Agenda and minutes

You are invited to declare any registerable and/or non-registerable interests in matters appearing on the agenda, and the nature of that interest.

You are also invited to disclose any dispensation in relation to any registerable and/or non-registerable interests that have been granted to you in respect of any matters appearing on the agenda.

Please complete the Declarations of Interests card available at the meeting and return it to the Democratic Services Officer before leaving the meeting.

Councillor K Clark declared a registerable personal interest in agenda Item 11: 2022-23  Provisional Finance Outturn Report (CAB27/23), as she was a Director and Employee at Justice Prince CIC (Working Roots), which had contracts with North Tyneside Council funded to deliver community-based programmes.

To confirm the minutes of the meetings held on 22 May 2023 (Ordinary Meeting) and 1 June 2023 (Extraordinary Meeting).

Resolved that the Minutes of the previous meetings held on 22 May (Ordinary) and 1 June 2023 (Extraordinary) be confirmed and signed by the Chair.

To receive a verbal report on the latest activities of the Young Mayor and Young Cabinet.

The Young Mayor reported on the following activities in which he and Young Cabinet Members and/or Youth Councilors had been involved:

·        The ‘Year of the Voice of the Child’ had been launched which was publicised on social media and elsewhere, and over the coming year there would be additional events organised by North Tyneside Council and its Partner agencies to raise the profile of listening and involving children and young people. 

·       On 8 June a decision makers event was held involving participating schools who attended the Young People’s Conference in March and some Youth Councillors to explore the key topics of accessing activities and each making a pledge on what they would do to make improvements, supported by their committees.  MYP Sharon had been working with her committee on the new Ready for Life Game which provided a foundation about aspects of finance as young people moved into adulthood and for use in secondary schools.

·        The Young Mayor had attended the Dragons Den panel, where children’s councillors presented their school playground projects to the Authority’s Assistant Chief Executive and the Cabinet Member responsible for Education, Inclusion, Employment and Skills; the winning playground project was a small allotment which was being developed at Benton Dene Primary School (the booklet was circulated at the meeting). 

·        Youth Councillor’s, SEND Youth Forum members and Children in Care Council members collaborated on creating a safeguarding film with the North Tyneside Safeguarding Children’s Partnership. The animation would be used in schools and colleges to inform children and young people about what safeguarding was and where to go for help.

·        The Young Mayor had continued to attend Carbon Net Zero 2030 board meetings and was impressed how much was being done in the Borough; he had represented young people and their views at the Local Transport Board and the North Tyneside Public Transport Forum; had also met with the young people at North Tyneside Carers Centre and encouraged them to join the Youth Council to inform on Youth Council projects and on their own experiences and perspectives.

·        Youth Councillors had taken part in the BYC YouthCon hosted by Sunderland City Council with guest speakers, debates and workshops.

The Elected Mayor thanked the Young Mayor for his update and for the support of the young people for their involvement in the delivery of these important projects.

To receive a report that seeks approval to the Authority being part of a Department for Education pilot project in the North East of England known as the North East Pathfinder (Foster with North East) Collaboration.

Cabinet received a report seeking approval to the Authority being part of a Department for Education pilot project in the North East of England known as the North East Pathfinder (Foster with North East) Collaboration. The project was designed at improving the recruitment and retention of foster carers.

In response to the Independent Care Review published February 2021 and the launch of the Children’s Social Care Implementation Strategy; ‘Stable Homes, Built on love’ in February 23, the Department for Education (DfE) had committed to recruiting 9,000 foster carers by 2026.? The Department was seeking to deliver a holistic package of intervention on a regional basis to support the greatest sufficiency pressures and put in place end-to-end improvements that support boosting foster carer numbers.? Subsequently the DfE had selected the North East as the UK’s national pilot / pathfinder region for a fully-funded, 1 year project to improve foster carer recruitment and retention and had selected Together for Children Sunderland as the regional implementation lead.

The pathfinder project and regional collaboration was separated into three strands, support hub for a regional recruitment process, communications / marketing campaign and a further roll out of the Mockingbird model of foster care. This model of care had a hub home foster carer who supports a group of carers known as a ‘constellation’ by building strong relationships with each of them. Carers were supported to feel empowered and support one another with any problems that may arise. The Authority had one Mockingbird constellation and within this regional pilot, plans were underway to develop the second one in the Autumn.

