Venue: Council Chamber
Contact: Chris Lunn / Georgina Moore
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Declarations of Interest Minutes:
SUSPENSION
OF COUNCIL PROCEDURE RULE NO 5 - ORDER OF BUSINESS |
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Strategic Plan 2021-24: Approach to Delivery PDF 488 KB Additional documents: Minutes: The Mayor and Lead Member for Children’s
Safeguarding, Adult Social Care and Public Protection and the Chief Executive
submitted a report for the Executive’s consideration. Following approval of the
refreshed Strategic Plan 2021-24 by Council on 24 February 2021, the purpose of
the report was to seek the Executive’s endorsement of the Strategic Plan
workplan and associated outcomes, to assure achievement of the Council’s
strategic priorities for the 2021-24 period. The proposed workplan was set out at Appendix 1
of the submitted report, for consideration and approval. In developing the
workplan, consideration had been given to the outcome of the 2020 Let’s Talk
consultation exercise, with further activity being added to improve the
following, which in turn would contribute to improved performance against the
aforementioned outcomes: ·
residents
feeling safe outside after dark; ·
local
satisfaction with road and pavement maintenance; ·
local
satisfaction with street cleaning; and ·
residents speaking positively about the work of
the Council. Progress against delivery of the workplan would
be monitored on a monthly basis and reported to all Members quarterly via
all-member briefings and as part of the quarterly Strategic Plan update reports
to the Executive and the Overview and Scrutiny Board. In November 2020, as a result of a surge in
cases of COVID-19, nationally imposed restrictions and the resulting impact on
the local approach to Recovery, the Executive approved the Council’s revised
approach to COVID-19 Recovery and noted the updated Recovery metrics and
measures. As one of the nine strategic priorities, it had
been proposed that all associated Recovery works and activities would be
subsumed within the Strategic Plan 2021-24 workplan. OPTIONS It was
imperative that the Council effectively articulated and communicated an
overarching plan which directed activity across Directorates towards the
achievement of its strategic priorities. As such, no other options had been
considered. ORDERED 1. That the proposed Strategic Plan workplan and outcomes, to
assure achievement of the Council’s strategic priorities for the 2021-24
period, be approved. 2. That the inclusion of all Recovery works and activities
within the Strategic Plan 2021-24 workplan be approved and its proposed
adherence to the monitoring and governance arrangements be noted, as outlined
in the report. 3. That the delegation of approval for minor amendments to
in-quarter timescales to the Chief Executive be agreed. Any significant
variation to approach or deliverables would be reported to, and seek approval
via, the quarterly Strategic Plan progress reports to Executive. REASONS To
provide the necessary detail to demonstrate robust delivery plans of the Council’s
strategic priorities and assurance of the associated governance. |
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Revised Fee Structure for Newham Grange Farm PDF 279 KB Additional documents:
Minutes: The Executive Member for Culture, Communities
and Education and the Director of Regeneration and Culture submitted a report
for the Executive’s consideration. The purpose of the report was to seek approval
to increase existing entrance fees for Newham Grange Farm, in line with the
enhanced facilities and increased programme, and amend the pricing structure
for group bookings for the next 3 financial years. Appendix 1 of the submitted report contained
details of the existing and proposed charges increase for the next 3 financial
years. It was considered that the existing charges no
longer reflected the true cost of providing the service. The revised charging
schedule planned to bring the Council closer in line with that of neighbouring
farm/tourist attractions within the Tees Valley and surrounding areas. Newham
Grange Farm, however, would still remain significantly cheaper than the closest
leisure farm. The comparison farm prices were contained at Appendix 2 of the
submitted report. OPTIONS Three
options had been considered: 1. not to increase existing fees; 2. introduce new fees as provided; and 3. set fees in
line with competitor farms. Option 1
and 3 had been discounted. As stated in the body of the submitted report, fees
did not reflect the on-going costs of providing the service and would not have
contributed towards delivering the Council’s business imperatives. Equally,
setting the fees too high would not have allowed the Council to offer a high quality
attraction to some residents in Middlesbrough. ORDERED That the
increase in, and additional, fees and charges identified (Appendix 1) be
approved. REASON The level
of charges being recommended reflected the costs of delivering the service and
brought them more in line with those being charged by other farm attractions
within the Tees valley. |
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Additional documents: Minutes: The Executive Member for Culture, Communities
and Education and the Director of Regeneration and Culture submitted a report
for the Executive’s consideration. The purpose of the report was to set out the
future operating arrangements for Teesside Archives and to provide information
on the funding required to facilitate them. The Teesside Archives Service had been
established in 1974 and acquired, preserved and made available archives created
by the four local authorities it served (Middlesbrough, Stockton, Hartlepool
and Redcar and Cleveland) and other archives relating to the local area. The storage of archives (excluding the front of
house facilities) currently occupied approximately 700 cubic metres of space in
Exchange Buildings, a Grade II listed custodian property in central
Middlesbrough, owned under the historic ‘custodian’ arrangements by the four
local authorities. The Archives cost £241,800 p.a. to operate,
which was funded by the four local authorities, with Middlesbrough’s share
equating to £44,400. According to national standards, an Archives
Service should ideally be housed in a building with stable temperate and
humidity levels with no windows in storage areas, over one floor. Exchange House
fundamentally failed to meet that requirement and the overall suitability of
the building for housing an archive had been further compromised, as its
condition had deteriorated over time. Following an extensive search and costing
exercise, a proposal had emerged as the most deliverable short to medium term
solution. Information on the proposal, and the cost implications, was detailed
at paragraphs 21 to 35 of the submitted report. OPTIONS Retaining
Teesside Archives within the current building was no longer a viable option.
