|Consideration was given to the minutes of the meetings held on 11 February 2016 and 18 February 2016.|
|Consideration was given to a report that presented the Children & Young People Select Committee findings following the Scrutiny Review of School Organisation and Admission Arrangements (Phase 2).|
The review sought to understand the demand for reception places across the Borough and had examined the wider aspects of the approach to school organisation in Stockton. In relation to increased demand, the main issue and overall aim of this aspect of the review had been to consider the challenge which the Council would face in relation to reception intake in 2016, 2017 and subsequent years to provide assurances that there was sufficient capacity in each of the six planning areas so that parental preference could be met at acceptable levels. In relation to the wider approach to school organisation, the main aim of this aspect of the review was to listen to the views of parents, governors and school leaders as part of a consideration of options and alternatives in school organisation.
In order to inform the review a series of information gathering sessions were held attended by stakeholders, Members, Head Teachers, Chairs of Governors and parents.
|Consideration was given to a report on Stockton-on-Tees Borough Council's Personalisation Peer Challenge 1 - 4 December 2016.|
The report provided a summary of the review methodology and how initial feedback was reported to the Corporate Director, key managers, practitioners and partners. The full report was attached to the report.
The Review was undertaken over four days and focused on personalisation.
The review was based on the following questions:
How can Stockton-on-Tees maximise the potential of the whole personalisation agenda and ensure scale and pace of change?
Is the quality of practice across the board sufficiently developed to ensure an effective outcome for users and carers?
Are Stockton-on-Tees and NHS partners effectively shaping the market to meet assessed outcomes?
What more can be done to develop the relationship with neighbourhoods and communities?
Prior to the review taking place, a self-assessment document, with supporting evidence, was provided to the Peer Review Team.
The Peer Review Team was made up of the following members :
Lead Peer: Mike Houghton-Evans, Independent consultant and former DASS
Member Peer: Cllr Keith Cunliffe, Cabinet Member for Health and Adult Social Care Wigan Council
Officer Peer: Michaela Pinchard, Head of Service, Policy and Improvement, Doncaster MBC
CCG Peer: Heidi Osborne, Safeguarding Adults Lead Nurse, NHS Birmingham South Central CCG
Expert by Experience: Keymn Whervin, Carer and National Co-production Advisory Group Member
Review Manager: Jonathan Trubshaw, Local Government Association
The team was on site from 1-4 December 2015 and met and spoke to a number of internal and external stakeholders. The Review involved :
Carrying out interviews and discussions with Councillors, Officers and Partners;
Conducting focus Groups with Managers, Practitioners, Frontline Staff and people using Services and Carers;
Carrying out an audit of case files.
The full details of the Review timetable were attached to the report.
An overview of the key findings of the review was provided in a presentation to the Council on the last day of the Review (4.12.15).
The attached report provided more detail in relation to this initial information.
An action plan to address the report recommendations was in development and progress against the plan would be monitored by the Adult Board. The issues identified at the initial feedback presentation as requiring immediate action had been addressed.
|Consideration was given to a report on the current arrangements in Cleveland following the Ministry of Justice Transforming Rehabilitation programme 2013.|
The Transforming Rehabilitation approach led to a significant change in the management and delivery of probation services. Local Probation services were essentially split with 30% of the caseload (most serious offenders) allocated to the National Probation Service (NPS). The remaining 70% caseload was assigned to 35 Community Rehabilitation Companies (CRC) across England and Wales which were subsequently put out to tender. Expressions of interest were encouraged from both private companies and mutual organisations.