The regional support hub strand of this project would have a number of functions, including receiving initial enquiries in a timely way and obtaining further information from prospective foster carers, but also supporting them through their assessment journey including providing a ‘buddy scheme’ with local, existing foster carers and providing a regional training offer.? There would be telephone conversations or ‘check ins’ with prospective carers within the hub to ensure that the prospective foster carers were still on track and to maintain positive relationships on their journey to becoming foster carers and to identify any challenges that might derail them from successful approval.

These elements required support hub staff to be able to record their work in a case management system from which detailed reporting can be provided to support analysis of the overall success of the hub in terms of the project’s foster carer recruitment goals, as well as day to day operational analysis e.g. an operational dashboard.? There was a need to receive external data from other Local Authority areas to update the hub as to the progress of prospective foster carer journeys to aid this analysis.? Further work in respect of this element was being developed within a data and performance subgroup.  To offer further detail, the support hub would aim to:

·        Increase completed fostering applications from target groups which will broaden the demographic of carers and help those children/young people  ...  view the full minutes text for item CAB21/23

To receive a report that seeks approval and adoption of the North Tyneside Air Quality Strategy for 2023-2028.

Cabinet considered a report seeking approval and adoption of a revised North Tyneside Air Quality Strategy for 2023-2028 as attached at Appendix 1 to the report.

North Tyneside was considered to have good air quality and monitoring had consistently shown that it met the UK air quality objectives. Previously, local authority areas that failed to meet the air quality objectives were required to implement an action plan. However, the introduction of the Local Air Quality Management policy guidance 2022 now required all local authorities to introduce an Air Quality Strategy that would identify aims and actions that regulated or encouraged reductions in air pollution.

The guidance encouraged local authorities to take early preventative action to improve local air quality, avoid exceedances of the air quality objectives set out in The Air Quality (England) Regulations 2000 and reduce the long-term health impacts associated with air pollution. It was anticipated that this approach would enable local authorities to adopt measures that reduced the need for costly health interventions at a later date.

The Air Quality Strategy was intended to set out the aims of the Authority to maintain and improve air quality and show how collectively the Authority will work with partners to improve air quality. As well as setting out actions to reduce pollutants which would improve health, the Air Quality Strategy would set out the actions which would be taken help to reduce global warming associated from gases such as carbon dioxide, nitrogen dioxide and particulates.  The Air Quality Strategy would provide greater focus on how small improvements in air quality would impact public health outcomes.

The Air Quality Strategy linked into existing policies including those related to planning, transport and the Carbon Net Zero 2030 policy adopted by the Authority aimed at improving air quality across the Borough.  All policies adopted by the Authority must consider the impact on the environment and the Authority recognised the need to reduce its own carbon footprint, and to consider measures that would promote and support a reduction in greenhouse gases. The Air Quality Strategy linked to the policies set out below:

·        Transport Strategy - aims to reduce congestion and promote cleaner transport.

·        Planning Policy - seeks to maintain and improve air quality with the expectation that developers will assess the impact of any development on air quality and the environment and to provide mitigation measures.

·        Joint Health and Wellbeing Strategy – aims to tackle health inequalities including those inequalities in exposure to air pollution.

Development of the draft Strategy involved the establishment of a steering group made up of officers from different areas of the Authority who were currently involved with actions that contributed towards the improvement of air quality of the Borough. This included officers from Environmental Health, Public Health, Transport, Planning and Sustainability. The aim of the group was to identify aims and actions that regulated or encouraged reductions in air quality and ensure appropriate mitigation measures were in place to reduce emissions and air quality exposure.  Progress made on  ...  view the full minutes text for item CAB22/23

To receive a report that seeks agreement to the publication of the updated North Tyneside Cycling Strategy incorporating the Local Cycling and Walking Infrastructure Plan, and the updated North Tyneside Cycling Design Guide.

Cabinet considered a report seeking approval to the publication of the updated North Tyneside Cycling Strategy incorporating the Local Cycling and Walking Infrastructure Plan, and the updated North Tyneside Cycling Design Guide.

In October 2021, Cabinet approved the revised and updated North Tyneside Transport Strategy. Its key principles included reducing carbon emissions from transport and improving health outcomes. The Transport Strategy contained a commitment to update, where appropriate, the specific strategies and plans which fitted within the context of the Transport Strategy. One of these was the North Tyneside Cycling Strategy.