The proposed option should not therefore be measured against the ‘do nothing’
option or current costed arrangements, but against the other alternatives
currently available. As a result, the following options had been considered and
discounted: 1. Refurbishing an existing building - No buildings had been
identified that were surplus to requirements and had the size and configuration
of space that would have met The National Archives accreditation standard. The
requirement for significant floor loadings also ruled some potential buildings
out. Ultimately, no suitable buildings had been identified. 2. Converting a larger industrial building - Plans had been
considered for constructing appropriate storage within an empty industrial
building, but the costs were prohibitive, with some options exceeding the costs
of constructing a new purpose built facility. 3. New build facility - As identified above, the costs of
constructing a new archive facility had been identified as prohibitive. The latest
designs had been costed in excess of £7m, which would not have been possible to
secure for a standalone archive. 4. Splitting the archive into four - Returning material to the
original local authority area had been considered, and would have been achievable
at a cost lower than building a single new facility, but not every authority
could have accommodated the stock, and the costs of managing and storing four
separate archives would have been prohibitive.
ORDERED 1. That the transfer of Teesside Archives stock to commercial storage be approved. ... view the full minutes text for item 21/4 |
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Additional documents: Minutes: The Executive Member for Environment and
Finance & Governance and the Director of Environment and Community Services
submitted a report for the Executive’s consideration. The purpose of the report
was to seek approval for the adoption of the Green Strategy, following the
public consultation, and the Year One Action Plan. A report was submitted to Executive on 1
September 2020 that outlined the proposed Green Strategy and sought approval,
which was granted, to commence with consultation on the adoption of the
emerging Green Strategy. The Green Strategy had three main aims: 1.
To
make Middlesbrough Council net carbon neutral by 2029. 2.
To
ensure Middlesbrough as a town was net carbon neutral by 2039. 3.
