|Councillor Mrs McCoy declared a personal, non prejudicial interest in item 5 entitled Scrutiny Review of Neighbourhood Enforcement Service as she was a member of Billingham Town Council.|
Councillor Mrs Beaumont declared a personal, non prejudicial interest in item 5 entitled Scrutiny Review of Neighbourhood Enforcement Service as she was a member of Yarm Town Council.
Councillor Mrs Rigg declared a personal, non prejudicial interest in item 5 entitled Scrutiny Review of Neighbourhood Enforcement Service as she was a member of Egglescliffe and Eaglescliffe Parish Council.
Councillor Mrs Beaumont, as an existing Member of the governing body declared a personal prejudicial interest in item 6 entitled Local Authority Representatives on School Governing Bodies and left the meeting room during consideration of the matter.
Councillors Mrs Womphrey and Mrs Beaumont declared a personal, non prejudicial interest in item 11 entitled Changing Facilities - Harold Wilson Recreation Groung and item 12 Sports and Leisure Strategy as they were both members of the Tees Active Board.
|Members considered a report prepared by the Children and Young People Select Committee following the second stage of its review of Corporate Parenting.|
It was explained that the first stage of the review had dealt with issues about the Corporate Parenting strategy whilst the second report examined partnership working in order to assist the preparation and response to the Joint Area Review and Comprehensive Performance Assessment process.
The Committee found that joint funded posts between Stockton-on-Tees Borough Council and North Tees PCT were not only enabling closer working arrangements and greater understanding of the different organisations but also areas of pooled resources.
It was recognised that there would always be a small cohort of children and young people who, for a variety of reasons were reluctant to see a health professional or dentist. Work was ongoing to find ways of being more creative with the provision of health care especially with older looked after children as a proportion were reluctant to attend appointments.
Members were assured that the mental health of looked after children was being dealt with by the services of the Tees, Esk and Wear Valleys Mental Health Trust (TEWV) with a specific ring-fenced designated service.
|Cabinet considered a report prepared by the Housing and Community Safety Select Committee relating to a review it had undertaken of the Council's Neighbourhood Enforcement Service (NES). The review had encompassed an examination of the first year's operation of the Service and made recommendations in order to inform forthcoming decisions regarding its future.|
Members were reminded that the Neighbourhood Enforcement Service (NES) was a Council-run service, which had been established in April 2006 in order to concentrate on tackling environmental' crime (fly tipping, littering etc) and anti-social behaviour. In order to do this the Service made use of a number of devolved powers including police powers through the Community Safety Accreditation Scheme and local authority powers derived from the Clean Neighbourhoods and Environment Act. These included the power to issue Fixed Penalty Notices.
This represented a significant shift away from the previous warden approach of reporting incidents and providing public reassurance, towards a response-based approach and the taking of direct action by the Enforcement Officers themselves. This decision was taken within the context of a projected increase in Police Community Support Officers and the implementation of Neighbourhood Policing.
It was explained that the NES would be funded until the end of March 2008. The majority of this funding was derived from elements of the Neighbourhood Renewal Fund. The review was undertaken in order to inform decisions on the future of the NES by assessing the first year performance of the Service.
The Committee found that there was widespread public, Member and stakeholder support for the continuation of the Service. The NES had undertaken 16,793 taskings during the first year of its operation and these ranged from the seizure of alcohol from young people and dealing with illegal Traveller occupations to the removal of untaxed vehicles and the issuing of fixed penalty notices for flytipping. This represented a significant increase from the number of taskings completed by the Wardens in the last year of their operation (1700).
To enable the service to continue this good work, the Committee felt strongly that when the future of the Service was included in the review of the Medium Term Financial Plan mainstream funding should be found to maintain the Service as the Council could not rely on an allocation of funds from the Neighbourhood Renewal Fund. In addition, the Committee indicated that it would like to see all options explored regarding funding and that these should include discussions with Parish and Town Councils in order to assess the potential for extra contributions in order to provide for additional cover for such areas, using the arrangement with Ingleby Barwick Parish Council as a model. Discussions should also take place with the DVLA in order to explore the potential for support for future funding arrangements.
