CONTENTS & FOREWORD -...

moving forwardMiddlesbrough

CorporatePerformance Plan

2005/06Part I

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OUR VISION

Raising HopeTHE VISION FOR THE FUTURE OF

MIDDLESBROUGH IS BUILT ON FOUR PILLARS:

A clean, safe

environment

in which

people can go

about their

business

without fear of

crime

and anti-social

behaviour

Physical

regeneration

of the town’s

run-down sites

and buildings

A business-

friendly

enterprise

culture which

welcomes

would-be

investors

A transport

network which

can meet the

needs of a

town on its

way up

The foundation of our pillars is the education and care of our children and young

people and our support for vulnerable people in Middlesbrough.

CORPORATE PERFORMANCE PLAN 2005/06

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CONTENTS

PART I

CORPORATE OVERVIEW

Introduction and purpose of the plan ........................................................6

The Corporate Performance Plan in context ..............................................7

Working in partnership ............................................................................10

Council priorities ......................................................................................12

Budget-setting strategy ............................................................................19

Community engagement..........................................................................22

Overall council performance ....................................................................27

Review programme 2005/06 ..................................................................33

COMMUNITY STRATEGY THEMES..................................................................34

Supporting children and learning..............................................................35

Promoting healthier communities and effective social care for adults ......48

Creating safer and stronger communities ................................................61

Transforming our local environment ........................................................68

Meeting local transport needs more efficiently ........................................79

Promoting the economic vitality of Middlesbrough ..................................86

Fit for purpose ......................................................................................102

PART II – (separate bound document)

Best Value Performance Indicator (BVPI) tables

Local Public Service Agreement

Financial Information

Forward-looking annual efficiency statement

Improvement Plans

Quality of life index

Statement on contracts


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INTRODUCTION AND PURPOSE OF THE PLAN

This is the Council’s second Corporate Performance Plan. The Corporate

Performance Plan sits below the Community Strategy, which sets out the vision

for Middlesbrough shared by members of the Local Strategic Partnership (LSP)

together with the priorities supporting this vision. The purpose of the Corporate

Performance Plan is to:

l identify the Council’s priorities and how they contribute to delivering

the Community Strategy outcomes and the Mayor’s agenda

l provide a strategic document that links to service-level plans and

strategies containing more detailed information

l help drive improvement by improving focus and better coordination

of planning and performance monitoring

l help communicate the Council’s improvement agenda to staff,

partners, community stakeholders and regulators

l provide information about the town and the Council that is relevant to

the Council’s choice of priorities and methods of delivery

l meet statutory requirements about the publication of performance

information.

The Plan is in two parts, in two separate documents.

l Part I provides an overview of the Council, sets out the Council’s

priorities and contribution to the Community Strategy themes and

provides an overview of Council performance.

l Part II provides all detailed supporting information, including Best

Value Performance Indicator statistics, an analysis of financial

performance and details of how we intend to meet the Gershon

efficiency target.


THE CORPORATE PERFORMANCE PLAN IN CONTEXT

This section contains summary information about:

l the town of Middlesbrough

l Middlesbrough Council.

It explains how the historical, geographical and political contexts affect the

Council’s choices, priorities and approach to delivering improvement.

Middlesbrough – The Town

Situated on the North-East coast of England, with a population of 139,000,

Middlesbrough is at the heart of the Tees Valley conurbation, which has a total

population of 650,000, centred round the River Tees. The Tees Valley itself is

strategically positioned between Newcastle to the north and Leeds to the south.

It serves a substantial population between these two major regional centres.

The area’s economic strengths were built on iron and steel, shipbuilding, heavy

engineering and chemicals. It retains strengths in several of these areas, but

massive industrial restructuring has changed the town’s economy. The service

sector is now the main economic driver and the town centre provides most of the

town’s employment. Middlesbrough’s geography and its historical legacy are key

drivers in setting the town’s priorities.

Middlesbrough’s high levels of disadvantage, measured by indicators such as

unemployment and ill-health, present challenges to the Council. The employment

history of the area means that there are relatively low levels of entrepreneurship

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and low aspirations. These are issues common to many areas that have

experienced similar industrial decline. However, Middlesbrough also has many

advantages that help its drive for regeneration. They include:

l extensive remediated riverside sites ready for redevelopment

l close proximity to Teesport, the second largest port in Britain, and two

international airports

l a good road infrastructure, with little congestion relative to other

regions

l ready access to the East Coast main rail line

l proximity to the North York Moors and Yorkshire Dales

l an excellent selection of housing in a rising market

l a ready and flexible labour supply.

Middlesbrough – The Council

Middlesbrough elected Ray Mallon as its first directly elected Mayor in May

2002. It is one of eleven councils with a directly elected Mayor. External

evaluation by the Audit Commission has judged that the system is working well

in Middlesbrough1. In January 2005 the Council appointed a new Chief

Executive, Jan Richmond, who is building on the foundations put in place since

the election of the Mayor in 2002.

In 2004 the Mayor reviewed and revised the make-up of his Executive. The

changes made strengthened the Executive further and focused it more closely on

the delivery of Council priorities. The Executive portfolios are:

Social Care and Health Transport

Environment Children’s Services

Economic Regeneration and Culture Education and Skills

Resources Community Safety and Leisure

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1 Mayoral Arrangement, Middlesbrough Council, Audit Commission 2003/04


The structure of the scrutiny function complements Council priorities and the

Executive portfolios. The scrutiny structure consists of the Overview and Scrutiny

Board, which includes the resources and audit role, and eight panels. These are:

Children and Learning Community Safety and Leisure

Economic Regeneration and Transport Environment

Social Care and Adult Services Middlesbrough Health

Middlesbrough and Eston Health Tees Valley Joint Health

The operation of scrutiny within the Council has received positive comment.2

Middlesbrough Council is responsible for a variety of services. During 2005/06

the Council:

l educated 5,656 secondary school pupils, 12,153 primary school pupils

and 2,094 nursery pupils

l provided support and care to 11,417 older people, 1,288 people with

disabilities, 1,232 people with mental health problems and 679 people

with learning disabilities, looked after 241 children and arranged 29

adoptions

l assisted 659,352 visitors to libraries, who borrowed 649,366 items

l accommodated 179,244 visitors to our museums

l dealt with 1,146 planning applications

l made over three million household refuse collections, approximately

1,000 trade waste collections and approximately 20,000 bulky waste

collections

l maintained and cleaned approximately 485 km of roads and 980 km

of footpaths

l maintained over 1,100 hectares of land (11,000,000m2), which

includes grass, shrubs, cemeteries, sports fields, golf courses, flower

beds and becks.

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2 Audit 2002/03 of the Overview and Scrutiny function (Audit Commission, December 2003);Evaluating the Effectiveness of Local Scrutiny – Report to Case Study Authorities (Centre for Local& Regional Research in Cardiff Business School - September 2003)


WORKING IN PARTNERSHIP

Partnership working is a key element in the Council’s approach to delivering its

agenda of community renewal, and the Council is a leading participant in many

effective partnerships. The most important partnership is the Middlesbrough

Partnership, our Local Strategic Partnership (LSP).

The LSP brings together agencies and stakeholders from all sectors of the

community. The aspirations of the partnership, which are based on shared

national and local government priorities, complement the Mayor’s vision. The

shared priorities are:

l supporting children and learning

l promoting healthier communities and effective social care for adults

l creating safer and stronger communities

l transforming our local environment

l meeting local transport needs more efficiently

l promoting the economic vitality of Middlesbrough.

The Council plays a major role as a member of the Partnership and by providing

administrative and strategic support.

The Council’s own priorities have been developed to deliver the Mayor’s “Raising

Hope” agenda while at the same time making a significant contribution to the

achievement of the Community Strategy. This is explored further in the “Council

Priorities” section starting on page 12.

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Middlesbrough is at the centre of the Tees Valley sub-region. Therefore it is

essential to work in partnership with other local authorities and agencies to meet

the challenges and release the potential of the wider area. Key sub-regional

regeneration partnerships include:

l Tees Valley Partnership (TVP) – a sub-regional partnership comprising the

five local authorities and local strategic partnerships within the Tees Valley

(Middlesbrough, Stockton, Redcar & Cleveland, Darlington and Hartlepool)

and agencies from key sectors, including police, education, the voluntary

sector and business. The Partnership is responsible for the Tees Valley Vision –

the long-term strategy for the Tees Valley for the next 15 years.

l Tees Valley Regeneration (TVR) – the Urban Regeneration Company for Tees

Valley, responsible for helping drive forward the area’s regeneration by

delivering strategically significant major sites and projects, which include

Middlehaven in Middlesbrough. The Company is a joint venture between the

five local authorities, ONE NorthEast, and English Partnerships.

l Stockton/Middlesbrough Initiative (SMI) – a partnership venture between

Middlesbrough and Stockton councils, which focuses on the regeneration of

the urban core of the Tees Valley, based around Middlesbrough and Stockton

town centres and the river corridor connecting them. The SMI is a key

element of the Tees Valley Vision.

The Council is also involved in a range of partnerships that support the delivery

of the Community Strategy themes. These are summarised in the “Community

Strategy Themes” section of the Plan.

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COUNCIL PRIORITIES

The Council is a lead partner in delivering the aspirations of the Middlesbrough

Community Strategy, which is, in turn, based on the national/local shared

government priorities.

“RAISING HOPE” AGENDA

The Council’s priority contributions to the delivery of the Community Strategy

themes are based upon the “Raising Hope” agenda set by its elected Mayor and

supported by the Council’s executive and non-executive councillors.

The Mayor’s “Raising Hope” agenda is built on four pillars:

1. a clean, safe environment, in which people can go about their

business without fear of crime and anti-social behaviour

2. physical regeneration of the town’s run-down sites and buildings

3. a business-friendly enterprise culture which welcomes would-be

investors

4. a transport network which can meet the needs of a town on its

way up.

Education and care of young people and support to vulnerable people in the

town provide a foundation for these pillars.

This agenda has been developed to respond to Middlesbrough’s historical and

geographical circumstances and realise its potential. It complements the

national/local priorities that underpin the Community Strategy. The Council’s

management and political structures have also been reviewed and revised to

provide for a clear focus on its priorities.

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REDUCTION PRIORITIES

In 2004 the Mayor introduced the next phase of his “Raising Hope” agenda, his

reduction priorities. The reduction priorities are based on tackling problems at

source. By focusing on reduction rather than reaction, it is intended to create a

virtuous circle of improvement in the quality of people’s lives and redirect

resources away from reactive activities and invest them in proactive work. Many

of the reduction priorities are longer-term and need to be carried out in

partnership in order to achieve them. The 20 reduction priorities are:

reduce alcohol abuse reduce unemployment

reduce smoking reduce benefit dependency

reduce obesity reduce overall crime

reduce deaths from heart disease reduce household burglaries

and strokes

reduce stress-related illness reduce vehicle crime

reduce consumption of fatty foods reduce anti-social behaviour

reduce the number of children reduce the proportion of journeys

leaving school without qualifications made by car

reduce school exclusions reduce CO2 emissions

reduce absence from school reduce landfilled waste

reduce road traffic accidents reduce the number of unfit homes

The Council has developed its corporate performance management framework to

ensure that it can monitor and assess its delivery of the “Raising Hope” agenda,

its reduction priorities and its contribution to the achievement of the Community

Strategy themes.


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The Community Strategy 2005 identifies the strategic priorities for each

Community Strategy theme; these are set out in the table on page 15.

The Council’s contributions to the achievement of the strategic priorities and the

Mayor’s priorities are set out in the “Community Strategy Themes” section of

this Plan, together with planned actions and key targets for improvement for

2005/06.

In addition, the Council has an overarching “Fit for purpose” theme. This theme

identifies the Council’s organisational commitments and objectives, which help to

ensure the Council is organisationally ‘fit for purpose’ to act as community leader

and to contribute effectively to the achievement of the Community Strategy

themes.

The diagram below shows how these elements come together.

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CH

ILD

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&

LEARNING

HEALTH & ADULTSO

CIALC

ARENATIONAL PRIORITIES

RAISING HOPE

COUNCILFIT FOR

PURPOSE

SOCIAL CARE

ENV

IRO

NMENT REGENER

ATIO

N

KeyCommunity Strategythemes

Council service areas

National priorities/“Raising Hope”agenda

SAFER

CO

MM

UN

ITIES ENVIRO

NMENT

TRANSPORTECONOM

ICVITA

LITY

CH

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REN, FA

MILIES

AN

DLE

ARNING

COMMUNITY STRATEGY THEMES - STRATEGIC PRIORITIES

Supporting children and learning1. Be healthy2. Stay safe3. Enjoy and achieve4. Make a positive contribution5. Achieve economic well-being

Promoting healthier communities and effective social care foradults1. Help to promote health, well-being, independence, inclusion and

choice2. Ensure that, when people fall ill, they get good-quality care and are

made better faster3. Ensure that we close the gap between the levels of health of

Middlesbrough residents and the national average, as well as the gap between priority neighbourhoods and the Middlesbrough average

4. Jointly commission health and social care services with voluntary- and independent-sector providers

Creating safer and stronger communities1. Reduce crime, including domestic burglary, vehicle crime, robbery,

assault, domestic violence and hate crime2. Reassure the public by reducing the fear of crime and anti-social

behaviour3. Reduce harm caused by illegal drugs and alcohol4. Increase voluntary and community engagement

Transforming our local environment1. Improve the standard of cleanliness throughout the town2. Develop the network of open spaces and high-quality parks to serve

the needs of the community3. Reduce the fear of crime in public places4. Increase the amount of household waste that is recycled5. Improve air quality6. Increase species and habitat bio-diversity7. Reduce the causes of adverse climate change8. Involve the community in transforming the local environment


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COMMUNITY STRATEGY THEMES - STRATEGIC PRIORITIES

Meeting local transport needs more efficiently1. Ensure that the whole transport network enables the local

community, including disadvantaged or vulnerable groups, to have access to work and important services, including education, healthcare, leisure and shopping

2. Ensure that congestion does not hinder economic development, impair the quality of the local environment or cause severance in ourcommunities

3. Reduce the number of people killed and seriously injured in road traffic accidents and reduce accidents and casualties overall, especially in disadvantaged communities

4. Reduce the environmental impact of transport on air quality, noise and climate change as far as possible when balanced against economic and social objectives

5. Undertake highway maintenance in a sustainable manner and prioritise it to assist with our other objectives. Encourage the increased use of cycling and walking, through appropriate maintenance and access improvements

Promoting the economic vitality of Middlesbrough1. Establish an environment that encourages and supports economic

vitality2. Provide business support that encourages more businesses to set up,

locate and grow here3. Ensure that local people have appropriate skills and can access jobs

and opportunities4. Change attitudes by promoting Middlesbrough’s success5. Play a strong role in the sub-region6. Rejuvenate the housing stock7. Ensure that the type and mix of new housing provides choice8. Improve and maintain existing housing9. Address specific community and social needs10. Promote regeneration through culture, arts and learning, by means

of major cultural projects and flagships that act as economic drivers by contributing to the town’s image and environment

11. Promote regeneration through culture, arts and learning, by means of cultural activities that contribute to the quality of life and well-being of individuals and communities


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MIDDLESBROUGH COUNCIL - OVERARCHING THEME

Fit for purpose1. Provide strategic support and guidance to the Council on areas of

corporate significance, including financial planning, human resources, communications and policy development

2. Promote high standards in performance management, including communications and human resources, probity, fairness and the implementation of Council values across the authority

3. Ensure effective community engagement to strengthen community partnership working, to promote diversity and community cohesion and to underpin neighbourhood renewal and management

Priority and Budget-Setting Process

A process has been developed to ensure that priorities are regularly reviewed to

reflect emerging requirements, community needs and available resources. The

diagram below illustrates how the priority-setting and review processes are

integrated with the budget-setting strategy.