Since the current Cycling Strategy was adopted in 2018, cycling in the borough had grown by more than 60%. During this time the Authority had increased its delivery of cycling training, put in place new cycling routes in the borough, and made cycling, walking and wheeling improvements as part of its regeneration activity. It had therefore provided a robust policy framework to promote cycling as a travel mode for both commuting and leisure purposes.

Cabinet in October 2022 approved a process of public engagement on the updated draft North Tyneside Cycling Strategy and an updated version of the North Tyneside Cycling Design Guide, which sets out the design standards for cycling provision. The engagement process was carried out over a six-week period between 28 October and 9 December 2022. Twenty-three responses were received to the consultation exercise and appropriate amendments were made to the documents: for example, to strengthen wording with reference to multi-modal trips in the strategy and continuity of cycling routes in the Design Guide.

The updated strategy and Design Guide set out how the Authority would continue to support cycling as a healthy and sustainable way to travel, both by developing routes and infrastructure suitable for everyday cycling and by seeking to expand cycling training and support. The strategy reflects the objectives of the regional North East Transport Plan developed by Transport North East, and its aims of supporting the decarbonisation of transport and encouraging active travel.

The strategy also included a detailed assessment of strategic cycle routes across the borough and walking links in town centres, known as the Local Cycling and Walking Infrastructure Plan (LCWIP).  In line with Government guidance, this would help to ensure the borough was best placed to secure external funding for further sustainable transport improvements.

The updated North Tyneside Cycling Strategy was attached at Appendix 1 to the report, which incorporated the Local Cycling and Walking Infrastructure Plan, and the updated North Tyneside Cycling Design Guide attached at Appendix 2.  A summary of the responses received, and revisions to the Cycling Strategy and Design Guide proposed as a consequence of those responses, was attached at Appendix 3 to the report.

Cabinet considered the following decision options: either to agree the recommendations as set out in paragraph 1.2 of the report; or alternatively, to not accept the recommendations.

Resolved that (1) the publication of the updated North Tyneside Cycling Strategy, attached at Appendix 1 to the report, which incorporated the  ...  view the full minutes text for item CAB23/23

To receive a report that provides an update on the delivery of the Authority’s ‘Ambition for North Tyneside’.

Cabinet received a progress report on delivering the overall plan of

‘An Ambition for North Tyneside’ since 2018, and the projects to be delivered in 2023 and beyond.

The report highlighted the level of investment and breadth of Council led regeneration that had taken place within the borough over the past 12 months,  delivering against the Council’s Ambition for North Tyneside.

The report set out the wide range of activity that had been delivered since the last update to Cabinet in Feburary 2022, and provided an overview of work currently being delivered across North Tyneside.  Details of these activities were set out in the report, some of the highlights were set out below:

• In the South West, Hadrians Health centre was now open, it had transformed healthcare services in the area by bringing together local clinicians and a range of community health services in the heart of Wallsend and in May Cabinet adopted the Masterplan for Wallsend that provided a framework for targeted interventions, when funding permits;
• In the North West, feasiblity funding was secured to undertake traffic surveys at Moor Farm roundabout in preparation for developmments at Killingworth Moor Housing Site and future investments at Indigo Park;
• In the North East, the final section of regeneration works to the Northern Promenade were completed in August, further enhancing the quality of the built environment along our Coast; and
• In the South East, work to deliver the North Shields Masterplan was well underway, the Authority demolished the former Co-op building, work on the new Transport Interchange and Civic Square was well underway and work had commenced on the Embankment Walkway linking the town centre with the Fish Quay.

The Authority had allocated £2m per year for five years (2021-26) through its budget setting process. This had enabled the Authoirty to succesfully use this as ‘match funding’ and attract external funding from the North of the Tyne Combined Authority (NTCA), the North East Local Enterprise Partnership, Government and the private sector.  Since 2020 officers had secured over £40m in external match funding to deliver Our Ambition for North Tyneside with details set out within section 1.5 of the report. 

The wider economic impact of the Authority’s combined £50m investment would be considerable.  It would have created significant Gross Development Values as well as levering in complementary private sector investment that would be captured  through the Authority’s on-going benefits realisation analysis. Officers would continue to work with public and private sector partners to identify funding opportunities over the coming months including two revised bids for Levelling Up round 3, enabling the Authority to deliver ‘An Ambition for North Tyneside’. 

