Agenda, decisions and draft minutes

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The Chair welcomed all attendees 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 8 July 2026 were submitted and approved as a correct record.

To receive any announcements from the Mayor.

The Mayor stated it had been a difficult week, especially for Cleveland Police. He felt the government’s recent announcement of additional funding to tackle serious crime in the areas was not enough and that the Council would continue to lobby government on this point.

The Council would continue to support Cleveland Police where required and while the coming weeks required focus, it was hoped there would be a return to normal in the near future.  

Importantly, the Council had continued to carry out planned events and activities which showed it could continue to deliver services even in the face of adversity.

NOTED.

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. 

ORDERED that the Executive:

1.     Note the report of the Overview and Scrutiny Board on The Council’s Approach to Poverty and its accompanying recommendations; and

2.     Approve the Action Plan prepared by the relevant service areas in response to those recommendations.

ORDERED that the Executive:

1.     Note the report of the Overview and Scrutiny Board on The Council’s Approach to Poverty and its accompanying recommendations; and

2.     Approve the Action Plan prepared by the relevant service areas in response to those recommendations.

The Overview and Scrutiny Board (OSB) submitted a report for Executive’s consideration.

The purpose of the report was to present the findings of the Overview and Scrutiny Board’s report following its short review into the Council’s approach to poverty. A service plan was developed in response to the Board’s recommendations.

The Board’s recommendations were:

1.     The Council develops a clearer overarching approach to addressing poverty, including consideration of how this is best defined and framed (for example 'poverty' or more broadly 'social inclusion'), and supported by a strategy or a shared corporate ambition.

2.     If the Council chose the option of a mission statement, it should improve coordination and alignment across existing policies, strategies, and service areas, to develop a consistent approach to tackling poverty and its wider impacts, such as social exclusion.

3.     The Council considers its performance management in regards to how it tackles poverty, including whether it needs to develop clear benchmarks to understand and demonstrate how its efforts to tackle poverty have impact.

4.     As part of Recommendation 3, an annual progress report should come to OSB.

The Chair of OSB advised Executive this was as short review and focused on the Council’s general approach to the issue of poverty rather than an in-depth analysis of poverty as a subject.

The Board recognised there was good work being carried out by Council services but wanted to understand if the Council’s approach needed improvement or change. The Chair expressed his thanks to the Mayor and Deputy Mayor for their involvement in the short review and remarked the final report would be amended to reflect this.

Executive was advised that the review examined existing work and that OSB was reassured that the Council’s approach to poverty was joined-up and addressed in an integrated business-as-usual, rather than a stand-alone approach. Despite evidence of good work being carried out, the Chair of OSB stated that, during the review, it was sometimes unclear who was leading on the poverty agenda.

The Chair of OSB invited questions from the Executive. As there were no questions, the Mayor presented the Service Action Plan.  

The Mayor advised Executive that many of OSB’s recommendations were being undertaken as part of the Make Middlesbrough Thrive Initiative. It was acknowledged there were pockets of work that needed to be brought together. Much of this work would be undertaken as part of the Council’s performance arrangements which would include a degree of performance outreach. It was acknowledged this approach was somewhat complicated, it was, nevertheless, the best approach. The Mayor also stated that feedback on this approach had been received from partners, as well as work being carried out on Indices of Multiple Deprivation. As such an update would be brought back to OSB accordingly.

It was important that the Council’s approach to poverty focussed on what people could achieve rather than could not achieve.

The Mayor invited questions from Executive.

The Executive Member for Finance thanked the Chair of OSB for the report and reaffirmed there was  ...  view the full minutes text for item 26/40

To receive any reports from member bodies which are the responsibility of the Executive.

None.  

For decision. 

ORDERED that Executive approve the Risk and Opportunity Management Policy 2026–2029.

The Mayor submitted a report for Executive's consideration, the purpose of which was to seek Executive approval of the Risk and Opportunity Management Policy 2026–2029. The policy set out the Council’s approach to a consistent, structured and organisation-wide identification, assessment, management and monitoring of risks and opportunities.