The Committee recognised the implications of increasing the amount of publicity regarding the Service and the potential for extra demands on the Service that could result. However, it was clear that there were residents who remained unclear about the role of the service and its place within the partnership arrangements in place to improve community safety within the Borough. It was suggested that enhanced publicity might have a beneficial effect on the type of calls and referrals that came through to the service, thereby improving efficiency alongside allowing the NES to receive due recognition for the role it provided.
Following consideration by Cabinet an action plan would be submitted to the Select Committee setting out how the approved recommendations would be implemented and detailing officers responsible for action and timescales.
In order to ensure continuation of the Service beyond March 2008, the Council would need to consider mainstream funding alongside other priorities. If the Service was continued, the associated costs for 2008/09 would be £740,000, with £646,000 needing to be identified, assuming that other funding remained stable and NRF costs were not used for the Service.
|Members considered a report relating to Local Authority Representatives on School Governing Bodies. It was explained that as a result of the expiry of some Governors' Terms of Office and the Resignation of others, vacancies existed on some Governing Bodies. A list of the Governing Bodies and nominations was presented to Members. |
In accordance with the procedure for the appointment of school governors, approved as Minute 84 of the cabinet (11th May 2000), Cabinet was invited to consider the nominations to school Governing Bodies.
|Members considered a report relating to the development of Youth Cafe in the Borough and noted that initial developments were supported by the Youth Capital Funding from central government in 2006/07. |
Cabinet in June, 2006 had approved the development of a youth café in the Connexions one stop shop on Bishopton Lane, Stockton. This was opened in June, 2007 and Cabinet supported the development of further youth café provision to be made elsewhere in the Borough
It was explained that the Youth Capital Funding for 2007/08 was £157,000. The Children's Trust Board, in March, 2007 recommended consideration of developments in Billingham, Thornaby and Ingleby Barwick and that consultation should take place with Area Partnerships and young people.
In June, July and August 2007 a comprehensive consultation process had been undertaken. This had been achieved through partnership working with the Area Partnership Boards and both statutory and voluntary organisations involved with young people. This draft report had also been shared with elected members from the areas identified. Comments received were provided to Members.
Cabinet was informed that young people had provided a vision for the developments and both Area Partnership Boards were supportive of the consultation outcomes and recommendations. These showed that young people residing in all three areas would ideally like a youth café centrally situated in their town centre. Due to the timescales for town centre developments in Thornaby and Ingleby Barwick (the development of Romano Park) this was not achievable, given that the Fund had to be spent in this financial year. Further options had been considered; for Ingleby Barwick it was proposed to develop provision at Beckfields Community Centre, which would also compliment Children's Centre developments at the same site; in Thornaby, it was proposed to develop one of four possible options in South Thornaby and consultations were continuing. Within Billingham, it had been possible to identify a shop front in the town centre that could meet requirements.
The next stage in the development process would be to commission the construction work to develop the three café sites, with the active participation of local young people paramount to the project's success. Negotiations would also take place with local authority providers and the voluntary and community sectors over the development of operational services to support the youth cafes. The development of youth cafes would also be integrated into the wider development of integrated youth support services and embedded in cultural provision, for example, within the new café provision in the Green Dragon Music Studio.
During consideration of this matter it was suggested that a review of the success of the youth Cafes should be undertaken after 12 months of operation, with a view to developing cafes in other areas.
|Consideration was given to a report relating to the community assets fund and the transfer of community buildings.|
It was explained that in the context of the Government's White Paper entitled Strong & Prosperous Communities" (October 2006) which was anticipated would be incorporated into a Local Government Bill, much emphasis was placed on strengthening and empowering communities. One of the perceived ways of achieving this was via the use of community buildings and Local Authorities were required to consider the current use of these assets and whether their transfer would add value to the third sector.
