Decision Maker:

Outcome: Recommendations Approved

Is Key Decision?: Yes

Is Callable In?: No

Date of Decision: February 23, 2026

Purpose:

Content: 9.1 The Interim Chief Operating Officer submitted a report providing an update to  the committee on plans to establish a Sheffield Stronger Together Partnerships Lab, to support the city to deliver the City Goals. The report also requests approval for a three-year grant fund to support mobilisation.   Lou Harrison-Walker, Kat Holland and Helen Sims, members of the Sheffield Stronger Together Leadership Group attended the meeting to outline details of the partnership’s work and their support to moving to the next stage by implementing this exciting model that will enable delivery of the City Goals.     9.2 RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-       (a) indicates its support for the proposed Sheffield Stronger Together Partnerships Lab, which will act as the ‘engine room’ that will enable delivery of the City Goals;   (b) approves a grant of up to £824,000 from earmarked reserves spread over three years, from which multiple grants may be awarded to support the delivery of the Partnerships Lab; and   (c) to the extent that it is not currently reserved to them in the Constitution, delegates authority to the Director of Strategy and Communications to administer the grant fund, including to agree the eligibility criteria for grants and approve the payment of any grants from the fund.     9.3 Reasons for Decision     9.3.1 Committee are being asked to approve a grant programme of up to £824K over three years to mobilise the Sheffield Stronger Together Partnership Lab.   This will enable coordinated action across all eighteen City Goals, via a central, agile space where collaboration can thrive.     9.4 Alternatives Considered and Rejected     9.4.1 Alternative Option 1: Establish a Council led Partnership Unit   This approach would form a more traditional Council-led model with Sheffield  City Council Policy Officers coordinating partnership meetings.   This model has been rejected as previous Council-run Partnership Units have tended to focus on administrative support to the partnership board rather than supporting systems leadership. It would not reflect stakeholder feedback that the Council should not be the sole owner of partnership work and ‘crowd out’ space for other stakeholders to lead and coordinate.   Another risk identified with this approach is that alternative sources of funding would be lost, preventing SSTLG from attracting philanthropic investment in the Partnerships Lab.       9.4.2 Alternative Option 2: Do nothing   Like Option 1 above but with no additional resource.   This option would see the support for Sheffield Stronger Together Leadership Group reduce over the coming year and the support revert to the basic administrative activities provided by the council.     9.4.3 Alternative Option 3: Commission support from a third party   This option would see a third party commissioned to deliver support.   The risks associated with this approach would include the development of a transactional or contract-based relationship, and the likelihood that the system doesn’t develop its own capacity and knowledge.