To
make Middlesbrough a lead authority on environmental issues. The public consultation was launched on 15
November 2020 for a six week period, which had then extended to 31 January 2021
to encourage more responses. The feedback gathered within the consultation was
overwhelmingly in favour of adopting a Green Strategy and that Middlesbrough
should become a lead authority on green issues. A document outlining feedback
gathered during the consultation was included at Appendix 2 of the submitted
report. OPTIONS The other
potential decision was to not adopt a Green Strategy. That was not recommended
as the Council had a moral and legal responsibility to address climate change
and reduce the carbon emissions of Middlesbrough and therefore taking no action
and not adopting a Green Strategy was not a viable option. ORDERED 1. That the adoption of the Green Strategy, following the
public consultation, be approved. 2. That the Year One Action Plan be approved. REASON The Green
Strategy set a programme to meet current Government targets for increasing
recycling uptake to 40 percent and reducing Greenhouse gas emissions to net
zero by 2050, which was a commitment that the UK made by signing the Paris
Agreement which was contained within the United Nations Framework Convention on
Climate Change. The
adoption of the Green Strategy was recommended as a vehicle to deliver the
Council’s obligations to address Climate Change. The implications of climate
change were broad ranging and significant and the Council had a responsibility
to ensure measures were put in place to mitigate and adapt to climate change. The
overwhelming feedback from the Green Strategy public consultation process was
that the majority of respondents (82%) agreed that Middlesbrough should be a
lead authority on green issues, which the Green Strategy would achieve. A summary
of feedback from the Green Strategy consultation was as follows: ·
175 respondents in
total. ·
145 (82.8%) respondents
agreed with the Mayor’s ambition that Middlesbrough should be a lead authority
on green issues. ·
18 (10.2%) of
respondents disagreed with the Mayor’s vision, stating a number of reasons. For
example, monies would be better being spent elsewhere, such as tackling crime
(44%) and building on Green Spaces (20%). ·
On average 162 (92.5%)
respondents agreed or strongly agreed that the 10 OPL principles were perceived
as important. · 99 (56.5%) of respondents agreed that the proposed ... view the full minutes text for item 21/5 |
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Tree Policy (amended February 2021) PDF 280 KB Additional documents: Minutes: The Executive Member for Environment and
Finance & Governance and the Director of Environment and Community Services
submitted a report for the Executive’s consideration. The purpose of the report
was to seek approval for Middlesbrough Council’s Tree Policy (amended February
2021). The previous Tree Policy had been adopted by
the Council in 2016. The tree policy covered the management of trees within
Middlesbrough and provided advice to residents on dealing with all
arboricultural issues. The existing Tree policy had been in use for 5
years and it was important that a review was conducted to ensure it remained effective/compliant
with industry best practice. The policy review looked at changes in
legislation to ensure they were all current and still relevant to the policy.
It also looked at any ambiguities from the previous policy and clarified the
Council’s position. The policy now also took into consideration any
advancements in technology not included in the previous version, i.e. solar
panels and modern telecommunications. There was also a new section on planning
taking into consideration any new housing developments. All amendments were
detailed in paragraph 5 within the submitted report. OPTIONS Doing
nothing was not an option, not having a Tree Policy in place would have placed
Middlesbrough at serious risk and target setting opportunities could have been
missed. ORDERED That the
Tree Policy (amended February 2021) be adopted. REASON The Tree
Policy had been reviewed and subsequently amended to ensure it remained in line
with legislation, best practice and offered clear concise guidance to all
users. |
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Joint Development Priorities PDF 465 KB Additional documents: Minutes: The Executive Member of the Regeneration and
the Director of Regeneration and Culture submitted a report for the Executive’s
consideration. The purpose of the report was to see approval to work in formal
collaboration with Jomast Developments LTD and to explore development
opportunities for key central Middlesbrough properties including Church House,
Gurney House, the (former) Barclays Bank building on Albert Road and land on
Bridge Street East detailed in Appendix A of the submitted report. Whilst the joint venture did not amount to a
financial relationship, external funding opportunities would be explored to
enable investment in, and reuse of, prominent town centre properties. A joint
venture relationship did not imply any undertaking for the Council to commit
direct investment. To align with Middlesbrough’s strategic
priorities and to maintain coherence of vision, Jomast Developments Ltd was
keen to work closely with Middlesbrough Council to align visions, market
compelling proposals for prospective tenants / investors and explore external
funding support to aid commercial viability. The heads of terms agreement, at
Appendix A of the submitted report, outlined the purpose and framework of the
proposed relationship, although that did not amount to a financial relationship
or exclusivity option for any Council-owned land. Appendix A of the submitted report set out the
