Venue: Virtual Meeting
Contact: Chris Lunn / Georgina Moore
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Declarations of Interest Minutes:
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Minutes - Executive - 24 November 2020 PDF 324 KB Minutes: The minutes of the Executive meeting, held on 24 November 2020, were submitted and approved as a correct record. |
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Adult Social Care: COVID-19 Winter Plan Update PDF 427 KB Minutes: The
Executive Member for Adult Social Care and Public Health and the Director of
Adult Social Care and Health Integration submitted a report for the Executive’s
consideration. The purpose of the report was to provide an update on directions
received from the Department of Health and Social Care (DHSC). On
18 September 2020, the DHSC published a policy paper entitled “Adult Social
Care: our COVID-19 winter plan 2020 to 2021”. The paper set out the key
elements of national support available for the social care sector for winter
2020 to 2021, as well as the main actions to take for local authorities, NHS
organisations, and social care providers. In
support of the health and social care sector, the DHSC described their
commitment, details of which were included at paragraph 4 of the submitted
report. The
DHSC paper outlined the key actions to be taken by local authorities and NHS
organisations in support of collaboration and best practice entering into the
winter. The key actions were contained at paragraph 5 of the submitted report. Staff
from Adult Social Care, Public Health and Commissioning had worked throughout
the pandemic (to date) in order to deliver effective support to users of social
care, their carers and the providers that the Council worked alongside.
Considerable learning from the “first wave” had been incorporated into
preparations for the winter and confirmation had been provided to the DHSC, as
required, that the recommendations of the 18 September 2020 paper would be
delivered during winter 2020 to 2021. On
13 October 2020, the DHSC had written to all Directors of Adult Social Services
describing the details of the designation scheme, assured by the Care Quality
Commission (CQC), of premises for people leaving hospital who had tested
positive for COVID-19 and were transferring to a care home. The requirements of
the “Designated Settings” scheme were included at paragraph 9 of the submitted
report. The
designated settings process would be operated by the CQC providing assurance that
each ‘designated accommodation’ had the policies, procedures, equipment and
training in place to maintain infection control and support the care needs of
residents. Local
authorities were asked to identify sufficient designated accommodation to meet current
and future demand over winter and notify the CQC of those facilities by 16
October 2020. Five care homes within Middlesbrough had volunteered to
participate in the scheme and the CQC were duly notified. Based on demand for
COVID-19 positive discharges, modelled by James Cook University Hospital, that
had been reduced to three potential care homes in Middlesbrough with the focus
being on sites where a separate stand-alone unit existed or a setting with
separate zoned accommodation. It was important to note that the CQC had a limited capacity to undertake assurance visits and the option was therefore not available to seek to have all residential care homes approved as “designated settings” (nor do all care homes possess the necessary physical infrastructure). In practice that meant that, for individuals who were COVID-19 positive and in need of ... view the full minutes text for item 20/78 |
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Middlesbrough Leisure Indoor and Built Facility Strategy PDF 345 KB Additional documents: Minutes: The
Executive Member for Adult Social Care and Public Health and the Director of
Regeneration and Culture submitted a report for the Executive’s consideration.