Efficiency Savings

In July 2004 the Gershon Review was published. This review looked at public

spending and resulted in an efficiency target of £6.45 billion in efficiency gains

being set for the local government sector, including schools and police.

Each council is required to achieve a 2.5% efficiency gain in 2005/06, 2006/07

and 2007/08, of which at least 50% must be cashable. Each council must

produce an Annual Efficiency Statement, which outlines how the Council’s target

will be met. Middlesbrough’s efficiency targets are based around the Council’s

key priorities and include the strategic partnership and improving workforce

management. Details of how Middlesbrough Council intends to meet our

efficiency targets are shown in Part II of this Plan.

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BUDGET-SETTING STRATEGY

MEDIUM-TERM FINANCIAL PLAN

The medium-term financial plan (MTFP) projects the levels of resources and

commitments across a three-year period, and is used to support strategic policy

and service planning across the Council. Over the three-year period, provision has

been made for the fall-out of specific grant funding for the warden service (£1.0

million) and economic development activities (£0.4 million) from 2006/2007. The

potential increase in employer pension contribution rates (estimated cost £0.9

million) has also been provided for from 2005/06.

BUDGET STRATEGY 2005/06

In preparing the 2005/06 revenue budget and medium-term financial plan, the

following principles have been used, consistent with the previous year’s budget

strategies:

l to ensure that the Council’s financial strategy reflects the objectives of the

Council

l to keep Council Tax increases to reasonable levels

l to maximise the efficient, effective and economic use of resources, in

conjunction with partners where appropriate, and in accordance with local

strategic plans and priorities

l to maintain appropriate balances, central provisions and earmarked reserves

l to make services fully accountable for their own budgets and spending, and

enforce a policy of no unauthorised overspending within service areas

l to maintain appropriate medium-term budget-planning and monitoring

processes, ensuring that known commitments are provided for and budgets

are set in real terms, with the effect on service delivery clearly identified

l to ring-fence increases in Education Formula Spending Share (FSS) to

Education Service budgets and to seek to maintain education planned

spending at FSS levels

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l to ensure that effective budget consultation processes are followed

l to maximise resources available to the Environment and Regeneration

service areas

l to provide no increase in Social Services expenditure other than pay

awards and inflation

l to ensure that the impact of legislative changes are considered as part

of the budget-setting process.

When setting the budget, the Council relies heavily on the level of grant funding

from central government. In 2004/05 the Council achieved its aim of having the

National Census population figures revised upwards. The result was a central

government grant allocation in line with the rest of the country, instead of being

one of the lowest, which had been the case in previous years. The Council has

not completed its discussions over population and is working with the Office of

National Statistics to review the annual reduction figures that will be used by

central government to calculate the grant in future years.

The improved grant allocation from central government and Council efficiencies

have enabled the Council to allocate additional investment in the Environment

service area in respect of waste recycling, alley gates, junk job service, and weed

control, and in the Transport service area with a more pro-active inspection and

maintenance programme for roads. The Council has also been able to set up a

Regeneration Initiative Fund, to allow increased scope for contributing towards

key initiatives within the Borough and to draw in additional external resources.

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BUDGET STRATEGY CONSULTATION

Consultation on the Budget Strategy and the medium-term financial plan has

been extensive, and included consultation with:

l strategic partners

l stakeholders

l councillors

l political groups

l unions

l community councils

l council staff

l the voluntary sector

l the Chamber of Commerce

l the Local Strategic Partnership

l residents, including young people.

Consultation focused on the settlement and the Council’s Budget Strategy. It

outlined the rationale and provided detailed explanations of the proposed

decisions.

Information about spending plans for 2005/06 and where the money comes

from is shown in Part II of this Plan.

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COMMUNITY ENGAGEMENT

Engaging the local community is essential if the Council is to achieve its

organisational commitments and objectives to act as community leader and

contribute effectively to the achievement of the community strategy aims.

The Council uses a number of mechanisms that encourage positive community

engagement and assist the community to understand, participate in, shape and

benefit from Council activity. These mechanisms are cross-theme, and include:

l effective communications

l promoting community cohesion and diversity

l consultation

l providing accessible services

l neighbourhood renewal and management.

These cross-theme mechanisms contribute to the Council’s overarching theme

“Fit for purpose”. Key actions and targets to monitor the Council’s progress are

included in the “Fit for purpose” section of this Plan. Further tasks, targets and

performance indicators are incorporated in service performance management

arrangements and within specific corporate strategies.

COMMUNICATIONS

The image we project as a Council is important, because it helps the public and

our partners understand the work we do. It is also important that we engage in

two-way dialogue with our partners, customers and other stakeholders. We

have produced a Communications Strategy that provides details of our

communication aims and objectives and the actions we are taking to achieve

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these, as well as providing the Council’s guiding principles for communication,

which are that all communication should be:

l clear and easy to understand

l open and honest

l accessible

l responsive

l consistent and co-ordinated.

These principles of good communications also complement the Council’s

principles in relation to diversity and community cohesion, consultation and

accessability, as detailed below.

DIVERSITY AND COMMUNITY COHESION

Diversity and community cohesion are crucial to promoting greater knowledge,

respect and contact between various cultures and to establishing a greater sense

of citizenship. A diverse and cohesive community is one with:

Common vision There is common vision and a sense of belonging for

all communities.

Diversity of people The diversity of people’s direct backgrounds and

circumstances are appreciated and valued positively.

Similar life opportunities Those from different backgrounds have similar life

opportunities.

Positive relationships Strong and positive relationships are being developed

between people from different backgrounds in the

workplace, in school and within neighbourhoods.

Middlesbrough Council is firmly committed to providing and promoting equality

for all its employees and the wider community, irrespective of race, colour,

religion, ethnicity, gender, family status, sexuality, disability and age. It is

committed to avoiding all forms of discrimination, whether direct, indirect,

individual or institutional.

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The Council will aim to ensure that the services it provides are non-discriminatory

and free from prejudice. The service-planning framework for the Council provides

the mechanisms to ensure that equality issues are built into service planning and

review.

Further details of how the Council will achieve this are contained in our Diversity

Policy and our Race Equality Scheme.

CONSULTATION

The Council uses a variety of consultation mechanisms to ensure that all

stakeholders in Middlesbrough can influence the development of policies and

inform the way in which services in Middlesbrough are delivered. Consultation is

designed to meet the following aims:

Effective The outcomes of consultation inform decision-making

and service delivery.

Appropriate There should be an identified need for consultation.

It should be proportionate, and undertaken with the

relevant sections of the community. Duplication

should be avoided.

Inclusive Every citizen of Middlesbrough, including hard-to-

reach groups, should have the opportunity to express

their views and have them considered.

Co-ordinated There should be a consistent and co-ordinated

approach to consultation.

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ACCESSIBILITY

The overall aim of service access is to ensure that cost-effective services are

readily available to all residents and community stakeholders, including hard-to-

reach groups. The Council’s long-term vision and aspiration for access stipulates

that:

l all appropriate services will be e-enabled

l all buildings open to the public will be fully accessible to all members

of the public and conform to Disability Discrimination Act standards

l we will continue to understand and meet the changing needs of our

customers.

The Council seeks to deliver its aspirations for access to services through its

mainstream service-delivery arrangements and the implementation of key

corporate strategies, in particular the ICT Strategy/e-Government Statement, the

Diversity Strategy and the Community Cohesion Detailed Area Pathfinder Plan.

The Council has developed principles of access, that services should be:

Customer-focused Services are structured around the needs of the

customer, including hard-to-reach groups and those

with special needs.

Quick and easy to access Services are well publicised, simple to access and

speedily delivered.

Convenient Services are available at times and places that suit

customer needs, with enquiries quickly resolved,

where possible, at the point of initial contact.

Cost-effective Services are delivered in an efficient manner that

balances aspirations with resource availability to

maximum benefit.


NEIGHBOURHOOD RENEWAL AND MANAGEMENT

Government policy states that no one should be seriously disadvantaged by

where they live. Neighbourhood Renewal is about taking extra steps to improve

services in wards where we have our biggest challenges.

Neighbourhood Renewal is therefore a cross-theme focus within the Community

Strategy and is interwoven with the priorities, actions and targets identified for

each theme. The key aims of Middlesbrough’s Neighbourhood Renewal Strategy

are to:

l narrow the gap between the most affluent and most

disadvantaged wards

l create sustainable local communities

l reverse the trend of population decline.

Whilst many activities contribute to securing Neighbourhood Renewal,

Middlesbrough has also developed its own approach to Neighbourhood

Management, which charges one person at neighbourhood level to act as

champion and trouble-shooter for the area, and to work intensively to develop

partnerships with local service deliverers to respond more effectively to local

needs.

The Middlesbrough Community Strategy contains further details about

Middlesbrough’s approach to Neighbourhood Renewal and Management.

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OVERALL COUNCIL PERFORMANCE

There are a number of ways of assessing achievement and improvements. This

section provides a broad overview of the Council’s performance. It considers our

comprehensive performance assessment score, national performance indicators,

our local public service agreement, contributions to the Community Strategy

themes and public satisfaction.

COMPREHENSIVE PERFORMANCE ASSESSMENT (CPA)

External auditors provide the Council with an independent and moderated view

of the Council’s performance. In December each year the Audit Commission

undertakes an annual assessment of Council services. In December 2004 the

Audit Commission found that the Council had made sufficient progress in its

service delivery to be awarded ‘excellent’ status for this element of CPA; and,

subject to the successful outcome of a proportionate corporate assessment, the

Council is likely to be awarded ‘excellent’ status overall.

NATIONAL PERFORMANCE INDICATORS

Although statutory Best Value Performance Indicators (BVPIs) do not provide a

complete picture, they are a helpful means of comparing performance in key

areas over time, and of comparing performance against other local authorities.

An assessment of Middlesbrough’s performance across BVPIs demonstrates that

overall performance is improving.

Of the 106 measures of performance that can be compared against other local

authorities for 2003/04, 54% were in the top and upper-median quartiles. This

compares with 47% in the top and upper-median quartiles in 2002/03.

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Of the 113 measures of performance that can be compared between 2003/04

and 2004/05, 70 improved or remained the same. It is anticipated, therefore,

that audited figures for 2004/05 will demonstrate an increase in the proportion

of indicators in the upper quartile. Details of performance for 2004/05 can be

found in Part II of this Plan.

LOCAL PUBLIC SERVICE AGREEMENT (PSA)

The Council is currently discussing with Government the targets for round two of

the local PSA, which will focus on the following areas:

l education, skills and training

l promoting the independence of vulnerable people

l improving the public realm.

Details of the targets attached to each area can be found in Part II of the

Corporate Performance Plan.

COMMUNITY STRATEGY THEMES

A detailed evaluation of performance is provided in each of the Community

Strategy theme sections. However, set out below are some of the key

achievements recorded against Community Strategy themes.

Supporting children and learning

l Middlesbrough’s primary schools achieved their best-ever results for the

percentage of pupils gaining Level 4 or above in English (73%) and maths

(72%).

l Attainment levels in secondary schools have improved for the sixth

consecutive year, with the percentage of pupils achieving five or more GCSE

passes at grades A*– C rising from 38.8% in 2003/04 to 40.8% in 2004/05.

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Promoting healthier communities and effective social care for adults

l There has been increased awareness of direct payments to carers and users to

enable them to choose who provides their care. Middlesbrough’s scheme has

been recognised nationally as good practice.

l Our performance in reducing delayed hospital discharges has remained

amongst the best nationally, with no delays recorded in 2004/05.

l 1,300 drug users in Middlesbrough are accessing treatment, with 51%

staying in treatment.

Creating safer and stronger communities

l House burglaries have been reduced from 35 per 1,000 households in

2003/04 to 27 in 2004/05.

l Improved security has resulted in a reduction of 64% in car crime in

council car parks.

l Fear of crime has been reduced by enhancing street warden provision,

by implementing a scheme to support landlords in preventing anti-social

behaviour and by increasing the number of CCTV cameras to 140 and

replacing all obsolete cameras.

