|Councillor Cunningham declared a personal,non prejudicial interest in item 5 'Consultation on Building Schools for the Future' as he was a governor at Stockton Borough First Federation and All Saints|
Councillor Cook declared a personal, non prejudicial interest in item 5 'Consultation on Building Schools for the Future' as he was a governor at Blakeston School.
Councillor Nelson declared a personal, non prejudicial interest in item 5 'Consultation on Building Schools for the Future'as he was a governor at Norton School.
Councillor Frankland declared a personal, non prejudicial interest in item 5 'Consultation on Building Schopols for the Future' as he was a governor at Norton School.
Councillor Rigg declared a personal, non prejuudicial interest in item 7 'Bus Lanes - Civil Enforcement' as she was a member of Egglescliffe Parish Council which was a consultee in this matter.
Councillor Mrs McCoy declared a personal, non prejudicial interest in item 9 'The Regeneration of Stockton Parks' as she had been involved in issues relating to the provision of CCTV at John Whitehead Park.
Councillor Nelson declared a personal, non prejudicial interest in item 15 'Regeneration Strategy for Stockton' as he served on the Tristar Homes Management Board and Tees Valley Unlimited Housing Board.
Councillor Cook declared a personal, non prejudicial interest in item 15 'Regeneration Strategy for Stockton' as he served on a number of Tees Valley Unlimited's Boards.
Councillor Lupton declared a personal, non prejudicial interest in 'Regeneration Strategy for Stockton' as he served on Tees Valley Airport Management Board.
Councillor Mrs Beaumont declared a personal, non prejudicial interest in 'Regeneration Strategy for Stockton' as she served on Tees Active Management Board.
Councillor Nelson declared a personal, non prejudicial interest in item 16 'Capital Strategy and Asset Management Plan' item as served on the Tristar Homes Management Board.
|Prior to considering business detailed on the agenda the Chairman made reference to Stockton's recent success in the Britain in Bloom Competition, by winning the Best City category. The Chairman, on behalf of Members, congratulated and thanked all the staff who had worked toward achieving this significant national award.|
|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.
|Consideration was given to a report that informed Members of the next formal stage for Building Schools for the Future (BSF). The government had approved the Authoritys BSF Readiness to Deliver document submitted, with Cabinet agreement, in October 2006. The next formal stage in the process would be the preparation of a Strategy for Change for submission in summer 2008. It was explained that the Strategy would cover the entire borough, and officers had opened discussions with government to explore the possibility of treating the borough as a single BSF area rather than two separate waves.|
Members were advised that the Strategy must set out how BSF investment, estimated at £150 million for the borough, would be used to transform educational opportunities. A combination of local factors (including falling pupil numbers) and national policy imperatives (particularly the need to increase diversity in the range of school types) would require a different pattern of school provision in the future.
It was noted that BSF funding could not be used to maintain the status quo. Meetings with secondary headteachers and other stakeholders had produced a range of possible options for changes to school organisation. It was emphasised that these were options, not firm proposals, and it was now time to consult more widely on them. It was not suggested that these were the only possible options: new options may emerge during the process. It was noted that no changes to schools could be made as a result of the initial consultation. If formal proposals for change became necessary, Cabinet would be asked to authorise full statutory consultation in due course. Members were provided with a copy of the Future Learning Options booklet and a copy of the consultation strategy for the booklet. Cabinet requested that the proposed date for the distribution of the booklets, to all households, be forwarded to all Members.
Members were advised that the scale and complexity of BSF required input from appropriate external financial, legal, technical and specialist advisors. These could be selected from framework agreements set up by the governments BSF delivery agency following a formal tendering process. The cost of these medium-term contracts would exceed the limit of officer delegation in the Councils procurement strategy (£50,000). Members were therefore asked to delegate appropriate powers to Chief Officers to enter contracts without further reference to Cabinet.
|Members considered a report that detailed a series of recommendations underpinning a 5 year strategy for improving outcomes for children and young people with complex and multiple needs, following a wide ranging review of services.|
The borough of Stockton on Tees was responsible for providing high quality services to 46,000 children and young people. Within that group were 1,800 who had particular needs, either physical, educational or emotional. Approximately 200 children and young people were looked after in public care and 200 were placed on the Child Protection Register.
It was noted that the needs of many of the 46,000 children and young people in Stockton were being met effectively. In order to guarantee an excellent service for all children and young people, it was considered timely to consider a review of provision of services for those with complex needs.