The purpose of the report was to provide an overview of Middlesbrough’s Leisure
Indoor Built Facility Strategy, with a view to its adoption by the Council, for
use as a point of reference for decisions pertaining to Middlesbrough’s
sport/leisure built facilities. The
Leisure Indoor Built Facilities Strategy (IBFS) was intended to provide clear
direction to all partners to enable them to plan and develop programmes of
activity within modern, efficient and sustainable community-based sport/leisure
facilities. The strategy aimed to ensure that Middlesbrough residents had the
opportunity to develop their physical, sporting, health and wellbeing ambitions
within their local community. The strategy was included at Appendix 2 of the
submitted report. The
Middlesbrough IBFS, undertaken by specialist sport and leisure consultants,
Knight Kavanagh and Page (KKP), was for the 15-year period 2019 - 2034. The
recommendations made within the IBFS were drawn from the IBFS Needs Assessment,
also undertaken by KKP. Central
to the IBFS was Sport England’s directive that local authorities should seek to
protect, provide and enhance its indoor/built sport/leisure facilities. The
IBFS Needs Assessment was attached at Appendix 1 of the submitted report. The
Needs Assessment had identified key points in relation to Middlesbrough’s sport
and leisure indoor built facilities and those were identified at paragraph 8 of
the report. Utilising
the evidence gained in the IBFS Needs Assessment, KKP had identified a number
of key strategic objectives the Council may have wished to consider. Those
objectives were detailed at paragraph 9 of the report. OPTIONS The Council could have
chosen not to adopt the IBFS, however, that approach had not been recommended
for the following reasons: a)
It would have
undermined the strategic rationale for decisions pertaining to sport/leisure
built facilities. b)
The lack of a strategic
rationale, for decisions pertaining sport/leisure built facilities, would have
significantly hampered the capability of the Council to work with partners to
attract external investment in projects. ORDERED That Middlesbrough
Leisure Indoor Built Facility Strategy be adopted for use, as a source of
reference, in decisions pertaining to Middlesbrough’s sport/leisure indoor
built facilities. REASONS To provide the Council
with a strategic foundation upon which to make decisions relating to the
protection, provision and enhancement of Middlesbrough’s sport/leisure indoor
built facilities. The same strategic basis would also increase the Council’s
capacity to work with partners to attract investment in projects that protect,
provide and enhance the town’s sport/leisure built facilities. The IBFS had been
delivered through consultation with all relevant stakeholders, following the
guidelines set out by Sport England. |
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Middlesbrough Playing Pitch Strategy PDF 429 KB Additional documents:
Minutes: The
Executive Member for Adult Social Care and Public Health and the Director of
Regeneration and Culture submitted a report for the Executive’s consideration.
The purpose of the report was to provide an overview of Middlesbrough’s Playing
Pitch Strategy, with a view to its adoption by the Council, for use as a point
of reference for decisions pertaining to Middlesbrough’s playing pitches. The
Playing Pitch Strategy (PPS) was a document that provided an evidence base to
enable the Council to maximise the amount of high quality playing pitch
surfaces, and playing pitch ancillary facilities, for its residents while
understanding the need to meet planning and housing requirements. Central
to the PPS was Sport England’s directive that local authorities should seek to
protect, provide and enhance its playing pitches. The
aim of the PPS was to deliver against the following drivers: a) providing a critical
piece of the evidence base required for the preparation of the Middlesbrough
Council Local Plan, through the provision of a clear strategy and action plan
with owners and defined timescales for completion; b) recognition of the
importance of outdoor physical activity and sport and the clear demonstration
of how those should be prioritised within any development or regeneration
project; c) provision of an
evidenced based approach and the management of a clear sign-off and governance
structure for key stakeholders; and, d) evidence to support a wider
review into sport and physical activity provision, including housing and
population growth projected in neighbouring local authorities. An
outline of the issues or opportunities identified by the PPS, and their
accompanying strategic recommendations, could be found at Appendix 1 of the
submitted report. To
facilitate the development of sport and physical activity across Middlesbrough,
the PPS advised that the Steering Group, set up as part of the Playing Pitch
Strategy project, continued to work together to deliver the recommendations
defined as part of the strategy. Attached
at Appendix 2 of the submitted report was the needs assessment, which provided
an up to date analysis of supply and demand for playing pitches (grass and
artificial) in a local authority area. Attached at Appendix 3 was the strategy
document, which provided the Council with a clear evidence base and set of
recommendations for future outdoor sports facility development. OPTIONS The Council could have
chosen not to adopt the PPS, however, that approach was not recommended for the
following reasons: a)
It would have
undermined the strategic rationale for decisions pertaining to playing pitches
and frustrated the Council’s development aspirations and priorities. That may