Members were advised that to support this agenda the Government had made available a capital resource of some £30 million nationally, administered by the Big Lottery Fund and available to partnerships between Local Authorities and the third sector. This funding was directed towards assets which required significant capital funding and was not available for revenue uses. Once buildings were refurbished they would be transferred to third sector ownership for the benefit of the whole community.
It was explained that the timescales for submission of outline bids was very short, with a closure date of 15th November 2007 and the criteria was very prescriptive and exacting. It was noted that a maximum of two bids per authority could be submitted. Members were asked to approve a process of assessing and determining appropriate bids.
|Members considered a report that sought approval for additional work and consultation focusing upon Stockton Town Centre.|
At Cabinet on 30th November 2006 Gillespies' Riverside Sites Masterplan was agreed as a basis for a Stockton Town Centre Action Plan. This Action Plan was approved for consultation purposes, setting out the vision for the regeneration of Stockton Town Centre, the gateways into the centre and its adjoining riverside sites.
It was explained that since then significant progress had been made in shaping many of the regeneration aspirations for the centre. Members were provided with a summary of these:-
· partnership working with Lathe Investments had resulted in the
granting of planning permission for a new foodstore at the Southern
· property acquisition had commenced as part of site assembly for the
· substantial investment had been made in improvements and a re-launch
of the market,
· plans and funding had been secured for the future re-use of the
· improvements to public realm had kickstarted the shaping of a
Cultural Quarter in the town centre,
· partnership working with the owner had resulted in the marketing of
the Globe Theatre building,
· discussions had taken place about the potential of a "World Mile
Project" linking the town centre with housing regeneration taking
place at Parkfield, and
· liaison with Licensing and Planning regarding policies and
provision of outdoor cafes.
Cabinet subsequently approved a report on 30th August 2007 which sought to amend the Action Plan to reflect changed circumstances and comments received as part of an exhaustive consultation process undertaken. It was noted that the amendments had now been incorporated into the Action Plan which would continue to be reviewed on a regular basis.
It was advised that one of the common themes throughout the comments received was a concern that there were not enough proposals for the regeneration of the High Street itself. Many were very supportive of the gateway and riverside proposals. People requested changes to the quality and mix of the retail offer in the High Street, as well as improvements to public realm and the markets
Consultants were jointly engaged in April 2007 to embark on a joint retail study for both Stockton and Middlesbrough Boroughs. It was explained that the purpose of the study was for consultants to examine the potential for collaborative working to address future retail needs to be met through the Local Development Frameworks and various regeneration initiatives. Given that independent retail studies had previously been commissioned across the two Boroughs, a decision was being taken to use the same two consultants (White Young Green at Middlesbrough and Nathaniel Lichfield and Partners at Stockton) in a joint manner.
Members were advised that progress was now well advanced on the joint study with a final report expected by the end of November 2007. The study specifically examined the future need for additional retail growth across the 2 boroughs, advising on how potential growth should be accommodated and phased without adversely impacting on existing centres.
It was explained that findings to date from retail modelling based on the household surveys required to establish up to date shopping patterns, had revealed that Stockton Town Centre was some way behind Middlesbrough Town Centre in terms of comparison shopping and that this would continue. The reasons for this were numerous but the success of the nearby Teesside Retail Park should be highlighted as one of the main contributors towards the consistently high vacancy rate experienced in Stockton Town Centre (circa 22% over the past 5 years).
The study identified limited future capacity for new comparison shopping in Stockton based largely on current market share, whereas Middlesbrough appeared to have more capacity than available sites with which to accommodate future development. It was noted that as a consequence, the extension to Middlesbrough Town Centre to include Canon Park was proposed through its Local Development Framework.
It was explained that conversely, significantly more growth for convenience retailing was identified in Stockton as opposed to Middlesbrough. This was due largely the number of foodstores in Stockton Borough. It was expected that the spare capacity would be met by the provision of new stores in Stockton and Billingham Town Centres in the next few years.
It was recognised that Middlesbrough was identified as a sub-regional Major Town Centre in the retail hierarchy established by the Tees Valley Structure Plan, whereas Stockton, whilst categorised as a Town Centre, lay in a tier below Middlesbrough's classification. It was explained that to this effect, Middlesbrough should be allowed to grow and meet future demand for mainstream comparison shopping. Members were advised that even if this was prevented and re-directed towards Stockton it was unlikely that demand amongst operators would exist in the short to medium term.