Subject to agreement by Cabinet, the next steps would include:

·        Project development including refining delivery plans and funding mix;

·        Options on the major projects moving through appropriate governance;

·        Finalise the Investment Programme based on a £10m budget over 5 years, developing proposals and priorities for post 2025; and

·        Develop an Investment Programme Board (IPB) request for feasibility funding for activities referenced within  ...  view the full minutes text for item CAB24/23

To receive a report that seeks to note the first stage of work undertaken in relation to the Ambition for the North West and agreement to the proposed policy priorities, delivery approach and next steps.

Cabinet received a report seeking approval for delivering the first stage of the ‘An Ambition for the North West of the Borough’ and a set of policy priorities to inform the next stage.

The Our North Tyneside Plan 2021-25 gave a commitment to bring investment and improvements to the North West area of the borough and ensure that regeneration delivered ambition, opportunity and benefits for all residents.

An officer team had been working with the Deputy Mayor to better understand the opportunities and challenges in the North West following the ‘Big Community Conversation’ held in the Summer of 2022. This had included reviewing the feedback from resident engagement but had also included further engagement with Ward members in May 2023. The officer team also engaged with partners such as Transport North East to help frame the Authority’s work and future investment in the North West.

The report provided background and a summary of the work done so far and suggested a set of policy priorities and next steps.  It was proposed that a series of plans were prepared for the North West of the borough. These would include an over-arching Transport Plan as well as Village Plans.

The Transport Plan: This would provide an overarching plan for travelling in and around the North West of the borough as well as addressing routes to the urban core and facilities such as healthcare as well as education and employment. The plan would encompass all modes with emphasis on the following:

·        Bus provision – how services were provided, and did they go to the right places at the right time? This would also include frequency of services and would look at routing options. For example, this could include routes from the North West to Rake Lane / North Tyneside General Hospital via Quorum Business Park, Four Lane Ends Interchange, Northumberland Park (for Metro and Heavy Rail links) and Cobalt Business Park.

·        Heavy Rail (East Cost main Line): It will also examine opportunities for improved Heavy Rail connectivity with a long-term aspiration for a new station of the East Coast Main Line (ECML) at Killingworth. Whilst this would require major investment in the ECML infrastructure with additional signalling as well as a new stations, unless this aspiration is identified and embedded in an agreed plan, it is unlikely to attract funding and be delivered.

·        Cycling and Walking (Active Travel): A key component of all emerging national, regional and local transport policy, this will be a central element of the Transport Plan. This will include a focus on the Wagonways as well as other routes to ensure that residents can get around the area without reliance on the intermittent public transport provision or private motor cars whilst bringing health and wellbeing benefits to users.

The Village Plans: These would be prepared for each of our settlements namely: Killingworth Village and Township; Annitsford; Dudley; Fordley; Camperdown; Burradon; Wideopen and Seaton Burn.

It was also proposed that plans were prepared for those areas in the North West  ...  view the full minutes text for item CAB25/23

To receive a report that seeks approval to the content of the Draft Northumberland Square Conservation Area Management Strategy Supplementary Planning Document, publication and next steps following public consultation.

Cabinet considered a report seeking approval for the commencement of a six-week public consultation on a Draft Northumberland Square Conservation Area Management Strategy (CAMS) Supplementary Planning Document (SPD).

The draft CAMS had been prepared to support the delivery of the High Streets Heritage Action Zone (HAZ) scheme for the Northumberland Square conservation area in North Shields town centre. Historic England identified preparation of the CAMS for this area as one of the conditions for funding support.  The funding formed part of a £2.46million project, which included an Authority contribution of nearly £1million, to revitalise the Northumberland Square Conservation Area, focused on Howard Street and Northumberland Square.  The HAZ scheme had supported many physical improvements to the built environment, including the redevelopment of Northumberland Square, public realm improvements along Howard Street and refurbishment to several properties within the area. A significant number of community-based cultural projects including high-quality workshops, oral history projects and public performances had also been supported.

The Northumberland Square HAZ and preparation of the CAMS consequently formed an important contribution to the delivery of the North Shields Masterplan – a key priority for the Authority.

Subject to Cabinet’s agreement to the commencement of a six-week public consultation process as outlined at section 2.3 of the report, it was proposed that a further report be received setting out any proposed amendments to the CAMS as a result of the consultation responses received, and to seek approval for its adoption as an SPD.   Production of the draft CAMS was in line with national planning policy, contained in the National Planning Policy Framework (2021), that encourages strategies “for the conservation and enjoyment of the historic environment”.