Transforming our local environment

l The Council continues to exceed targets set for street cleanliness; over 80%

of streets in Middlesbrough now exceed the cleanliness standard set by

Government.

l The introduction of a second kerbside recycling collection pilot has helped to

increase the percentage of household waste recycled from 10.3% in

2003/04 to 11.0% in 2004/05.

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Meeting local transport needs more efficiently

l A total of 6.9km of new or improved cycle routes were constructed.

l Middlesbrough’s section of the 8 Bridges Cycleway was constructed.

l Park Mark Safer Parking Awards were achieved at Zetland, Captain Cook

Square, Gurney Street and Buxton Street car parks.

l Speed limits of 20 mph were introduced on 59 roads within 3 zones.

l The number of people killed or seriously injured in road traffic accidents, fell

from 85 in 2003 to 56 in 2004/05.

Promoting the economic vitality of Middlesbrough

l The Council has established a new Economic Regeneration Service which has

supported 200 businesses, created 259 new and prospective jobs and assisted

in 23 new VAT registrations.

l The Council continued the regeneration of Middlesbrough by agreeing a

development strategy for Middlehaven, and commenced work on the

Middlesbrough Institute of Modern Art (mima) and new civic square.

l Council housing stock was successfully transferred to Erimus Housing ,

a not-for-profit social-housing provider, thereby accessing substantial

investment funding for future stock improvement.

30


31

PUBLIC SATISFACTION

In 2003/04 there were twelve national BVPIs that measured public satisfaction or

service users satisfaction. Performance against these indicators was measured

through a series of satisfaction surveys. These surveys are carried out every three

years, and the next surveys will be carried out in 2006/07. These twelve BVPIs

were broken down into sub-sections, giving 24 different performance measures

that Middlesbrough can compare with other local authorities. Middlesbrough

achieved satisfaction levels above the national average for 15 measures, with six

measures in the top quartile.

EXTERNAL INSPECTIONS

The Audit Commission carried out two inspections of Council services during

2004/05: ‘Access to Services’ and ‘Cultural Services’. In both these inspections

the Council received a score of ‘good’ services and ‘promising’ prospects for

improvement. These scores represent the best scores that the Council has

received from an Audit Commission scored inspection.

The Access to Services inspection was an inspection of the quality of public

access to Council services. Specific strengths that the inspectors found included

the following.

l The Council has a good understanding of customer needs and is

endeavouring to provide services in line with these.

l The main contact centre offers a modern pleasant environment, is

easily accessible and provides efficient services.

l The Council operates a range of outreach activities that improve the

quality of life and the environment for the diverse needs of local

people.

l There is a wide range of opportunities to access information and

advice, including a variety of formats and some information in other

languages.


The Cultural Services inspection examined the Council’s cultural services,

including museums, galleries, sports and leisure, parks and theatres. Specific

strengths included the following.

l There are clear linkages between the service ambitions and the

ambitions for the local area.

l The Council has a good understanding of the needs of local

communities, based on extensive consultation with residents and

stakeholders.

l The Council provides a good range of cultural facilities and activities,

which on the whole are accessible to residents. A range of initiatives

are provided across cultural services for hard-to-reach groups.

l There is clear leadership from councillors and staff, and increased

resource commitment from the Council.

Middlesbrough Council is keen to learn from these inspections and to continue to

improve our services. Therefore we have developed improvement plans to

address the areas for improvement that arose from these two inspections, these

improvement plans are included in Part II of this Plan.

32


33

REVIEW PROGRAMME 2005/06

The Council is required to carry out reviews of all of its services, and uses reviews

as a tool for delivering continuous service improvement. The review programme

for 2005/06 incorporates the requirements under CPA, external inspections and

audits, and internal reviews.

Review Name Service Area Type of Review

Qualitative assessment to inform Central Services Audit Commission

CPA score

Review of the equipment stores Social Care Audit Commission

Review of corporate complaints Central Services Internal

software

Members’ one-stop shop Central Services Internal

Dependency on external funding Central Services Internal

Review of the pre-16 and post-16 Children, Families Internal

curriculum provision and Learning

Regional waste strategy Environment Internal

Street wardens Environment Internal

Markets Environment Internal

Street trading Environment Internal

Traffic directing and signing Environment Internal

Review of residents’ parking Environment Internal

Review of concessionary fares Environment Internal

Review of environmental health Environment Internal

and training standards

Review of care warden service Social Care Internal

In addition, Scrutiny undertake an annual review programme, which they will

publish.


34

COMMUNITY STRATEGY THEMES

This section of this Plan sets out the Council’s contribution to each of the

Community Strategy themes:

1. supporting children and learning

2. promoting healthier communities and effective social care for adults

3. creating safer and stronger communities

4. transforming our local environment

5. meeting local transport needs more efficiently

6. promoting the economic vitality of Middlesbrough.

The Council plays an important role in achieving the Community Strategy

themes. Therefore it is essential that the Community Strategy is fully integrated

with the corporate performance management framework, to ensure that the

Council’s contribution to the Community Strategy can be assessed and measured.

In the previous Corporate Performance Plan, the Council identified its priority

contributions to each Community Strategy theme for 2004/05. An assessment of

the Council’s achievements against each of these priority contributions is set out

in this section.

The Community Strategy 2005 identifies the strategic priorities for each

Community Strategy theme. This section explains how the Council contributes to

each of the strategic priorities in relation to the Mayor’s “Raising Hope” Agenda

and how the Council is responding to the Mayor’s reduction priorities.

The section also sets out the Council’s key actions for 2005/06 to help achieve

the Community Strategy. Performance measures and targets that will be used to

monitor the Council’s contribution to the achievement of each strategic priority

are also provided.

In addition, this section considers the Council’s performance, achievements and

plans to improve in relation to the overarching theme:

7. fit for purpose.

SUPPORTING CHILDREN AND LEARNING


This theme aims to promote citizenship and raise the aspirations, hopes and

confidence of young people. This is promoted through a number of partnerships,

including the following:

Middlesbrough Learning Partnership – This partnership will raise standards in

schools and develop lifelong learning. This will include support for the 14–19

strategy for learning and adult education, including learning and skills for the

resettlement of offenders. This group will be responsible for developing training

programmes to meet adult skills needs identified by the economic vitality theme

group.

Children and Young People’s Strategic Partnership – This partnership will lead

work tackling issues raised in “Every Child Matters”, including child poverty,

maximising life chances of children in care or in need, and strengthening

protection for children at risk of abuse. This will include the treatment, education

and prevention of drug misuse for young people under 19.

Plans and strategies that support this theme include:

l Single Children’s Plan

l Early Years Development and Childcare Plan

l Behaviour Improvement Plan

l Asset Management Plan for schools

l ICT Strategy and Development Plan

l School Organisation Plan

l Annual Library Plan.

35


36

STRATEGIC PRIORITIES AND COUNCIL CONTRIBUTIONS

Middlesbrough’s high levels of disadvantage impact upon the health and well-

being of its children. There is also a culture of low self-esteem and low personal

expectation. Education is often undervalued in many households and a lack of

parental encouragement and support has led to poor attendance and

achievement at school. Whilst these circumstances present significant challenges,

there are already strong signs of improvement. The “Key Achievements

2004/05” section sets out some achievements made by Middlesbrough Council

over the past twelve months that have contributed towards the “Supporting

children and learning” theme.

Improving outcomes in the five Every Child Matters priorities have been

identified by both the Middlesbrough Learning Partnership and the Children and

Young People’s Strategic Partnership as the strategic priorities for the

“Supporting children and learning” theme. Whilst Every Child Matters is specific

to children, its five outcome priorities are applicable to the whole of this theme.

The foundations of the Mayor’s “Raising Hope” Agenda include the education

and care of young people. The Council’s contributions to the five strategic

priorities are drawn from the “Raising Hope” agenda and national priorities

delivered in a local setting.

1. Be healthy

This priority aims to ensure the physical, mental, emotional and sexual health

of children and young people by encouraging healthier lifestyles, including

encouraging children to take responsibility for their own health: for example,

by deciding not to take illegal drugs.


2. Stay safe

This priority aims to ensure that children and young people are kept safe

from deliberate, neglectful or accidental injury or harm, that they are not

victims of bullying, discrimination, crime or anti-social behaviour and that

they live in a safe, secure and stable environment.

3. Enjoy and achieve

This priority aims to ensure that children are ready for school, so that they

are confident enough to attend, enjoy and fully participate at school and

achieve their full potential academically and in all other areas of their

development throughout their educational career.

4. Make a positive contribution

This priority aims to enable children and young people to contribute

positively to their local community by encouraging positive, law-abiding

behaviour, developing their self-confidence so that they are equipped to

deal successfully with significant life events, and increasing their willingness

and ability to partake in community engagement activities and developing

enterprising behaviour.

5. Achieve economic well-being

This priority aims to ensure that the skills developed by children and young

people and their families equip them to continue into further education,

employment or training, enabling a higher standard of living.

37


MAYOR’S REDUCTION AGENDA

Three of the Mayor’s reduction priorities are supported by the “Supporting

children and learning” theme. These are:

l reduce the number of children leaving school without qualifications

l reduce school exclusions

l reduce absence from school.

In support of these reduction priorities, the following targets have been set for

2005/06:

l reduce to 5.2% the percentage of pupils aged 16 leaving school

with a recognised qualification

l reduce the number of pupils permanently excluded during the year to

0.42 per 1,000 pupils

l reduce the total percentage of half-days missed for all reasons to

10.1% in secondary schools and 6.3% in primary schools.

To assist in the achievement of these targets, a number of priority actions have

been identified that will be carried out over the next twelve months. These

actions and targets are included in the “Planned actions in 2005/06 to address

strategic priorities” section of this theme.

38

39

KEY ACHIEVEMENTS AGAINST PRIORITY CONTRIBUTIONS TO

COMMUNITY STRATEGY THEMES IDENTIFIED IN 2004/05

1. Improved performance at all stages of learning

Improved attainment in primary schools by:l continuing to improve results at Key Stage 2 in literacy, numeracy

and science testsl achieving the best-ever results for the percentage of pupils gaining

Level 4 or above in English (73%) and maths (72%)l supporting schools to provide good-quality education.

These achievements have been validated by nine OFSTED inspections of

primary schools, which found that seven schools were providing good-quality

teaching and learning and two were making satisfactory provision.

Improved attainment in secondary schools by:l improving GCSE results for the sixth consecutive year, with the

percentage of pupils achieving five or more GCSE passes at grades

A*– C rising from 38.8% in 2003/04 to 40.8% in 2004/05l reducing the number of young people leaving school with no passes

at GCSE from 8.8% in 2003/04 to 7.6% in 2004/05.

Improved access to Adult Education by:l Launching the town centre “Middlesbrough Learning Shop” to help

widen participation in the learning programmes offered by the Adult

Education service.

2. Maximised the life chances of vulnerable children

Improved the service structure by:l integrating education and children’s social services into a single

service – the Children, Families and Learning departmentl re-structuring the assessment team and four family support teams.

Improved educational provision for excluded pupils by:l reorganising the Complementary Education service to ensure that

high-quality provision is available to excluded pupils.


Improved outcomes for children in care by:l improving results for children in public care at Key Stage 2, with

43% of children achieving Level 4 or above in 2004/05 compared

with 38% in 2003/04l improving results in 2004/05 for children in public care in core

subjects at Key Stage 3, with the percentage of pupils achieving

Level 5 or above in

- English improving from 13% in 2003/04 to 46.7% in 2004/05

- maths improving from 20% in 2003/04 to 33.3% in 2004/05

- science improving from 27% in 2003/04 to 40% in 2004/05.

3. Ensured a co-ordinated approach to early-years learning

Improved early-years provision by:l establishing a central Foundation Stage resource and training service

at the Early Excellence Centre in Whinney Banksl increasing support for Children’s Centres to four teachers.

4. Developed a pattern of high-quality education provision to

meet local needs

Improved provision of education by:l ensuring that Middlesbrough’s proposals for the development of

local secondary school provision were accepted into the second

wave of the Government’s Building Schools for the Future initiativel reviewing primary provision in East Middlesbrough, with detailed

proposals for the first area review arising from consultationl opening the first new purpose-built Youth Centre in Middlesbrough

for 20 years in Coulby Newham.


40

41


PLANNED ACTIONS IN 2005/06 TO ADDRESS STRATEGICPRIORITIES

Action Milestone/Key Target 2005/06

1. Be healthy

Improve the physical, mental and CL 1 Stainsacre and Lanehead

emotional health of children and young outward-bound centres

people by: to progress to levels 6 andl implementing the Healthy Schools 2 respectively of the

Standard in all schools and in Healthy Schools Standard.

relevant outward-bound centres.

The Standard provides a CL 2 All schools where over

framework for an integrated 20% of pupils qualify for

approach for all aspects of: free school meals to reach

- PHSE and citizenship level 3 of the Healthy

- social inclusion Schools Standard.

- reduction of teenage

pregnancy

- specific curriculum areas: i.e. CL 3 10% increase in CAMHS.

drugs, exercise, healthy eating,

safety, emotional health, and

sex and relationships educationl ensuring greater access to the

Child and Adolescent Mental

Health Services (CAMHS) by

working with partners to agree

the development of the service

through the requirements of the

National Service Framework and

the CAMHS grant


42


l improving the service for children CL 4 90% of initial assessments

and young people with disabilities to be completed within 7

by: working days.

- developing and reviewing

services on a South Tees basis BV 197 20.5% reduction in the

- involving parents and carers in number of conceptions

future planning processes to females aged 15 – 17

- developing culturally sensitive per 1,000 females in that

mainstream provision age group.

- improving information sharing

between Education, Health and

Social Care services l reducing teenage pregnancies by

implementing the Teenage

Pregnancy Strategy.