The Governments second Comprehensive Spending Review (CSR) was due to report in the autumn of 2007. It would set out national spending plans and priorities for the years 2008-09, 2009-10 and 2010-11. This CSR report would be informed by a series of policy reviews, one of which was a review of children and young people, building on the Governments strategy to improve their outcomes. A significant strand of this work was the disabled childrens review.
Members were advised that the culmination of the national disabled childrens review was the report Aiming high for disabled children: better support for families (May 2007) which set out a range of actions and proposals to create a local and national focus on promoting the life chances of disabled children and their families. It was expected that the CSR would announce the funding to make the proposals a reality.
It was explained that a significant programme of work and policy reform had been put in place nationally to improve outcomes for disabled children and their families. This had been detailed in the first section of the Complex Needs Review, a copy of which was presented to Members.
It was recognised that locally there were a range of individually effective services in Stockton but that: coordination was sometimes haphazard; structures did not always support effective integration; there were some gaps in services and at times elements of duplication which impacted on cost effectiveness. It was noted that it mirrored the national picture for such services.
Members were advised that the review team set out to audit services for children with multiple and complex needs and their families and make recommendations that would improve outcomes in the following three priority areas:
· Access and empowerment
· Responsive services and timely support
· Improving quality and capacity
The review initiated a phased process to ensure provision of services for children and young people with multiple and complex needs in Stockton-on-Tees were made altogether better with a long term goal of transforming their life chances. It was envisaged the process would have 4 phases. The work undertaken comprised phase 1, the Federation and re-configuration of the special schools and phase 2, the review of broader services for children with multiple and complex needs and corresponding recommendations. Phases 3 and 4, comprised the action planning and staged implementation of the recommendations.
|Cabinet considered a report relating to the enforcement of bus lanes as a civil contravention and the introduction of clamping and towing away powers.|
Members noted that the Bus Lane Contravention (Penalty Charges, Adjudication and Enforcement) (England) Regulations 2005 made provision for the enforcement of bus lane contravention by local authorities. In particular, they provided for penalty charges to be set by local authorities. It was suggested that the Council adopt powers under these regulations.
It was explained that this was one of a number of moving traffic contraventions that could be enforced as a civil matter. Others could include prohibited turns by, or directions of, moving vehicles and yellow box contraventions. It was suggested that future applications for powers to enforce other moving traffic offences be delegated to the Head of Technical Services in consultation with the Cabinet Member for Regeneration & Transport.
Members were provided with details of existing bus lane restrictions and noted that public perceived Police enforcement of the restrictions to be inadequate. Better enforcement would improve compliance and create a number of benefits.
· Improve punctuality of bus services, allowing easier and more consistent journey times.
· Encourage patronage of public transport by reducing duration of travel, particularly during peak traffic periods.
· To improve the environment by encouraging commuters to choose more sustainable forms of travel and thereby reduce CO2 emissions.
· To enhance highway safety by separating alighting bus passengers from other traffic.
In addition, section 16 of the Traffic Management Act 2004 imposed a duty on the Council, as a local traffic authority, to manage its road network with a view to achieving, so far as may be reasonably practicable having regard to its other obligations, policies and objectives to secure the expeditious movement of traffic on the authoritys road network.
Cabinet was informed that enforcement by the Council would be via the use of camera evidence capture. Penalty charges could be set at £40, £50 or £60.
Should the Council take up civil bus lane enforcement powers, then the National Parking Adjudication Service (NPAS) would deal with appeals against penalty charges. The Council would be required to join the Bus Lane Adjudication Service Joint Committee, that had appointed NPAS to provide adjudication, and appoint a representative and substitute.
Cabinet noted that when the Council decided to take up Decriminalised Parking Enforcement powers it did not at that time seek to include powers to clamp or tow away. It was now considered appropriate that the Council sought consent to remove or to immobilise vehicles and to advertise a scale of charges.
It was explained that removal by towing away or lifting of a vehicle in contravention of a traffic regulation order could not be undertaken lightly. In most cases it would not be proportional to the misdemeanour. In addition to the penalty charge notice the motorist would face fees for removal and storage of the vehicle. However, a vehicle contravening a bus lane order or an order in a high traffic volume street could have more serious implications than at other, less sensitive locations.
Members were provided with financial and legal implications associated with adoption and enforcement of the powers.
