Executive Minutes

Executive Minutes

Date:
Tuesday 22 January 2019
Time:
1:00 p.m.
Place:
Mandela Room, Town Hall, Middlesbrough
 

Attendance Details

Present:
Mr D Budd (Chair), Councillors J Brunton Dobson, M Carr, C M Rooney, D Rooney, J Rostron, M Thompson, N J Walker and L Young
Officers:
J Bromiley, S Gilmore, R Horniman, D Johnson, M McPhee, A Pain, T Parkinson, S Reynolds and H Watson
Declarations of interest:

There were no Declarations of Interest made by Members at this point in the meeting

Item Number Item/Resolution
PUBLIC
18/56 MINUTES OF THE EXECUTIVE MEETING HELD ON 18 DECEMBER 2018

The minutes of the Executive meeting held on 18 December 2018 were submitted and approved as a correct record.

Deputy Mayor and Executive Member for City Centre Strategy
18/57 CITY CENTRE STRATEGY

The Deputy Mayor and Executive Member for City Centre Strategy and the Executive Director for Growth and Place submitted a report that sought Executive approval/endorsement of Middlesbrough’s City Centre Strategy.

 

Middlesbrough’s City Centre Strategy 2019-2023 was a strategic framework that set out a clear set of priorities to deliver city-scale ambitions. A copy of the strategy was appended to the submitted report, for Members’ consideration. Two key elements of the strategy were:

  1. To give businesses confidence
  2. To attract additional users and visitors

The overall aim was to diversify and rebalance the city centre offer to make it an attractive prospect for visitors and a competitive place for businesses to thrive. Middlesbrough Council had a significant leadership and enablement role, however, few aspects of the performance of the city centre were within the sole influence and responsibility of the Local Authority. The aim was to rally the business community to play their part in the shared success of the area and supplement Council activity.

 

The Strategy had been developed in consultation with the City Centre Partnership and the use of expert consultant advice. That process involved extensive engagement with city centre businesses and residents in a wide catchment. In consultation with the city centre stakeholders, five priorities had been identified to achieve  a transformational impact for Middlesbrough:

  1. A Quality Place
  2. Attract and Enhance
  3. Animate and Inspire
  4. Opportunity and Investment
  5. Connect

Objectives and key actions pertaining to the priorities were highlighted in Appendix 1 of the submitted report.

 

If approved, work would continue with Middlesbrough’s business community to refine the specific priorities and deliver a package of interventions where all stakeholders could take a role in contributing to the mutual success of the area. The strategy provided a mandate to work with the Combined Authority and other funders to secure improvements for the town. In 2019 there would be a bid to the Chancellors recently announced Future High Street Fund to help secure delivery. It would also guide the implementation of the Council’s own capital investments in the centre.

 

The strategy would provide a forward facing policy framework with actions that gave local businesses, stakeholders and prospective investors the confidence to invest in the centre of Middlesbrough.

 

OPTIONS

 

Other potential decisions and why those had not been recommended

 

Alternative options included:

  1. To support the city centre without a formal City Centre Strategy. However, in the absence of a strategy, the Council would be forced to take a reactive position and that had a greater chance of resulting in long-term decline and was likely to undermine the ambitions of the Investment Prospectus; and
  2. To endorse minimal intervention utilising the limited City Centre Investment Programme resource available, however this was likely to be insufficient to fulfil the long-term, city-scale ambitions.

ORDERED

 

The Executive:

  1. Endorsed Middlesbrough’s City Centre Strategy, as the strategic framework for the growth and rebalancing of the local economy.
  2. Noted the requirement to realign existing budget and resource requirements and the likely requirement for additional future resources.
  3. Noted that any subsequent requests, and the timing of such, would be subject to funding availability in the Council’s capital programme and the medium term financial plan.
  4. Delegated any variation to the City Centre Strategy, and associated projects / financial requirements, to the Deputy Mayor / Executive Member of City Centre Strategy and the Executive Director of Growth and Place.

REASONS

 

The priorities outlined in the submitted report required the reallocation/realignment of existing resources both in terms of the town centre management function and town centre support services - such as Street Wardens and Area Care etc. There was also scope for additional calls on future capital programme allocations, to deliver the strategy.

 

Successful implementation of the approach would support Middlesbrough’s city-scale ambitions and the objectives of the Investment Prospectus.
 

Executive Member for Culture and Communities
18/58 SOCIAL REGENERATION

The Executive Member for Culture and Communities and the Director of Regeneration submitted a report that set out the approach being proposed by the Council and its partners to address the social regeneration agenda, and the steps required to progress toward delivery.

 

Currently Middlesbrough was seeing more than £500 million of investment into the area and it was imperative that residents, particularly in Middlesbrough's poorest communities, benefited from the opportunities and growth occurring. Equally, the Council recognised the need to change the way it worked in order to continue to deliver high quality services and achieve its ambitious goals, within a context of reduced resources.

 

The submitted report promoted adopting greater collaboration between communities, the Local Authority and other stakeholders to shape Middlesbrough’s future together with the aid of a £1.3 million Community Action Fund.

 

In September 2017, Executive approved the town-wide Social Regeneration Policy, which was defined through the following six key outcomes:

  1. increasing employment levels
  2. increasing educational attainment (including skills and vocational)
  3. improving health and wellbeing
  4. improving the physical environment
  5. improving community life
  6. Improving perceptions and raising aspirations

In 2018, work had been undertaken with residents, partners and community organisations to provide a community view of social issues and ways in which those issues could be addressed. Key issues identified included:

  1. barriers to employment
  2. poverty and debt issues
  3. retaining more public expenditure locally
  4. 'more relevant' school provision
  5. loneliness and isolation affecting health and wellbeing
  6. litter and empty houses
  7. not feeling safe after dark - particularly in North and East Middlesbrough
  8. community integration
  9. increasing need for volunteering
  10. low aspiration

To ensure that the Council and its public service partners worked closely with communities to address social regeneration, it was necessary to adopt an approach that reflected the principles of joint working, co-design and ongoing engagement.