Prior to Transforming Rehabilitation, Durham Tees Valley Probation Trust was considered one of the highest performing services nationally. In an attempt to reduce the impact of change and to provide the best possible chance of maintaining service quality a not for profit Community Interest Company (CIC) was established to bid for the Durham Tees Valley CRC under the name of ARCC (Achieving Real Change for Communities). Following a successful bidding process ARCC won the contract to deliver probation services across Durham and Tees Valley. The contract which came into effect on 1st February 2015 is for an initial 7 years with the option for a further 3-year extension. ARCC was the only not for profit organisation nationally, delivering probation services. ARCC was made up of the following partners from the Public, Private and Third sectors:
- Stockton-On-Tees Borough Council
- Redcar and Cleveland Borough Council
- Darlington Borough Council
- Tees Esk and Wear Valley NHS Foundation Trust
- Thirteen Group
- The Vardy Foundation
- The Wise Group
- Safe in Tees Valley
- Changing Lives North East (CIC)
A key characteristic and motivation for the creation and continual development of the CRC was to put the needs of the community and the offender at the forefront of the service. While it was imperative that the overall budget was balanced the generation of significant profits was not a priority. Any profits that were generated through good practice and performance would be reinvested in the service. The CRC had a high level Service Delivery Manual which was available to all partners.
|Consideration was given to a report that presented Elected Members with context, findings and recommendations following the officer led review of practice with respect to Consultation. The review reported into Executive Scrutiny Committee, their scrutiny and challenge were detailed within the report.|
The findings were summarised within the report and were in line with the Reviews key lines of enquiry.
Executive Scrutiny Committee considered the scope for the review on 15 September 2015. The Committee discussed how the use of social media and Stockton News could be used and considered within the review.
On 24 November, Executive Scrutiny Committee received a report that provided baseline information. Key information provided included statutory requirements, the Council's current process, and developments such as the procurement of a comprehensive consultation webbased solution. This Stakeholder Consultation Portal would be available for the whole
Authority to use.
It was also discussed that a combined Consultation, Community Engagement and Communications Strategy would be developed.
Members were reassured that:
membership of the Viewpoint Panel was refreshed periodically
it was considered important to move towards electronic solutions but it was
recognised that not all residents had access to a computer and hard copy
consultation was still available
officers in individual service areas would take corporate advice on surveys
relating to their own service provision
On 8 March 2016, the Committee received a report that presented the findings and recommendations of the review. The Committee were also presented with a demonstration of the new My Views Consultation Portal.
Members questioning and discussion focussed on the usage of the Portal and this was detailed within the report.
With regard to the next steps following the approval of any recommendations, an action plan would be developed to progress the recommendations. Reports on progress on delivery of the action plan would be made to
Executive Scrutiny committee.
|Consideration was given to a report on Xentrall Shared Services to providing Northumberland County Council with an ICT hosting service.|
When Xentrall was formed in 2008, investment was made in a new data centre at Darlington Town Hall to host both Councils ICT equipment. This was to replace the existing ageing facilities. This new main data centre in Darlington was subsequently complimented by a new smaller ICT backup and disaster recovery data centre at Municipal Buildings in Stockton.
Spare space exists in both existing facilities and this included spare capacity in terms of power provision and air cooling.
Discussions over previous years with neighbouring Councils regarding Xentrall ICT hosting had not come to fruition. However, in late 2015 Northumberland County Council published a tender for an ICT hosting service which was a result of the Councils plans to rationalise its property portfolio and move out of County Hall. The Council wished to rent computer room space rather than build both a new main data centre and backup facility from scratch.
Detailed discussions had taken place between Xentrall ICT Services and Northumberlands ICT service on the technical details of a hosting service. Xentrall had also liaised with Stockton and Darlington Councils landlord and insurance teams. Both Stockton and Darlington legal teams had also been involved and the team at Stockton had liaised with their counterparts in Northumberland. As a result, an agreement had been developed which encompassed the legal, contractual and ICT service management aspects of an ICT hosting proposal.
The hosting requirements of Northumberland could be accommodated within the existing data centres without causing restriction or undue technical or security risk to Stockton and Darlingtons existing and future ICT assets and requirements.
The hosting agreement would be renewed on an annual basis, with an expectation that Northumberlands volume of ICT racks would reduce in future years, reflecting the Councils reducing (in number) and shrinking (in size) ICT server requirements over the longer-term.
|Consideration was given to a report that provided a copy of the final report (including summary infographic sheet) on the Residents Survey 2015 from Ipsos MORI and a covering note to remind Members of how and why|
the Survey was done; including notes about how results may be compared with other Local Authorities and the national picture; highlighted key headlines; and, proposed a forward plan for reporting and use of the Survey results.