Members agreed the adoption of the regulations and requested that an article be placed in Stockton News explaining the new Council powers and providing guidance to motorists.
|Cabinet considered a proposed Play Area Strategy 2007 - 2010. The Strategy was a companion document to Stocktons Play Strategy 2007 - 2012 which was approved by Cabinet at its meeting held on 2nd August 2007.|
It was explained that the Strategy focused on one key aspect of play provision: sites with fixed play equipment which were accessible free of charge at all reasonable times. It referred to 38 such sites across the Borough. These were mainly under the ownership and management of Stockton Borough Council, but others bodies such as parish councils also owned and manage facilities. The Strategy did not refer to play equipment within school grounds or other locations not accessible to the wider public.
Following an audit of the Boroughs play areas in 1998 it was recommended that the Council adopted a hierarchy of play area sites as a basis for targeting resources effectively. This hierarchy was recognised in this strategy and comprised:
· Destination sites - well-equipped play areas within parks, which served a large catchment area and offered a good range of supporting facilities such as toilets and refreshments.
· Neighbourhood sites - again, well-equipped areas within parks, but with fewer supporting facilities.
· Doorstep Sites - smaller, stand-alone play areas which had a limited range of equipment and served a local catchment area.
Over recent years the Council had removed facilities at a number of Doorstep Sites where these had become out-dated, under-used, damaged or superseded by new provision in the same neighbourhood. This new Strategy re-stated the broad principle that the Council would focus resources for play areas primarily into the development of Destination and Neighbourhood Sites, while ensuring all equipped play areas were subject to an agreed inspection programme and were maintained to a high standard.
This approach was in line with proposals set out in a parallel report to Cabinet on the Regeneration of Stocktons Parks , to be considered later in this meeting. This report made recommendations for how the £500,000 capital fund allocation for parks should be utilised, with some of those funds being made available to support the development of play facilities at Destination Sites.
It was noted that under the Play Strategy Action Plan, a separate funding bid had been submitted to the Big Lottery Fund Childrens Play Programme for the development of Play Facilities at Romano Park, Ingleby Barwick, as part of a larger package of projects across the Borough.
It was explained that the Council had developed nine strategic objectives which it would seek to achieve through implementation of the Strategy. These were set out in Section 6 of the Strategy.
Cabinet was informed that Stocktons Open Space Audit process provided an opportunity to further develop the evidence base to shape the future development of the strategy and informed implementation. The Councils existing Open Space Audit provided an assessment of open space provision across the Borough, including play areas. However, no work had yet been undertaken to assess local need for different types of open space. This needs assessment would be completed by May 2008 and would form an essential step in the process of setting local standards for the provision of play areas and other types of open space.
In addition the Council had made a commitment to develop a new strategic vision for parks and greenspaces, as set out in the Council Plan 2007-2010: this would provide the context for any future strategy revision.
Subject to the approval of the Childrens Trust Board and the Stockton Play Partnership it proposed that by 2009/10 the Play Area and Play Strategies should be brought together into a single document. Linked to this the Council would also produce a comprehensive Play Area Action Plan, informed by the on-going Open Space Audit
As with the Play Strategy there had been no specific public consultation carried out in relation to this specific document. Rather it had been informed by the Councils on-going consultation processes which had effectively engaged with children and young people and adults over recent years. This included a Viewpoint Questionnaire on Play Areas completed in November 2006.
Members noted that the final version of this document would be made available to the public, and the Council would consult locally on the implementation of any specific proposals set out in the Priorities for Development Appendix to the Strategy, following the guidance set out in the corporate Consultation Strategy.
|Members considered a report relating to the regeneration of parks within the Borough|
Members agreed that well-managed, accessible and diverse parks made a significant contribution towards quality of life, helping to make the Borough an attractive place to live, work and visit.
It was explained that the development of parks and greenspaces contributed to a wide agenda, relating to all five core themes within Stocktons Community Strategy.
Cabinet noted that in 2007 Stockton Borough Council was awarded four Green Flags for Ropner Park, Billingham Beck Country Park, Cowpen Bewley Woodland Park and Wynyard Woodland Park. Continuous improvement and development of Stocktons parks would help to achieve the Councils target of five Green Flags by 2009.