 

In developing the proposed approach with partners, a number of specific commitments had been identified that were being put forward as a starting point for further development/negotiation with the public, and would form the core elements of any future publicity. The commitments were outlined, in detail, in the submitted report.

OPTIONS

Other potential decisions and why those had not been recommended

 

Council Only Approach
Although the Council was large enough to have developed its own approach to social regeneration, and deliver it only through its own services, there was far greater potential for real change when considering the range of partners the Council worked with. Identifying joint opportunities could take longer and be more complex, but would ultimately allow for much greater benefit.

 

Town Wide Approach Only
Although some elements of the approach were aimed at achieving a town-wide impact, there was clear need for some of the themes to focus the impact on specific communities - due to either a concentration of need, or a drive for localised solutions. Where practical, each theme had been focused on the communities where activity was most required. Where not practical, a town-wide approach had been taken instead.

 

ORDERED

The
Executive approved:

  1. The Council’s strategic role in leading a coalition of public services to invest in social regeneration.
  2. The commitments made by the Council and partners towards addressing social regeneration, as set out in paragraph 24 of the submitted report.

REASONS

The decisions were recommended so that the Council and its partners could progress with a co-ordinated approach to engaging with communities around the services that they needed. The approach offered the opportunity to reflect more of a two-way relationship between public services and the public, which would be vital if outcomes were to improve in some of the most challenged communities.

 

The consultation undertaken to date through the Community Conversations and the Community Survey had provided a sound platform for the development of the approach, but ongoing consultation would be essential to successful targeting of resources in each of the named communities.

 

The proposed approach had not been considered through the scrutiny process
 

Executive Member for Environment and Commercial Services
18/59 JOINT WASTE MANAGEMENT STRATEGY

The Executive Member for Environment and Commercial Services and the Director of Environment and Commercial Services submitted a report that sought approval of the Joint Waste Management Strategy (JWMS), which would allow the Council to proceed with the development of the JWMS and ultimately the waste disposal contract.

 

The JWMS for the Tees Valley set out the Council’s approach to the management of Local Authority Collected Waste over the period from 2020 to 2035. The strategy would be supported by action plans that would provide details of each individual Council’s activities at a local level; these would be prepared by the individual Councils.

 

There had been a review of existing and proposed policy at a local, regional and national level to inform the key themes for the JWMS, these were developed and agreed with members and officers at a workshop in March 2018.

 

At the same time the Strategic Environmental Assessment (SEA) Scoping Document was developed to ensure that the environmental issues most important to the Tees Valley area were included.

 

The SEA Scoping Document was then subsequently sent out to the statutory consultees and any responses received had been taken into account in the drafting of the SEA Environmental Report that would accompany the JWMS for public consultation.

 

The JWMS strategy together with the supporting Options Appraisal and SEA Environmental Report formed the basis of the consultation, which closed on 3 December 2018.

 

The strategy set out the approach to the sustainable management of waste within the Tees Valley and the priorities for action over the next fifteen years. It provided the framework for how the councils would work towards reducing the amount of waste produced, to recycle as much material as possible and find the most sustainable solution to deal with any waste that remained.

 

The Tees Valley JWMS was built on the aims and objectives of the existing strategy and developed in conjunction with Members and Officers. It aimed to deliver a high quality, accessible and affordable waste management service that contributed to:

  • Economic regeneration, including employment and a more circular economy
  • The protection of the environment and natural resources
  • Reducing the carbon impact of waste management
  • Delivering customer satisfaction
  • Reducing the amount of waste generated by householders and the Councils
  • Increasing reuse and recycling
  • Maximising recovery of waste
  • Working towards zero waste to landfill.

The Tees Valley councils, working in partnership, were committed to work towards that vision for waste management and support the necessary changes in behaviour and practice to make it happen, whilst at the same time balancing financial commitments and budgets and delivering a high-quality service and supporting local self-sufficiency.

 

The JWMS document provided a framework for action in the Tees Valley. Following the adoption of the JWMS, each of the Tees Valley councils would develop an individual action plan to tailor the delivery of the preferred option to complement their current services and reflect their specific local circumstances and operations.


OPTIONS

Other potential decisions and why those had not been recommended

Another option would be to continue with the existing JWMS dating from 2008. The strategy would be based upon old and possibly obsolete national policy and legislation which could leave the Council open to challenge from businesses and the public when making future service decisions.

ORDERED

 

That the Tees Valley Joint Waste Management Strategy be adopted by Middlesbrough Council.

 

REASONS

The JWMS for the Tees Valley set out the Council’s approach to the management of Local Authority Collected Waste over the period from 2020 to 2035. The strategy would be supported by action plans that would provide details of each individual Council’s activities at a local level; those would be prepared by the individual Councils and presented to Council when they had been completed.

 

The JWMS strategy concluded its public consultation on 3 December 2018. Middlesbrough had received no feedback on the consultation process.

 

The JWMS had not been examined by the Overview and Scrutiny Board or Scrutiny Panel.
 

Overview and Scrutiny Board
18/60 COUNCIL, OVERVIEW AND SCRUTINY BOARD - MATTERS FOR RECONSIDERATION

There were no items for consideration.
 

18/61 CONSIDERATION OF REPORTS FROM THE OVERVIEW AND SCRUTINY BOARD

There were no items for consideration.
 

The decision(s) will come into force after five working days following the day the decision(s) was published unless the decision becomes subject to the call in procedures.
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