2. Stay safe

Improve the safety of children and CL 5 Increase the proportion of

young people by: children, not looked after,l increasing the proportion of who receive Children’s

children who received a Children, Families and Learning

Families and Learning vulnerable services support from

children’s service who are not 2.7 to 2.9 by March 2006.

looked after, as a proportion of the

number of children who received a

service, by developing preventative

services and by use of the

Common Assessment Framework


43


l leading the development of a CL 6 Common approach to

common approach across services bullying to be agreed across

to deal with and reduce bullying. services by March 2006.

CL 7 Reduce the percentage of

11–15-year-olds who state

that they have been bullied

in the last 12 months.

Establish baseline in 2005

and reduce this figure.

Reduce offending behaviour by:l implementing the inclusion support CL 8 Implement the inclusion

project as part of the wider support project by

implementation of co-ordinated March 2006.

locality workingl ascertaining the number of CL 9 Ascertain the number

children in the criminal justice of children in the

system and then working to criminal justice system.

reduce this number.

3. Enjoy and achieve

Prepare all children to acquire the skills CL 10 5% increase in the

necessary to be able to successfully proportion of children

access formal education by: having normal levelsl implementing the Sure Start of communication and

Delivery Plan language at the endl implementing a speech and of the Foundation Stage.

language assessment strategy

(BLAST) for four-year-olds and CL 11 5% increase in the

two-year-olds. proportion of children with

satisfactory speech and

language development at

age 2 years.


44


Reduce the number of children leaving BV 38 48% of 15-year-old pupils

school without a qualification and to achieve 5 or more

improve attainment of all pupils, GCSEs at grades A*– C

particularly those at Key Stages 3 and or equivalent.

4, by:l undertaking a review of pre-16 CL 12 94.8% of pupils aged 16

curriculum provision leaving school with al improving teaching and learning recognised qualification.

through individualised support

plans for each school BV 181 Percentage of 14-year-oldl improving the use of data for pupils achieving Level 5

tracking individual pupils to or above in Key Stage 3

monitor progress, set targets and to increase to:

allocate resources l English 72%l implementing the l Mathematics 71%

recommendations from the l Science 71%

Education, Jobs and Skills Scrutiny l ICT 77%

Panel.

Enhance learning opportunities for CL 13 Review of the post-16

14–19-year-olds by: curriculum to bel improving collaboration between completed by March 2006.

key providersl improving the provision of careers

education, information and

guidance for all learners and their

parentsl reviewing the post-16 curriculum.


45


Reduce school exclusions and absence Reduce the percentage of

and improve attendance by: half-days missed throughl imposing fixed penalties for absence to:

parents relating to unauthorised CL 14 Secondary schools 8.5%

absence CL 15 Primary schools 5.59%l building capacity for intervention

programmes to support improved CL 16 Reduce the number of

attendance and access to full-time pupils permanently

education excluded during thel increasing the support mechanisms year to 0.42 per 1,000.

via Complementary Education for

those young people at risk of

disengaging from mainstream

education at key transition points,

and ensuring that entitlement for

all young people is metl targeting support to ‘priority’

schools.

Improve the schools infrastructure by: CL 17 Review of primary provision l completing the review of primary in East Middlesbrough to

provision in East Middlesbrough be completed by March l progressing the “Building schools 2006.

for the future” agenda.

CL 18 “Building schools for the

future” business case to be

developed by December

2005.


46


4. Make a positive contribution

Promote pride in Middlesbrough CL 19 Development of a

through citizenship, participation and Children and Young

raising self-esteem and aspirations, by: People’s Plan covering all l Middlesbrough Council Education local services for children

Service Citizenship / Personal, by April 2006.

Social and Health Education

Co-ordinator embedding positive

views of Middlesbroughl introducing major innovative

projects to support citizenshipl making consultation with children

and young people a central part

of the development of the Children

and Young People’s Plan.

5. Achieve economic well-being

Significantly reduce the number of CL 20 Increase the percentage

16–18-year-olds not in education, of 16-year-olds in

employment or training (NEETs) and Education and Training

continue to reduce the ‘not known’ from 77.7% in 2004 to

cohort by: 80% in 2006.l increasing the involvement of

employers in vocational learning CL 21 Increase apprenticeships

programmes from 13% in 2004 tol increasing the support mechanisms 15% in 2006.

via complementary education for

those young people at risk of

disengaging from mainstream

education at transition points, and

ensuring that entitlement for all

young people is met


47


l engaging with key partners to CL 22 Produce an area-wide

produce an area-wide 14 – 19 14 – 19 plan by March

plan and monitor and evaluate key 2006.

achievements CL 23 Develop a work-based l developing work-based training training programme

programmes. by March 2006.

PROMOTING HEALTHIER COMMUNITIES AND EFFECTIVE SOCIAL CARE FOR ADULTS

48

PROMOTING HEALTHIER COMMUNITIES AND EFFECTIVE

SOCIAL CARE FOR ADULTS

This theme aims to improve the quality of life for older people, support older

people to live independently for longer, promote the health of all people and

provide better adult social care. The treatment, education and prevention of drug

misuse for adults is also included in this theme.

The partnerships that promote this theme include:

l Middlesbrough Health and Social Care Partnershipl Middlesbrough Drug Action Team (DAT)l National Service Framework for Older People’s Local Implementation

Teaml Older Peoples’ Partnershipl National Service Framework for Mental Health Local Implementation

Teaml Learning Disability Partnership Boardl Mental Health/Learning Disability Partnership.

The key plans and strategies that contribute to the achievement of this theme

include:

l DAT Strategy and Treatment Planl NHS Planl Older People’s Strategy.


49


In recent years, Middlesbrough has made excellent progress in health and social

care. The “Key Achievements 2004/05” section of this theme sets out some of

the achievements Middlesbrough Council has made over the past twelve months

that have contributed towards this Community Strategy theme. However, there

are still some major challenges ahead of us. The Middlesbrough Health and Social

Care Partnership has identified four strategic priorities to support its overall aim.

The Council’s contributions to these strategic priorities are drawn from the

“Raising Hope” agenda and national priorities delivered in a local setting.

1. Help promote health, well-being, independence, inclusion and choice

Middlesbrough has and will continue to have an ageing population. The shift

in the proportion, composition and expectations of the older age group has

profound implications for public services. People who experience mental

health problems, or who have a learning disability or sensory loss, are more

likely to need support to enable them to live independently in the

community, to take part in all varied aspects of community life, and

to maximise their lifestyle opportunities. We need to start taking action now

to shape services for the future, by making a fundamental shift from

delivering services that create dependency, to providing services that enable

vulnerable adults and older people to exercise choice and control over their

lives.

2. Ensure that, when people fall ill, they get good-quality care and are made

better faster

Middlesbrough has a range of services across the spectrum of adult care

which aim to provide a speedy response, such as a Crisis Resolution Team in


50

Mental Health and a Rapid Response Team for Older People. Intermediate

Care, Mobile Rehabilitation and Enablement Services are geared towards

recovery from illness. These services are provided jointly by health and social

care staff.

Further developments are being considered by the Council, with its partners,

to extend the range of services for people with long-term conditions, such as

multiple sclerosis, and for older people with mental health problems.

3. Ensure that we close the gap between the levels of health of Middlesbrough

residents and the national average, as well as the gap between priority

neighbourhoods and the Middlesbrough average

People who experience disadvantage, lower educational attainment or

insecure employment are more likely to have poorer health outcomes and

earlier death compared with the rest of the population. The gap in

expectancy between different council wards in Middlesbrough continues to

widen. The reasons for these differences in health outcomes are complex, but

two key elements are poor access to public services, and the effectiveness

with which people use them. Ensuring that the Council and its partners

provide services relative to need will make a significant contribution to

breaking the generational cycle of poor health.

4. Jointly commission health and social care services with voluntary- and

independent-sector providers

The voluntary and community sector (VCS) in Middlesbrough has a long

tradition of providing services directly to the community and specific client

groups. In doing so, the VCS has built up a reputation for diversity and

innovation and for meeting the needs of people who often fall out of the so-


51

called mainstream health and social care system. In recognition of this, an

action plan has been developed to increase the volume of services

commissioned from the VCS and to strengthen its role in procurement

processes. This action plan, endorsed by the LSP, will be implemented by a

multi-agency steering group. The LSP will monitor progress against the

actions.


Six of the Mayor’s reduction priorities are supported by the “Promoting healthier

communities and effective social care for adults” themes. These are:

l reduce alcohol abuse

l reduce smoking

l reduce obesity

l reduce deaths from heart disease and strokes

l reduce stress-related illness

l reduce consumption of fatty foods.

These reduction areas are major issues for Middlesbrough for the following

reasons.

l One in 25 adults in Middlesbrough has a serious alcohol problem.

l Latest figures indicate that the proportion of people who smoke in

Middlesbrough is 34%, against the national average of 26%.

l The proportions of people dying each year from circulatory disease and

heart attacks are much higher in Middlesbrough than the national

averages.

l In Middlesbrough one in four adults is overweight and one in six

is obese.


52

Achieving reductions in these areas is a long-term ambition and must be carried

out in partnership. The Middlesbrough Health and Social Care Partnership has set

the following targets against the Mayor’s reduction priorities, as part of the

development of Middlesbrough’s Community Strategy:

l reduce mortality due to strokes (circulatory disease) in the

under-75s from 163 per 100,000 to 120 by 2010

l reduce the number of people who smoke regularly from 27% in 2003

to 23% in 2007

l reduce the percentage of people who consume more than 20 units of

alcohol per week from 13.6% to 12% in 2007.

The remaining reduction priorities currently do not have a measure against which

progress can be effectively monitored. During 2005/06 the Council will work

with its partners to identify a suitable measure, establish a baseline and set

longer-term targets for reduction.

The Council has identified a number of priority actions and targets for the next

twelve months that will contribute towards achieving these reduction priorities.

These actions are included in the “Planned actions in 2005/06 to address



53

KEY ACHIEVEMENTS AGAINST PRIORITY

CONTRIBUTIONS TO COMMUNITY STRATEGY THEMES

IDENTIFIED IN 2004/05

1. Modernised older people’s services and maximised

people’s independence and choice

Increased awareness of direct payments to carers and users to enable them to

choose who provided their care by:l ensuring that everyone who receives an assessment is given a full

explanation of direct payments and offered a direct-payment facilityl establishing support mechanisms for individuals wishing to explore

direct paymentsl revising the direct-payments policy l training all appropriate staff in direct payments.

This has resulted in the Middlesbrough scheme being recognised nationally as

good practice and increasing the take-up of direct payments from 34 per

100,000 population aged 18 and over in 2003/04 to 43 per 100,000

population aged 18 or over in 2004/05.

Minimised delayed hospital discharges by:l refurbishing the intermediate care centre and increasing provision

from 10 beds in 2003/04 to 22 beds in 2004/05l establishing an integrated discharge service.

Our performance in reducing delayed discharges has remained amongst the

best nationally, and we reduced these from 0.61% in 2003/04 to 0% in

2004/05.


54

Improved the timeliness of our assessments and home support services by

reconfiguring the Adults Duty and Assessment Team to improve

responsiveness. This has resulted in an increase in the percentage of older

people receiving:l an assessment of care within timescale from 37% in 2003/04 to

53% in 2004/05l care packages within timescale from 69% in 2003/04 to 85% in

2004/05.

2. Improved social care for vulnerable adults

Improved the accessibility of drug treatment services by:l commissioning a mentor scheme for substance misusel increasing the number of drug users accessing treatment from

approximately 1,000 in 2003/04 to 1,226 in 2004/05l increasing the percentage of those accessing treatment who

stayed in treatment from 27% in 2003/04 to 51% in 2004/05.

Improved service provision for people with physical and learning disabilities

by:l implementing a community-based support service for people with

learning disabilities, to promote social inclusion l reconfiguring Chelmsford Road Residential Care unit as a multi-

purpose Resource Centre for people who have both physical and

learning disabilitiesl increasing employment opportunities for people with learning

disabilitiesl strengthening engagement with black and minority ethnic (BME)

communities to improve the delivery of culturally sensitive servicesl improving services for carers by developing a menu of short-term

breaksl changing the focus of the Lansdowne Centre for people with

physical disabilities to promote their independence, rehabilitation

and social inclusion.

55


3. Encouraged healthier lifestyles

Encouraged Middlesbrough residents to live healthier lifestyles and introduced

more people to physical activity by:l attracting over 20,000 residents to the Healthy Living Centre, a

project to encourage and promote healthier lifestyles l expanding the Healthy Living Centre project to include the health of

ethnic-minority menl implementing the Healthy Eating project for primary school pupils

and parents, including undertaking 30 awareness-raising events,

running ten courses with young people and establishing four

cooking groupsl promoting the Concession Leisure Link and Full Leisure Link Cards l working with the Primary Care Trust (PCT) to appoint a Lifestyle

Co-ordinator to specifically address obesity issues in Middlesbroughl referring approximately 800 people to GAP, the GP referrals schemel developing a draft walking / cycling strategyl facilitating over 1.5 million visits to the Council’s leisure facilities.

56

PLANNED ACTIONS IN 2005/06 TO ADDRESS STRATEGIC

PRIORITIES


1. Help to promote health, well-being, independence, inclusion

and choice

Increase the number of residents able

to remain in their own home by:l providing intensive home care BV 54 Increase the proportion of

support older people beingl increasing the number of people supported to live in their

taking up direct payments own home to 152 per l delivering low-level preventative 1,000 population.

services for older peoplel increasing the number of people BV 201 Increase the number of

benefiting from the Supporting people per 100,000

People Programme services adults receiving direct l increasing the numbers of payments to 110.

over-75s receiving health and

social care screening services.

Improve and develop services for HC 1 Establish a Carers Support

carers by: Centre by June 2006.l establishing an independent

resource for Middlesbrough carers PAF C62 Increase to 34% the l implementing the Mental Health number of informal carers

Carers Support Service receiving an assessment or l extending the range of respite review as a percentage of

services available to carers. the total number of clients

and carers receiving

assessments or reviews.



