Agenda, decisions and draft minutes

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The Chair welcomed everyone to the meeting and described the fire evacuation procedure.  

Members are asked to declare any interests in the items under consideration and in doing so state:

(1) the type of interest concerned:

•         Disclosable Pecuniary Interest (DPI) or

•         Non-Pecuniary Interest (including personal or prejudicial interest)

(2) the nature of the interest concerned. 

If any member requires advice on declarations of interests, they are advised to contact the Monitoring Officer in advance of the meeting. 

There were no declarations of interest received at this point in the meeting.

To receive the minutes of the previous meeting. 

The minutes of the Executive meeting held on 10 June 2026 were submitted and approved as a correct record.

To receive any announcements from the Mayor.

To receive questions from members of the public.

None. 

To receive questions from elected Members.

None. 

To consider reports of Overview and Scrutiny Board following the Call-In process or Council following the Budget setting process.

None.

To receive any reports from the Overview and Scrutiny Board or Scrutiny Panels.

None.

To note.  

None.

For decision.  

ORDERED that the Executive:

1.     Approve that Directorate Service Plans for 2026/7 explicitly set out the key evidence of need relevant to the Directorate’s responsibilities, including reference to the Indices of Multiple Deprivation.

2.     Approve that Directors identify and record specific commitments within their Directorate Service Plans which demonstrated how their activity would contribute to reducing inequality and addressing deprivation in Middlesbrough.

3.     Approve that Directorate commitments arising from this work would be drawn together into a single, consolidated report and brought back to Executive, setting out the Council’s collective and intentional approach to responding to deprivation and areas of greatest need.

4.     Approve that alongside the development of the Council’s consolidated position, a structured process would be established to engage key partners — including those involved in the Town Strategy and wider system leadership arrangements to:

•         set out their planned contributions to addressing the inequalities identified through the Indices of Multiple Deprivation; and

•         align these contributions with the Council’s own commitments in order to support a coordinated, place-based response.

AGREED that Executive

Note that a separate report setting out the Council’s formal response to the Overview and Scrutiny Board Short Review on Poverty would be brought to Executive in September 2026.

The Mayor submitted a report for Executive's consideration. The purpose of the report was to seek approval to embed the consideration of deprivation evidence within Directorate Service Plans for 2026/27 and to establish a coordinated approach across the Council and its partners to address deprivation and inequality in Middlesbrough.

The report also outlined proposals to develop a consolidated Council-wide response and engage key stakeholders in developing a town-wide commitment to addressing deprivation.

The Executive was advised that the Council Plan 2026–29 contained a clear commitment to improving outcomes for residents, reducing inequality and alleviating the impact of poverty. Members heard that the updated Indices of Multiple Deprivation (2025) showed that Middlesbrough continued to have the highest proportion of neighbourhoods within the 10% most deprived nationally and that a coordinated, evidence-based approach was required to address these longstanding challenges.

The Executive noted that Directorate Service Plans would be used to demonstrate how planned activity, investment and commissioning decisions responded to identified need and deprivation evidence. Members also noted that a further report would be submitted setting out the Council’s collective response and that engagement with key partners would be undertaken through existing partnership arrangements to support a place-based approach.

Members thanked officers for their continued efforts on this piece of work. Executive also commented this was an important initiative and that, in relation to the matter of deprivation, it would not only help those experiencing poverty, but also those who were working but struggling financially.

OPTIONS

An alternative was to develop a standalone poverty or deprivation strategy, or a separate action plan for directorate prioritisation. This had not been recommended at this stage, as the Council Plan already set the overarching strategic framework and priorities. The supporting performance management framework enabled the Council to monitor performance and take corrective action where necessary.

Another alternative would have been to continue existing arrangements without requiring explicit consideration of deprivation evidence within directorate service plans. This was not been recommended, as it risked continued inconsistency in how evidence of need was reflected across Directorates and would have missed the opportunity to bring together all planned actions into a single collective statement.

ORDERED that the Executive:

1.     Approve that Directorate Service Plans for 2026/7 explicitly set out the key evidence of need relevant to the Directorate’s responsibilities, including reference to the Indices of Multiple Deprivation.

2.     Approve that Directors identify and record specific commitments within their Directorate Service Plans which demonstrated how their activity would contribute to reducing inequality and addressing deprivation in Middlesbrough.

