moving forwardMiddlesbrough
CorporatePerformance Plan
2005/06Part I
2
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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CORPORATE PERFORMANCE PLAN 2005/06
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
CORPORATE PERFORMANCE PLAN 2005/06
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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.
CORPORATE PERFORMANCE PLAN 2005/06
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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CORPORATE PERFORMANCE PLAN 2005/06
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
CORPORATE PERFORMANCE PLAN 2005/06
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)
CORPORATE PERFORMANCE PLAN 2005/06
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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CORPORATE PERFORMANCE PLAN 2005/06
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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CORPORATE PERFORMANCE PLAN 2005/06
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.
CORPORATE PERFORMANCE PLAN 2005/06
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CORPORATE PERFORMANCE PLAN 2005/06
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
REN
&
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
ILD
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
CORPORATE PERFORMANCE PLAN 2005/06
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CORPORATE PERFORMANCE PLAN 2005/06
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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
CORPORATE PERFORMANCE PLAN 2005/06
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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.
CORPORATE PERFORMANCE PLAN 2005/06
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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CORPORATE PERFORMANCE PLAN 2005/06
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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CORPORATE PERFORMANCE PLAN 2005/06
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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CORPORATE PERFORMANCE PLAN 2005/06
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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CORPORATE PERFORMANCE PLAN 2005/06
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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CORPORATE PERFORMANCE PLAN 2005/06
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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CORPORATE PERFORMANCE PLAN 2005/06
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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CORPORATE PERFORMANCE PLAN 2005/06
25
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.
CORPORATE PERFORMANCE PLAN 2005/06
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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CORPORATE PERFORMANCE PLAN 2005/06
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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CORPORATE PERFORMANCE PLAN 2005/06
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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CORPORATE PERFORMANCE PLAN 2005/06
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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CORPORATE PERFORMANCE PLAN 2005/06
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
CORPORATE PERFORMANCE PLAN 2005/06
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.
CORPORATE PERFORMANCE PLAN 2005/06
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.
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CORPORATE PERFORMANCE PLAN 2005/06
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.
CORPORATE PERFORMANCE PLAN 2005/06
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
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.
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SUPPORTING CHILDREN AND LEARNING
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.
SUPPORTING CHILDREN AND LEARNING
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
SUPPORTING CHILDREN AND LEARNING
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.
SUPPORTING CHILDREN AND LEARNING
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.
SUPPORTING CHILDREN AND LEARNING
40
41
SUPPORTING CHILDREN AND LEARNING
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
SUPPORTING CHILDREN AND LEARNING
42
Action Milestone/Key Target 2005/06
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
SUPPORTING CHILDREN AND LEARNING
43
Action Milestone/Key Target 2005/06
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.
SUPPORTING CHILDREN AND LEARNING
44
Action Milestone/Key Target 2005/06
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.
SUPPORTING CHILDREN AND LEARNING
45
Action Milestone/Key Target 2005/06
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.
SUPPORTING CHILDREN AND LEARNING
46
Action Milestone/Key Target 2005/06
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
SUPPORTING CHILDREN AND LEARNING
47
Action Milestone/Key Target 2005/06
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.
PROMOTING HEALTHIER COMMUNITIES AND EFFECTIVE SOCIAL CARE FOR ADULTS
49
STRATEGIC PRIORITIES AND COUNCIL CONTRIBUTIONS
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
PROMOTING HEALTHIER COMMUNITIES AND EFFECTIVE SOCIAL CARE FOR ADULTS
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-
PROMOTING HEALTHIER COMMUNITIES AND EFFECTIVE SOCIAL CARE FOR ADULTS
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.
MAYOR’S REDUCTION AGENDA
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.
PROMOTING HEALTHIER COMMUNITIES AND EFFECTIVE SOCIAL CARE FOR ADULTS
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
strategic priorities” section of this theme.
PROMOTING HEALTHIER COMMUNITIES AND EFFECTIVE SOCIAL CARE FOR ADULTS
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.