Overall, the results were very positive with almost 9 in 10 residents satisfied with the local area (just 7% are dissatisfied). Over 7 in 10 were satisfied with how the Council runs things (just 12% were dissatisfied), 7 in 10 trust the Council a great deal / fair amount (with only 7% saying not at all),
almost 7 in 10 agree that the Council acted on residents concerns a great deal / fair amount (just 6% say not at all), almost 6 in 10 agree the Council provides value for money (19% disagree). The results also showed general improvement form the 2012 survey.
With regard to the next steps the results would be analysed in more detail as the views of residents were vital in helping the Council too plan and deliver services in the best way possible. This process would also inform the difficult decisions the Council faced as services were reviewed in response to unprecedented reductions to the Councils budget. The Council would also be looking in particular detail at the areas identified for improvement.
All Members were presented with the results at a Members Policy seminar on 9th March 2016. The proposed forward plan outlined below would be delivered:
a. The results will be shared with all residents in the borough via an article in the March 2016 Stockton News.
b. The results will be shared with all managers to be used in planning future service delivery and shaping of services. This will help ensure that managers consider and use the Survey findings, as a matter of course, in:
i. Planned Big Picture Reviews over the next 3 years
ii. In service planning, delivery and improvement work
iii. Medium Term Financial Planning (MTFP)
c. Where required further analysis will be carried out on the areas for improvement to gain a better understanding of the underlying reasons / issues. This could include identifying vulnerable groups compared to the population as a whole or key drivers of perception / satisfaction.
d. The Residents Survey 2015 - Final Report summary key findings will be shared with all employees. The summary infographic sheet, Appendix 2, will be central to this work. Sharing the report in this way will help ensure that all employees are aware of the Survey findings and consider and use them, as a matter of course, during their day to day work including when they engage with residents, visitors and businesses.
e. The results will be shared with key partners and stakeholders when and where appropriate to ensure that the views of the residents of the Borough are reflected in their future service delivery.
|Consideration was given to a report on monitoring of the outcomes / impact of welfare reform and a summary of actions undertaken by the Council to mitigate against circumstances arising from the implementation of these changes.|
Quarterly reports on welfare reform had been provided to Cabinet for the past three years, providing information on a range of indicators which showed how these changes were impacting on residents and service provision across the Borough. These reports had also included detail on any updates the Council had received with regard to the further roll-out of welfare reform and interventions the Council was making to manage its impact on residents.
As part of the existing monitoring arrangements, new or unexpected trends had emerged such as heightened activity around benefit sanctions, the use of local food banks and shifts in the rented housing sector from social to private landlords.
Following feedback received on previous quarterly reports, at the end of 2014/15 there was a review of the large range of information previously provided to ensure that it was more focussed and easier to follow, yet continued to provide an accurate and robust summary of welfare reform issues. The report continued to use that more focussed range of information.
The Institute of Local Governance (ILG) was continuing to undertake work monitoring the impact of welfare reform across the region. The outcomes from that research work were proving useful in understanding the local impact of welfare reform and whether it differs from the impact across the wider region.
A basket of monitoring indicators had been developed to support the ILG research work, which had been entirely included within the monitoring framework and was attached to the report, with each of those measures clearly labelled.
Measures used to track impact were detailed in the attachment to the report. The monitoring framework was set out under the following issues:
Advice and Information Services;
Discretionary Housing Payments;
Social Fund/Crisis Payments;
Local Council Tax Support Scheme;
In March 2015, Members approved funding for a temporary period of 12 months for work to help to identify some of the potentially vulnerable Council tax payers in receipt of local council tax support, to ensure they were accessing all the relevant benefit and support they were entitled to.
The work undertaken had been very successful and the Council had contacted over 400 council tax payers and had been able to help more than a 100 more vulnerable customers by maximising their entitlement to various reliefs and discounts. Most customers had received an average reduction in their council tax bills of between £53.00 and £70.00 with a small number of customers being eligible to a full council tax discount or exemption from the charge. This work was extremely labour intensive and cannot be accommodated within existing resources and there remains a lot of work to do.
