Executive Minutes

Executive Minutes

Tuesday 12 March 2019
1:00 p.m.
Mandela Room, Town Hall, Middlesbrough

Attendance Details

Mayor D Budd (Chair) and Councillors M Carr, C M Rooney, D Rooney, J Rostron, M Thompson, N J Walker and L Young
A Hoy and J Cain (Local Press)
Councillors J McGee and J Sharrocks
J Bromiley, S Gilmore, E Kunonga, K Parkes, T Parkinson, S Reynolds and H Watson

Apologies for absence:
Councillor J Brunton Dobson
Declarations of interest:

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

Item Number Item/Resolution

The minutes of the Executive meeting held on 22 February 2019 were submitted and approved as a correct record.


The minutes of the Executive Sub-Committee for Property meeting held on 23 January 2019 were noted.

Deputy Mayor and Executive Member for City Centre Strategy

The Deputy Mayor/Executive Member for City Centre Strategy and the Executive Director for Growth and Place submitted a report that provided an update on the progress made in delivering the Council’s first Investment Prospectus. The report also detailed the core principles for further ambitions for a second Prospectus that planned to drive forward Middlesbrough renaissance up to 2025. The proposals planned to form the basis of major launch event later in the year.


The overall progress against the targets set out in the Investment Prospectus showed that already nearly £200m of investment had been levered in the past two years, and 843 jobs created. The Council had been instrumental in bringing about that success. The activities underway for completion in 2019, on developments such as TeesAmp and Centre Square, also planned to see a major increase in the business accommodation, land remediation and job creation figures.


Since its launch, there had been significant progress against each of the themes in the prospectus, including - Centre Square, Middlehaven, Business and Enterprise, Rail Station and Historic Quarter, University Quarter, Teesside Media and Innovation Village and City Centre and Housing Growth. The achievements in respect of each of the themes were detailed at paragraph 8 of the submitted report.


The Council had continued to promote an approach of supporting high quality contemporary architecture, changing perceptions of Middlesbrough and securing future ambitious projects.


The second prospectus planned to reflect the following principles:

  1. driving forward Middlesbrough’s urban renaissance;
  2. developing, strengthening and evolving a modern city centre at the heart of Tees Valley’s economy;
  3. building for a growing and thriving population;
  4. establishing Middlesbrough’s digital sector at the heart of the Tees Valley economy;
  5. gearing up to capitalise on strategic opportunities such as the South Tees Development Corporation site;
  6. thinking, acting and behaving as a major city centre that competes with other major northern cities
  7. attracting commercial investment; and
  8. providing employment opportunities for the residents of the town and the wider Teesside area.

The second prospectus planned to set out the key actions that were proposed for between the period 2019 to 2025. A detailed list of those actions was included at paragraph 16 of the submitted report.


The prospectus was planned to be formally launched in June/July. The launch was proposed to be accompanied by a major marketing exercise promoting the opportunities to bolster and accelerate the growing reputation Middlesbrough was achieving within the commercial investment community.




Other potential decisions and why those had not been recommended

The options for delivering economic growth had all been considered as part of the development process for the proposed actions. The role the Council would have played in each action would have been assessed as they progressed, and many would have been subject to further reports to Executive setting out further options.




That the outstanding successes already achieved on the first Investment Prospectus be noted and the principles and actions set out for the second Investment Prospectus be endorsed.



The first Investment Prospectus had made a significant impact upon the reputation of Middlesbrough and had been effective in driving forward major economic growth. There was a need to capitalise on the momentum generated and allow for further growth of the economy and meet business needs.

Executive Member for Adult Social Care and Public Health

The Executive Member for Adult Social Care and Public Health and the Director of Public Health and Public Protection submitted a report that provided details in respect of the Director of Public Health (DPH) Annual Report 2018.


The Directors of Public Health (DPH) had a statutory requirement to produce an annual report on the health of their population. The 2018 DPH annual report was a joint report for Redcar & Cleveland and Middlesbrough following the establishment of the joint public health service and the Live Well South Tees (Joint Health and Wellbeing) Board. The report described the leadership commitment and progress made by both Councils to work with their communities and wider health and social care partners to improve health and wellbeing and to reduce health inequalities.


