land and lower upfront investment, it has been rejected as not cost-efficient in the long term. A scaled-back offer would limit opportunities to include commercial services such as funeral facilities, cafés, and memorial gardens, which are important for enhancing the service offer and generating income to support site management. Crucially, this option does not reflect the feedback from nearly 3,000 residents during the citywide consultation, which showed strong support for improved facilities, faith-specific provision, and environmentally sustainable options. A scaled-back approach would undermine these priorities and risk delivering a service that does not meet the expectations of Sheffield’s diverse communities.