full scope and conditionality of a collaboration agreement / joint venture. OPTIONS Do not
enter into a Joint Venture - The Council was not obliged to formalise a
relationship with Jomast Developments Ltd, however, missing an opportunity for
strategic alignment of priorities and promoting the refurbishment and reuse of
properties may have taken much longer to deliver. Enter into
a Joint Venture - Historical collaborative working with the organisation had
proved to rapidly progress mutual regeneration objectives for both parties. The
properties in scope of that agreement were of local note and were symbolic to
the local population. Bringing those properties back into use would provide a
significant injection into the urban market for commercial space and
residential opportunities, aiding the recovery of our local economy and
building on the momentum of recent commercial and residential priorities. ORDERED 1. That the entering into a collaborative joint venture with
Jomast Developments Ltd (Jomast) be approved, for the purposes of exploring
development opportunities, and external funding, for key town centre assets -
as set out in Appendix A. 2. That the recent progress made in regenerating and occupying
commercial space on Albert Road North be noted. REASON Private
sector input was key to support the future aspirations of Middlesbrough. Church
House and Gurney House were of particular local interest and had been vacant
for many years. They were prominent properties on Middlesbrough’s skyline and
were in dire need of investment, activity and animation. Bringing such property
back into use would aid the economic ambitions for the area and provide a major
boost in raising perceptions in the area. The proposed relationship represented no financial commitment or obligations and, as such, was of minimal risk to the Council, whilst the strategic benefits could be extensive. ... view the full minutes text for item 21/7 |
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Local Authority Delivery 2 (LAD2) Grant Application and Scheme Delivery PDF 300 KB Additional documents: Minutes: The Executive Member for Regeneration and the
Director of Regeneration and Culture submitted a report for the Executive’s
consideration. The purpose of the report was to seek approval for the acceptance
of the Local Authority Delivery 2 funding award and the procurement of EON as
the Council’s delivery partner, if the application was successful. The Green Homes Grant Local Authority Delivery
Phase 2 (LAD2) Scheme aimed to improve the energy efficiency of homes of
low-income households, help to reduce fuel poverty, phase out high carbon
fossil fuel heating and deliver progress towards the UK’s commitment to net
zero by 2050. Phase 2 comprised £300m allocated through Local
Energy Hubs for regional delivery up to December 2021. The North East Yorkshire
and Humber Energy Hub had secured £51.95m in LAD2 funding from the Department
of Business Energy and Industrial Strategy (BEIS). Middlesbrough Council had applied for the full
£1,091,161 allocation which BEIS had calculated based on Middlesbrough’s fuel
poverty figures. That allocation included a maximum 11% allocation for the
costs of running the scheme of £108,133. Middlesbrough Council had been working with the
4 other Tees Valley authorities and all 5 were in discussions with EON to
negotiate a contract to deliver the majority of the scheme. LAD2 would be mainly aimed at homeowners in
fuel poverty. OPTIONS The
alternative would be to not accept the LAD 2 funding of £1,091,161 if the
application was successful. The money would have then been offered to other
local authorities who felt able to expand their schemes. That would have meant
the least energy efficient residential properties in Middlesbrough not
receiving energy improvement works, resulting in households remaining in fuel
poverty. ORDERED That the
Local Authority Delivery 2 funding award be accepted and EON be procured as the
Council's delivery partner, if the application was successful. REASON Due to
tight timescales for delivery and lack of internal capacity, appointing a
delivery partner was the only way to ensure the Council met the requirements of
the grant and avoided any clawback of funding. The 5 Tees Valley local
authorities had worked collaboratively with Operational Leads, Procurement,
Finance and Legal to ensure the proposed procurement route was compliant with
Standing Orders. The
application for LAD2 funding and the delivery of a scheme, if successful, had
not been the subject of the Overview and Scrutiny Board or a Scrutiny Panel. |
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Additional documents:
Minutes: The Economic Development, Environment and
Infrastructure Scrutiny Panel had undertaken a review of Pest Control. A copy
of the full report was attached. The scrutiny panel made three recommendations upon
which a response was sought from the relevant service area. The Executive
Member for Environment and Finance & Governance and the Director of
Environment and Community Services submitted a service response to the
recommendations of the Economic Development, Environment and Infrastructure
Scrutiny Panel. A copy of the Action Plan was attached. The Vice-Chair of the Economic Development,
Environment and Infrastructure Scrutiny Panel presented the final report to the
Executive. The Executive Member for Environment and Finance & Governance
presented the service response. ORDERED 1. That the content of the Economic Development, Environment
and Infrastructure Scrutiny Panel’s Final Report, on Pest Control, be noted. 2. That the Action Plan, developed in response to the scrutiny
panel’s recommendations, be approved. REASON 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. |