57


Improve access to social care HC 2 Single-assessment

services by: programme in placel implementing the single- by October 2005.

assessment programme across

all service providers BV 195 Complete 70% of newl improving the waiting times for older client assessments

assessments for new older clients within four weeks.l piloting client self-assessment for

people with physical disabilities BV 196 Provide 88% of new l developing Internet access to clients with all services in

social care services. the care package within

four weeks of assessment.

HC 3 Client self-assessment pilot

in place by January 2006.

HC 4 Internet access in place by

October 2005.

Promote the social inclusion of people HC 5 Action plan in place by

with mental health needs by: October 2005.l implementing the social exclusion

report for mental health HC 6 40 additional people inl increasing the number of people employment, training or

with mental health problems in education by March 2006.

employment, training or educationl delivering a mental health HC 7 Mental Health Campaign

promotion campaign. delivered by January 2006.


58


2. Ensure that, when people fall ill, they get good-quality care

and are made better faster

In partnership with Middlesbrough HC 8 Target group identified

PCT, reduce the number of unplanned by September 2005.

hospital admissions of people with

long-term health conditions by

identifying and targeting those most at

risk for delivery of preventative health

and social care services.

3. Ensure that we close the gap between the levels of health of

Middlesbrough residents and the national average, as well as

the gap between priority neighbourhoods and the

Middlesbrough average

Contribute to the Mayor’s reduction HC 9 Public Health Strategy

priorities for health by: produced by October 2005.l producing a joint Council and

PCT Public Health Strategy HC 10 Healthy Living Centresl evaluating and prioritising the Programme delivered by

future delivery of the Healthy December 2005.

Living Centres Programme.

Reduce smoking and deaths from HC 11 Introduce smoking

heart disease and strokes by: cessation clinics byl developing and extending March 2006.

initiatives to increase the number

of people who quit smoking HC 12 Increase the number ofl working with partner agencies to smoke-free venues.

increase the amount of

smoke-free public space in

Middlesbrough.


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Reduce obesity and deaths from heart HC 13 9,750 leisure visits per

disease and strokes by: 1,000 population.l maintaining the current user levels

across the sports and leisure service HC 14 Half-marathon organised

whilst increasing the percentage of by October 2005.

the population participating in

physical activity HC 15 Baseline established byl delivering a successful mass- September 2005.

participation half-marathon road

race l establishing a baseline figure for

the number of people who

complete a physical activity/

weight management intervention

to which they have been referred

by a GP, and who still adhere to

the programme three months

after completing the course.

Reduce stress-related illnesses by BV 12 9.5 days sickness or less

piloting the Lancaster LifeAssist per full-time employee.

Employee Assistance Programme to

staff employed by Middlesbrough

Council.

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Reduce alcohol abuse by:l reducing the impact and harm to HC 16 Alcohol Strategy developed

the individual, families and by December 2005.

communities caused by addictive

behaviours, including the use of HC 17 Needs assessment

illegal drugs and alcohol misuse, launched by June 2005.

by further enhancing current and

new services through the HC 18 Alcohol misuse

development of an Alcohol sub-group established

Strategy by September 2005.l launching a needs assessment

around alcohol misuse in young

peoplel establishing alcohol misuse

sub-group to deliver the Alcohol

Strategy.

4. Jointly commission health and social care services with

voluntary-and independent-sector providers

Establish joint commissioning by: HC 19 Compact implemented byl involving the voluntary sector in December 2005.

the planning and commissioning

of services by developing and HC 20 Consortium established by

implementing a Compact October 2005. l establishing a collaborative

consortium for the delivery of HC 21 Documentation

independent services for older standardised by

people October 2005.l ensuring the sustainability of

voluntary organisations in

delivering health and social care

services by simplifying and

standardising contract

documentation.

CREATING SAFER AND STRONGER COMMUNITIES

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This theme aims to reduce crime and anti-social behaviour in Middlesbrough and

to reduce the harm caused by the misuse of drugs and alcohol. This theme is

promoted and managed through the Safer Middlesbrough Partnership, which

includes the Council, Police, National Offender Management Service, Health,

Youth Offending Team, Fire Service, Courts Service and community and

voluntary sectors. The partnership’s vision is “to harness the energy and expertise

of local agencies, from the public, private and voluntary sectors, to develop a

safer and stronger community in which residents, families and businesses can

thrive”. The Crime, Disorder, Drug and Alcohol Strategy 2005–2008 has been

developed to tackle specific aspects of crime and disorder.


Middlesbrough has made some excellent progress in tackling crime and disorder.

Over the last three years, crime has fallen by 14%. The “Key Achievements

2004/05” section of this theme sets out some of the achievements

Middlesbrough Council has made over the past year that have contributed

towards the “Creating safer and stronger communities” theme. However, it is

essential that this momentum is kept going, and the Safer Middlesbrough

Partnership has identified four strategic priorities:

1. reduce crime, including domestic burglary, vehicle crime, robbery, assault,

domestic violence and hate crime

2. reassure the public by reducing the fear of crime and anti-social behaviour

3. reduce harm caused by illegal drugs and alcohol

4. increase voluntary and community engagement.


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The Council plays a key role in the Safer Middlesbrough Partnership. Our

commitment to tackle the problem of crime and disorder is clearly demonstrated

by one of the four pillars of the Mayor’s “Raising Hope” agenda, namely a clean,

safe environment, in which people can go about their business without fear of

crime and anti-social behaviour. To strengthen the Council’s role in combating

crime, anti-social behaviour and the fear of crime, key services have been

brought together in one department, including enforcement, street wardens,

environmental health, trading standards, CCTV, sport and leisure, and community

safety. The aim is to raise standards and internal capacity to deliver sustainable

services.


Four of the Mayor’s reduction priorities are supported by the “Creating safer and

stronger communities” theme:

l reduce overall crime l reduce household burglaries

l reduce vehicle crime l reduce anti-social behaviour

These issues continue to be key issues for the residents of Middlesbrough.

Despite the major reduction in offences of house burglary, a local survey found

that 50% of respondents indicated they were worried about having their home

broken into, even though only 3% of those asked have actually been burgled.

Anti-social behaviour affects the lives of many people across Middlesbrough and

leads to a general increase in the fear of crime.


out in partnership. The Safer Middlesbrough Partnership has set the following

targets that it aims to achieve by 2008:

l reduce overall crime by 20%

l reduce the number of household burglaries by 10%

l reduce vehicle crime by 10%

l During 2005/06 the Safer Middlesbrough Partnership will develop an

effective measure of anti-social behaviour and establish a baseline figure.



1. Reduced house burglary

Reduced house burglaries from 35 per 1,000 households in 2003/04 to 27 per1,000 households in 2004/05 by:

l developing the AIM process to ensure that resources had maximum effect

l extending CCTV coveragel promoting community safety through the ‘doorstep crime’

campaign, which promotes safety amongst vulnerable residents.

2. Reduced vehicle crime

Though car crime rose slightly, following significant falls the previous year,measures introduced to address this included:

l improving security in Council car parks, resulting in a reduction in car crime in Council car parks of 64%

l targeting warden patrols to ensure that resources were targeted in ‘hot spots’

l using overt and covert CCTVl undertaking covert operations in which ‘dummy cars’ were used,

and arresting anyone breaking into the carl improving owners’ responsibility by writing to owners who leave

valuables in their cars to explain the risk they are taking.

3. Combated anti-social behaviour and reduced the fear of crime

Reduced fear of crime by:l enhancing street warden provision by providing training and support

to street wardens through the North East Warden Resource Centre based in Middlesbrough

l implementing a scheme to support landlords in preventing anti-social behaviour

l improving community safety by increasing the number of CCTV cameras to 140 and replacing all obsolete cameras

l contributing to the reduction in anti-social behaviour through the establishment of the ‘shield project’, which works with private-sector landlords and offers a referencing system for prospective tenants


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l reducing anti-social behaviour by young people by diverting them into productive activities though the ‘Boro Buzz’, which encouraged a range of sporting and cultural activities in the period running up to and including Halloween

l taking part in a nationally organised major enforcement exercise intounderage alcohol sales. Middlesbrough Trading Standards Service undertook 5% of all enforcement visits nationally.

The above actions have resulted in an increase in the percentage of residents

who believe that their neighbourhood is a safe place to live from 69% in

2001 to 79% in our most recent survey, and a reduction in the number of

complaints received on Halloween from over 1,000 in 2003/04 to less than

100 in 2004/05.

Our work in this area has been recognised by external regulatory bodies, and

we have received two national awards:l Beacon Council status for our partnership work on tackling crime

and disorderl National Quality Standard for our street warden service.

4. Achieved harmonious, violence-free and more tolerant living

To work towards harmonious, violence-free and more tolerant living, the

following actions have taken place:l completion of a Home Office-funded Pathfinder project l consultation with the Community Cohesion Advisory Group

between December 2004 and January 2005, resulting in the

development of Neighbourhood Plans.

5. Improved planning for civil contingencies

To address the Council’s obligations within the statutory time frame for civil

contingencies, the following actions were taken:l an action plan was developedl two briefing meetings were held with Members to enhance their

understanding of current issues regarding emergency planning and

contingency arrangementsl a programme of staff training and exercises was completed.


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PLANNED ACTIONS IN 2005/06 TO ADDRESS STRATEGICPRIORITIES


1. Reduce crime, including domestic burglary, vehicle crime,

robbery, assault, domestic violence and hate crime

Reduce domestic burglary by: BV 126 Reduce domestic burglariesl extending CCTV coverage to 27.1 per 1,000 l extending gates in identified population.

hot-spot areas vulnerable to crime.

Reduce vehicle crime by: BV 127 Reduce vehicle crimel implementing ‘Operation Hatch’, a to 27.3 per 1,000

high-profile vehicle-crime reduction population.campaign from April 2005

l increasing and targeting patrols SC 1 Operation Hatchduring ‘busy periods’, e.g. football implemented April 2005.matches.

SC 2 Reduce overall crimeReduce overall crime through targeting in line with police targets.criminal damage and other high-volume but ‘low’-value crime by:l targeting street wardens activityl use of AIM data to inform activity.

2. Reassure the public by reducing the fear of crime and

anti-social behaviour

Reduce fear of crime and anti-socialbehaviour by:l organising a second SC 3 Boro Buzz project to be

“Boro Buzz” to reduce implemented by Octoberanti-social behaviour and to 2005.involve more young people in art and sports-based activities


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l piloting a Youth Inclusion Support SC 4 Youth inclusion project toproject to divert 200 young people be implemented by Marchaway from anti-social behaviour 2006.

l establishing a Middlesbrough SC 5 Supported accommodationFamilies project to provide units to be available fromoutreach support to 20 families to March 2006.prevent exclusion, taking into consideration the potential impact on neighbouring households.

3. Reduce harm caused by illegal drugs and alcohol

Reduced the harm caused by illegal SC 6 Needle exchange facility to

drug use and alcohol abuse by: be opened by March 2006.l developing a needle exchange

facility SC 7 Undertake tenl reducing the sale of alcohol to enforcement exercises

children, through enforcement in partnership with the

activities police.l working in partnership with

licensed premises to reduce SC 8 Alcohol-free zone

alcohol-related problems by to be established by

seeking agreement from partners December 2005.

to fund additional policing,

preventing irresponsible drinks

promotions and establishing an

alcohol-free zone in the town

centre.


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4. Increase voluntary and community engagement

To increase voluntary and community

engagement by: SC 9 Increase the number ofl establishing four Community residents who feel involved

Action Zones by the end of July in the local community

2005 by 5%.l commencing a volunteer

programme for ex-drug users and

other members of the community.

Increase accessibility of the street SC 10 BME volunteer scheme to

warden service by: be implemented by March l implementing a junior volunteer 2006.

scheme l implementing a Black and Minority SC 11 Junior volunteer scheme to

Ethnic (BME) volunteer scheme. be implemented by March

2006.

TRANSFORMING OUR LOCAL ENVIRONMENT

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This theme aims to improve the quality, cleanliness and safety of our public

spaces. It includes making better, more sustainable use of natural resources and

reducing waste. The Environmental Theme Action Group of the Local Strategic

Partnership will promote this theme. This Action Group will develop and deliver

strategies under the “Transforming our local environment” theme by building on

the work of existing partnerships and strategies, including:

l Environment Thematic Action Group

l Environmental and Sustainable Transport (EAST) Partnership

l Middlesbrough Environment City

l Action 20/20 (LA21 Framework)

l Contaminated Land Strategy

l Climate Change Community Action Plan

l Middlesbrough Air Quality Action Plan

l Tees Valley Bio-Diversity Action Plan

l Environmental Sustainability Strategy

l Recycling Plan

l Waste Strategy.


The Mayor’s “Raising Hope” agenda highlights the need to improve the

environment and reduce environmental impacts as key to making the town a

more attractive place to live and invest. This desire has seen a significant increase

in resources to improve the quality of the environment. The “Key Achievements

2004/05” section in this theme identifies some of the achievements the Council

has made over the past year as a result of this investment that have contributed

towards the “Transforming our local environment” theme.


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The Environment Action Group has identified eight strategic priorities that aim to

improve our environment in line with the increasing aspirations of residents who

wish to live in a higher-quality environment. The Council’s priority contributions

to the “Transforming our local environment“ theme draws on the “Raising

Hope” agenda as well as addressing the wider issues of the Government’s shared

priorities.

1. Improve the standard of cleanliness throughout the town

Improving the cleanliness of our streets is crucial to underpinning the Mayor’s

aspirations for a thriving town where people want to live, work, visit and

invest. It is one of the most important factors in determining the image of

the town centre and neighbourhoods.

2. Develop the network of open spaces and high-quality parks to serve the

needs of the community

Parks, play areas and green spaces enrich people’s lives. Transforming our

green spaces and play areas to ensure they serve the needs of our

communities better is a major opportunity to develop a step change in

improving our town and the lives of our residents.

3. Reduce the fear of crime in public places

Despite falling crime rates, the fear of crime as measured in the

Neighbourhood Survey by questions such as “Do you feel safe walking

alone at night?“ remains high and further actions are required to address

this. These include physical measures such as improved lighting and CCTV

provision and a continuous media campaign.

