|Consideration was given to the minutes of the meeting held on 18 October 2018.|
|Consideration was given to a report that presented the outcomes of the Adult Social Care and Health Select Committee's Review of Gambling.|
The review was initiated in order to assess how gambling and gambling-related harm affected the residents of Stockton-on-Tees. A wide range of national and local organisations had provided evidence and guidance to inform the Committee's work.
|Consideration was given to the Council Plan 2018-21 - Mid Year Update Report.|
Although the Council continued to face huge ongoing financial and economic challenges, it remained very ambitious for Stockton-on-Tees and the year had seen the Council continue to deliver for residents and businesses. The scale of the challenge was unprecedented and it left it facing more incredibly difficult decisions.
The Council was committed to developing and ensuring it delivered high quality, customer focused services that met the changing needs of our communities.
The Council had:
- Been shortlisted in no fewer than 6 award categories, and also for the prestigious 'Council of the Year' award at the Association of Public Service Excellence Awards, winning the 'Best Service Team of the Year: Parks, Grounds and Horticultural' Award
- Maintained its Customer Service Excellence accreditation for the sixth consecutive year, securing the highest possible "compliance +" rating in 12 categories
- Continued to implement improvements in direct response to the Ipsos MORI residents' survey undertaken across the Borough in 2015.
- Received another extremely positive report from Auditors, who said: "The Council is well aware of the financial challenges it is facing in the future" and "The Council remains well placed to face these challenges and officers continue to keep the overall position under close review."
- Continued to invest in its employees through the Shaping a Brighter Future programme, maintained the Silver Investor in People award and achieved the highest Continuing Excellence' level in the Better Health at Work Awards.
- Restructured and reduced the size of the senior management team to ensure it reflected the Council's changing shape and size.
- Continued to challenge and change the way it worked through the Smarter Working in Stockton programme as the Council continued to deliver services with a 25% reduction in the size of our workforce since the programme of cuts began in 2010/11.
|In accordance with the Council's Constitution or previous practice the minutes of the meetings of the bodies indicated below were submitted to members for consideration:-|
Tees Valley Combined Authority Cabinet - 14 May 2018
Safer Stockton Partnership - 10 July 2018
Teeswide Safeguarding Adults Board - 29 June 2018
|Consideration was given to a report on the LGA Peer Review Physical Activity.|
The Council had invited the LGA Peers to conduct a review of how it worked as a local authority and with partners to promote ease of access to, uptake of and the benefits of physical activity.
The benefits of physical activity reach beyond the immediate and had a clear impact on demand on care services. The Review was conducted over 3 days in September 2018, involving Councillors, staff and key partner organisations.
The report provided an outline of the Review process and the findings of the Peer Team. In response to the Review, the report advocated the production of a strategic action plan showing how the Council intended to continue to target physical activity programmes that supported improving health, preventing ill health and promoting wellbeing in-line with the Joint Health and Wellbeing Strategy and the Council Plan.
It was proposed that a strategic action plan be produced through a working group reporting through the Adults' Health and Wellbeing Partnership to the Health and Wellbeing Board. The plan would flow from the refreshed Joint Health and Wellbeing Strategy, ensuring a systems-approach across the life-course and across partner organisations; as such it would also fit with the Council Plan priorities.
The plan would be produced rooted in the relevant JSNA topics and therefore based on key intelligence, evidence and assessment of need. It was proposed the action plan would be produced through a process of engagement and co-production with communities and partners and a way of monitoring key outcomes would be developed alongside this.
|Consideration was given to a report that provided an outline of the 2018 Stockton Cycling Festival and SIRF, highlighting the findings of the market research. Both events were well attended and well received, generating positive responses from visitors about Stockton as a place to visit. The events also generated a significant economic impact which had been assessed by independent consultants. |
The report also outlined the efforts to use SIRF to connect communities across the Tees Valley, laying the foundations for the bid to become UK City of Culture in 2025.
Headlines statistics from the independent market research included:
93% of visitors were satisfied with the Festival. (87% in 2017)
92% of visitors think SIRF is good for promoting Stockton as a place to visit. (92% in 2017)
89% of visitors think that SIRF is a good use of Stockton Borough Council's resources. (91% in 2017)
83% of visitors attended with someone and 50% of groups attended with a child or children
Over 1,100participants and 34 groups participated in the Community Carnival,
The audience from outside the North East of England doubled compared to 2017 (from 4% in 2017, to 8% in 2018)
Non-resident overnight stays was 10% compared to 6% in 2017
Spend per head increased from £21.57 in 2017, to £24.98 in 2018
The total direct economic impact was £944,131.
With regard to future artistic direction it was noted that SIRF 2018 was the last to be programmed by the outgoing Artistic Director, Jan Doherty. Jan had worked for Stockton Council for more than 10 years and contributed a great deal. Her period as SIRF Director had been a rich and successful one and the Council was grateful for her tireless work.
The structure for the delivery of SIRF had changed. The Artistic Director role would be delivered by an independent consultant, Jeremy Shine, working with an Assistant Programmer, Juliet Hardy who was employed within the Events Team.