Members were advised that the policy directly supported the Council Plan ambitions by ensuring that risks and opportunities linked to economic growth, regeneration and investment were systematically identified and managed. The policy also contributed to creating a healthy place by embedding risk management into decisions that impacted public health, wellbeing and environmental sustainability. In addition, it enhanced community safety and resilience by ensuring that risks impacting people, services and infrastructure were effectively managed.

Executive heard that the policy strongly aligned with the ambition of delivering best value through the establishment of a consistent, organisation-wide framework for managing risk and opportunity. It strengthened corporate governance, transparency and accountability, supported better financial planning and resource allocation through risk-informed decision-making, and enabled the Council to take proportionate, controlled risks to deliver innovation and value for money. The policy also aligned risk management with performance management, strategic planning, assurance and governance arrangements.

The report outlined that the Risk and Opportunity Management Policy formed part of the Council’s corporate governance framework and applied to all employees, Members, contractors and partners. Key features included a mandatory organisation-wide framework for risk and opportunity management, alignment with recognised standards, integration with performance management and decision-making processes, and a defined risk appetite with low tolerance for risks relating to health and safety, legal and regulatory compliance, and the security of assets and information.

Executive was informed that the policy ensured the Council maintained a structured risk management cycle, clear escalation thresholds and governance arrangements, a three lines model to strengthen assurance and accountability, and requirements for maintaining risk registers at strategic, directorate and programme levels.

It was noted that the revised policy strengthened the Council’s approach to risk appetite by moving towards a more risk-informed model that supported proportionate and well-governed risk-taking. Whilst retaining a low appetite for risks relating to safety, compliance, equality and reputation, the policy recognised that controlled financial, commercial and operational risks might need to be taken to support innovation, continuous improvement and improved outcomes for residents.

The Chief Executive stated that the Risk and Opportunity Management Policy allowed the Council to take a different approach to risk dependent on the nature of the risk.

Thanks were expressed to all those involved in the creation of the Policy.

OPTIONS

Option 1: Do nothing / retain existing policy. This was not recommended because: The existing policy did not reflect current best practice or updated frameworks; it limited the Council’s ability to respond effectively to emerging risks and; it weakened governance and assurance arrangements.

Option 2: Partial update. This was not recommended because: a full refresh was required to align with ISO 31000 principles and modern ERM approaches and; partial updates would have created inconsistency and ambiguity.

ORDERED that Executive  ...  view the full minutes text for item 26/42

For decision. 

ORDERED that Executive:

1.     Note the work undertaken by the Place Leaders Partnership to develop a Place Strategy for Middlesbrough and endorsed the Council’s role in delivery.

2.     Approve the town centre element of the Place Strategy as the Council’s Town Centre Strategy.

3.     Approve the Investment Prospectus setting out the Council’s economic funding priorities required to deliver the Place and Town Centre Strategies.

The Executive Member for Development submitted a report for Executive's consideration, the purpose of which was to set out the work that had been undertaken by the Place Leaders Partnership to develop a Place Strategy for Middlesbrough and to seek the Council’s commitment to playing a full role in its delivery.

The report also detailed the strategic actions required in the town centre and sought approval of these as the formal Town Centre Strategy for Middlesbrough. In addition, the report presented an Investment Prospectus representing the key elements required to drive the economic objectives of the Place and Town Centre Strategies and sought approval of that document.

Executive was advised that the Middlesbrough Place Leaders Partnership had brought together organisations from the public, private and voluntary sectors to develop an overarching strategy to improve the town. The resulting Place Strategy had been co-designed and co-owned by stakeholders across Middlesbrough and was intended to provide a long-term strategic framework to support the town’s future growth and development.

Members heard that the central ambition of the strategy was to make Middlesbrough the UK’s most creative place for young people to live, learn and realise their future. The strategy had been informed by extensive engagement with more than 1,300 young people, together with parents, carers, young professionals and advocates, to ensure that the views and aspirations of younger residents helped shape future priorities.

The report outlined that consultation findings had demonstrated a strong sense of pride in Middlesbrough, alongside optimism about its future potential. However, concerns had also been identified regarding the attractiveness and safety of the town centre, crime and anti-social behaviour, limited career opportunities and a perceived lack of leisure activities and safe spaces for young people.