have led to decisions taken by the Council being challenged by Sport England,
which may have then had further implications for the planning process, the
delivery of the Local Plan, and achieving the Council’s housing targets; and, b)
The lack of a strategic
rationale for decisions pertaining to playing pitches would have significantly
hampered the capability of the Council to work with partners to attract
external investment in projects. ORDERED That the Middlesbrough Playing Pitch Strategy be adopted for ... view the full minutes text for item 20/80 |
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Virtual School Interim Annual Report PDF 323 KB Additional documents: Minutes: The
Executive Member for Communities and Education and the Director of Education,
Prevention and Partnerships submitted a report for the Executive’s
consideration. The purpose of the report was to provide an update on: ·
the
progress made by looked after children in school; and ·
recent changes to the way those children were
supported by the Virtual School. The
Local Authority’s Virtual School was expected to publish an Annual Report. The
Annual Report was usually made available in April of each year, following the
final release of validated examination grades and progress measures by the
Department of Education. Middlesbrough’s Virtual School published an Interim
Annual Report mid-way through the reporting cycle, to provide for greater
transparency and to ensure stakeholders could access up to date information. The
Interim Annual Report, which was attached at Appendix A to the submitted
report, provided information on the work the Virtual School had undertaken to
support children, training that had been delivered, research activities and
steps taken during the COVID-19 crisis. The report also provided information on
the financing of the service and on how the children had performed in external
examinations. OPTIONS No other options had
been considered. The report set out the strategy which ensured that the Council
fulfilled its statutory obligation to prioritise the education of looked after
children. ORDERED That the content of the
report be noted. REASONS Middlesbrough Council
had a statutory obligation to ensure that the education of looked after
children was prioritised. The Interim Annual Report provided assurance that the
Council was complying with that duty. |
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Additional Highways Capital PDF 440 KB Minutes: The
Executive Member for Environment 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/endorsement for additional capital investment to
carry out principal and general inspections and repairs on the Council’s bridge
and structures assets. The
Council, as a Highway Authority, was responsible for the repair and maintenance
of a large number of bridges and structures throughout Middlesbrough including
106 bridges, 65 culverts, 8 subways and underpasses, 3 gantries and 27
retaining walls. Highways
England guidance stated that principal inspections should be carried out every
six years and the Council currently had 100 structures that required a
principal inspection and a further 98 structures that required a general
inspection. In addition to those inspections, critical works were required to 5
bridges and structures and general maintenance required to a further 22 bridges
and structures, which needed to be programmed for repairs. The cost estimates
to undertake those remediation works were far in excess of the Council’s
available annual Highway Maintenance Block Funding budgets. The
total estimated cost, for inspections and repair works already identified, was
£4.54m in addition to the £400k already committed. Future
years funding requirements, to complete the inspection programme and carry out
repairs identified, were included at Table 1 in the submitted report. OPTIONS Not approve the capital
investment in the highway infrastructure - That had not been recommended as not
carrying out the necessary inspection or repair works on the strategic route
network, and the A66 in particular, would have had a major impact on the local
network, with little resilience available for alternative routes through the
urban city centre of Middlesbrough. It
would have eventually led to severe disruption to the highway network and
significant additional cost for additional repair works that may have otherwise
been avoided with a programmed maintenance regime in place. ORDERED That £2.098m of
additional capital funding, for highways infrastructure investment, be approved
to enable the immediate inspection and repair works identified to be carried
out. REASONS The majority of the works required were on structures either on, or over, the Council’s strategic route network. When incidents occurred on the strategic network, requiring works that affected the capacity of the routes such as closures of lanes, or whole sections, then the impact on the network was significant. Completion of the principal and general inspections, and carrying out the necessary repair works already identified, would fulfil the Council’s statutory duty to maintain its highway infrastructure, would have beneficial effects and improve the overall highway network. In the event of a partial failure of any of the identified structures, the best scenario would require weight limits to be enforced, lanes closed and unplanned works to be carried out. In the worst case scenario, as an alternative to planned structural repairs, would be structural failure of one or more of structures with consequential sudden closures and chaotic dispersion of traffic, (both private vehicles and HGVs), through the centre of Middlesbrough. ... view the full minutes text for item 20/82 |