Members were requested to approve funding of £40,000 from the Welfare Reform Fund to continue the Councils temporary support work to assist residents in receipt of local council tax support in accessing all the relevant benefit and support they were entitled to, for another 12 months from April 2016.
Public Health had part-funded a one-year project for SDAIS to look in detail at the usage of food banks in the borough. A summary of the report was attached to the report, with the following profile of Stockton food bank users collated through this research:
most food bank users are aged 25-44 (59%), with 16% aged between 16-24 and less than 2% aged over 65;
over half of food bank clients were single (57%) and a further 24% were households with dependent children;
55% of food bank clients were male; and
7% of food bank clients were from black and minority ethnic communities.
As a direct result of this research, SDAIS had identified a pressing need to provide support to those people who had repeatedly accessed emergency food relief through food banks. During the period from January to November 2015, 1,371 people used food banks in Stockton, with 225 people (16%) having used food banks on three or more occasions.
SDAIS had submitted a proposal to SBC that they would recruit, train, support and supervise a team of 30 volunteer advocates to this client group, to deliver positive outcomes on improving their welfare position and general financial wellbeing and accessing training and employment opportunities. SDAIS had advised that £29,831 would fund the provision of the proposed service for 2016-17, with the initial training undertaken during this period enabling the service to be provided on a longer term basis.
Members were requested to approve funding of £29,831 to Stockton District Advice and Information Service (SDAIS) from the Welfare Reform Fund to fund the recruitment, training, support and supervision of a team of 30 volunteer advocates to provide support to people who have repeatedly accessed emergency food relief through food banks, for 12 months from April 2016.
|Consideration was given to a report that outlined how the Local Authority (LA) was meeting its duty to secure sufficient childcare and includes information about the supply of and demand for childcare, details on any gaps in provision and an action plan on how they will be addressed.|
The Childcare Act (2006) and the associated statutory guidance for local authorities on Early Education and Childcare - September 2014, required Stockton-on-Tees Borough Council (the Local Authority) to secure sufficient childcare, as far as was reasonably practicable, for working parents, or parents who were studying or training for employment, for children aged 0 - 14 (or up to 18 for disabled children).
To secure sufficient childcare places, local authorities should take into account:
what is reasonably practicable when assessing what sufficient childcare means for their area;
the state of the local childcare market, including the demand for specific types of providers in a particular locality and the amount and type of supply that currently exists;
the state of the labour market; and
the quality and capacity of childcare providers.
The Children and Families Act 2014 repealed the duty on the local authority to prepare assessments on the sufficiency of provision of childcare in their area at least every 3 years and replaced this with the duty to report annually to elected council members on how they were meeting their duty to secure sufficient childcare. There was also a requirement to make this report available and accessible to parents.
As part of the changes there was no longer a requirement to undertake consultation to support the Assessment.
Local authorities were responsible for determining the appropriate level of detail in their report, geographical division and date of publication. However, the report should include:
a specific reference to how they are ensuring there is sufficient childcare available to meet the needs of disabled children; children from families in receipt of the childcare element of Working Tax Credit or Universal Credit; children aged two, three and four taking up early education places, school age children; and children needing holiday care.
Information about the supply and demand of childcare for particular age ranges of children, and the affordability, accessibility and quality of provision; and
Details of how any gaps in childcare provision will be addressed.
In addition, local authorities were required by legislation to provide information, advice and assistance to parents and prospective parents on the provision of childcare in their area, ensuring parents were aware of:
Early education places for two, three and four year olds;
The option to continue to take up their childs 15 hour early education place until their child reaches compulsory school age;
How to identify high quality provision in their area.
The action plan set out the actions that would need to be taken in order to address the identified gaps and key priorities. The detail of each action would be found in individual implementation plans held by the responsible officer / team. The action plan covered 2016 - 2017 and the implementation plans for the delivery of the specific actions identified would be found within individual team delivery plans.