It was noted that Stockton had a distinct role in the Tees Valley retail market and this needed to be built upon and expanded. The Town Centre and Riversides Sites Action Plan set out many ambitious and exciting complementary regeneration initiatives designed to attract people to the wider town centre for non-retailing purposes i.e. capitalising on Stockton's excellent riverside setting for events, leisure and urban living, however, it was considered that a further study was needed to identify a series of measures that would refresh Stockton's retail offer, attractiveness to operators, shoppers and visitors alike and complete the continually improving "experience" of coming to Stockton Town Centre.
It was explained that the refreshed vision would need to respect the roles of other centres in the Tees Valley, seeking to develop further a distinctive offer in a complementary rather than a competitive manner. A focus or retail specialism would be crucial if Stockton was to succeed in the future and to this effect it was proposed that an assessment of demand for retail space be undertaken with local letting agents as the first part of the study. It was noted that it was essential to market test different forms of retailing if a new role alongside the "market town" offer was to be established. Members were advised that the market, the historic fabric of the centre and the increasing diversity of the centre were to be retained and interwoven into the study so that a sustainable, vibrant and exciting town centre experience could be supported. This would involve a detailed urban design assessment of the centre, a radical review of parking and other transport issues and an awareness of all the other proposals and initiatives set out in the Action Plan. It was noted that a common theme throughout the proposals was one of improving the overall quality of development and the environment of these areas.
It was explained that whilst it was recognised that a detailed brief would need to be prepared for what amounted to be a major piece of work, it was necessary to noted that there was previous work upon which to base a study. An excellent understanding of the local and sub-regional picture would assist in that process and rather than going for numerous quotations from consultants to undertake this study, it was proposed that given their previous involvements in earlier retail studies for Stockton as well as the current joint study with White Young Green, Nathaniel Lichfield and Partners (NLP) be appointed to undertake this study. Members were advised that NLP had displayed an excellent recognition and understanding of the local issues as well as the technical capacity work being undertaken. It was noted that an agreement regarding the cost of the study would need to be achieved and value for money demonstrated as part of procurement.
Members requested that once the study had been finalised an all Member seminar be held.
|Members were reminded that on 6 October 2005 Cabinet made the policy decision to establish a travellers transit site. This decision was based on the availability of grant funding, a marked increase in traveller activity within the Borough, and the costs to the Council of managing without dedicated facilities.|
Cabinet noted that records of the numbers of unauthorised traveller sites on Council land dealt with by the Council's Security Services team showed a continued need for an official transit site, i.e.
2004/05 - 56
2005/06 - 48
2006/07 - 11
2007/08 to end of September - 12 (i.e. half year only)
It was considered that the provision of a purpose built site would have the following advantages:
· improvement in the health and welfare of travellers (including provision of proper sanitation).
·a substantial reduction in the impact of unauthorised sites on permanent residents.
· a reduction in the costs of enforcement action and cleaning up after fly tipping following unauthorised use of Council land.
· a substantial reduction in the impact of unauthorised sites on local businesses and other non-Council landowners.
It was noted that the Council was required to carry out a Gypsy and Traveller Assessment (GTAA details of which were provided to Members. The sub-regional study for the Tees Valley had drawn on local evidence, including the numbers set out above, and it was very unlikely that it would not recommend an increase in transit site provision.
The availability of proper transit provision would considerably strengthen the Council's scope for action in its role as planning authority. An assessment of the current situation was provided to Members.