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Additional documents:
Minutes: The Health Scrutiny Panel had undertaken a
review of Opioid Dependency: What Happens Next? A copy of the full report was
attached. The scrutiny panel made 15 recommendations upon
which a response was sought from the relevant service area. The Mayor and Lead
Member for Children’s Safeguarding, Adult Social Care and Public Protection and
the Director of Public Health submitted a service response to the
recommendations of the Health Scrutiny Panel. A copy of the Action Plan was
attached. The Chair of the Health Scrutiny Panel
presented the final report to the Executive. The Mayor and Lead Member for
Children’s Safeguarding, Adult Social Care and Public Protection presented the
service response. ORDERED 1. That the content of the Health Scrutiny Panel’s Final
Report, on Opioid Dependency: What Happens Next?, be
noted. 2. That the Action Plan, developed in response to the scrutiny
panel’s recommendations, be approved. REASON 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. |
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Any other urgent items which in the opinion of the Chair, may be considered. PDF 399 KB Minutes: The
Chair agreed for an urgent item to be considered in light of the inquorate
meeting of the Mayor and Lead Member for Children’s Safeguarding, Adult Social
Care and Public Protection that had been scheduled to take place on 27 May 2021
at 10:00 a.m. Project: Prevention and
Promotion Fund for Better Mental Health and Wellbeing 2021-22 The Director of
Public Health submitted a report for the Executive’s consideration. The purpose
of the report was to seek approval for the receipt of national
investment via an Expression of Interest submission to support Public Mental
Health Interventions and to request delegated powers for the Director of Public
Health, in the future delivery of interventions to the value of £273,214.00. The report
outlined that on 27 March 2021, the Department of Health
and Social Care published the COVID-19 Mental Health and Wellbeing Recovery
Action Plan for 2021 to 2022 to mitigate and respond to the impact of the
COVID-19 pandemic on mental health. To support implementation of the Plan,
national funding of £15 million had been allocated to preventing mental ill
health and promoting good mental health in the 40 most deprived upper tier
local authorities in England. Middlesbrough had been selected as an area
eligible to submit an Expression of Interest to receive funding which would be
distributed as a section 31 grant (Local Government Act 2003) subject to
appropriate approvals. There was a need to submit an Expression of Interest
form, together with a project plan and proposed budget, to Public Health
England by 11.59pm Friday 28 May 2021. The single year fund was designed to
incentivise investment in prevention and promotion interventions for better
mental health in the most deprived local authorities. Specifically, to mitigate
mental health impacts arising from the COVID-19 pandemic, reduce widening
mental health inequalities by targeting at risk and vulnerable groups and
ensure adequate distribution of funding to support minority ethnic communities.
The impact of coronavirus (COVID-19) and the social and economic consequences
of the pandemic had meant that tackling mental health at a population level had
never been more important. COVID-19 had been recognised as a public mental
health emergency that exacerbates existing mental health inequalities. The proposed interventions and associated
finance were aligned to the services that Tees Esk and Wear Valley (TEWV)
mental health trust and Tees Valley Clinical Commissioning Group (TVCCG) were
developing as part of the Covid-19 Mental Health Recovery Plan. In summary, the proposal planned to support
additional public mental health resilience and capacity to develop and deliver:
·
programmes to support emotional health
and wellbeing of children young people and families; ·
a Wellbeing Network to connect mental
wellbeing assets, frontline practitioners and activities; ·
perinatal and maternal wellbeing; ·
peer mentorship programmes in schools
and communities; ·
building the capacity and capability
across the workforce to prevent mental health problems and promote good mental
health within everyday practice; ·
promoting wellbeing in the workplaces;
and ·
promoting parental resilience. Options Retaining the status quo and not accepting the funding would have denied Middlesbrough ... view the full minutes text for item 21/11 |
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Middlesbrough Development Company (MDC): Finance PDF 558 KB Minutes: Following a declaration of interests in respect
of the following items, the Mayor left the meeting at this point. For the
remainder of business, Councillor Smiles chaired proceedings. The Executive Member for Regeneration, the
Executive Member for Environment and Finance & Governance, the Director of
Regeneration and Culture and the Director of Finance submitted a report for the
Executive’s consideration. The purpose of
the report was to seek approval for an additional capital allocation to
Middlesbrough Development Company (MDC), to meet a funding shortfall caused by
a lower than anticipated Homes England grant allocation and increased costs. In December 2019, the Executive approved the
use of £3.5m of allocated funding for the development of land at Rievaulx
Drive, known locally as Tollesby shops. The report had informed the Executive that the
vacant parade of shops had been causing significant problems for the local
community and were viewed to be ‘blighting the area’. It was proposed that
MHomes (now Middlesbrough Development Company) would acquire the site and