The Childcare Sufficiency Assessment 2016-2017 underpins the Governments aim to ensure there was sufficient childcare, as far as was reasonably practicable, for working parents, or parents who are studying or training for employment, for children aged 0 - 14 (or up to 18 for disabled children).
|Consideration was given to a report on the position in Stockton of Maintained Schools converting to Academy Status and the structural changes underway in the Borough including Post 16 Review.|
The number of schools in Stockton converting to academy status had increased from a slow starting point in 2010. The majority of secondary schools were now academies and more primaries were beginning to convert.
The number of academy providers, with some large Multi-Academy trusts, was also increasing in Borough.
The Post 16 Review proposes some structural reforms to the offer of Post 16 education across the Tees Valley.
The report provided a summary of the position so far regarding structural reforms. The report sat alongside the regular reports to Cabinet on attainment and outcomes in schools and settings. (The latest were September 2015, overview report, and October 2015 regarding performance of vulnerable groups).
The schools White Paper 2010, The Importance of Teaching, set out a radical reform programme for the schools system, which set out to free schools from what was described as the constraints of central government direction and placed teachers firmly at the heart of school improvement. One element of this was for all schools to convert to academy status by 2015. This milestone had been passed but the Education and Adoption Bill 2015-2016 which sought to amend the Education and Inspections Act 2006 included measures to strengthen the Secretary of States school intervention rights and its powers to force schools to become academies. The governments new target was for all schools to become academies by 2020.
Since 2010 schools in Stockton had been converting to academy status. A table within the report setd out the chronology of these conversions. When a school converts it loses its Ofsted judgement. Those with a new judgement were listed along with the date of the inspection. For those who were yet to be inspected, their previous judgement is given. (Grade 1 outstanding, Grade 2 good, Grade 3 Requiring Improvement, Grade 4 inadequate.)
|In accordance with the procedure for the appointment of school / academy governors, approved as Minute CAB 27/13 of the Cabinet (13 June 2013), Cabinet was invited to consider the nominations to school / academy Governing Bodies listed in the attachment to the report.|
|Consideration was given to the Economic Climate Report.|
The report, and subsequent quarterly updates, provided Members with an update on information published in the Local Economic Assessment 2014 for Stockton-on-Tees as well as key recent economic announcements.
The report was presented to Cabinet on a quarterly basis. The emphasis of each report would focus on a particular theme as follows:
People - focusing on labour supply
Place - focusing on key economic development locations
Business - focusing on key sectors and businesses
Each report was presented in four sections:
i. Economic Dashboard - presents a number of key indicators which were monitored at least quarterly
ii. Updates - summarising key announcements and developments:
updates - announcements with implications across key sectors and the region
business announcements - announcements from some of the key businesses within our Borough
strategic locations - a brief update on any new development at strategic business locations across the Borough
training & skills - provides an update on emerging news relating to skills needs and provision
Internet links had been included, where possible, to provide digital viewers of this report with more information on each announcement.
iii. Theme Review - An in depth focus, and the substantive part of the report, on key statistics affecting business, people or place. Most of the referenced statistics in the review are produced annually and cannot be updated quarterly
iv. Case Study - A relevant case study for the theme. For example, the business case study in this report focuses on the food and drink industry sector.
|Consideration was given to a report that proposed the creation of a Governing Body overseeing Stockton Borough Councils Learning and Skills Service, to strengthen the governance arrangements and enhance the high level scrutiny and challenge of the service. The Governing Body would be constituted as an advisory committee established to advise the executive on the discharge of its learning and skills functions. |
This proposal responded to the requirements of the new Ofsted Common Inspection Framework and findings of recent Ofsted assessments of other local authority adult skills services.
Stockton Borough Councils Learning and Skills Service was a good (Ofsted grade 2) provider of post 16 education and training, delivering across the Borough, often in the most disadvantaged communities. The service aspired to become an outstanding provider within the borough and one area for development highlighted in the 2014-15 self-assessment report, was to further improve the governance arrangements. The service already received scrutiny and challenge through existing Council-wide performance monitoring and through the input of Corporate Management team to the development and approval of annual service plans. Service plan priorities were included in wider Council plans which were themselves subject to scrutiny and challenge by CMT, Cabinet and the whole Council. In addition, the Lead Cabinet Member for Adult Services and Health meets with the relevant Director and Service Manager and received reports on progress and achievements. However, this scrutiny and challenge was embedded in a range of informal and formal systems.