Executive was informed that the Place Strategy focused on several key themes, including developing new neighbourhoods, celebrating digital innovation, driving investment and connectivity, reshaping the town centre, creating safe, green and vibrant spaces, and prioritising skills, education and employment.

Members noted that the strategy was intended to influence the work of all partner organisations and would be supported by a future delivery plan focused on collaborative action and measurable outcomes. It was further noted that the Council would need to consider how its own strategies and activities could be aligned with the objectives identified within the Place Strategy.

The importance of Middlesbrough Town Centre to the future economic success and perception of the town was highlighted. The report explained that a dedicated Town Centre Strategy had been developed within the wider Place Strategy in recognition of the structural challenges facing town centres nationally and the need for Middlesbrough to adapt to changing patterns of retail, employment and leisure activity.

The strategy aimed to diversify the town centre economy, repurpose surplus property, create new public spaces and cultural opportunities, support residential development and maximise the opportunities created through the Digital and Creative Investment Zone.

The report also presented the Middlesbrough Investment Prospectus, which had been developed as a lobbying tool to support bids for external  ...  view the full minutes text for item 26/43

For decision.  

ORDERED that Executive:

1.     Approve the inclusion of the Teesside Crematorium Cremator Refurbishment Programme in the Council’s Capital Programme, and the allocation of capital funding from existing Council funded capital resources to deliver the project.

2.     Approve the implementation of the proposed programme of works, including cremator refurbishment, refractory replacement, installation of operational bypass flues, NOx abatement technology, emissions monitoring upgrades, mechanical and electrical improvements, and associated structural alterations.

AGREED that Executive:

3.     Noted the findings of the independent condition assessment and options appraisal, including the operational, environmental and compliance risks associated with maintaining the existing infrastructure without investment.

4.     Noted that the proposed investment would extend the operational life of the existing cremator plant by at least ten years, improve service resilience, support compliance with DEFRA Process Guidance Note PG5/2(25), and reduce nitrogen oxide (NOx) emissions by approximately 65%.

The Executive Member for Environment and Sustainability submitted a report for Executive's consideration, the purpose of which was to seek approval for capital investment in the Teesside Crematorium Cremator Refurbishment Programme and the implementation of a programme to refurbish and upgrade the existing cremator plant, associated mechanical and electrical improvements, and structural alterations and environmental enhancement works.

Executive was advised that Teesside Crematorium provided essential cremation services for residents of Middlesbrough and the wider Tees Valley. An independent condition assessment and options appraisal had identified that, whilst the existing cremators remained structurally sound and capable of meeting current and projected demand, investment was required to address ageing infrastructure, improve operational resilience, maintain regulatory compliance and enhance environmental performance.

Members heard that the assessment had identified a number of significant risks requiring attention, including the loss of contingency capacity following the withdrawal of two mothballed Lupton & Place cremators, the absence of operational bypass flue arrangements, the deteriorating condition of cremator refractory linings and the need to comply with the requirements of DEFRA Process Guidance Note PG5/2(25). It was noted that, without investment, there was an increased risk of service disruption, equipment failure, environmental compliance issues and escalating maintenance costs.

Executive was informed that the preferred option was the refurbishment and upgrade of the existing cremator plant. This included replacement of refractory linings, installation of operational bypass flues, NOx abatement technology, upgraded burners and control systems, replacement emissions monitoring equipment, mechanical and electrical improvements, and associated structural alterations.

It was reported that the proposed investment would extend the operational life of the existing cremator plant by at least ten years, improve business continuity arrangements, reduce nitrogen oxide emissions by approximately 65% and ensure continued compliance with environmental and operational requirements.

Members noted that the project objectives were to extend the operational life of the existing cremator plant to at least 2036, reduce NOx emissions, remove redundant cremation equipment, improve service resilience through the installation of bypass flues, ensure ongoing compliance with environmental legislation and DEFRA guidance, improve the working environment and operational efficiency of the crematory and avoid the need for premature investment in full cremator replacement.

Executive heard that the withdrawal of the two Lupton & Place cremators had removed historic contingency capacity and that the service was now heavily dependent upon three cremators operating through a single abatement plant. In the event of a major plant failure, cremation services could be severely restricted or temporarily suspended, potentially resulting in funeral delays and significant distress for bereaved families.