4. Increase the amount of household waste recycled

In a densely populated, compact urban area like Middlesbrough, sustainable

waste policies are essential. The Council’s Waste to Energy policy minimises

the environmental damage caused by landfill. Recycling is an important

element of managing waste. The promotion of recycling is also very

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important when engaging the public on wider issues of environmental

sustainability.

5. Improve air quality

For over 30 years a succession of innovative local air quality policies have

improved Middlesbrough's air quality significantly. An Air Quality Action

Plan has been adopted to identify how the Council and partners will preserve

and improve air quality to bring health, social, environmental and economic

benefits. Middlesbrough's statutory Air Quality Review, which the

Government endorsed, concluded that the Council does not have to declare

any air quality management areas because, unlike many councils, we do not

have poor air quality. The challenge now is to continue to improve our

good air quality and to tackle some of the other causes of personal exposure

such as environmental tobacco smoke.

6. Increase species and habitat bio-diversity

Access to well-managed areas of wildlife and green space makes towns

better places to live. It contributes to the quality of life of Middlesbrough's

residents and provides a vital educational resource for young people and an

amenity resource for people on low incomes who have less access to the

wider countryside. These open spaces provide opportunities for walking,

cycling, informal play and recreation for local people of all ages.

7. Reduce the causes of adverse climate change

Climate change is happening now, so communities must alter the way they

live and work over the next 50 years. Temperatures and sea levels will

continue to rise, and more extreme weather is a certainty for decades.

Adapting to climate change must be supported by actions to reduce the

quantity of greenhouse gases. By taking a lead on environmental

improvement now, there are significant economic and social gains.

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8. Involve the community in transforming the local environment

The participation of the community is recognised as a vital contribution to

the determination of priorities and as a means of informing the policy

process. Whilst activities such as a programme of presentations and

discussions with cluster groups are supporting the development of this

process, it is recognised that a significant contribution from local residents will

only be achieved if the Council can both encourage and educate them to

play their part in improving their own local environment on a day-by-day

basis.


Two of the Mayor’s reduction priorities are supported by the “Transforming our

local environment” theme:

l reduce CO2 emissions

l reduce landfilled waste.

The following targets have been set in support of these reduction priorities:

l reduce carbon dioxide emissions by 12.5%, from the baseline figure

of 815,000 tonnes in 2000, by 2010

l reduce the proportion of household waste that is landfilled to 10%

by 2006.

A number of actions will be carried out over the next 12 months to help achieve

these targets; details can be found in the “Planned actions in 2005/06 to address


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1. Improved street cleanliness

We have improved the cleanliness of Middlesbrough’s streets. We set a target

that 70% of our streets would exceed the cleanliness standard set by the

Government. We have significantly exceeded this target and 82% of

Middlesbrough’s streets meet this standard. We achieved this by:l ensuring that each area has its own care team with detailed

knowledge of the area they are responsible forl introducing weekly inspections, the results of which are fed to area

care teams, so that they can focus their activity on specific areas to

prevent them becoming significant problemsl introducing a programme for junk jobs, and ensuring that all

requests for this service are met within our two-week targetl piloting a ‘street washing’ service known as ‘Middlesbrough Reds’;

this involves a team of staff using specialist equipment to ensure

that streets and pavements are thoroughly cleaned, including

cleaning of dog-fouling and chewing guml piloting a scheme that works in partnership with residents to

reduce the amount of dog-fouling in alleysl bringing together the Environmental Enforcement team and the

Street Cleaning teams to ensure a greater number of successful

prosecutions for litteringl tackling illegal fly-posting, which has led to a fall in fly-posting from

over 500 cases per month to single figures. This work was nationally

recognised and awarded the ‘Green Apple’ award.

2. Increased recycling

We increased the proportion of household waste recycled from 10.3% to

11% by:l introducing a second kerbside collection pilot scheme, the black box

scheme, which enables households to recycle tin cans, bottles and

other inert materials


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l further developing our home composting scheme.

The recycling and home composting schemes complement the existing ‘blue

bag’ paper recycling scheme and help us to reduce the amount of waste being

landfilled, which is a national and European aim.

3. Improved access to environmental services

We have improved access to environmental services by:l increasing the percentage of callers to our contact centre whose

request is dealt with at their first point of contactl improving the information and options available to customers who

are waiting for their call to be dealt with, by letting them know their

position in the call queue and also enabling them to leave a voice

mail messagel moving to an area-based approach to enable greater understanding

and ability to react to customers’ needsl advertising the services available through road shows in town

centres, shopping centres, leisure centres and librariesl ensuring all residents are aware of the waste-collection dates, by

distributing leaflets providing information on collection dates to

every household in Middlesbrough l improving information to the BME population, by providing a multi-

lingual leaflet giving information on ‘deep cleaning’ of alleys and

the ‘junk job’ servicel increasing to approximately 1,000 the number of elderly or disabled

residents using the ‘assisted bin collection’ scheme. This scheme is

available to anyone who has difficulty taking their rubbish to the

door.

The Council’s approach to access was commended by the Audit Commission

in a recent “Access to services” inspection in which they stated “staff

demonstrate a strong commitment to dealing with customers efficiently and

have an understanding of the requirements for physical access to council

facilities and services”.

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4. Adapted to future changes in climate

Improved our response to the adverse effects of climate change by:l successfully launching the Climate Change Action Plan, which is the

strategy developed to tackle climate change in Middlesbroughl improving preventative activities by reconfiguring service provision

and improving our use of technology, resulting in more accurate

predictions of where and when environmental problems

will occur and in dealing with them before they become major

problems.

Promoted efficiency amongst Middlesbrough residents by:l distributing 34,000 energy-saving light bulbs to Middlesbrough

residentsl securing £60,000 of funding to deliver the Middlesbrough Winter

Warmth scheme.

5. Promoted the urban renaissance of green spaces

Improved the town’s green spaces by:l undertaking an audit of over 200 sites, including parks, play areas,

allotments, becks and valleys to inform the development of a green-

spaces strategyl designating a third local nature reserve, at Berwick Hills allotments,

through the Wildspace! Project l successfully securing funding of £450,000 for the development of a

skateboard park at Prissick Base l completing the £4.4 million restoration of Albert Park,

including the bandstand erection, fountain restoration and Italian

gardens recreationl developing a bio-diversity strategy.


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PRIORITIES


1. Improve the standards of cleanliness throughout the town

Improve street cleanliness by: BV 199 The percentage of locall maintaining the physical activity on streets and land classified

streets and open spaces by the as unclean to be reduced.

area care teams, and including

new areas such as shrub beds,

car parks and beck valleysl reinforcing physical activity by a

high-profile campaign to educate,

encourage, persuade and

embarrass the public into keeping

the streets clean, by means of

initiatives such as

“Megaphone Man”l using the new Cleaner

Neighbourhoods and Environment

Act to fine more people and

enforce prevention of litter on

private land.

2. Develop the network of open spaces and high-quality parks to

serve the needs of the community

Develop the network of open spaces ENV 1 Green Spaces Strategy to

and high-quality parks by: be developed and approvedl developing a Green Spaces by September 2005.

Strategy for the town and agreeing

a programme of environmental

improvements to develop the

network of open spaces and parks.

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Implement environmental ENV 2 Produce a 5–10-year

improvements, including: Action Plan by September l completion of Laycock 2005.

Gardens l completion of the skate park at ENV 3 Laycock Gardens

Prissick Base restoration to be completedl preparing a strategy in response to by September 2005.

the Scrutiny review of allotments.

ENV 4 Skate park to be completed

by March 2006.

ENV 5 Allotments strategy to be

available by July 2005.

3. Reduce the fear of crime in public places

Reduce the fear of crime in public ENV 6 The percentage of

places by: residents who feel that l implementing a programme of their neighborhood is

lighting improvements and CCTV unsafe to reduce to 16%

installation to increase the safety by March 2006.

of residents within neighbourhoods

where the environment is

perceived as being most

threateningl redesigning the planting and

shrubbery where the public

perceive that shrubbery is

contributing to the fear of crimel working with a national street

lighting contractor to renegotiate

an outcome-based street lighting

contract.


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4. Increase the amount of household waste that is recycled

Increase recycling and reduce landfilled BVPI 82a 15% of household waste

waste by: to be recycled.l extending kerbside recycling to

the whole of town BVPI 82d Percentage of householdl appointing a recycling officer to waste landfilled to be

complement the existing Waste reduced to 10%.

Awareness service in

Middlesbrough’s schools and ENV 7 Kerbside collection to be

further promote public available to the whole

participation in recycling schemes town by March 2006.l promoting the use of home

composting by providing ENV 8 Recycling officer to be

composting bins. appointed by June 2005.

ENV 9 Provision of 3,000 home

composting bins by March

2006.

5. Improve air quality

l Implement the Smoke Less ENV 10 200 more premises to

Middlesbrough Campaign to commit to being smoke-

reduce environmental exposure to free by March 2006.

tobacco smoke and reduce the

number of smokers.

6. Increase species and habitat bio-diversity

Increase species and bio-diversity by: ENV 11 Habitats and species l adopting target and action plans action plans to be

for 15 types of habitats and four prepared by

species Summer 2005.

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l identifying new and reviewing ENV 12 SMCIs to be designated

existing sites of nature by Autumn 2005.

conservation importance to

designate as SMCIsl designating a fourth area within ENV 13 Designate fourth nature

Middlesbrough as a local nature reserve by March 2006.

reserve.

7. Reduce the causes of adverse climate change

Reduce the amount of CO2 emissions ENV 14 Reduce the percentage

by: of carbon dioxide l preparing a greenhouse gas emissions by an average

emissions report of 1% per year.l implementing the Council’s Carbon

Management Action Planl implementing the Community

Climate Change Action Plan with

our partners.

8. Involve the community in transforming the local environment

Increase community participation by: ENV 15 First Conference to be l organising the first annual held by March 2006.

Community Environment

Conferencel appointing a recycling officer to ENV 16 Officer to be appointed

complement the existing Waste by June 2005.

Awareness service in

Middlesbrough’s schools and to

further promote public

participation in recycling schemesl implementing a high-profile ENV 17 Programme of initiatives to

campaign to educate, encourage, include “Megaphone

persuade and embarrass the public Man” to be delivered by

into keeping the streets clean. March 2006.

MEETING LOCAL TRANSPORT NEEDS MORE EFFICIENTLY

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This theme aims to improve local transport in order to reduce congestion and

pollution and increase safety. This will help to secure better access to jobs and

services, particularly for those most in need.

The Transport Thematic Action Group of the Local Strategic Partnership will

promote this theme. This Action Group will be charged with developing and

delivering strategies under the “Meeting local transport needs more efficiently”

theme by building on the following:

l Middlesbrough’s Local Transport Plan (LTP) and annual progress

reports (APR)

l the Local Plan and the Local Development Framework

l the Milestone Statement for Public Rights of Way

l Tees Valley Demand Management Strategy.


Middlesbrough has a good record of tackling the problems of traffic growth,

safety, congestion and pollution. The “Key Achievements” section of this theme

sets out some the achievements Middlesbrough Council has made over the past

year that have contributed towards the Community Strategy Theme “Meeting

local transport needs more efficiently”. However, the demand for travel will

continue to grow and it is essential that we develop packages of transport

policies that will enable people within our economic catchment area to access

facilities within Middlesbrough in a sustainable manner. The Transport Thematic

Action Group has identified five strategic priorities that aim to address the issues

facing transport in Middlesbrough and will continue to support the economic,

social and cultural objectives of the town.

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The Council’s contribution to these strategic priorities can be drawn from the

“Raising Hope” agenda to develop “a transport network which can meet the

needs of a town on its way up” by ensuring the following.

1. The whole transport network will enable the local community, including

disadvantaged or vulnerable groups, to have access to work and important

services, including education, healthcare, leisure and shopping.

2. Congestion does not hinder economic development, impair the quality of the

local environment or cause severance in our communities.

3. We reduce the numbers of people killed and seriously injured

in road traffic accidents and reduce accidents and casualties overall, especially

in disadvantaged communities.

4. The environmental impact of transport on air quality, noise and climate

change is reduced as far as possible when balanced against economic and

social objectives.

5. We undertake highway maintenance in a sustainable manner and prioritise

it to assist with our other objectives. We will encourage, as a priority, the

increased use of cycling and walking through appropriate maintenance and

access improvements.


Two of the Mayor’s reduction priorities are supported by the “Meeting local

transport needs more efficiently” theme:

l reduce the proportion of journeys made by car

l reduce road traffic accidents.


out in partnership. The Transport Thematic Action Group has set the following

targets against the Mayor’s reduction priorities:

l reduce the percentage of journeys to school made by car

l reduce the numbers of people killed or seriously injured, including

children, and slight casualties by 40% from 65 (average annual figure

1994 –98) to 39 by 2010.

The Council has identified a number of priority actions and targets over the next

year that will contribute towards the achievement of these reduction priorities.

These actions are included in the “Planned actions in 2005/06 to address




1. Improved access to buses and other forms of local transport

Improved access to buses by:l installing real-time bus information equipment on all Arriva busesl installing CCTV equipment on 35 busesl increasing the number of services operating from Middlesbrough

Bus Station l installing external lights at shelters throughout the Boroughl procuring the Tees Valley Bus Network Review, which provided a

strategic framework to improve bus service provision within the

Borough.


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Improved access for cyclists by:l constructing 6.9km of new or improved cycle routesl completing Middlesbrough’s section of the 8 Bridges Cyclewayl producing a Cycle Development Action Plan.

2. Secured better access to jobs and services

Secured better access to jobs and services by:l developing the Council’s Urban Bus Challenge bid to improve

links to James Cook Hospital and to employment opportunities in Riverside Park from disadvantaged communities

l successfully bidding for NRF funding for two posts to provide a travel planning service aimed at improving access to key services for residents of disadvantaged communities

l completing extensive structural repairs at Captain Cook Square Car Park, which were carried out with minimal disruption to the operation of the car park, within budget and to schedule

l achieving Park Mark Safer Parking Awards at Zetland, Captain Cook Square, Gurney Street and Buxton Street car parks.