The successful implementation of the Councils Parks, Open Spaces and Countryside Strategy 2001-2005 had seen the regeneration of the three Thornaby Parks, the £3.5 million restoration of Ropner Park and significant improvements to Tilery Park, Primrose Hill Park and the Great North Park. Newham Grange Park had recently had a new £200,000 play area installed.
Members were reminded that in February 2007 Cabinet approved the commitment of £500,000 expenditure to finance the on-going development and regeneration of Stocktons parks as part of the Councils Medium Term Capital Plan. The proposed projects were:-
· creation of a new park in Ingleby Barwick (Romano Park);
· continued redevelopment of Newham Grange Park;
· redevelopment of John Whitehead Park in Billingham;
· a new approach to play provision at Wynyard Woodland Park.
Further details of the proposed projects were provided to Members, together with information on the financial and legal implications.
The current funding (including external match funding) would be used to deliver discrete projects, providing significant benefits in their own right. However, each project also formed a component of a broader master plan or development plan for each site, delivery of which would be phased over a period of years.
|Consideration was given to the minutes of a meeting of an Area Partnership Board.|
|Cabinet considered the ICT Strategy and the need for funds required to pump prime it. |
Cabinet was informed that the Council had delivered its ICT services without having an overall strategy in place. Although this had been successful and achieved national e-government targets, the implementation of major systems, the certification to the international standards and very good performance in national benchmarking, it had meant that investments had been made on a tactical basis as opposed to being part of an overall strategic approach. Therefore, in the main, ICT investments had been made on a departmental projects basis as services promoted their own agendas. Although successful in implementation, this approach had delivered a large programme of predominantly service based ICT systems.
The development of technology was now so integral to the organisation it was time to ensure that a more robust strategic approach to ICT was utilised to drive through and deliver the changes required to meet the challenging agendas which faced the Council. Hence the need for an ICT Strategy.
The strategy would raise the profile and awareness of the importance of ICT investments and the governance which surrounded these, including benefits realisation. The strategy would also provide a robust and reliable technology architecture underpinning the Council which also acted as an enabler and catalyst for service delivery both within the Council and across its partners.
It was explained that the development of an ICT Strategy, external input was used to provide market intelligence and input on best practice in both public and private sectors. Facilitated sessions were held with the key stakeholders of CMT and all Service Group Management Teams. Individual meetings were also held with the Corporate Directors and Chief Executive. These sessions were aimed at gaining a wider understanding of service requirements and existing practice, and provided a challenge to views and processes. Ultimately a vision was extracted and developed, identifying actions for both ICT and the wider governance framework in which it operated. Through facilitation and information sharing with all Service Groups, the ICT Strategy had been developed from the requirements of the Service Improvement Plans, Business Unit Plans and the Council Plan which these ultimately supported. The strategy was endorsed by the Extended Management Team (CMT and Heads of Service)
The Strategy was provided to Members for consideration. In summary, it stated an overall aim of achieving improved strategic ICT investment and maximising the benefits in the following areas:
§ Secure remote and mobile working technologies at network and client levels
§ Sound and scalable technical ICT; designed to deliver integration
§ Robust information management and workflow across the Council and with our partners
Maximising the benefits from strategic ICT investments was both by the service areas themselves, in their drive to deliver service based improvements, and by the Council as a whole as it delivered complex partnering and change agendas. To deliver on these aims the strategy identified key themes for further development:
§ ICT Service Restructure - As part of the Stockton Darlington Partnership
§ ICT Governance - Adopting a set of strategic principles which would form the basis of the Councils ICT governance framework
§ ICT Investment - Funding strategic infrastructure and systems
§ Business Change Programme - Maximising the use of and exploiting the Councils new infrastructure and systems
Members noted that the ICT Strategy identified a number of initial capital and on-going revenue costs in relation to investments in technologies totalling £11.85m over a ten year period. However, the two areas of Client Technologies and Home Working were anticipated to be cash neutral as they displace existing costs within services. These represented £9.8m of the overall total.
The two remaining areas requiring investment were therefore; Workflow and Mobility Technologies. The business cases when developed for each would examine the detail of these investments, associated service improvements and savings. Currently the costs associated with these two areas had been estimated at £750K capital.
|Cabinet considered a report relating to the corporate assessment the Council would be subject to in December 2007 as part of the Comprehensive Performance Assessment.|
Members noted that as part of the preparation for the Corporate Assessment, the Audit Commission required the Council to complete a self assessment document for submission to the inspection team. The self assessment would form the principal reference point for the corporate assessment. The information and evidence that it provided would be used to help inform judgements made by the assessment team and decisions regarding the scope and focus of its teams on-site field work.