PROMOTING HEALTHIER COMMUNITIES AND EFFECTIVE SOCIAL CARE FOR ADULTS
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
PROMOTING HEALTHIER COMMUNITIES AND EFFECTIVE SOCIAL CARE FOR ADULTS
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
Action Milestone/Key Target 2005/06
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.
PROMOTING HEALTHIER COMMUNITIES AND EFFECTIVE SOCIAL CARE FOR ADULTS
PROMOTING HEALTHIER COMMUNITIES AND EFFECTIVE SOCIAL CARE FOR ADULTS
57
Action Milestone/Key Target 2005/06
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.
PROMOTING HEALTHIER COMMUNITIES AND EFFECTIVE SOCIAL CARE FOR ADULTS
58
Action Milestone/Key Target 2005/06
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.
PROMOTING HEALTHIER COMMUNITIES AND EFFECTIVE SOCIAL CARE FOR ADULTS
59
Action Milestone/Key Target 2005/06
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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PROMOTING HEALTHIER COMMUNITIES AND EFFECTIVE SOCIAL CARE FOR ADULTS
Action Milestone/Key Target 2005/06
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
61
CREATING SAFER AND STRONGER COMMUNITIES
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.
STRATEGIC PRIORITIES AND COUNCIL CONTRIBUTIONS
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.
CREATING SAFER AND STRONGER COMMUNITIES
62
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.
MAYOR’S REDUCTION AGENDA
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.
Achieving reductions in these areas is a long-term ambition and must be carried
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.
KEY ACHIEVEMENTS AGAINST PRIORITY CONTRIBUTIONS TO
COMMUNITY STRATEGY THEMES IDENTIFIED IN 2004/05
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
CREATING SAFER AND STRONGER COMMUNITIES
63
CREATING SAFER AND STRONGER COMMUNITIES
64
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.
CREATING SAFER AND STRONGER COMMUNITIES
65
PLANNED ACTIONS IN 2005/06 TO ADDRESS STRATEGICPRIORITIES
Action Milestone/Key Target 2005/06
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
CREATING SAFER AND STRONGER COMMUNITIES
66
Action Milestone/Key Target 2005/06
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.
CREATING SAFER AND STRONGER COMMUNITIES
67
Action Milestone/Key Target 2005/06
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
68
TRANSFORMING OUR LOCAL ENVIRONMENT
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.
STRATEGIC PRIORITIES AND COUNCIL CONTRIBUTIONS
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.
TRANSFORMING OUR LOCAL ENVIRONMENT
69
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
70
TRANSFORMING OUR LOCAL ENVIRONMENT
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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TRANSFORMING OUR LOCAL ENVIRONMENT
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.
MAYOR’S REDUCTION AGENDA
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
strategic priorities” section of this theme.
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TRANSFORMING OUR LOCAL ENVIRONMENT
KEY ACHIEVEMENTS AGAINST PRIORITY CONTRIBUTIONS TO
COMMUNITY STRATEGY THEMES IDENTIFIED IN 2004/05
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
TRANSFORMING OUR LOCAL ENVIRONMENT
73
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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TRANSFORMING OUR LOCAL ENVIRONMENT
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.
TRANSFORMING OUR LOCAL ENVIRONMENT
75
PLANNED ACTIONS IN 2005/06 TO ADDRESS STRATEGIC
PRIORITIES
Action Milestone/Key Target 2005/06
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.
76
Action Milestone/Key Target 2005/06
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.
TRANSFORMING OUR LOCAL ENVIRONMENT
77
TRANSFORMING OUR LOCAL ENVIRONMENT
Action Milestone/Key Target 2005/06
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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TRANSFORMING OUR LOCAL ENVIRONMENT
Action Milestone/Key Target 2005/06
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
79
MEETING LOCAL TRANSPORT NEEDS MORE EFFICIENTLY
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.
STRATEGIC PRIORITIES AND COUNCIL CONTRIBUTIONS
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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MEETING LOCAL TRANSPORT NEEDS MORE EFFICIENTLY
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.