When inspecting providers, Ofsted make judgements against the Effectiveness of Leadership and Management and they were placing much more emphasis on the robustness of governance. Similar providers to Stockton Learning and Skills Service had recently been downgraded, often to a grade 4 inadequate provider based on their lack of strategic overview and governance arrangements. Inspectors evaluate the impact of leadership and governors work in developing and sustaining an ambitious culture in the provider, including at all sites and in subcontractors, and the impact this had on the aspirations of learners and staff and learners outcomes.
It was believed it would strengthen the position in relation to future inspection if the Council was to formalise and refocus the dispersed governance approach into a new Governing Body. The Governing Body, constituted as an advisory committee, would advise the executive on the discharge of its learning and skills functions. It was envisaged that the Governing Body would meet termly to scrutinise the performance of the service and provide support to address areas for improvement. The Governing Body would make recommendations to the Director of Culture, Events & Leisure and the Learning & Skills Service Manager on strategic and performance matters and report to Cabinet annually. This would make the high level, strategic and systematic challenge and leadership of the adult learning and skills agenda clear and explicit.
The Governing Body would need to include approx. 6-10 members with relevant skills sets e.g. education, employer relations, and strategic planning. Governors will need to know the organisation well, receive regular and detailed reports, and support/challenge the strategic leadership. They would also need to know the key strengths and areas for improvement of the service and be able to demonstrate a positive impact on raising the quality of provision.
The method of recruitment and selection of governing body members would need to be agreed in detail, but will incorporate an element of open invitation and application, alongside invited individuals identified as holding the relevant skills, and nominated representatives of key partners.
The suggested membership was:
Relevant Lead Cabinet Member (Chair)
Up to 2 Representatives of local employers
Up to 2 Representatives of Further Education colleges or other adult skills providers
Up to 3 Individuals selected for particular areas of expertise, eg schools, community, voluntary sector, social enterprise.
The Director of Culture, Leisure & Events, and the Assistant Director of Schools and Special Educational Needs would attend the Governing Body as advisors.
The committee may co-opt or invite other individuals to support specific pieces of work and invite officers of other services to contribute to discussions as advisors.
|Consideration was given to a report that presented final recommendations following consultation on draft proposals in respect of community governance reviews of Billingham Town Council and Elton Parish Council.|
Following receipt of a petition which called for the abolition of Billingham Town Council, a Community Governance Review commenced. The opportunity was also taken to conduct a Community Governance Review in relation to Elton Parish Council.
A Community Governance Review enabled a principal council to review and put in place new arrangements, making changes to current community governance systems and structures, for example by creating, merging, abolishing or changing parish or town councils in the review area.
The Government had emphasized that the aim of a review should be to bring about improved community engagement, more cohesive communities, better local democracy, and result in more effective and convenient delivery of services.
The timetable for the review was approved by Cabinet and Council and recognized that a review had to conclude within 12 months from receipt of a valid petition (received 26 June 2015).
The key stages of the reviews remaining were as follows:-
Final recommendation to Cabinet 23.3.16
Final recommendation to Council 27.04.16
Final Recommendations and reasons for the decision published and stakeholders informed on 28.04.16
Recommendations implemented from 28.04.16
Implementation of any proposed abolition of Billingham Town Council and Elton Parish Council will be dependent upon the time it will take to finalise and publish a re-organisation order.
An integral part of the review was to consult with the local government electors for the area under review and any other person or body, including a local authority (i.e. the Town Council) who appeared to have an interest in it.
The first stage of the consultation was detailed within the report.
The responses to the first stage of the consultation and feedback was detailed within the report.
Comments from other stakeholders were also previously presented to Cabinet and Council were summarised within the report.