It was explained that the self assessment must include what the Council considered its scores were for each theme, be analytical and evidence based. The Council had to demonstrate:
·That it was self aware of its current position in terms of local context and capacity to deliver improved outcomes for local people.
·A clear understanding of the challenges and opportunities it faced and a realistic evaluation of strengths and weaknesses
The Self Assessment would be based on a set of Key Lines of Enquiry (KLOEs) which provided a framework to assess the Council against five key themes, under three headline questions:
·What was the Council, together with its partners trying to achieve?
Theme 1 - Ambition for the community
Theme 2 - Prioritisation
·What was the capacity of the Council, including its work with partners, to deliver what it was trying to achieve?
Theme 3 - Capacity
Theme 4 - Performance Management
· What had been achieved?
Theme 5 - Achievement; broken down into five sub themes:
o Sustainable communities and transport
o Safer and stronger Communities
o Healthier communities
o Older people
o Children and young people (the Council was not required to include this area in the self assessment as the Joint Area Review of Childrens Services was happening at the same time and would provide evidence for this theme of the corporate assessment)
In addition to the Key Lines of Enquiry themes, the self assessment included a context and summary section, which detailed the following:
· Locality information and operating context (economic and business opportunities and challenges relevant to the shared priorities; information about major initiatives, projects or pilots that the council or its partners were doing; information about the key features of the community - demography, deprivation, diversity etc - and how this impacted on the council)
· Contextual information about the council (decision making structures; key partnerships, arrangements or frameworks for joint working or delivery; arrangements for undertaking research, consultation and engagement; financial resources)
Members noted that work on drafting the self assessment against the Key Lines of Enquiry had included consultation, engagement and feedback from many sources including members, officers and partners. To support the self assessment the Audit Commission also required key documentation and supporting evidence to be submitted. The self assessment was supported by evidence which had been subject to a rigorous quality assurance process to ensure all evidence supported both the key lines of enquiry and the self assessment.
A copy of the self assessment was provided to members for consideration
Cabinet noted that there was a requirement for the self assessment to be scored. Each theme could be scored with a maximum of 4 points. These 5 scores would then be combined using a set of rules to produce an overall Corporate Assessment Score. The rules were as follows;
· 2 or more themes with a score of 4 and none less than a score of 3 will score 4
· 3 or more with a score of 3 or more and none with less than a score of 2 will score 3
· 3 or more with a score of 2 or more will score 2
· Any other combination will score 1
Detailed below were the Councils proposed scores for each theme:
· Ambition for the community - 4
· Prioritisation - 4
· Capacity - 3
· Performance management - 4
· Achievement -4
If achieved then this would produce a Corporate Assessment score of 4. The Corporate Assessment score would then be combined with other service block scores to provide the authority with an overall CPA rating.
Members noted that the Self Assessment and supporting evidence had to be submitted to the Audit Commission by the 15th October 2007. Following on from this, there was an analysis week which would include a tour of the Borough and a round table meeting where the inspection focus would be discussed in further detail. Details of these dates and those leading up to the publication of the final report were provided:-
· Self Assessment Submission 15/10/07
· Analysis week w/c 12/11/07
· On site inspection 2 weeks commencing 3/12/07
· Draft report to Council 30/01/08
· Comments back to team leader 13/02/08
· Pre publication report to council 14/03/08
· Latest date to request a review 11/04/08
· Publication 22/04/08
|Members considered a report that outlined the Councils performance for the period Quarter 1 - April - June 2007, providing details of performance against targets and improvement trends. The report included the linkages between finance, performance and corresponding risks and performance against the Corporate Basket of key performance indicators, Gershon Efficiency Savings, complaints and commendations, research and consultation, sharing of good practice, undertaken during Quarter 1. |
Members noted that with regard to the Corporate Basket, results showed good progress with 88% of the reported targets being achieved and 71% showing an improvement trend from the same period last year.
With regard to Gershon efficiency savings it was explained that the Council position after Quarter 1 was projected to be in excess of the 2.5% annual requirement.
Cabinet were informed that complaints over Quarter 1 had reduced from the same time last year.
|Cabinet was informed that it was a requirement of the Electoral Administration Act 2006 for the Council to undertake and complete a review of all polling districts, polling places and polling stations in the Borough by 31 December 2007.|
Stockton had recently undertaken this review and this report presented Cabinet with proposed changes coming from it.