The Director of Public Health (DPH) Annual Report 2018 was attached at Appendix 1 of the submitted report. The report (Appendix 1) outlined:

  • The progress made to date on the implementation of the recommendations from the DPH report 2017.
  • A description of the commitment by both Councils to improve the health and wellbeing and reduce inequalities for local populations through their Council plans and the actions proposed to ensure effective and efficient delivery against a back drop of diminishing resources.
  • A number of case studies and examples of good practice that had been achieved as well as new multi-agency partnership arrangements. Examples of those included the Dementia Friendly South Tees, Affordable warmth, Smoke free environments, Screening saves lives and the Live Well Centre programmes.
  • The challenges and opportunities for improving population health outcomes across South Tees, including reducing health inequalities, the health and care gap and the latest NHS reorganisation.
  • A summary of recommendations.



Other potential decisions and why those had not been recommended


Not applicable.




That the Director of Public Health Report 2018 be noted and updates on the implementation of the recommendations be received.



The recommendations from the Director of Public Health Annual Report 2018, when implemented, planned to contribute to achieving Middlesbrough Council’s Strategic Plan 2018-2022.



The Executive Member for Adult Social Care and Public Health and the Director of Public Health and Public Protection submitted a report that set out the approach that the Council was taking to respond to reduction in grant funding that continued to 2020/21 and the associated uncertainty on future funding arrangements.


Public health transferred from the NHS to local government in April 2013. As part of that transfer the Council continued to receive a ring fenced public health grant to deliver statutory public health duties. The 2019/20 public health grant allocation was confirmed in December 2018 as £16.344m, which represented a reduction of £443,000 from the 2018/19 allocation.


Nationally there was a very high level of uncertainty on future funding arrangements and funding levels for public health from 2020/2021 onwards. The Government was currently consulting on proposals for business rate retention to commence in 2020/2021 and for that arrangement to include the public health grant. It was not yet clear how the public health element of that proposed arrangement would have worked, how the resources would have been allocated and whether the ring fence that currently existed for the public health grant would have remained.


The Government also had proposals to revise the formula for allocating the public health grant to local authorities for 2020/2021. The early proposals for the funding formula, if implemented, would have resulted in approximately £1m further reduction in the public health allocation for Middlesbrough Council.


Paragraphs 11 to 28 of the submitted report outlined the Council’s approach to address the proposed reductions in the public health grant based on the information currently available from Department of Health and Public Health England. The approaches suggested offered the opportunity to think innovatively and create opportunities to work differently across Council departments.


The submitted report also detailed the key milestones for progressing the review of Council services funded from the Public health grant.



Other potential decisions and why those had not been recommended





  1. That the proposal to bring forward savings from 2020/21 to 2019/20, for transforming drugs and alcohol services and the healthy child programme, be approved.
  2. That the proposed approach to identify and develop four programmes, which planned to develop alternative models of delivery and identify savings from Council services funded from the public health grant, be approved.
  3. That further reports, with detailed proposals and recommendations for 2020/21, be received.
  4. That a letter be sent, by the Chair of the Health and Wellbeing Board (signed by the partnership), to the Secretary of State highlighting the impact of reductions in the public health grant on public health outcomes for the local population.


The Council needed to ensure plans were in place to address the reductions in the public health grant as well as the uncertain future funding arrangements for public health.

Executive Member for Economic Development and Infrastructure

The Executive Member for Economic Development and Infrastructure and the Executive Director for Growth and Place submitted a report that set out the long-term vision to enable the continued growth of Middlesbrough’s digital cluster. The bold and collaborative vision, articulated a spatial strategy that built on the benefits of cluster colocation in a consolidated estate, and enabled the delivery of short term capacity for the cluster, along with an opportunity to provide certainty on the long term development aspirations.

Building on the ever-strengthening 'Boho Zone' brand, the outlined approach planned to enable digital businesses to commit to a shared vision for Middlesbrough’s cluster and provided a phased development pipeline which planned to capture inward investment interest for the next 10 to 15 years.

In growing and retaining the Digital Cluster in Middlesbrough, it was critical to ensure that the accommodation pipeline had the ability to respond to demand in a timely manner.

The project represented Middlesbrough Council investing C. £20m, secured in support of the achievement of the objectives of the Tees Valley Strategic Economic Plan (SEP), to deliver the initial phases of the concept masterplan to create a 'Digital Campus' in Middlesbrough’s Boho Zone.