MAYOR’S REDUCTION AGENDA
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.
Achieving reductions in these areas is a long-term ambition and must be carried
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
strategic priorities” section of this theme.
KEY ACHIEVEMENTS AGAINST PRIORITY CONTRIBUTIONS TO
COMMUNITY STRATEGY THEMES IDENTIFIED IN 2004/05
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.
MEETING LOCAL TRANSPORT NEEDS MORE EFFICIENTLY
81
82
MEETING LOCAL TRANSPORT NEEDS MORE EFFICIENTLY
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
MEETING LOCAL TRANSPORT NEEDS MORE EFFICIENTLY
83
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%.
PLANNED ACTIONS IN 2005/06 TO ADDRESS STRATEGIC
PRIORITIES
Action Milestone/Key Target 2005/06
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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MEETING LOCAL TRANSPORT NEEDS MORE EFFICIENTLY
Action Milestone/Key Target 2005/06
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.
MEETING LOCAL TRANSPORT NEEDS MORE EFFICIENTLY
85
Action Milestone/Key Target 2005/06
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
86
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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PROMOTING THE ECONOMIC VITALITY OF MIDDLESBROUGH
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.
STRATEGIC PRIORITIES AND COUNCIL CONTRIBUTIONS
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.
PROMOTING THE ECONOMIC VITALITY OF MIDDLESBROUGH
88
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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PROMOTING THE ECONOMIC VITALITY OF MIDDLESBROUGH
MAYOR’S REDUCTION AGENDA
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.
Achieving reductions in these areas is a long-term ambition and must be carried
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.
90
PROMOTING THE ECONOMIC VITALITY OF MIDDLESBROUGH
KEY ACHIEVEMENTS AGAINST PRIORITY CONTRIBUTIONS TO
COMMUNITY STRATEGY THEMES IDENTIFIED IN 2004/05
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.
PROMOTING THE ECONOMIC VITALITY OF MIDDLESBROUGH
91
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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PROMOTING THE ECONOMIC VITALITY OF MIDDLESBROUGH
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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PROMOTING THE ECONOMIC VITALITY OF MIDDLESBROUGH
PLANNED ACTIONS IN 2005/06 TO ADDRESS STRATEGIC
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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PROMOTING THE ECONOMIC VITALITY OF MIDDLESBROUGH
Actions Milestone/Key Target 2005/06
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.
PROMOTING THE ECONOMIC VITALITY OF MIDDLESBROUGH
95
Actions Milestone/Key Target 2005/06
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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PROMOTING THE ECONOMIC VITALITY OF MIDDLESBROUGH
HOUSING
Actions Milestone/Key Target 2005/06
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.
PROMOTING THE ECONOMIC VITALITY OF MIDDLESBROUGH
97
Actions Milestone/Key Target 2005/06
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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PROMOTING THE ECONOMIC VITALITY OF MIDDLESBROUGH
Actions Milestone/Key Target 2005/06
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.
PROMOTING THE ECONOMIC VITALITY OF MIDDLESBROUGH
99
CULTURE
Actions Milestone/Key Target 2005/06
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.
PROMOTING THE ECONOMIC VITALITY OF MIDDLESBROUGH
100
Actions Milestone/Key Target 2005/06
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.
PROMOTING THE ECONOMIC VITALITY OF MIDDLESBROUGH
Actions Milestone/Key Target 2005/06
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.
103
FIT FOR PURPOSE
104
KEY ACHIEVEMENTS AGAINST PRIORITY CONTRIBUTIONS TO
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.
105
FIT FOR PURPOSE
PLANNED ACTIONS IN 2005/06 TO ADDRESS PRIORITY
ISSUES
Actions Milestone/Key Target 2005/06
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
106
FIT FOR PURPOSE
Actions Milestone/Key Target 2005/06
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
Actions Milestone/Key Target 2005/06
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
Actions Milestone/Key Target 2005/06
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.
109
CORPORATE PERFORMANCE PLAN 2005/06
110
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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