3. Improved highway maintenance

Improved the road infrastructure by:l securing £850,000 of additional LTP funding to reconstruct the

carriageway on Cargo Fleet Lanel developing the Highways Maintenance Management Planl developing the Transport Asset Management Plan (TAMP)l introducing advertising on street lighting facilities and reinvesting

income from it for the eradication of obsolete lighting equipmentl completing a street lighting service delivery contract attracting

investment and innovation, with our partners D W Websters Ltdl introducing skip licence enforcement, with 1,352 licences issued.

4. Improved road safety

Improved road safety by:l implementing the “School entry treatments” programme, with

88% of primary schools treatedl introducing 20 mph limits on 59 roads within three zonesl delivering child pedestrian training to 750 Year 1 pupilsl developing school travel plans at ten schools


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l reducing the number of recorded road traffic casualties to our

lowest-ever numberl reducing the number of people killed or seriously injured (KSI)

by 34%.


PRIORITIES


1. Ensure that the whole transport network enables the local

community, including disadvantaged or vulnerable groups,

to have access to work and important services, including

education, healthcare, leisure and shopping

l Continue to promote bus use as BV 102 10,444,700 bus passenger

the key mode for delivering made during 2005/06.

sustainable transport in the town.l Operate a demand-responsive T 1 Three buses to be

bus service to James Cook Hospital operational during summer

and to employment sites in 2005.

Riverside Park.l Increase the number of buses with T 2 Complete CCTV camera

CCTV cameras to improve safety coverage to be provided on

and security for passengers. bus fleets by March 2006.l Deliver a personalised travel

planning advice service, available T 3 Personalised travel

to individuals and organisations. information to households

and individuals to be

available from May 2005.

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2. Ensure that congestion does not hinder economic

development, impair the quality of the local environment or

cause severance in our communities

Reduce the proportion of journeys T 4 Appoint a “Walking Bus”

made by car by: co-ordinator inl encouraging children and their September 2005.

parents to travel by walking or

cycling T 5 Appoint a Travel andl promoting public transport travel Information Officer to

and information services amongst disseminate information

local employers and community from May 2005.

groups.

3. Reduce the number of people killed and seriously injured in

road traffic accidents and reduce accidents and casualties

overall, especially in disadvantaged communities

Reduce road traffic accidents by: T 6 Programme of cycle l implementing road safety training to be undertaken

measures to reduce speed and from May 2005.

reduce severance in communities l creating an additional cycle and T 7 Road Safety Project Officer

pedestrian training resource for (BME Communities) to be

schoolchildren appointed by May 2005.l improving road safety skills within

vulnerable and BME groups.


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4. Reduce the environmental impact of transport on air quality,

noise and climate change as far as possible when balanced

against economic and social objectives

l Develop clear and consistent T 8 Five-year parking strategy

parking policies that assist to be developed and

businesses and promote economic approved by March 2006.

growth, and ensure that these

policies balance the competing T 9 TV, radio and press

pressures of improved access to campaign to be delivered

services and inappropriate by March 2006.

congestion.l Reduce the proportion of journeys

made by car by undertaking a

Travel Awareness Campaign to

help our citizens make more

informed travel choices and

promote non-car modes of

transport.

5. Undertake highway maintenance in a sustainable manner

and prioritise it to assist with our other objectives.

Encourage the increased use of cycling and walking, through

appropriate maintenance and access improvements

l Undertake a review of traffic T 10 Review of traffic signing to

direction signing across the whole be completed by

town, including the use of variable March 2006.

message signs to better manage

congestion.l Prioritise our highway maintenance T 11 Complete the management

spending in accordance with our plan and introduce the

Highway Maintenance new national system of

Management Plan and inspection machine-based surveys

regime. by March 2006.

PROMOTING THE ECONOMIC VITALITY OF MIDDLESBROUGH

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PROMOTING THE ECONOMIC VITALITY OF

MIDDLESBROUGH

This theme aims to overturn current poor economic performance and enable

Middlesbrough to fulfil its potential at the economic heart of the city-region. The

theme has been addressed in three parts:

1. Economic Vitality – this focuses on supporting businesses, providing

positive conditions for growth and employment, identifying present and

future skills needed to support growth, and helping the hardest-to-reach

into work.

2. Housing – this focuses on providing a quality and choice of housing options

to meet the needs of the community, and also addresses housing market

failure.

3. Culture – this focuses on promoting arts and cultural development.

The Economic Vitality Thematic Action Group of the Local Strategic Partnership

promotes this theme. The Action Group is charged with developing and

delivering strategies under the “Promoting the economic vitality of

Middlesbrough” theme within the broader context of complementary activities

and programmes at regional and sub-regional level.

At a local level the action group will build on and develop the work of existing

partnerships and strategies. Some leading examples of regional, sub-regional and

local partnerships and strategies include:

Regional Partnerships and Strategies

l One NorthEast

l Government Office North East

l Arts Council England

l Regional Economic Strategy.

Sub-Regional Partnerships and Strategies

l Tees Valley Partnership and the Tees Valley Vision

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l Tees Valley Regeneration

l Tees Valley Living.

Local Partnerships and Strategies

l West Middlesbrough Neighbourhood Trust

l Middlesbrough Town Centre Company

l Middlesbrough Cultural Partnership and Strategy

l Housing Forum.


Middlesbrough has been making strides towards economic recovery.

The “Key Achievements 2004/05” section of this theme sets out some of the

achievements Middlesbrough Council has made over the past twelve months

that have contributed towards the “Promoting the economic vitality of

Middlesbrough” theme.

However, Middlesbrough’s economy is still weak compared with other areas, and

it faces some big challenges in ensuring the long-term sustainability of its

neighbourhoods. In order to address these challenges the Economic Vitality

Thematic Action Group has identified a number of strategic priorities for each

part of this theme. These are:

Economic Vitality

1. Establish an environment that encourages and supports economic vitality

2. Provide business support that encourages more businesses to set up, locate

and grow here

3. Ensure that local people have appropriate skills and can access jobs and

opportunities

4. Change attitudes by promoting Middlesbrough’s success

5. Play a strong role in the sub-region.


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Housing

6. Rejuvenate the housing stock

7. Ensure that the type and mix of new housing provides choice

8. Improve and maintain existing housing

9. Address specific community and social needs.

Culture

10. Promote regeneration through culture, arts and learning, by means of major

cultural projects and flagships that act as economic drivers by contributing

to the town’s image and environment.

11. Promote regeneration through culture, arts and learning, by means of major

cultural activities that contribute to the quality of life and well-being of

individuals and communities.

Promoting the economic vitality of Middlesbrough is key to achieving the

Mayor’s vision for the town. Specifically, the following two pillars of the Mayor’s

“Raising Hope” agenda demonstrate the Council’s commitment to revitalise

Middlesbrough:

l physical regeneration of the town’s run-down sites and buildings

l a business-friendly enterprise culture which welcomes would-be investors.

The Council’s priority contributions to the “Promoting the economic vitality of

Middlesbrough” theme can be drawn from the “Raising Hope” agenda. In order

to provide focus for the Council to realise its ambitions for the town, key services

have been brought together in one department, including business support,

economic development, planning and cultural services.

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Three of the Mayor’s reduction priorities are supported by the “Promoting the

economic vitality of Middlesbrough” theme:

l reduce unemployment

l reduce benefit dependency

l reduce the number of unfit homes.

These reduction areas are major issues for Middlesbrough because:

l registered unemployment in Middlesbrough is higher than the Tees Valley,

North East and national levels

l the employment rate in Middlesbrough is lower than the Tees Valley,

North East and national levels

l Middlesbrough has around 10,000 people claiming incapacity benefit and

10,000 claiming income support

l there is an oversupply of low-value, poor-quality obsolete houses, which

are clustered in certain neighbourhoods.


out in partnership. The Council and the Economic Vitality Thematic Action Group

have set the following targets against the Mayor’s reduction priorities:

l reduce unemployment by increasing Middlesbrough’s employment rate index

compared with national rates to 87 by March 2009

l reduce the number of people claiming unemployment benefit so that it

reflects the Tees Valley average

l reduce the number of unfit homes in the private sector by 200 per annum.

In support of these reduction priorities, the Council has identified a number of

priority actions and targets over the next twelve months that will contribute

towards the achievement of these reduction priorities. These actions are included

in the “Planned actions in 2005/06 to address strategic priorities” section of this

theme.

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1. Supported the growth of indigenous business and provided

a positive environment for inward investment

Supported businesses in Middlesbrough and provided a positive environment

for inward investment by:l establishing a new Economic Regeneration Service l establishing Middlesbrough Business Forum l supporting over 200 businesses l creating 259 new and prospective jobsl assisting 23 new VAT registrations.

Because of effective processing of planning applications, 62.8% of major

planning applications were assessed within 13 weeks.

Middlesbrough was the first council in the region to have its Local

Development Scheme approved by ODPM and to submit its Statement of

Community Involvement.

2. Regenerated the key economic locations in the town

Continued to regenerate Middlesbrough by:l agreeing a development strategy for Middlehavenl initiating compulsory purchase order proceedingsl beginning phased demolition in the St Hilda’s areal launching the Stockton / Middlesbrough Initiative – a major

development opportunity for Stockton and Middlesbrough centres

and the riverside areas in betweenl developing master plans for Riverside Park and Hemlington Grangel promoting cultural and conservation-led regeneration in town centre

locations.


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3. Ensured that local people, and particularly those from the

most disadvantaged communities, have the skills and

opportunities to compete for jobs successfully

Supported 771 residents into jobs by:l developing local projects such as At Work, Enterprise Academy,

Building Bureau and Abu Bakr Mosquel initiating new projects including: Hemlington Works, a multi-agency

project based at Hemlington Initiative Centre, and Touch, a project

working with Garlands Call Centre.

4. Extended quality and choice in the housing market

Improved the quality and choice of housing in Middlesbrough by:l successfully transferring council housing stock to Erimus Housing, a

not-for-profit social housing provider, thereby accessing substantial

investment funding for future stock improvementl working co-operatively as members of Tees Valley Living to

highlight local housing issues, leading to successful allocation of

housing market renewal funding to the Tees Valley in 2006/07

and 2007/08l progressing a comprehensive master-planning project to provide

strategic direction for future regeneration of pre-1919 terraced

properties in central Middlesbroughl letting a contract to undertake a stock condition surveyl successfully bidding for £6.5 million to address housing market

renewal in the town in 2004/05 and 2005/06l progressing area regeneration in St Hilda’s and North Ormesby, by

acquisition of housing for demolitionl returning to occupation or demolishing 28 private-sector vacant

dwellings

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l progressing the development of key housing sites in the town by:

- preparation of development briefs for Middlesbrough College

campuses at Marton, Kirby and Longlands

- completion of a conservation brief for Acklam Hall

- agreement of a brief for redevelopment at Trinity Crescent,

North Ormesby

- adoption of a regeneration strategy for West Lane

- granting of planning permission for 448 new houses at Whinney

Banks, with work due to start in Spring 2005.

5. Promoted regeneration through culture, arts and learning

Used culture, arts and learning to promote the regeneration of

Middlesbrough by:l commencing work on the Middlesbrough Institute of Modern Art

(mima) l improving our cultural services, as demonstrated by the Audit

Commission’s successful external inspection of the Council’s

provision of cultural servicesl delivering the Creative Partnerships scheme in four schoolsl refurbishing five libraries l attracting around 3,000 new library members aged under 16 and

achieving a score of ‘excellent’ for the Public Library Standardsl increasing attendance at Middlesbrough Town Hall and Theatre to

127,000, the highest attendance to datel completing the Town Hall conservation plan.

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PRIORITIES

Actions Milestone/Key Target 2005/06

1. Establish an environment that encourages and supports

economic vitality

Support Middlesbrough Partnership’s EV 1 Produce the Council’s

Economic Vitality Action Group as the Economic Development

key forum for bringing partner Strategy by March 2006.

agencies together by:l playing a lead role in ensuring that EV 2 Complete the Riverside

agencies and partners in Park project by March

Middlesbrough all contribute to 2006.

the creation of a positive

environment for economic vitality EV 3 Launch the East l ensuring the Council is maximising Middlesbrough Industrial

its role in leadership, strategy Estate project by

setting and co-ordination of September 2005.

activitiesl implementing a comprehensive EV 4 Launch the Boho Zone

strategy of environmental project as part of the

management and business Digital City programme

improvements in the town centre by September 2005.l improving the quality of

Middlesbrough’s traditional EV 5 Master plans for key

industrial and commercial areas developments to be l enhancing Middlesbrough as a completed by June 2005

centre for technology, digital and reported to the

media and creative industries Executive by September l implementing master plans for key 2005.

business development sites,

including:

- Hemlington Grange

- Middlehaven to Wilton study.

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2. Provide business support that encourages more businesses to

set up, locate and grow here

Provide support for businesses to start EV 6 Create 25 new VAT-

up, locate and grow in town. registered businesses.

Ensure the Council is supportive of EV 7 Develop procurement

local businesses in the way it carries activities in the economic

out its own functions and activities. strategy by March 2006.

3. Ensure that local people have appropriate skills and can access

jobs and opportunities

Reduce unemployment and benefit EV 8 Implement

dependency by: recommendations from l working with partner agencies to the recent review of

ensure that the network of local, employment initiatives

regional and national business by September 2005.

support services meets

Middlesbrough’s needs EV 9 Assist 700 people intol supporting a range of employment employment through

initiatives to assist local people to supported projects.

access employment and economic

opportunities, including Partner EV 10 Reduce Middlesbrough’s

Projects such as: unemployment rate

- At Work closer to the Tees Valley

- Abu Bakr Mosque average by March 2006.

- Building Bureau

- direct initiatives such as Touch

and Hemlington Works.