utilise an existing scheme, for which planning permission had already been
secured by the then owner, to redevelop the site and provide 21 units of
affordable residential accommodation and two commercial units. Since the approval of the December 2019
Executive report, the existing buildings had been demolished and MDC had
completed the purchase of the site from the private owner. The MDC Board approved a Project Plan for the
development, which included the appointment of a professional team to redesign
the project and directly appoint a construction contractor, with MDC acting as
the developer. The Project Plan included a cash flow and viability assessment
for the project, which assumed a total development cost of £4.986m and an
Affordable Housing Programme (AHP) grant of £1.5m from Homes England. A new scheme design provided retail units on
the ground floor and a total of 24 flats for affordable rent on the first and
second floors, with associated car parking and access provision. The revised scheme was submitted to Homes
England for consideration for funding from the 2016 to 2021 AHP and a grant
allocation of £936k was subsequently confirmed. The MDC Project Plan assumed a scheme cost of
£4.986m. The total cost of the project
was now estimated to be £5.4m (including a £100k contingency) as a consequence
of the factors set out below. a)
The
scheme, which achieved planning was significantly different from the original
draft design. b)
The
build costs were now largely based on actual contractor / consultant prices. c)
Unforeseen
costs associated with complex foundation requirements and a new electricity
sub-station. d)
A
2.5% increase in labour and material costs since the original Project Plan was
produced. In order to allow construction to commence, it
was recommend that Executive approved additional funding of up to £1,200,000,
which would be provided to MDC in part from £700,000 of Section 106
contributions and £500,000 from Council resources, with the latter being
provided as a commercial loan. OPTIONS
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Towns Fund and Future High Streets Fund PDF 626 KB Additional documents:
Minutes: The Executive Member for Regeneration and the
Director of Regeneration and Culture submitted a report for the Executive’s
consideration. The purpose of the report was to set out the funding allocations
and delivery framework for the recently allocated £14.1m from the Future High
Streets Fund (FHSF). A significant proportion of that was proposed to be spent
within the Council owned asset, the Captain Cook Square shopping centre, along
with strategic investment in urban living, cultural activities, business
support, transport and accessibility. The purpose of the report was to seek the
formal approval to deliver the FHSF interventions, in line with the strategic
business case and funding criteria, as set out in the successful bid. The report also set out Middlesbrough’s Towns
Fund programme, as determined by the Town Deal Board and approved by HM
Government. That established the delivery framework for funded project
interventions and set out how a coherent investment programme which deployed a
combination of Council Capital (previously approved), Private Sector leverage,
Towns Fund and Future High Streets Fund would deliver transformational change
for Middlesbrough’s businesses and residents. Middlesbrough Council had bid for £20.5m in
funding and had successfully secured £14.1m from the FHSF in the budget March
2021. The programme had been adjusted to match the funding offer and that had
been approved by MHCLG. The programme now included (see Appendix A of the submitted
report):
i.
£3.5m
for residential property;
ii.
£1.05m
for transport adaptations and improving safety / security of town centre areas;
iii.
£270,352
for cultural animation and experiences;
iv.
£250k
for businesses adaptations for covid mitigations; and,
v.
£9.1m
for the transformation of Captain Cook Square for leisure uses, incentives,
decant compensation, remodelling units, contribution to fit out and adapting
public spaces. Middlesbrough aimed to commence investment
immediately and would deliver a programme over the next three years. ORDERED 1. That the funding offer for Middlesbrough Council’s funding
bid, for the investment of the Future High Street Fund (FHSF) allocation, be
approved - equating to a total of £14.1m, as detailed within Appendix A. 2. That Middlesbrough’s Town Deal funding programme totalling
£21.9m, as determined by Middlesbrough’s Town Deal Board, be endorsed - as
detailed in Appendix B. 3. That Middlesbrough Council take responsibility as the accountable
body for the Towns Fund. 4. That the Director of Regeneration and Culture and the
Director of Finance be delegated approval to vire allocations beneath the
£14.1m FHSF allocation, insofar as the objects of the programme and the outputs
be consistent with the objectives of the bid, and subject to grant conditions
and change control processes. 5. That the Towns Fund and Future High Streets Fund delivery
objectives, as aligned with the Town Centre Strategy and the Council’s
Strategic Plan, be noted. REASON Acceptance of the (combined) funding offer of £36m from the Towns Fund and Future High Street Fund, would enable Middlesbrough to invest in a transformational change in its high street economy, economic base, skills and communities. That would provide a sound underpinning to ... view the full minutes text for item 21/13 |
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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. The report entitled 'Project: Prevention and Promotion Fund for Better Mental Health and Wellbeing 2021-22' was considered as an urgent item and is therefore exempt from call-in procedures. |