Cabinet was informed that the Government had invited bids against a new round of the Gypsy and Traveller Site Grant by 31 October 2007, and a bid was being prepared, based on a possible site at Belasis Avenue / Leven Street, Haverton Hill which was in close proximity to the site identified as the leading option in the October 2005 Cabinet Report. A planning application for this site was submitted in August 2007, based on an earlier version of the scheme, but was subsequently withdrawn following a meeting with representatives of the Department for Communities and Local Government (DCLG) who suggested a number of changes to the proposed approach, primarily:
· an upgrade from the provision of a communal amenities (toilets and showers) to include provision for each pitch;
· a subsequent reduction in the number of pitches (now planned as twelve);
·a new layout for vehicle entry and exit, to allow for more effective site control
· a significant increase in the overall budget, based on DCLG expectations of average site costs.
Work would now take place to revise the scheme and submit the bid. To assist in this it was suggested that Executive Scrutiny Committee be requested to include an additional piece of scrutiny work within the Scrutiny Work Programme to advise Cabinet on a preferred site by 14 February 2008.
Cabinet supported this process and suggested that, as far as possible, the scrutiny Committee/working group should be politically and geographically representative. It was also suggested that the review should take account of the Terms of Reference described in the report and also receive input from the Area Partnership Boards. Cabinet agreed that it was important that any site identified was sustainable.
Members noted that the application for planning permission would be put on hold. If a new preferred site was identified as a result of the proposed process, then discussion would take place with DCLG about the scope for switching any grant approved to the new preferred site. It was not anticipated that this would prove to be a stumbling block, because the DCLG main interests were in securing provision, quality of facilities and overall cost, rather than in the choice of site, which was a matter for local determination.
|Consideration was given to a report relating to the proposed development of new changing facilities at the Harold Wilson Recreation Ground.|
It was explained that over the years the Harold Wilson Recreation Ground had been used for many sports including, hockey, basketball, general recreation and more prominently for local amateur football. The site included two football pitches. Unfortunately original changing pavilion at the site was removed due to the condition of the timber construction being beyond economic repair.
In September 2006 the Harold Wilson Steering Group had been reconstituted to explore the development opportunities for the site including the provision of new changing facilities as a priority. The Steering Group consisted of residents, residents groups, ward members and Thornaby town councillors. It was explained that the continued regeneration of the site complemented works already carried out on the site to improve the playing surface by providing much improved drainage on the site. The drainage work was carried out in 2003 on the playing pitches at the Harold Wilson Recreation Ground at a cost of £250,000.
Members were advised that new changing facilities could be provided on the site using high quality modular buildings. The modular facilities allowed for the changing facilities to be easily extended should this be appropriate and funding allowed. The buildings had a high quality finish including a brick appearance and a pitched roof and met the required standard set down by the Football Foundation.
It was explained that £50,000 had been approved from SBC capital programme to lever in external funding and a provisional £100,000 of external funding was awaiting confirmation, with a further £30,000 identified from CFYA as a spend to save investment. A project could be delivered for around £180,000 which was sufficient to provide changing facilities for 2 football teams (including showers) referee changing facilities storage room and spectator and disabled toilets.
|Members considered a report that set out a draft Sports and Leisure strategy for Stockton. |
The strategy pulled together all of the elements of sports and leisure, thereby providing a framework for many of the directly related documents the Council had already produced and a basis for future investment. Members were presented with a copy of the draft Sports and Leisure strategy. The report suggested that this strategy overview was agreed as a basis for consultation with the public through the area partnership boards and the wider sports industry where applicable e.g. Sport England.
Members requested that the Town and Parish Councils be included in the consultation process.
|It was explained that the White Paper "Strong and Prosperous Communities" required the establishment of a Health and Wellbeing Partnership. There had been wide ranging consultation with Area Partnership Boards, the existing membership of both Health Improvement Partnership and the Adult Care Partnership and officers in order to develop the plans for the new partnership In Stockton it was proposed that the Health Improvement Partnership and the Adult Care Planning Partnership arrangements should be reformed to create a Health and Wellbeing Partnership.|
Members were presented with a copy of the draft constitution for the Health and Wellbeing Partnership for Stockton.