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Lower Ormesby Beck Nature Reserve PDF 550 KB Additional documents: Minutes: The
Executive Member for Environment and the Director of Environment and Community
Services submitted a report for the Executive’s consideration. The purpose of
the report was to consider the approval of a new nature reserve for
Middlesbrough and to designate it a new Local Wildlife Site (LWS): The Lower Ormesby Beck Nature Reserve (LOBNR). The
designation of the site supported the Council’s emerging Green Strategy in two
main areas: a) Sustainably manage and
develop green spaces - to increase and improve biodiversity by creating rich
and diverse habitats. b) Land and Nature - to
protect and restore land for the benefit of people and wildlife. The
reason for the designation was due to its rich biodiversity with habitat of
urban grassland, reed bed and stream margins with 170 plant species recorded,
including three species of orchid. 45 bird species had been seen/heard on-site
and 13 species of butterfly had been found, including the increasingly rare
Dingy Skipper butterfly (a UK Biodiversity Action Plan Priority Species). In
addition, the presence of water voles in the beck corridor and two species of
bats had been recorded making it a highly diverse site and qualifying it for
designation as a Local Wildlife Site. The
site had been proposed as part of a wider application for a Local Wildlife Site
(LWS) by the Tees Valley Nature Partnership (TVNP), which had been submitted to
the Council’s planning section and was awaiting a decision. An
image, identifying the two site options, had been attached to the submitted
report. The options available were as follows: ·
Option
1: Designate the whole site as a Local Wildlife Site and nature reserve to
include both development Site 1 and Site 2, as proposed by the Tees Valley
Nature Partnership. ·
Option
2: Designate only Site 1 as a Local Wildlife Site and retain Site 2 for
commercial development, whilst retaining the beck corridor with the option to
designate that separately as a Local Nature Reserve (LNR). OPTIONS To not approve the site
in whole or in part as a nature reserve, could have potentially led to the site
being used for development, which in turn could have resulted in permanent loss
of a valuable habitat. In either case, the Council had a duty to protect
valuable habitat and put in place appropriate measures to do so. That could be
by providing mitigation, compensation or nett gain in improving habitat in
another location. The Local Authority did have an obligation to show due regard
to protecting biodiversity as part of its duty under the NERC Act. It could
accept the proposal as submitted or modify the boundaries as was deemed fit. There was a current
proposal for an electric re-fuelling station on Site 2, which would be not only
be a first for Middlesbrough but a valuable asset for the town as a whole. Any development on either site would have to give due regard for biodiversity and provide a degree of protection for any valuable habitat, and also seek to offset ... view the full minutes text for item 20/83 |
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Transporter Bridge - Future Operation PDF 483 KB Minutes: The
Executive Member for Environment and the Director of Environment and Community
Services submitted a report for the Executive’s consideration. The purpose of
the report was to provide information on the current status of the Transporter
Bridge, highlight what works were initially required and to seek
approval/endorsement to identify funds and to carry out initial repairs. A
10 year maintenance plan was required and was included at paragraph 10 of the
submitted report. Future
potential options for the future of the Transporter Bridge were detailed in the
submitted report in ascending order of structural intervention and depended
upon the anticipated use of the bridge. All bridge operating options would
still require the implementation of a 10 year maintenance plan, which in
addition to the costs identified would require a maintenance/repair and
inspection regime. The two options contained in the submitted report were as
follows: ·
Option
1: leisure and cultural attraction with gondola suspended from the bridge
(retaining lift and high level access) - further details and the cost
implications of the 10 year maintenance plan were provided at paragraph 14 of
the submitted report. ·
Option
2: continue to use bridge as an operational Transport Bridge and leisure and
cultural attraction – further details and the cost implications for 10 year
maintenance plan were provided at paragraphs 15 to 21 of the submitted report The
Mayor advised that a Transporter Bridge Working Group was being established and
a founding member was a local historian, Tosh Warwick. Those who were
passionate about the bridge were encouraged to engage with the group. OPTIONS Not approve the capital
investment in the Transporter Bridge - that had not been recommended as the
bridge in its current condition could not be used for operational or
recreational purposes. Not carrying out the necessary inspection or repair
works would have had a detrimental effect on the ongoing structural stability
of the bridge. Further temporary mitigations to maintain the bridge in a safe
condition were not designed to be more than short term temporary solutions. ORDERED 1.
That the immediate
capital funding, to carry out the essential structural repair works required to
ensure the Transporter Bridge remains structurally stable, be approved. 2.