3.     Approve that Directorate commitments arising from this work would be drawn together into a single, consolidated report and brought back to Executive, setting out the Council’s collective and intentional approach to responding to deprivation and areas of greatest need.

4.     Approve that alongside the development of the Council’s consolidated position, a structured process would be established to engage key partners — including those involved in the Town Strategy and wider system leadership arrangements to:

•         set out their planned contributions  ...  view the full minutes text for item 26/25

For decision. 

ORDERED that Executive approve the Wholly and Partly Owned Council Companies Policy 2026-29 and supporting Minimum Standard.

The Mayor submitted a report for Executive's consideration. The report sought approval of the Wholly and Partly Owned Council Companies (WPOCC) Policy 2026–29 and supporting Minimum Standard, which established the framework through which the Council would develop, operate and review wholly or partly owned council companies. 

The Executive was advised that the Council had operated a policy governing Wholly and Partly Owned Council Companies since 2023 to support compliance with Chartered Institute of Public Finance and Accountancy (CIPFA) guidance and to ensure appropriate governance arrangements were in place. The report represented the scheduled three-year review of that policy.

Members heard that the policy was intended to strike an appropriate balance between allowing a company sufficient freedom to manage its activities whilst ensuring the Council retained appropriate oversight and assurance. The policy sought to ensure that any company established by the Council contributed towards the achievement of the Council’s ambitions, provided value for money and operated within a robust corporate governance framework.

The Executive noted that the key elements of the policy and supporting Minimum Standard included requirements for a business case to be prepared for all proposed companies, completion of appropriate due diligence to test the robustness of that business case, governance and reporting arrangements capable of providing assurance to the Council, clearly defined roles and responsibilities, and regular formal reviews to assess whether the original business rationale remained valid.

The Executive further noted that, following the review, the policy had been amended to clarify the circumstances in which it would apply. The revised policy stated that it would only apply where the Council’s position within a partly owned company met the Government definition of a Person with Significant Control (PSC). Members were advised that this included circumstances where the Council held more than 25% of shares or voting rights, could appoint or remove a majority of directors, or could otherwise influence or control the company or trust.

It was also noted that, subject to approval, the revised policy would be implemented, and the Council’s existing company arrangement would be reviewed against the new framework and Minimum Standard.

OPTIONS

The Council could have chosen not to have this policy in place, however that was not recommended. A proportionate, consistent approach to the establishment, maintenance and review of such arrangements provided the Council with assurance that Value for Money was being achieved within arrangements that were necessary to achieve its objectives.

ORDERED that Executive approve the Wholly and Partly Owned Council Companies Policy 2026-29 and supporting Minimum Standard.

REASONS

The policy and supporting Minimum Standard provided a consistent standard against which companies could be assessed to provide the organisation with assurance that governance was fit for purpose and the business case for establishment of a company was robust.

For decision.  

ORDERED that Executive:

1.     Approve the Data Protection Policy

2.     Approve the Direct Marketing and Cookies Policy. 

3.     Delegates authority to the senior officer designated as the Council’s Senior Information Risk Owner to approve all future substantive revisions, minor amendments and administrative updates of the Data Protection Policy and Direct Marketing and Cookies Policy.  

The Mayor submitted a report for Executive's consideration the purpose of the report was to seek approval of the Council’s Data Protection Policy and Direct Marketing and Cookies Policy. It also requested that authority was delegated to the Council’s Senior Information Risk Owner (SIRO) to approve future substantive revisions, minor amendments and administrative updates to both policies.

The Executive was advised that the policies formed a comprehensive information governance framework designed to ensure the Council complied with its statutory obligations under the UK General Data Protection Regulation (UK GDPR), the Data Protection Act 2018, the Privacy and Electronic Communications Regulations (PECR) and the Data (Use and Access) Act 2025. Members heard that the Data Protection Policy established the Council’s overarching approach to the lawful and fair processing of personal data, whilst the Direct Marketing and Cookies Policy provided specific controls and governance arrangements relating to electronic marketing communications and the use of cookies and similar technologies.

The Executive noted that Middlesbrough Council processed personal data on a significant scale in delivering statutory functions and public services and, in doing so, acted as a public authority subject to a range of legislative requirements. Members were advised that the Council’s approach to meeting those obligations was encapsulated within the Data Protection Policy.