During consideration of the draft constitution Cabinet asked that, with regard to membership, Chairs or a member of the Area partnerships be nominated to the Partnership.
|Members considered a report that proposed a restructuring and reconfiguration of adult services across Stockton on Tees. This was linked to the national drive to improve outcomes for all members of the community as determined by the government white papers Choosing Health, Safeguarding Children and Our Health, Our Care, Our Say|
It was explained that the government white paper "Our Health, Our Care, Our Say" described a vision to "provide people with good quality social care and NHS services in the communities where they live" requiring improved access and care closer to home, practice based commissioning and joint PCT / LA teams.
Members were advised that in order to achieve these goals the government had set milestones for Trust and Local Authorities, one of which was:
· Joint networks and/or teams for the management of health & social care needs between PCTs and local authorities.
Members were advised that the aim was the integration of community nursing and adult social care services in Stockton. It was explained that the intention was to create easily accessed, multi skilled teams to respond quickly and appropriately to a persons needs which included:-
· Multi-disciplinary teams developed where appropriate
· Multi-agency integration with services being closely aligned and
managed under common management
· The continued practice attachment of adult community nursing
· Co-location of services
· Geographically/locality based services, which are accessible by
It was explained that in order to achieve this goal, Stockton Borough Council and North Tees PCT were developing a vision to provide a central hub of service delivery for adults within discreet communities.
This central hub would act as a one-stop shop for services, through which patients/clients, carer's and professionals could access advice, assessment and service provision.
It was proposed that community nursing staff and CESC staff from older people & physical disabilities social work teams would integrate into 4 teams across Stockton, each team providing health & social care to the community within which it resides. It was noted that specialist services would continue to work across the borough/trust.
Four Integrated Service Area Managers and one Specialist Service ISA Manager posts were in development.
Members were advised that formal consultation would be entered into in October 2007 on the following proposals:
· Integrated Service Areas for Adults - the geography of which
mirrored the Children's Service ISAs
· The Job descriptions of 5 ISA managers (4x ISA Managers / 1x
Specialist Service Manager)
· Those services that were specialist' and would continue to work
across the borough/trust.
· Domiciliary care, day care and 24-hour residential care would be
considered as an integral part of the development of integrated
services on a Stockton wide basis with strong links to ISA's if not
actually line managed within them.
· The role' composition of the ISA teams - that is to say that each
ISA would have a team composed of Community Matrons, CESC
Administrative Staff, Review Staff, Assistant Care Coordinators,
District Nursing Staff (Sisters / Staff)Health Care Assistants and
Social Work Staff (Social Workers / Seniors / Team managers).
t was noted that the project aimed to advertise and appoint ISA managers by January 2008.
In January 2008 the next phase of the project would be planned to include the development and definition of structures of ISA teams and the timescale in which these became operational.
|Members considered a report that sought approval for the People Strategy and accompanying Action Plan.|
It was explained that the Council had had an HR Strategy in place since 2001. The last strategy was developed in 2004 and it was time to refresh where the Council was and what was needed to help the Council deliver its priorities. The changing local government environment, with the growth of partnership working and shared services meant it was necessary to re consider future skill needs and facilitate different ways of working. Improved workforce information had helped to focus and prioritise actions in a more strategic way.
Members were advised that workforce information had been gathered and the information would be used to help shape the priorities of the Council and the HR Strategy. The Council had processes in train, supported by the HR service to tackle some of these issues, but this would be developed in a more strategic way. It was noted that workforce planning information would therefore be a key element of the new HR strategy.
It was explained that the research into developing the strategy identified the need for a less reactive, more strategic HR service providing clear and consistent advice whilst enabling managers to take responsibility for the performance of their staff.
It was advised that the strategy had been put together with the help of managers, employees and Trade Unions. Five high level goals had been developed from the discussions and from the assessment of Council priorities and the changing environment. These were:
· Developing the Organisation; achieving excellence in leadership and
· Becoming a modern and diverse employer, supporting flexible working
practices, with the ability to recruit and retain a diverse
workforce, representative of the community.
· Developing internal effectiveness and capacity ensuring that HR has
the skills and resources to help Stockton achieve its objectives.
· Developing workforce skills and capacity to ensure the Council have
employees with the right skills, qualifications and competencies at
all levels of the organisation.