It was noted that Billingham Town Council was created following a petition for a new Parish Council which received Full Council support in 2005.
Following Cabinet and Council consideration, public notices were displayed and information was included on the Councils website indicating the Councils intention to retain Billingham Town Council and Elton Parish Council. No further representations had been received and Cabinet was therefore asked to make final recommendations to Council confirming the draft proposals.
Following Cabinets consideration, Council at their meeting on the 27.4.16 would consider Cabinets final recommendations. Decisions would be published and stakeholders informed on the 28.4.16.
|Consideration was given to a report on the progress, and to provide proposals both for accelerating the delivery of the restoration of the Globe, and procurement of a Commercial Operator.|
The Globe had played a significant role in Stocktons modern history, hosting world famous artists and capturing a connection to huge numbers of local people.
The Council had plans to develop a larger scale performance venue to plug a gap in provision that would complement Arc, Georgian Theatre and other smaller venues in the region. Such a plan fits perfectly with the regeneration plans for the town centres to stimulate economic growth. Indeed the Council had seen significant private sector investment in and around The Globe since the announcement of the plans:
Manhattans (Proposal for a bar / bistro and boutique hotel)
Dabah (New Indian street food venue)
Lambton Castle (Refurbishment of public house into modern bar)
Gloucester House (Recent sale to new business investor for business use)
Mohujos (Mexican restaurant)
Wasps Nest (New micro pub)
Officers were actively involved in bringing forward a range of further investments as the Globe development proceeds.
An application to secure HLF grant funding to refurbish the Globe was made in 2012 but despite genuine interest and support from HLF, was unsuccessful.
In 2013, HLF launched a new funding programme - HLF Heritage Enterprise - which presented a further opportunity. The building owner and the Council in partnership, worked with HLF to put forward a proposal under this new scheme, which was announced as successful in September 2013.
The proposal was a complete restoration of The Globe - a Grade II art-deco style listed building - which was in a particularly fragile and poor condition. The HLF Heritage Enterprise programme was a new programme so this proposal became very much a pilot for all concerned.
In February 2014, Cabinet was advised that Round One funding had been granted by the HLF, giving the green light for a more detailed Development Phase to take place and a Round Two bid application to be developed.
The Round One application released £401,600 from HLF, which subject to approval of Round Two would then see the remaining £3.5M approved by HLF and delivery / construction work begin on site.
At that time, the Council had also approved £1.15M for the project with an expectation that a fundraising campaign would raise the additional £0.65m required.
It was a complex project both technically and commercially involving the Council, the building owner, the Globe Stockton Foundation and HLF. A significant amount of progress had been made including early safety and security work and complete cleaning out of the buildings to enable digital surveys, assessments, etc.
The partnership received Permission to Start (PtS) from HLF in May 2015. This permission enabled further detailed technical work to progress and detailed development work proposals to be undertaken.
The newness of the Heritage Enterprise funding however, had led to months of discussions and negotiations in terms of how, commercially, the project should be taken forward and this had caused some delay.
As a result, subsequent discussions with all partners had led to a preferred model of development which would enable the acceleration of the scheme putting the Council firmly in the lead role, supported by the building owner and HLF. This would enable the Council to negotiate terms and procure the commercial operator for the Globe.
The new model required the Council to contribute £2.1m to fund capital works which could be funded from the Heritage and Town Centre Development fund established as part of the 2016/17 Medium Term Financial Plan. In addition, the Council would need to agree terms with the building owner in order to secure the lead role. As discussions with potential Commercial Operators of the Globe proceed, potential contributions and profit share would be explored which, it was anticipated, would offset the aforementioned costs. Details of the terms to be agreed with the building owner were commercially sensitive and were attached to the report.
Subject to Cabinet approval and formal support from HLF, this preferred delivery arrangement would enable acceleration of the scheme with visible development works on site within months.
The HLF process required further submission of a business case as part of the Round 2 process expected February 2017. The Council would be in the lead role to progress this with an expectation of an opening event during the winter season 2018. A revised draft high-level programme for the scheme was attached to the report.