The submitted report contained detailed information in respect of:

  • accommodation options
  • consultation feedback
  • concept masterplan/campus design
  • indicative design costs

The architect was in attendance at the meeting and presented the plans to develop a concept design for Boho Next Generation.




Other potential decisions and why those had not been recommended

Do Nothing: In terms of occupancy, Boho 1 stood at 100% capacity and Boho 5 at 87% there was limited space suitable for the growing Middlesbrough digital cluster.

A strong sector pipeline had been established with Teesside University to ensure incubator companies set up in the Victoria building following their graduation from the business school had an automatic route into Boho 5.


Utilising existing commercial space: Whilst the digital technology companies preferred to be in a space that was solely digital, there were other business centres that could have accommodated their needs locally and within the reach of the acknowledged cluster. That option had to remain part of the solution and provided a credible alternative for short term demands.

Alternative Areas - Centre Square development was considered to be a credible option for some of the larger businesses and as a proposition to attract new inward investment to the cluster. That would have also formed part of the packaged offer for local businesses.

Develop a Business Case for Sector-specific Space (Boho Next Generation): A clear option for the cluster was a bespoke solution that built on the strength of the local estate and laid the foundations for rapid, affordable and localised growth of the sector. A key consideration for the tenants was a clear understanding of deliverability and certain timescales for implementation. The option was considered very credible to address the medium to long term requirement.



  1. That  the vision for the Boho Zone, the concept options for Boho Next Generation workspace (Appendices B1 to B3 and C1 to C5) and the approach taken to retain growing businesses in the city centre ecosystem, be supported.
  2. That the progression of Phases 1A and 1B, the creation of modular business space (1A) and the development of Boho 10 (1B) as outlined in appendices B1 and B2 and funded through £20m TVCA contribution, be approved.
  3. That the provisional allocation of land at Middlehaven, in support of developing future phases related to Middlesbrough’s Digital Cluster and creating a coherent 'campus' feel for the area / strengthening the identity of the Boho Zone, be noted.
  4. That the acquisition of a small area of Thirteen Group land, to enable the first phases of development and the transfer of similar land (of an equivalent value) in the local area, in lieu of a receipt, be approved.
  5. That the proposal for the Boho Village housing into the vision for the area, which could have been brought forward subject to demand and an approved development brief, be noted



The Boho Next Generation Vision supported Middlesbrough Council’s strategic outcomes and formed an integral part of Middlesbrough’s investment priorities as outlined in the 2017 Middlesbrough Investment Prospectus.

The initial options appraisal had highlighted significant demand for commercial accommodation to satisfy immediate and long term expansion plans, starter style units as well as larger floor plate options.

Consultation with key Boho based digital sector companies had been undertaken as part of the initial options appraisal.

Overview and Scrutiny Board

There were no items for consideration.

Consideration of Reports from the Overview and Scrutiny Board

The Adult Social Care and Services Scrutiny Panel had undertaken a review of the Lesbian, Gay, Bisexual and Transgender (LGB&T) Community and Elderly Care. A copy of the full report was attached.


The scrutiny panel made 9 recommendations upon which a response was sought from the relevant service area. The Executive Member for Adult Social Care and Public Health and the Director of Adult Social care and Health Integration submitted a service response to the recommendations of the Adult Social Care and Services Scrutiny Panel. A copy of the response was attached to the submitted report.


The Chair of the Adult Social Care and Services Scrutiny Panel presented the final report to the Executive. The Executive Member for Adult Social Care and Public Health presented the service response.


A discussion ensued and it was agreed that the scrutiny panel's final report and the new training materials on equality and diversity, with an increased focus on LGB&T matters, should be shared with social housing partners.


  1. That the content of the Adult Social Care and Services Scrutiny Panel's Final Report on the Lesbian, Gay, Bisexual and Transgender (LGB&T) Community and Elderly be noted.
  2. That the Action Plan developed in response to the scrutiny panel’s recommendations be approved.
  3. That the scrutiny panel's final report and the new training materials on equality and diversity, with an increased focus on LGB&T matters, be shared with social housing partners.



It was a requirement that Executive formally considered the Scrutiny Panel's report and confirmed the Service Area's response to the Panel's accompanying plan.

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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