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4. Change attitudes by promoting Middlesbrough’s success

Change the attitudes of people, EV 11 Implement the town

including residents and potential branding consultants’

investors, towards Middlesbrough recommendations by

by promoting Middlesbrough’s October 2005.

success through:l developing a town branding

strategyl promoting progress made in the

town centre.

5. Play a strong role in the sub-region

Represent Middlesbrough at the Tees EV 12 Integrated Regeneration

Valley and regional level by: Strategy to be presented l developing the Stockton/ to the Executive by

Middlesbrough Initiative and September 2005.

Northern Way proposalsl contributing to the regional spatial EV 13 Northern Way

strategy submission to be made to l preparing an Integrated ODPM by June 2005.

Regeneration Strategy l assisting Tees Valley Living to

complete sub-regional housing

studiesl working collaboratively with Tees

Valley Regeneration to secure the

delivery of Middlehavenl contributing to the Tees Valley

submission for the Northern Way.

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HOUSING


6. Rejuvenate the housing stock

Develop master plans for the central EV 14 Complete phase 1 master

older housing area, Grove Hill and planning in central older

Hemlington, and identify housing area by July

appropriate intervention, including 2005.

housing renewal, environmental

improvement, demolition, EV 15 Complete the phase 1

redevelopment and public-sector master plan for Grove

service delivery. Hill by September 2005.

Work collaboratively with a range of EV 16 Complete the phase 1

partners including Tees Valley Living, master plan for Hemlington

housing associations, private by February 2006.

developers, estate agents, private

landlords and other agencies to EV 17 Hold a minimum of eight

develop projects and maximise annual Housing Forum

resources. meetings.

EV 18 Hold one housing

conference.

Reduce the number of unfit homes by: EV 19 Annual improvementl ongoing improvement in the of 2.5% in domestic

condition of the housing stock energy to be achieved.

through increased energy

efficiency measures EV 20 Reduce the number ofl working with the Registered Social social landlord (Erimus)

Landlords (RSLs) in order to ensure properties not meeting

that the social rented stock attains the Decent Homes

the Decent Homes Standard by Standard by 500 per annum.

2010.


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7. Ensure that the type and mix of new housing provides choice

Develop a comprehensive housing EV 21 Increase the number of

regeneration strategy that balances new dwellings built to 200

the supply of new homes against the during 2005/06.

needs of the town’s future population.

Take forward master-planning exercises EV 22 Appoint preferred

for new housing at North Ormesby. developer by September

2005.

Provide for a range of housing sites BV 106 55% of new developments

through the Local Development to be built on brown

Framework, prioritising high-quality, field sites.

low-density housing on brown field

sites.

8. Improve and maintain existing housing

Work with social and private-sector EV 23 Submit a successful bid for partners to plan schemes, maximise housing market renewal resources and deliver sustainable funds for 2006/07.communities.

Work with communities on housing EV 24 Complete community approaches that will impact on their consultation as an element future dwelling needs. of master planning in the

central older housing area Commission a private-sector stock (by June 2005), Grove Hill condition survey. (by September 2005) and

Hemlington (by February 2006).

EV 25 Complete the private- sector stock condition survey by September 2005.

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9. Address specific community and social needs

Commission a Housing Needs Study. EV 26 Complete the Housing Needs Study by December 2005.

Commission an Older Persons Housing EV 27 Complete the OlderStudy. Persons Housing Study by

December 2005.

Review the adaptation services EV 28 Complete the Agency provided by the Staying Put Agency. Business Plan by December

2005.

Work with RSLs on, and support bids EV 29 Agree a programme of for, developments that address the bids with RSLs by July housing need of individuals who are 2005. disabled, elderly or vulnerable or have special needs.

Work with Tees Valley Living to carry EV 30 Complete the study byout a study of the BME housing needs. September 2005.

Reduce homelessness through EV 31 Decrease the number of improved multi-agency delivery households accepted as approaches. homeless by 5% per

annum, from 462 in 2003/04 to 416 in 2005/06.


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CULTURE


10. Promote regeneration through culture, arts and learning

by means of major cultural projects and flagships that act as

economic drivers by contributing to the town’s image and

environment

Develop the cultural quarter, EV 32 Complete the Central

including mima, the Public Square and Lending Library

Central Library. refurbishment by March

2006.

Develop key cultural assets by:l establishing a new conservation EV 33 Complete the interim plans

area in Marton for Town Hall l completing the Acklam Hall refurbishment by March

Conservation Plan. 2006.

EV 34 Complete phase 2 of the

feasibility study into the

Empire Theatre by

December 2005.

EV 35 The establishment of the

Marton conservation area

and Acklam Hall

Conservation Plan to be

completed by March

2006.

EV 36 Programme at 2 out of 4

venues by March 2006.


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Refurbish and develop quality sports EV 37 Tees Valley Dance

and arts facilities by: Academy to bel developing cultural inclusion established by March

initiative at four spaces for sport 2006.

and art venuesl establishing Tees Valley Dance EV 38 Attract audiences of

Academy at Holmwood School. more than 117,000.

Deliver and develop high-profile

events programmes that create a

positive image for Middlesbrough,

including:l Music livel The Melal Animexl Middlesbrough 10kl Boro Buzz l Theatre, music and other

programming at the Theatre and

Town Hall.

11. Promote regeneration through culture, arts and learning by

means of cultural activities that contribute to the quality of

life and well-being of individuals and communities

Extend diverse cultural opportunities BV 220 Achieve an ‘excellent’

to more people, including priority score in the composite

groups, by: library Best Value l providing an effective modern Performance Indicator.

library service, hosting events in

support of the summer reading EV 39 1,000 new library

scheme at all libraries and members aged 0 – 16

launching Bookstart Plus by March 2006.



l improving access to information EV 40 Provide e-audio books

and learning resources in support to library users, including

of Government targets via remote access.l encouraging tourists and residents

to visit museums and galleries and BV 170 1,200 visits to be made to

to participate in educational museums and galleries.

eventsl encouraging children and young EV 41 7,500 participants to enrol

people to participate in art in the art development

development programmes. programmes by March

2006.

Support the development of creative EV 42 A minimum of 1,650

and cultural industries by: work opportunitiesl generating a range of work established by March

opportunities in creative industries 2006.l establishing the Tees Valley

Performing Arts Fellowships EV 43 Establish the Tees Valley

Scheme and Gallery TS1 Performing Arts l developing neighbourhood Fellowships Scheme by

cultural facilities, including the March 2006.

Hexagon Theatre at Hall Garth

School. EV 44 Develop facilities, including

the Hexagon Theatre,

by March 2006.

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FIT FOR PURPOSE

FIT FOR PURPOSE

The Community Strategy has six themes to which the Council contributes. In

addition, the Council has an overarching “Fit for purpose” theme. This theme

identifies the Council’s organisational commitments and objectives that help

ensure the Council is organisationally ‘fit for purpose’ to act as community leader

and contribute effectively to the achievement of the community strategy aims.

This theme has both an inward-facing remit and an outward-facing role. The

inward-facing remit is progressed by the Central Services Service Group and

focuses on ensuring that the Council’s internal processes are fit for purpose. The

outward-facing role focuses on ensuring effective community engagement and

leadership.

COUNCIL’S PRIORITY CONTRIBUTIONS TO “FIT FOR PURPOSE”

The Council has made significant progress in improving its fitness for purpose.

This is reflected in recent Audit Commission inspections and audits. This

improvement is also reflected in our December 2004 Comprehensive

Performance Assessment (CPA). As a result of the improvements in

Middlesbrough’s CPA service score, the Council underwent a proportionate

corporate assessment and, subject to the successful outcome of this assessment,

the Council’s overall category may improve to Excellent. Progress against our

priorities for 2004/05 are included in the “Key achievements against priority

contributions to fitness for purpose identified in 2004/05” section of this theme.

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FIT FOR PURPOSE

To further improve the Council’s internal and external fitness for purpose, the

following priorities have been developed:

l provide strategic support and guidance to the Council on areas of

corporate significance, including financial planning, human resources,

communications and policy development

l promote high standards in performance management, including

communications, human resources, probity, fairness and the

implementation of Council values across the authority

l ensure effective community engagement to strengthen

community partnership working, promote diversity and community

cohesion and to underpin neighbourhood renewal and management.

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FIT FOR PURPOSE

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FITNESS FOR PURPOSE IDENTIFIED IN 2004/05

1. Provided strategic support and guidance to the Council on

areas of corporate significance, including financial planning

and policy development

Provided a Human Resources service in line with the needs and priorities of

the Council and assisted in the creation of better leaders, workforce,

employees and organisation by:l developing and implementing a people strategyl completing the first phase of job evaluationl redefining the Service Level Agreement with HBS and renegotiating

key targets.

Improved corporate procurement by developing a Corporate Procurement

Strategy.

Delivered a Council-wide approach to capital planning, linked to service

priorities through the planning, monitoring and review of the Multi-Year

Capital Programme.

2. Provided services to the public, other departments and

stakeholders, either directly or through acting as a client for

Service Middlesbrough

Improved the Council’s web-site with a short-term refresh.

Improved partnership working by renegotiating the partnership agreement

with HBS.

3. Supported Members in the democratic process

Promoted accountability by ensuring that Members produced and published

an annual report for 2003/04.

FIT FOR PURPOSE

4. Promoted high standards in performance management,

probity and fairness and implemented Council values across

the authority

Provided better access to services for all residents and developed a workforce

that better reflects the population it serves by:l reviewing the Council’s Diversity Policyl producing a Corporate Diversity Action Planl supporting services to produce service level diversity action plans.

Prepared the Council for the Freedom of Information Act by:l raising awareness amongst staffl providing training for managersl employing a Freedom of Information officer.

Improved people’s awareness of and access to Council services by:l developing corporate branding proposalsl agreeing a new Council logol rolling the logo out across the Councill rationalising the letterheads and memo headers in usel improving external signage on buildingsl improving external signage at gateways into the town.

Improved employees’ understanding of the Council’s vision and objectives, so

that employees were more able to contribute to achieving Council aims by:l developing a Communications Strategyl revamping the employee newsletterl providing briefings for all staff by the Mayor and the Chief

Executive.

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FIT FOR PURPOSE

PLANNED ACTIONS IN 2005/06 TO ADDRESS PRIORITY

ISSUES


1. Provide strategic support and guidance to the Council on

areas of corporate significance, including financial planning,

human resources, communications and policy development

Improve efficiency across the Council FP 1 1.25% cashable saving

by ensuring that Gershon principles and 1.25% non-cashable

are embedded into Council practices. saving to be achieved by

March 2006.

Assist the Council in achieving / FP 2 ‘Excellent’ CPA rating to be

maintaining an ‘Excellent’ rating under obtained by December

CPA 2005 by ensuring that all relevant 2005.

officers are aware of and implement

the actions required to achieve FP 3 A programme for

‘Excellent’ status. the second phase of job

evaluation to be in place by

Ensure fairness and transparency in the March 2006.

pay and reward structure across the

Council by implementing the second FP 4 Revised Race Equality

phase of Single Status and Job scheme to be in place by

Evaluation. September 2005.

Improve the Council’s service provision

and workforce by increasing

understanding of diversity and equality

by:l reviewing the Race Equality

Scheme

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FIT FOR PURPOSE


l developing the Diversity Policy FP 5 Revised Diversity Policy to l introducing three-year diversity be agreed by June 2005.

action plans across the Councill using the Equality Standard

diagnostic tool to identify areas of

good practice and areas of

under-performance.

2. Promote high standards in performance management,

including communications, human resources, probity,

fairness and the implementation of Council values across the

authority

Further improve the Council’s approach FP 6 Risk-related training

to risk management by ensuring that requirements to be

risk management is embedded across identified and a programme

the Council by: to meet these to bel developing risk standards in place by March 2006.l implementing training in risk

management for key officers FP 7 Council to formallyl successful operation of the risk approve the

forum. Communication Strategy

by June 2005.

Further improve internal and external

communication by:l gaining formal Council agreement

to the Communication Strategy

and associated action planl rolling out the Communication

Strategy across the Councill embedding the principles of

communication amongst all staff.

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FIT FOR PURPOSE


Improve efficiency by reducing absence BV 12 Reduce sickness to at most

from work by: 9.5 days, per full-timel reviewing the attendance equivalent.

management policyl implementing the Employers’

Organisation sickness diagnostic

tooll establishing best practice in

occupational health, employee

support and attendance

management.

3. Ensure effective community engagement to strengthen

community partnership working, promote diversity and

community cohesion and to underpin neighbourhood

renewal and management

Maintain and support community FP 8 Increase participation in

arrangement frameworks and Community Councils by

structures by: 30% by March 2006.l Supporting the Community

Councils Cluster Group FP 9 Work with CVS / MVDA l Supporting residents and to prepare a Civil Renewal

community groups to develop Plan by October 2005.

skills and community capacity

FP 10 Support the BME Network

to implement its review of

operation by March 2006.

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FIT FOR PURPOSE


Ensure diversity and community FP 11 Implement the Community

cohesion structures are fit for purpose Cohesion Action Plan by

by: October 2005.l reviewing the structurel implementing the Community

Cohesion Action Plan. FP 12 Achieve improvement in

at least 8 of the 10

Community Cohesion

indicators by March 2006.

Ensure the Neighbourhood Renewal FP 13 Show improvement in at

Strategy is effectively implemented. least 10 of the 12

Neighbourhood Renewal

indicators by March 2006.

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FURTHER INFORMATION

Part I and Part II of this plan are available on the Middlesbrough Council website:

www.middlesbrough.gov.uk

The Community Strategy is available on the Middlesbrough Partnership website:

www.middlesbroughpartnership.org.uk

We will try to make a summary of this document available in other languages,

Braille or large print on request.

For further imformation on this plan, contact:

Corporate Performance Manager

Middlesbrough Council

Civic Centre

Middlesbrough

TS1 2QQ

Tel: 01642 729557

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