That a consultation on
the proposed future operating models of the bridge be undertaken. REASONS Completion of the
inspections, and carrying out the immediate repair works identified, would
fulfil the Council’s statutory duty to maintain its infrastructure, and also
ensure that the Transporter Bridge could either return to use or remain as a
tourist attraction and historic landmark for the foreseeable future. |
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Calculation of Council Tax Base for 2021/2022 PDF 167 KB Additional documents: Minutes: The
Director of Finance and the Executive Member for Finance and Governance
submitted a report for the Executive’s consideration. The purpose of the report
was to set the Council tax base for the financial year 2021/2022 by the
statutory deadline of 31 January 2021. The
starting point for the calculation of the 2021/2022 tax base was the number of
dwellings on the Valuation List, provided by the Government’s Valuation Office.
The figures were also adjusted for exempt dwellings and for dwellings subject
to disabled reduction. The
number of chargeable dwellings in each band was further adjusted for discounts,
exemptions, premiums and council tax support. The
resultant figure (line 1 of Appendix A) was the total equivalent number of
dwellings which were then converted using ratios (in line 2) into the number of
Band D equivalents (line 3), specified in the 1992 Act. For 2021/2022, the
equivalent number of Band D properties was calculated at 35,697.9. The
council tax base was finally determined by multiplying the sum of the Band D
equivalents by the Local Authority’s estimated collection rate, which had been
assumed at 96.6% for 2021/2022. That was the estimate of the percentage of the
2021/2022 Council Tax set which would be collected in total, not the expected
in year collection rate in 2021/2022. The rate used was re-considered each year
and the rate of 96.6% used for 2021/2022 was a reduction from the 97.4% that
had been used for 2020/2021, to reflect reduced assumed collection rates
resulting from the effects of COVID-19. The resulting council tax base for
2021/2022 for the whole of Middlesbrough (Appendix A) was 34,484, rounded to a
whole number. Since
2013/14, the Council’s Housing Growth Strategy had delivered an increase in the
Council Tax Base of 4,313 Band D Equivalent properties, an increase in
Middlesbrough Council’s Tax Base of approximately 14.3%. The cumulative effect
was approximately £7.6 million and reduced the need to make further annual
savings within Council services by that amount. The
regulations also required a council tax base to be calculated for parishes, and
similar calculations had been made for the parishes of Nunthorpe (Appendix B)
and Stainton & Thornton (Appendix C). The council tax bases for 2021/2022
were 2,157 and 1,088 respectively, rounded to whole numbers. The
billing authority was required to notify the major precepting authorities
(Cleveland Police and Crime Commissioner and Cleveland Fire Authority) of its
council tax base within seven days of making the calculation, or no later than
31 January 2021. OPTIONS Not applicable to the
report, as the Council had no option but to calculate a council tax base as it
was a statutory requirement. ORDERED a)
That the contents of
the report be noted. b)
That the council tax
base for 2021/2022 as 34,484 be endorsed. c)
That 2,157 and 1,088 be
endorsed as the council tax bases for the parishes of Nunthorpe and Stainton
& Thornton respectively for 2021/2022. d) That the report be presented to Council on 13 January 2021, and that following approval the ... view the full minutes text for item 20/85 |
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Stainsby Country Park (formally known as Stainsby/Stainsby Detailed Masterplan) PDF 642 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 revised vision for the Stainsby
scheme and to seek the approval to conduct consultation with the view of
adopting the detailed masterplan as Design Guidance. The
development planned to provide: ·
over
40 hectares of additional green public open space with planting of 18,000 to
25,000 native trees and shrubs; ·
a
commitment to the Council’s One Plant Living principles; ·
a
new Country Park; ·
community
amenities including play and sports provision; and, ·
housing within a landscaped setting. The
Stainsby scheme situated in West Middlesbrough had
been allocated for housing in the Local Plan adopted in 2014. The 130 hectare
site was designated for a minimum of 1,670 dwellings in a mixed and balanced
residential community. Stainsby North owned by Middlesbrough Council,
known locally as Mandale Meadow, formed part of the
overall Stainsby scheme and had been originally
earmarked for circa 100 dwellings. As
part of the normal process of preparing the Stainsby
North site for development, notice of intention to dispose of public space and
notice of intention to appropriate open space for planning purposes was
required. In response, objections to the development of housing, a spine road
and the loss of green space had been received. Following