Members also heard that the Direct Marketing and Cookies Policy reflected the requirements of PECR, Information Commissioner’s Office (ICO) Codes of Practice and related guidance. The policy clarified roles and responsibilities, consent standards, technical requirements and governance arrangements relating to marketing communications and cookie compliance. 

The Executive was informed that the policies applied to all personal data processing undertaken by Middlesbrough Council and several constituent data controllers, including the Electoral Registration Officer/Returning Officer, the South Tees Safeguarding Children Partnership, the South Tees Youth Justice Service and the Superintendent Registrar. The policies established responsibilities for ensuring that personal data was processed lawfully, fairly and transparently, remained accurate and secure and was retained only for as long as necessary.

The Executive noted that the policies supported both public authority and competent authority processing by setting out clear governance, accountability arrangements, and defined roles and responsibilities for elected Members, senior managers, Information Asset Owners, employees and the Data Protection Officer.

OPTIONS

While data protection legislation did not explicitly require organisations to maintain standalone policies adopting such policies was regarded as good practice and was strongly recommended by the Information Commissioner’s Office (ICO) under its Accountability Framework.

Formal policies helped demonstrate how an organisation met its legal obligations, embedded data protection principles into everyday practice, and provided clarity on roles, responsibilities, and expectations for those handling personal data. In a public sector context, where large volumes of personal and sensitive data were processed, the absence of a policy would have made it more difficult to evidence compliance, manage risk consistently, and demonstrate accountability to regulators, service users, and the public.

ORDERED that Executive:

1.     Approve the Data Protection Policy

2.     Approve the Direct Marketing and Cookies Policy. 

3.     Delegates authority to the senior officer  ...  view the full minutes text for item 26/27

For decision. 

The Executive Member for Environment and Sustainability submitted a report for Executive consideration. The report sought approval for the Stainton Way Highway Improvements scheme following public consultation and consideration of the issues raised and proposed mitigations.

The Executive was advised that Tees Valley Combined Authority (TVCA) had secured funding through the City Region Sustainable Transport Settlement (CRSTS) to support sustainable transport accessibility improvements. Members heard that the scheme formed part of a wider regional programme delivered through the Local Cycling and Walking Infrastructure Plan (LCWIP), introduced by the Department for Transport.

The Executive noted that the proposals comprised two key elements: the signalisation of the existing roundabout at the junction of Stainton Way and Dalby Way, and the creation of a westbound bypass at the Kings Academy roundabout to alleviate congestion and improve bus punctuality and reliability. Improved footway and cycleway connections were also proposed between the two junctions.

Members were informed that Stainton Way was a key transport corridor providing access to important destinations including the Parkway Centre and Kings Academy. The route formed part of the Council’s Strategic Road Network and currently experienced approximately 12,000 vehicle movements per day. It was reported that, despite existing pedestrian and cycle bridges, the current network arrangements created barriers to active travel due to indirect and less convenient routes between residential areas and key destinations.

The Executive heard that reducing reliance on private vehicles was a key objective of the Council and that the scheme would support sustainable travel, improve accessibility, reduce congestion and contribute towards wider corporate priorities. Members noted that the proposals were aligned with the Council’s approved Highway Infrastructure Delivery Plan and wider ambitions to improve accessibility, safety and connectivity across the transport network.

The Executive was advised that public consultation had been undertaken by TVCA during July 2025 and had included early Member engagement sessions, letters to surrounding premises and an in-person consultation event at Parkway Shopping Centre. A total of 59 responses had been received, with 52% of respondents either supporting or remaining neutral towards the proposals. Strong support had been expressed for safer active travel routes to Kings Academy and for pavement widening.

Members noted that concerns had been raised regarding the introduction of traffic signals at the Dalby Way/Stainton Way roundabout, the need for a crossing point, lane widths on Dalby Way and traffic associated with McDonald’s. It was reported that traffic modelling had demonstrated only a slight increase in congestion, not at a level expected to significantly affect journey times. Furthermore, accident data indicated that excessive speed and failure to look properly had been contributory factors in recorded incidents, and officers considered that signalisation would improve safety through reduced vehicle speeds and dedicated crossing facilities. Following consultation, amendments had been made to the scheme design to address concerns wherever possible.

The Executive also noted that Ward Members had been consulted prior to the public consultation process and that no objections had been raised during that engagement.