The draft CAMS sets out potential projects and objectives for the area that would guide planning, regeneration and other development and management decisions in the conservation area. It would form a basis for any applications for external funding. The Authority adopted similar SPDs for the Fish Quay Conservation Area (2012) and Tynemouth Village Conservation Area (2014) that had proved key documents in guiding positive decisions in those areas.

The draft CAMS recommended how the conservation area could be preserved and enhanced through: identifying regeneration and enhancement opportunities, advising on the management of public realm, green spaces and trees, identifying the area’s heritage assets and considering a review of the conservation area boundary, setting out design principles, advising on good maintenance and repair, and advising on monitoring and enforcement.

A full copy of the draft CAMS was attached at Appendix 1 to the report.  As part of the development of the draft CAMS, and in accordance with the relevant Regulations, the Authority had also undertaken screening exercises to establish whether it would result in likely significant effects to the environment and to habitats and species of European nature conservation importance. The respective Screening Statements were attached at Appendix 2 and 3 of the report.

Cabinet considered the following decision options: either to agree the recommendations as set out in paragraph 1.2 of the report; or alternatively,  ...  view the full minutes text for item CAB26/23

To consider a report on the provisional 2022/23 outturn for the General Fund, Schools Finance and Housing Revenue Account.

Cabinet received a report which set out details of the provisional outturn for 2022/23 for the General Fund, Schools Finance, Housing Revenue Account, the financial and delivery aspects of the Investment Plan and the delivery of the Treasury Management Strategy together with the associated Prudential Indicators for capital and treasury.

The Finance Outturn report was the final monitoring report for the financial year 2022/23.  It showed in detail how the Authority had performed against the budget.  It also formed an important supplement to the Statement of Accounts which were presented to Audit Committee for formal approval on 31 May 2023.  The figures in this report were provisional until the audit of the accounts was completed, and the accounts were approved.

The 2022/23 financial year was challenging in many ways.  The Authority continued to see areas of pressure across Adults’ and Children’s Social Care, but there were also significant impacts on income particularly across Sport and Leisure Services, Home to School Transport and Catering Services.

In addition to pressures seen in previous financial years, a number of global issues emerged during the financial year, including the war in Ukraine, leading to more supply chain issues and adding to rising inflation, especially in utility costs.  The impact of these factors is driving a ‘cost of living crisis’, further increasing demand on the Authority’s services, which added significant financial strain to the Authority’s budgets.  It was therefore essential that, the Authority remained prudent to ensure that the financial position of the Authority continues to be managed effectively.  The impact of both the challenges and opportunities, on the Authority and its financial position were described in detail throughout the report and the Annex to the report.

With regard to the General Fund Revenue position, where details were shown in Tables 1 and 2 of the report, there had been an improvement of £2.005m from the forecast figures previously reported to Cabinet across most Services leading to an overall deficit for the year of £6.081m.

As communicated in previous reports to Cabinet and full Council, it was proposed to deal with the £6.081m overspend via a drawdown from the Strategic Reserve.  After the final transfers, the General Fund Revenue Account showed spend on Budget for 2022/23, with a reduced closing balance on the Strategic Reserve of £6.345m and unchanged General Fund balances of £7.000m. 

The Strategic Reserve balance would fall below the Authority’s aim of holding at least £10.000m in this reserve.  The likelihood of needing to use this reserve was projected throughout the financial year and the 2023-2027 Medium Term Financial Plan (MTFP) included a plan for a £9.000m replenishment over the four-year period.

One of the benefits of the Authority’s regular budget monitoring process had been that its outcomes could inform both budget setting and final accounts preparation. Budget setting, budget management and final accounts could therefore be seen as related parts of a continuous process of financial management by the Council.  As each year unfolded, fresh financial pressures would occur and the  ...  view the full minutes text for item CAB27/23

This is to give further notice in accordance with paragraphs 5(4) and 5(5) of the Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012 of the intention to consider items 14 & 14 below in private.

Cabinet is requested to consider passing the following resolution:

Resolved that under Section 100A (4) of the Local Government Act 1972 (as amended) and having applied a public interest test as defined in Part 3 of Schedule 12A of the Act, the press and public be excluded from the meeting for the following item of business on the grounds that it involves the likely disclosure of exempt information as defined in Paragraph 1 & 3 of Part 1 of Schedule 12A to the Act.

Reasons for taking the item in private: the report in Items 13 & 14 contains information to the financial or business affairs of any particular person (including the authority holding the information).