elections in May, a review of all Greenfield developments, including the Stainsby scheme, was conducted. In respect to the Council
owned land at Stainsby North, it was proposed that
the area would not be developed for housing. A
final draft of the masterplan was completed in November 2020 and was attached
as Appendix 1 of the submitted report. Taking
into account both the public and political views in relation to the scheme, it
was proposed that the Stainton Way Western Extension (SWWE) had to proceed but
the allocated housing at Stainsby North did not. The
new masterplan aimed to provide a vision of a sustainable, mixed and balanced
community set within an outstanding and engaging landscape, which included the
creation of a new Green Flag country park with the following features: ·
16ha
of new native woodland creation; ·
planting
c.18,000-25,000 native trees and shrubs; ·
1.6km
of new species rich/native hedgerow; ·
planting
c.16,000-24,000 hedging plants; ·
planting
100+ hedgerow trees; ·
planting
c.800 ornamental street trees and parkland trees; and, ·
planting c.300 fruit trees as part of public
orchards. The
masterplan enhanced and extended existing habitats, such as Blue Bell Beck, Mandale Meadow and West Plantation, and created a wide
range of new habitats. Those would interact and flow throughout the development
providing a seamless transition between the built environment and the
countryside, facilitating the movement of wildlife and people. Appendix
2 of the submitted report outlined the essential and desirable criteria that
needed to be achieved within the Country Park. A discussion ensued and Members highlighted the progress that had been made since the original proposals were put forward and agreed in early 2019. Specific reference was made ... view the full minutes text for item 20/86 |
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Additional documents: Minutes: The
Children and Young People’s Learning Scrutiny Panel had undertaken a review of
Addressing Poverty Issues and the Impact on Learning. A copy of the full report
was attached. The
scrutiny panel made nine recommendations upon which a response was sought from
the relevant service area. The Executive Member for Communities and Education
and the Director of Education, Prevention and Partnerships submitted a service
response to the recommendations of the Children and Young People’s Learning
Scrutiny Panel. A copy of the Action Plan was attached. The
Chair of the Children and Young People’s Learning Scrutiny Panel presented the
final report to the Executive. The Executive Member for Communities and
Education presented the service response. ORDERED That the content of the
Children and Young People’s Learning Scrutiny Panel’s Final Report, on
Addressing Poverty Issues and the Impact on Learning, be noted. 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. Minutes: The Mayor
had granted approval for an additional item to be considered by the Executive
entitled Residual Waste Collections. The report was an urgent item and,
following agreement from the Chair of the Overview and Scrutiny Board, was
exempt from call in procedures. |
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Residual Waste Collections Minutes: The
Executive Member for Environment and the Director of Environment and Community
Services submitted a report for the Executive’s consideration. At the
previous meeting of the Executive, held on 24 November 2020, the Executive had agreed
to introduce fortnightly refuse collections. Following that decision, the
Executive had considered further information in respect of the Council’s
financial position, which had removed the need to introduce alternate week
collections in 2021/22. It was
planned that a report would be presented to the Executive in February 2021,
which would outline those initiatives aimed at promoting recycling, including: ·
an
education programme promoting recycling in schools
and universities; ·
a
marketing strategy to increase recycling rates and introduce expanded community
roadshows to ensure that participation rates increased; ·
the
re-labeling of recycling bins so residents were clear on what could be recycled
so that residents recycled a wide range of materials; and ·
encouraging the use of additional recycling bins by
residents where required so that recycling material did not enter the residual
waste bin. A
communication exercise around recycling would include: ·
refuse
vehicle side advertising; ·
recycling
roadshows (maximising recycling opportunities); ·
social
media updates - including short videos; ·
website
updates; and ·
leaflets OPTIONS To continue with the
introduction of alternate weekly collections - That had been discounted and
maintaining weekly collections was considered favourable in the present
circumstances. ORDERED 1. That alternate weekly collections would not
be introduced. 2. That a report be presented in February
2021, outlining a recycling engagement approach. REASONS The Executive have reconsidered
their decision around the introduction of fortnightly waste collection. |