Members noted details of the review process and consultation. Consultees included all Members, Parish Clerks, Disability access groups, Viewpoint Focus groups and BME representatives. Advice was also sought fromIn addition a compulsory submission was received from the Returning Officer which was required to focus on
· Access for all electors
· Facilities for the required staff, tables booths and notices
Cabinet was provided with a copy of the Returning Officers Submission as well as details of all the responses received from the consultees.
It was explained that all of the detailed representations had been taken into account and had informed the proposals contained within the report at Appendix 4.
|Members considered a report that set out a Regeneration Strategy for the Borough. The strategy took the place theme as its key emphasis, and set out a programme of physical development across the Borough, which would drive economic and social regeneration. It was one of a number of daughter strategies to the Sustainable Community Strategy, and in particular needed to be consistent with the emerging Local Development Framework.|
It was explained that the Regeneration Strategy collated the vision of the many regeneration projects which had already been endorsed by Cabinet, and those which would continue to be in the future, from a longer term strategic direction that demonstrated Stocktons strategic fit both nationally and regionally. It would dovetail into and compliment the Local Development Framework (LDF) and more specifically, the Regeneration Development Plan Document (DPD) when adopted.
Members noted that there was no statutory requirement to publish a Regeneration Strategy. However, with such scale and ambition to the Councils regeneration vision it was an opportunity to bring everything together and demonstrate both locally, sub regionally and nationally, that Stockton-on-Tees was a Borough of exciting and transformational change.
The draft Regeneration Strategy was provided to Members. It set out the achievements made by the Borough and its partners in regeneration over the last 10 - 15 years. It then set out the significant opportunities that existed in terms of redeveloping and transforming the Borough and identified Key Ambitions for doing this.
The Borough was building on its major assets, through physical regeneration focussed on the River corridor, the Town Centres and the redevelopment of the older housing areas. Significantly, many of the major regeneration proposals were located in the most deprived wards, creating local opportunities for residents.
The Regeneration Strategy provided a detailed overview of all of the individual projects which would contribute to the successful delivery of the Councils Key Ambitions.
It was explained that the Regeneration Strategy was a delivery-focused document. All of the individual projects within it had their own project plans, which would be used to monitor progress on a quarterly basis, as part of the Councils performance management framework. The success of the Regeneration Strategy would be measured against a number of key measures and reported to Cabinet and Renaissance annually. Details of the measures were provided to Members.
|Members considered a report that sought approval of the Councils updated Capital Strategy and Asset Management Plan.|
It was explained that the planning and management of capital resources and assets was becoming more prevalent and developing a higher priority both locally and nationally, not least to attract investment to regenerate the Borough and develop economic capacity. A strong approach was essential to ensure that resources were directed to the most appropriate areas, external investment was maximised and assets were utilised to the maximum capacity.
The Capital Strategy and Asset Management Plan was a strategic planning documents, which outlined the Councils approach to capital investment and asset management. The Capital Strategy detailed how the physical investments and priorities outlined in the Community Strategy and Council Plan would be delivered.
The document encapsulated the various regeneration schemes, housing initiatives, Building Schools for the Future (BSF) and a range of other secure developments within the Borough, all of which linked with the vision outlined in the Council Plan. It covered partnership working and external investment as well as the planned allocation of Council resources and the mechanisms within the Council for prioritising and monitoring capital spend.
It also outlined the approach to management and upkeep of the assets owned by the Council, the current maintenance backlog and the mechanisms for resolving this.
The documents linked directly with a range of other plans and strategies prepared by the Council i.e.
· Council Plan
· Regeneration Strategy
· BSF Strategy
· Local Transport Plan
In preparing the documents, a review of performance measures for asset management, had been undertaken and the proposed measures were included in the revised plan. The monitoring of performance against those indicators would be incorporated into the Councils Performance Management Framework.
Members were provided with a copy of the Strategy and Plan for consideration.
|Members considered a report that provided a formal progress update on the developments associated with the sale of the Councils freehold interest in Billingham Town Centre and sought approval to complete a public consultation on the public realm / landscaping details of the proposed town centre regeneration scheme. The report also requested approval for the use of the Councils Compulsory Purchase Powers to assist the town centre owners to acquire any 3rd party interest required for a regeneration scheme. |