Resolved that under Section 100A (4) of the Local Government Act 1972 (as amended) and having applied a public interest test as defined in Part 3 of Schedule 12A of the Act, the press and public be excluded from the meeting for the following items of business on the grounds that they involve the likely disclosure of exempt information as defined in Paragraph 3 of Part 1 of Schedule 12A to the Act.

To receive a report to seek approval to the acquisition of derelict property.

Cabinet considered a report seeking approval to the acquisition of St Peter and St Paul’s Church in Longbenton (shown hatched on the Plan appended to the report), which had been vacant for a number of years and was rapidly falling into dereliction and attracting vandalism and anti-social behaviour.

If the Authority acquired the property, it could then clear the site.in preparation for a housing-led scheme to develop affordable homes for rent.  This would help secure the Authority’s own affordable housing development priorities and safeguard the wider delivery of housing in the Borough in order to meet with its Local Plan housing target.  It would also result in the clearance of a property which was becoming derelict which was a priority of Our North Tyneside Plan.

Cabinet considered the following decision options: to approve the recommendations at paragraph 1.2 of the report and agree to the acquisition of the Property on the terms and conditions outlined in Section 1.5.2; or alternatively, to decline the opportunity to acquire the Property in which case it will not be possible to deliver affordable homes on the site of the Property or on the Authority owned land shown on the plan appended to the report.

Resolved that (1)the Director of Resources, in consultation with the Head of Law, be authorised to complete the acquisition of the Property (shown hatched on the Plan) as detailed in the report in accordance with the Authority’s financial regulations and applicable legislation;

(2) the Director of Resources, in consultation with the Head of Law, be authorised to agree the final terms and conditions of the acquisition of the Property as considered appropriate and to deal with any ancillary matters arising that are consistent with the preceding recommendation, and;

(3) the Director of Housing and Property Services, in consultation with the Director of Resources, Director of Commissioning and Asset Management and Head of Law, be authorised to progress the procurement of a contract to secure the demolition of the Property either with the benefit of Brownfield Land Grant funding or through utilising existing resources available within the Housing Revenue Account, (HRA), Capital Budget.

            (Reason for decision:  It is considered to be the best way to secure the Authority’s own affordable housing development priorities and safeguard the wider delivery of housing in the Borough in order to meet with its Local Plan housing target. It will also secure the clearance of the site through the demolition of the Property which is gradually becoming derelict and is attracting vandalism and anti-social behaviour.)

To receive a report that seeks approval for adjustment to the Chief Officer Structure.

Cabinet considered a report seeking approval to the adjustment of two Chief Officer roles, namely, the Director of Services for Children and Adults and the Director of Commissioning and Asset Management together with the permanent appointments to the Director of Children’s Services and the Director of Adult Services posts, which had been filled on an interim basis since October 2022.

The Chief Officer structure was last considered by Cabinet at its meeting on

28 March 2022.  The departure of a Director to another Authority and the announcement of the retirement of one of the Directors meant that a further revision to the structure was proposed.  The current Chief Officer structure and proposed revision was set out in Appendix 1 and 2 of the report.

Cabinet considered the following decision options: to approve the proposed structure; or alternatively, to not agree the proposed structure and ask for further work to be done.

Resolved that (1) The adjustment of the role of the Director of Services for Children and Adults so that this Director becomes the Director of Children’s Services with effect from 31 December 2023, be agreed;

(2) the re-designation of the role of the Director of Commissioning and Asset Management to that of Director of Adult Services with effect from 31 December 2023, be agreed;

(3) the re-alignment of the responsibilities that currently sit within the Children’s and Adults Services Directorate and the Commissioning and Asset Management Directorate across the Chief Officer Team as set out in paragraph 1.5.9 of the report with effect from 31 December 2023, be agreed;

(4) the Chief Executive be authorised to take any further steps necessary and deal with any ancillary matters arising that are consistent with the preceding recommendations; and

(5) the Monitoring Officer be authorised to update the Constitution and associated documents as appropriate to reflect the changes in the Chief Officer structure including the Officer Delegation Scheme when the changes referred to in the preceding recommendations take effect.

(Reasons for decision:  It represents a considered response to the leadership requirements of the Authority; It strengthens capacity and leadership in areas which are priorities for the Elected Mayor and Cabinet; It reflects agreement following consultation and discussion with the Senior Leadership Team; and It represents value for money.)

Monday 31 July 2023 at 6.00pm.

Monday 31 July 2023 at 6.00pm