The Chair invited the Ward Member for Marton  ...  view the full minutes text for item 26/28

For decision. 

ORDERED that Executive approve the budget development approach and timetable, set out in Appendix 1 of the report, for developing the 2027/28 Budget and Medium-Term Financial Plan (MTFP) to 2030/31.

AGREED that the Executive note the update of the Council’s Medium Term Financial Plan (MTFP).

The Executive Member for Finance submitted a report for Executive's consideration. The purpose of the report was to provide an update on the Council’s Medium-Term Financial Plan (MTFP) and sought approval of the proposed budget development approach and timetable for developing the 2027/28 Budget and Medium-Term Financial Plan to 2030/31.

The Executive was advised that approval of the proposed timetable was required to ensure that the Council complied with its constitutional and statutory responsibilities in setting a balanced annual budget and Medium-Term Financial Plan. Members heard that Full Council retained responsibility for approving the budget and policy framework, whilst the Executive was responsible for developing and recommending proposals for consideration.

The Executive noted that the budget-setting process would be delivered through the Council’s Performance and Financial Management Framework (PFMF), which provided an integrated approach to financial planning, performance monitoring and risk management. Members were informed that the framework embedded a structured cycle of planning, monitoring, review and improvement, ensuring that financial decisions were informed by service performance, demand pressures and risk management considerations.

The Executive heard that the financial context for 2027/28 had improved in the short-term following the introduction of a three-year Local Government Finance Settlement covering the period 2026/27 to 2028/29. Whilst this provided greater certainty than previous one-year settlements, Members were advised that final funding allocations for 2027/28 had yet to be confirmed and remained subject to future Government announcements.

Members were advised that, despite the improved funding outlook, significant financial pressures remained. Key risks included demand-led pressures within Adult and Children’s Social Care, rising placement and workforce costs, waste service pressures arising from changes to national recycling requirements, risks to commercial property income, uncertainty regarding future digital investment requirements and the ongoing financial risks associated with the Dedicated Schools Grant deficit.

The Executive noted that wider economic factors continued to influence the Council’s financial position. Inflation remained above the Bank of England target, labour market conditions remained uncertain, and geopolitical developments continued to place pressure on energy and supply chain costs. Members were advised that these factors could have implications for commissioned services, contractual inflation uplifts, transport costs and service delivery expenditure.

The Executive further noted that some previously approved savings were now considered unlikely to be achievable in the manner originally intended, including contractual spend review savings and digitised procurement savings, and that these would be further reviewed as part of future updates to the MTFP.

Members heard that the Council’s budget strategy would focus on maintaining a balanced and sustainable budget, ensuring alignment with the Council Plan, supporting financial resilience through adequate reserves, strengthening demand management, embedding continuous improvement and ensuring that resources were prioritised in accordance with corporate priorities and Best Value principles.

The Executive was advised that the proposed timetable included ongoing engagement through the Policy Development Group, Financial Resilience Working Group, Member briefings and Executive reports throughout 2026 and early 2027, culminating in consideration of the final budget, Council Tax and revised MTFP by Full Council on 24 February 2027.

Executive  ...  view the full minutes text for item 26/29

To note.  

The Executive Member for Finance submitted a report for Executive's consideration. The report provided information on the Council’s Prudential Indicators for 2025/26 and reviewed Treasury Management performance against the approved Treasury Management Strategy for the year.

Executive was advised that the Council was required to approve annually a Treasury Management Strategy and a set of Prudential Indicators in accordance with the Local Government Act 2003 and the Chartered Institute of Public Finance and Accountancy (CIPFA) Codes of Practice. Members heard that these arrangements regulated the affordability, sustainability and prudence of the Council’s capital financing activities and ensured that borrowing and investment decisions were undertaken within an appropriate governance framework.

The Executive noted that no prudential or treasury management indicators approved for 2025/26 had been breached during the financial year. Members were informed that borrowing requirements during the year had been lower than originally anticipated due to slippage on capital schemes, with borrowing of £12.665 million compared to the original budget assumption of £17.085 million. The Council’s Capital Financing Requirement (CFR) at 31 March 2026 stood at £307.810 million.

Members heard that the Council remained in an under-borrowed position of £27.221 million, equivalent to 8.8% of the Capital Financing Requirement. This approach involved the use of internal cash balances instead of external borrowing and was reported to generate revenue savings by reducing borrowing costs. Consequently, the Council’s total external debt at 31 March 2026 was £280.589 million.