Jeremy had extensive national and international street arts experience and expertise and was recruited through an open call which attracted considerable interest across the UK.
Over the next three years, the artistic priorities included an intention to increase community participation, to commission more site-specific work, and to make more use of the River.
Each year, there would be a focus (25-30%) of the programme on a particular art form:
2019 - Performances featuring live music and sound
2020 - Puppet and object theatre shows
2021 - Booth, small tents and other intimate shows in a Garden of Delights' setting.
In 2019, the main festival footprint would encompass the High Street, Riverside, Parish Gardens and Church Road with a few shows at interesting other locations such as the Infinity Bridge.
|Consideration was given to a report that provided an update on the work of the Learning and Skills Service, including information on performance, governance and leadership. The report also highlighted the outcome of an unannounced Ofsted inspection which took place in June 2018, along with information on the successes and strategic decisions taken by the Learning and Skills Service during academic year 2017/18 to meet local priorities.|
In June 2018, the Learning and Skills Service was subject to an Ofsted Short Inspection, where it was identified that the service continued to be a good learning provider as judged against the Ofsted Common Inspection Framework.
Whilst figures were still being finalised by the Education and Skills Funding Agency (ESFA) for the 17/18 academic year, the Service's own data indicated that the Service had ended the academic year with strong performance data with achievement rate performance significantly higher than the national average.
The Learning and Skills Service was funded through the Education and Skills Funding Agency (ESFA) for both of its Adult Education Budget (AEB) and Apprenticeship grant contracts. For the 19/20 academic year, the Adult Education Budget would be devolved from the ESFA to the Tees Valley Combined Authority (TVCA).
As part of the Learning and Skills Service Strategic Plan 2016-19, the long term priorities were as follows:
To provide a curriculum where learners can access provision from entry level to higher level (including apprenticeships) through a dynamic and flexible offer
To provide a curriculum that supports positive impacts against our local council and local economic priorities, meeting the needs of individuals, communities and employers
To collaborate internally and with partners in professional exchanges to raise standards in teaching, learning and assessment so that we become outstanding in all areas
Recruit and retain outstanding professionals who take responsibility for their own development and provide outstanding outcomes for learners
Strengthen further the governance arrangements of the Service to provide additional scrutiny, challenge and support to drive the Service forward
To adopt the Smarter Working in Stockton' (SWIS) approach to drive greater effectiveness and efficiency, optimising tools and working environments for employees
|Consideration was given to a report on the review of the Council's Constitution.|
All Local Authorities in England had a statutory duty under the Local Government Act 2000 to maintain an up to date Constitution and to make their Constitution publicly available.
In addition, Article 15 of the Stockton on Tees Borough Council Constitution imposes a duty on the Monitoring Officer:
on behalf of and in consultation with the Chief Executive, to monitor and review the operation of the Constitution on a regular basis, in order to ensure that the aims and principles of the Constitution are given full effect and that the Scheme of Delegation, Rules of Procedure, Codes and Protocols and all of the other constituent elements are up to date and reflect legislative changes, the outcome of reviews or inspections and decisions taken by the Council"
The report updated Members on the review of the Constitution and proposed a timetable for the conclusion of the review and the process for approval by Members of an updated version of the Constitution and an implementation date.
It was proposed that the revised Constitution be consideration at the Council on 12 December 2018 with an implementation date following the Annual Meeting on 22 May 2019.
During the first quarter of 2019, communication and training would take place with officers to embed the updated Constitution. The Local Schemes of Delegation within directorates would be updated to tie in with the updated Constitution and a training programme would be created to be used during the Members induction programme following the election.
|Consideration was given to a report on the Review of the Statement of Principles for Gambling Premises in Stockton-on-Tees.|
The Authority was required, by the Gambling Act 2005, to publish a Statement of Principles that it proposed to apply when exercising its functions under the Act, in the form of a Gambling Policy. This Policy statement must be published every three years. The Council's current statement was in effect from 31 January 2016 and was due for review.
The gambling policy had been reviewed in accordance with the Gambling Act 2005 and the revised statement reflected legislative changes and those comments received during consultation. A copy of the final draft statement of principles was attached to the report.
|Consideration was given to a report on the Review of Polling Districts and Polling Places 2018. |
The report set out the existing arrangements for polling districts and places and the proposed changes taking into account the submission of the Returning Officer and feedback from public consultation.
The Statutory Notice publicising the review was displayed on / sent to:
In addition, the Statutory Notice and the Returning Officer's submission was displayed / sent to:
Disability Groups / BME / faith community
All correspondence / comments sent to the Returning Officer as part of the review had been published on the Council's website. A table within the report contained a summary of the comments received and comments / revised proposals in response to the consultation feedback.
Existing arrangements for all wards and the final proposals of the Returning Officer following consultation were attached to the report. The Returning Officers proposals resulted in an overall reduction of four polling districts and one polling place. It had also resulted in the overall increase of three polling stations.