Decision details

Increase Town Centre Safety and Perception of Safety through co located approach to nuisance behaviour, retail crime and additional need.

ORDERED that Executive:

1.     That the amendments proposed to Appendix 1 of the report be approved.

2.     Approve the acceptance of £1.3m Investment Zone funding together with associated match funding arrangements set out in the business case, subject to completion of the relevant Tees Valley Combined Authority (TVCA) decision making processes and execution of funding agreements.

3.     Approve the implementation of the Making Middlesbrough Town Centre Safer for People & Business Project.

4.     Delegate authority to the Corporate Director responsible for Environment, Communities and Culture in consultation with the Executive Member to finalise operational delivery arrangements and agreements with partners.

AGREED that Executive note the three-year pilot nature of the project to March 2029.

REASONS

The business case demonstrated that crime and anti‑social behaviour continued to impact negatively upon Middlesbrough town centre and undermine regeneration ambitions.

The preferred option identified in the business case was Option 10 (detailed in the options appraisal section 2.2 of business case), which combined enhanced enforcement, prevention and support measures through a multi‑agency hub approach. This option was selected because it provided the strongest strategic fit and best overall economic outcome.

The business case identified that the project would have:

•         Achieved a targeted 5% reduction in crime and anti‑social behaviour over three years.

•         Improved public perceptions of safety.

•         Increased footfall and support economic activity.

•         Strengthened partnership working and supported vulnerable individuals.

•         The recommendations were therefore considered to provide the most appropriate and balanced response to identified challenges within the town centre.  

OPTIONS

The business case considered a range of options, including maintaining current arrangements and implementing standalone enforcement approaches.

The ‘do nothing’ option was discounted because existing resources were not considered sufficient to address the scale and complexity of current issues.

Alternative models focusing solely on enforcement or solely on prevention were also discounted as they would have not provided the integrated and sustainable approach required.

Option 10 was recommended because it combined protection, prevention and provision measures and achieved the strongest overall assessment against the critical success factors identified in the business case. 

The Executive Member for Children’s Services commented there were several exciting developments happening in the town centre and this project was another example of trying to remove barriers to achieving this.

The Executive Member for Neighbourhoods stated that businesses needed to have confidence and this was a key part of the strategy.