It was further noted that the condition assessment had identified an immediate requirement for refractory replacement within one cremator and a further requirement within the following twelve months. Failure to undertake those works would increase the likelihood of equipment breakdown, emergency repairs and unplanned service disruption.

Executive was advised that the proposed refurbishment programme represented the most balanced and cost-effective solution available, addressing immediate operational and regulatory requirements whilst extending the life of the existing cremator plant and enabling the Council to defer a  ...  view the full minutes text for item 26/44

For decision. 

ORDERED that Executive approve the Stainton Way Highway improvements scheme, considering the issues raised and proposed mitigations.

The Executive Member for Environment and Sustainability submitted a report for Executive's consideration, the purpose of which was to seek Executive's decision following public consultation on the proposal to improve bus and walking/cycling provision on Stainton Way.

It was noted and agreed that the meeting date on the front cover of the report was incorrect and would be corrected accordingly.

Executive was advised that the Stainton Way Highway project comprised the signalisation of the existing roundabout at the junction of Stainton Way and Dalby Way, the creation of a westbound bypass at the Kings Academy roundabout to alleviate congestion and improve bus journey punctuality and reliability, and the provision of an improved footway and cycleway connecting the two junctions.

Members heard that the Tees Valley Combined Authority had secured funding from the City Region Sustainable Transport Settlement to support ambitions to improve sustainable transport accessibility. The project formed part of a wider regional programme of sustainable transport schemes delivered through the Local Cycling and Walking Infrastructure Plan introduced by the Department for Transport.

Executive was informed that Stainton Way was a key transport corridor providing access to local destinations including The Parkway Centre and The Kings Academy Secondary School. The route also formed part of the Council's Strategic Road Network and accommodated approximately 12,000 vehicle movements per day. Although pedestrian and cycle bridges already connected both sides of Stainton Way, the existing infrastructure had been installed before development around the Parkway Centre expanded and no longer provided the most convenient route to key destinations.

It was noted that the existing highway layout created a barrier between residential areas to the south of Stainton Way and retail, employment and educational opportunities to the north. This severance discouraged local journeys by sustainable modes of transport and increased reliance on private vehicles.

Executive was advised that reducing reliance on private car use was important in mitigating future traffic growth, reducing congestion and supporting improved public health outcomes. Members noted that the proposals formed part of the Council's approved Highway Infrastructure Delivery Plan and would contribute towards maximising the efficiency of the highway network whilst encouraging more sustainable travel choices.

The report outlined the outcomes of a public consultation undertaken by the Tees Valley Combined Authority during July 2025. Consultation activities included early Member engagement sessions, correspondence with nearby premises and an in-person consultation event at the Parkway Shopping Centre. Fifty-nine responses had been received, with 52% of respondents either supporting the proposals or remaining neutral. Strong support had been expressed for improved active travel facilities to Kings Academy and for wider footways.

Executive heard that concerns had been raised regarding the proposed traffic signals at the Dalby Way and Stainton Way roundabout. Traffic modelling had indicated a slight increase in congestion; however, this was not anticipated to have a significant impact on journey times. The safety benefits associated with reduced vehicle speeds, improved traffic management and new crossing facilities for pedestrians and cyclists were considered to outweigh the limited disbenefits.

Members were informed  ...  view the full minutes text for item 26/45

For decision. 

ORDERED that Executive:

1.     Approve budget virements over £250,000 within the revenue budget (Appendix F1).

2.     Approve budget virements over £250,000 within the capital programme (Appendix F5).

3.     Approve the inclusion of new schemes and additions to existing schemes to the Capital Programme totalling £3.120m for 2026/27, which were all externally funded to either new or existing schemes (detailed in Appendix F5), resulting in a new Capital Programme budget of £94.940m for 2026/27.

AGREED that Executive:

1.     Note the Council's financial performance and forecast year-end financial outturns for revenue and capital budgets for the financial year 2026/27 as at Quarter One, highlighting the budget pressures and the forecast year-end position if no further action was taken. At present, the revenue budget was forecast to be under pressure by £8.479m (4.22%) at year end after the proposed use of remaining available corporate contingencies and other centrally held resources, although this should not have been viewed as the anticipated year-end outturn as further work would be undertaken to mitigate the current forecast pressure.