· Providing a safe and healthy working environment and engaging with
our employees with effective two way communication
It was explained that in order to achieve this transition, the Strategy included a set of high level actions under each of the key goals, prioritised over the period 2007 - 2010. The next step would be to develop detailed action plans against each of the headings using the Council's project planning guidance.
It was noted that the broad success criteria were set out against each high level action. In some cases, because benchmark data was in its early stage of development, the initial action would be to develop the data.
Members were presented with a copy of the People Strategy.
|Consideration was given to the minutes of the meetings of the Area Partnership Boards, Tees Valley Living, SMI Leadership Board and the Tees Valley Unlimited Leadership Board.|
|Sustainable Community Strategy 2008 - 2021, Local Area Agreement Priorities 2008 - 2011 and refreshed Compact|
Members noted that the current Community Strategy would run until the end of March 2008 and needed to be re-focussed to respond to the emerging national, sub regional, regional and local context. The new Sustainable Community Strategy would run from 2008 until 2021.
It was explained that a comprehensive engagement process on the draft Sustainable Community Strategy priorities, agreed at the Renaissance meetings in May and September 2007, had taken place along with consultation on its delivery plans, the Local Development Framework and the Local Area Agreement (LAA) priorities. All comments from both phases of consultation in the engagement process had been formally logged onto a database and had been used to inform the attached final draft SCS. Thematic summaries of the comments and what we did with them were provided for your information.
As part of the second phase consultation Officers consulted with Councillors through a number of mechanisms which included involvement through the Area Partnerships, Members Seminar, and an opportunity for individual briefings.
The consultation sessions also concentrated on which of the ambitions should be focused on, which would inform the priorities for the Sustainable Community Strategy's first 3-year delivery plan (the LAA). Some examples of emerging draft LAA priorities to date included more activities for children and young people, improved local transport networks and affordable housing. A list of key priorities emerging to inform the future LAA was provided.
The consultation and engagement process for the SCS 2008-21 had also been provided as a case study upon the request of the Association of North East Councils' as best practice to share with other local authorities in the region.
Further consultation on the LAA indicators would take place following the Government's Comprehensive Spending Review and publication of the final set of 200 national indicators in the autumn, from which Stockton would choose 35 to include in our LAA.
A copy of the final draft Sustainable Community Strategy 2008-21 was provided for Members' consideration.
Cabinet noted that the next stage of developing the SCS strategy were as follows:
o Final draft of SCS to full Council - November 2007
o Publication and distribution of SCS -Early 2008
The place shaper' government guidance, (anticipated in the autumn of 2007) on LSPs, Sustainable Community Strategies and Local Area Agreement statutory elements, will also be considered and any required changes would be picked up. Due to the timescales involved Renaissance agreed at it's meeting on 10th April 2007 that any minor changes from this guidance would be authorised by the Chair and Vice Chair of Renaissance, Cabinet member for Corporate and Social inclusion and the Acting Assistant Chief Executive.
At the Renaissance meeting on the 3rd July 2007 the board agreed the process for refreshing the existing Renaissance Compact, which was agreed in 2004, in line with Government thinking. Previously Stockton Council and the Third Sector had a separate Compact to the one between Stockton Renaissance and the Community Empowerment Network. These had now been merged and a new Renaissance and the Third Sector Compact has been devised. Details were provided to Members.
It was noted that the Compact set out the principles under which both the Local Strategic Partnership (LSP) and the Third Sector operated in their relationship with each other. It covered a variety of factors including consultation, representation of the Third Sector, elections and mandates, managing conflict and dissemination of information.
Members were informed that the work was lead jointly by Stockton Residents & Community Groups Association and the Neighbourhood Renewal and LSP team. All the public services on the LSP were involved in the refresh, and it is planned that all LSP partners work towards the principals set out in the revised Compact.
Cabinet noted that the Compact would be jointly reviewed annually by the LSP and the mandated Third Sector umbrella organisations.
|Members were provided with an information report relating to saved policies within the Council's Development Plan.|