The Executive was advised that the majority of the Council’s debt was held with the Public Works Loan Board, with loans structured to broadly match the life expectancy of the assets being financed. Members also noted that short-term borrowing from other local authorities had been used where appropriate to support liquidity requirements whilst maintaining flexibility in relation to long-term borrowing decisions. 

The Executive noted that all cash investments had been made in accordance with the Council’s approved creditworthiness criteria and were generally invested with central government or other local authorities. Interest of approximately £1.1 million had been earned on temporary cash investments during 2025/26. Members heard that all investments had been repaid on time and that treasury management activity throughout the year had remained compliant with the approved strategy.

Members were further advised that £50 million of new external borrowing had been undertaken during the year, comprising £45 million from the Public Works Loan Board and £5 million from another local authority. This had been offset by debt repayments, resulting in an overall increase in external debt of £27.147 million during the year. Officers confirmed that all borrowing decisions had been authorised in line with treasury management policies and had been undertaken in consultation with external advisers.

The Executive heard that the Council had complied with all requirements of the CIPFA Prudential Code and Treasury Management Code. It was noted that treasury management activity had been undertaken in a prudent, affordable and sustainable manner and that officers continued to proactively manage borrowing and investment portfolios with support from the Council’s treasury advisers. 

OPTIONS

There  ...  view the full minutes text for item 26/30

For decision. 

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.

The Executive Member for Neighbourhoods submitted a report for Executive's consideration the purpose of which sought approval for the Making Middlesbrough Town Centre Safer for People and Business Project.

Before presenting the report, Executive was advised of minor amendments to Appendix 1 of the report. Specifically, the amendments were:

Middlesbrough Council match funding increased from £44,300 to £140,100 which increased the total scheme revenue income from £2.282m to £2,378m. Appendix 1a – Business Case Crime Safety Evidence Pack had been updated where appropriate. Following a vote the proposed amendments were accepted by Executive.

This was a three-year pilot programme designed to reduce crime and anti-social behaviour within Middlesbrough town centre through a coordinated multi-agency approach. The report also sought approval to accept £1.3 million of Tees Valley Investment Zone funding and associated match funding arrangements.

Executive was advised that Middlesbrough town centre was the economic and cultural heart of the Tees Valley and was benefiting from significant regeneration and investment. Members heard that the proposal supported the Council’s ambition for Middlesbrough to become the UK’s most creative place for young people to live, learn and realise their future. It was noted that improving safety and reducing crime and anti-social behaviour would support regeneration ambitions, increase public confidence and create conditions for a thriving town centre economy.

Executive noted that the project had been developed in partnership with Tees Valley Combined Authority (TVCA), Cleveland Police and the Office of the Police and Crime Commissioner (OPCC), and was proposed to be funded through the Tees Valley Investment Zone programme. Members were advised that the associated business case had not yet completed the formal TVCA approval process and that delivery remained subject to the necessary approvals and funding agreements being secured.

Members heard that the business case identified crime, anti-social behaviour and perceptions of safety as significant barriers to economic growth, inward investment and town centre regeneration. The proposed project would build upon existing arrangements and introduce additional Police Community Support Officers (PCSOs), Neighbourhood Safety Wardens with additional powers, Neighbourhood Navigators, enhanced CCTV monitoring and the expansion of Safe Haven at Middlesbrough Bus Station into a multi-agency hub.

The Executive noted that the project would result in the recruitment of two PCSOs, four Neighbourhood Safety Wardens, two Neighbourhood Navigators and one CCTV Operative. It was reported that these resources would be dedicated specifically to the town centre area, providing a consistent uplift in visibility, enforcement and support. Middlesbrough Council would employ the Wardens and Navigators, Cleveland Police would employ the PCSOs and the CCTV Operative would be employed through the Council’s existing CCTV contract arrangements.

Members were informed that the business case cited evidence of 799 anti-social behaviour incidents and 3,730 recorded crimes within the town centre during 2024/25 and highlighted Middlesbrough’s position amongst the most crime-deprived local authority areas nationally. The project was intended to reduce crime and anti-social behaviour, improve confidence and perceptions of safety, support businesses, increase footfall and contribute towards wider regeneration objectives contained within the Middlesbrough Place Strategy  ...  view the full minutes text for item 26/31