2.     Note that work would be ongoing to address these pressures and Directors would continue to actively manage forecast budget pressures through the Council's Integrated Performance and Financial Management Framework, including the completion of Quarter One Officer and Member Integrated Performance and Budget Clinics. Through these arrangements, financial performance, service delivery and risks had been jointly reviewed, with a range of mitigating and corrective actions agreed to address forecast pressures. Executive acknowledged the requirement for Directors to continue delivering, monitoring and refining these actions, maintaining robust financial controls and ensuring expenditure remained aligned with approved budgets and the Medium-Term Financial Plan.

3.     Note that the Leadership Management Team and Directors acknowledged the severity of the current forecast position, and Directors were required to complete a Financial Recovery Plan that detailed the financial controls being implemented to strengthen governance and challenge expenditure and were expected to identify in-year financial recovery actions that would generate measurable financial benefits during 2026/27.

4.     Note that the current forecast overspend, if not addressed, would impact on the level of usable unrestricted revenue reserves and would impact on progress towards achieving the Council's preferred financial resilience targets as set out in the Reserves Policy. This reinforced the need for immediate action to reduce forecast overspends and protect reserves.

5.     Note the progress that had been made against the Council Plan 2026-2029 as set out in detail at Appendix One.

6.     Note the Strategic Risk Register content as at the end of Quarter One 2026/27 (Appendix Three).

The Executive Member for Finance submitted a report for Executive's consideration, the purpose of which was to provide Executive with an integrated overview of the Council's performance, financial position and strategic risks at Quarter One 2026/27.

The report enabled Executive to discharge its responsibilities for monitoring delivery of the Council Plan, overseeing financial performance and ensuring that risks, resources and service outcomes remained aligned. It also supported Executive's responsibilities for the management and control of the Council's revenue budget, capital programme, reserves and overall financial sustainability.

Executive was advised that Quarter One represented the first reporting cycle under both the refreshed Council Plan 2026-29 and the Council's Integrated Performance and Financial Management Framework. The report focused on establishing the new arrangements for integrated performance, finance and risk reporting, highlighting key achievements, emerging challenges and areas requiring management intervention.

From a finance perspective Executive noted that the Council's approved net revenue budget for 2026/27 was £200.840m. At Quarter One, the Council was forecasting a year-end financial pressure of £8.479m (4.22%) after the application of remaining available corporate contingencies and other centrally held resources if no further action was taken. Members were advised that the forecast position was prior to the full impact of planned mitigating actions, strengthened financial controls and Financial Recovery Plans. The Executive Member for Finance stated she did not expect this to be the final outturn figure by the end of the year.

It was reported that the most significant financial pressure remained within Children's Social Care, with a forecast overspend of £8.472m driven by agency staffing costs, emergency resource workers, increasing numbers of children looked after and high-cost external placements. It was noted that the number of Children Looked After had exceeded 500 and while there was a comprehensive improvement plan in place in Children’s Services it took time to see results from this.

Additional pressures were identified within Environment, Communities and Culture, Regeneration and Housing, and Adult Social Care and Health, which were partially offset by favourable positions within Finance, Central Budgets and the Chief Executive's Department.

Executive was informed that Quarter One Officer and Member Integrated Performance and Budget Clinics had been completed across all Directorates. Through these arrangements, financial performance, service delivery and strategic risks had been considered together, enabling greater understanding of the drivers of financial pressures and facilitating earlier intervention.

Directors were now required to prepare Financial Recovery Plans to identify measurable in-year recovery actions and mitigating measures.

Members heard that monthly Member and Officer review meetings had been established to provide enhanced oversight of the Children's Social Care financial position, monitor delivery of the Financial Recovery Plan and support the development of sustainable medium-term solutions to workforce, placement and demand-led pressures.

The report highlighted that the Council's approved £6.460m growth programme was progressing broadly as expected and that delivery of £9.040m of savings requirements carried forward into 2026/27 continued to be monitored. Executive also noted proposals to add £3.120m of externally funded schemes to the Capital Programme and associated capital virements.  ...  view the full minutes text for item 26/46

None.

The decision(s) will come into force after five working days following the day the decision(s) was/ were published unless the decision(s) become subject to the call in procedures