Agenda, decisions and minutes

1.

Title of Item/Report

Minutes of Various Bodies

2.

Record of the Decision

In accordance with the Council’s Constitution or previous practice the minutes of the meeting of the bodies indicated below are submitted to members for consideration:-

TSAB – 9 April 2025

TVCA Cabinet – 28 March 2025

RESOLVED that the minutes be received.

3.

Reasons for the Decision

To enable Cabinet to view the minutes of various bodies.

4.

Alternative Options Considered and Rejected

None

5.

Declared (Cabinet Member) Conflicts of Interest

None

6.

Details of any Dispensations

None

7.

Date and Time by which Call In must be executed

N/A

1.

Title of Item/Report

MTFP Update (Outturn 2024/25)

2.

Record of the Decision

Consideration was given to a report that updated Cabinet on the draft financial performance and position as at 31 March 2025.

The overall financial position was similar to the position projected at the end of December 2024, as outlined in the Budget report in February 2025, with a variance of £69,000 from the previously reported position. 

Actions taken to manage the overspend of £7m were agreed as part of the budget report, and the position was being carefully monitored.

Members were aware of the financial pressures going forward with the Powering our Futures Programme integral to identifying opportunities for resolving the gap. Significant progress had been made on this to date, and further reports would be presented throughout the year providing updates.

There had also been a notable movement in the Dedicated Schools Grant deficit, increasing to £6.7m as a result of growing numbers of children with Education, Health & Care Plans.

The Capital Programme had been updated to incorporate new schemes and reflect those schemes completed as at the financial year end.

RESOLVED that the outturn position for the year ended 31 March 2025 and the updated Capital Programme be noted.

3.

Reasons for the Decision

To update Cabinet on the Medium Term Financial Plan, including the outturn position for 2024/25.

4.

Alternative Options Considered and Rejected

None

5.

Declared (Cabinet Member) Conflicts of Interest

None

6.

Details of any Dispensations

None

7.

Date and Time by which Call In must be executed

N/A

1.

Title of Item/Report

Xentrall Annual Report 2024/25

2.

Record of the Decision

SUMMARY

Consideration was given to a report that reviewed the progress and performance of Xentrall Shared Services.

Xentrall Shared Services was a public sector partnership between Stockton-on-Tees Borough Council (SBC) and Darlington Borough Council (DBC). Established in May 2008, Xentrall was in its seventeenth year working jointly with both Councils supporting them in the delivery of their services.

The services delivered by the partnership were:

a.       Xentrall Design & Print (Printing Services, Design Services, Displays & Exhibitions)

b.       Xentrall Finance (Creditors, Debtors, Banking, Income, System Support & Development)

c.        Xentrall HR (Payroll, Pensions, Recruitment, System Support & Development)

d.       Xentrall ICT (Service Desk, End User Device Management, Platform, Applications, Architecture Strategy, Information Security)

The initial aim of Xentrall was to improve service performance and reduce the cost of the functions it delivers by £7.4m over the original ten-year period of the partnership. Xentrall surpassed this financial expectation by delivering £14m savings across the same period as reported to Members over previous years.

The quality and performance of services had also improved over the lifetime of the partnership through a range of past and continuing service improvements and developments.

This was a significant achievement for a public / public partnership and it compared very well to other private sector partnerships many of which had failed over the same period or been brought back in-house and for a variety of reasons.

In recognition of the on-going success of the partnership, in 2015 Members agreed to amend the original ten-year period into an on-going rolling agreement which continues to this day.

The partnership was governed by the Xentrall Executive Board, namely the Director of Finance, Transformation & Performance (SBC) and Executive Director – Resources and Governance (DBC), and was managed by the Assistant Director (Xentrall Shared Services).

Xentrall continued to perform very well and deliver developmental projects alongside its day-to-day services to both Councils and external customers.

Looking forward, activities would include:

a.       Xentrall Design & Print will continue to support both Councils, working closely with their respective Communications Teams and other services to ensure they all receive the solutions they need. The service is looking to reduce the number of prints produced on the printer/copier fleet at both Councils by using alternative bulk printing methods.

b.       Xentrall Finance will continue to work with both Councils have a number of projects planned or underway which include; implementing the migration of the main finance system and income management systems to a cloud-hosted solutions

c.        Xentrall HR wlll continue to work with both Councils and external academy customers in the exploitation of the HR/Payroll system and the MyHR employee interface and app. Legislative changes will continue to be applied to the system in a timely manner, as will the application of any pay awards as and when agreed.

d.       Xentrall ICT will continue to support both Councils and external customers with information and technology solutions.  ...  view the full decision text for item CAB/27/25

1.

Title of Item/Report

Treasury Management Practices Update

2.

Record of the Decision

Consideration was given to a report that provided an update to the delegations for treasury management activities included within the Treasury Management Practices.

In accordance with CIPFA’s Code of Practice for Treasury Management in the Public Services the Council has regard to the key recommendations when determining the current Treasury Management Strategy.

Accordingly, the Council creates and maintains, as the cornerstones for effective treasury management:-

•         A treasury management policy statement, stating the policies, objectives and approach to risk management of its treasury management activities.

•         Suitable Treasury Management Practices (TMPs), setting out the manner in which the Council will seek to achieve those policies and objectives, and prescribing how it will manage and control those activities.

The Council (i.e. full Council) will receive reports on its treasury management policies, practices and activities including, as a minimum, an annual strategy and plan in advance of the year.

The Council delegates responsibility for the implementation and monitoring of its treasury management policies and practices to the Audit and Governance Committee and for the execution and administration of treasury management decisions to the nominated Section 151 Officer (the officer with Responsibilities under Section 151 of the Local Government Act 1972) will act in accordance with the organisation’s policy statement and TMPs and CIPFA’s Standard of Professional Practice on Treasury Management.

The Council’s Treasury Management Strategy was last approved by Council in February 2025 as part of the Medium Term Financial Plan Update and Strategy Report.

The Treasury Management Practices were last approved by Council as part of the Medium Term Financial Plan Update and Strategy Report in February 2023 and cover the following topics

TMP 1 - Risk management

TMP 2- Performance measurement

TMP 3- Decision-making and analysis

TMP 4- Approved instruments, methods and techniques

TMP 5- Authority, clarity and segregation of responsibilities and dealing arrangements

TMP 6 - Reporting requirements and management information arrangements

TMP 7 - Budgeting, accounting and audit arrangements

TMP 8- Cash and cash flow management

TMP 9- Anti Money laundering

TMP 10 - Staff training and qualifications

TMP 11 - Use of external service providers

TMP 12 - Corporate governance

TMP 5; Authority, clarity and segregation of responsibilities and dealing arrangements, delegates responsibility for day to day treasury management activities to nominated officers within the finance service. Following the retirement of the Council’s existing Section 151 Officer (the officer with responsibilities under Section151 of the Local Government Act 1972), the delegations had been updated.  The updated TMP5 was attached to the report at Appendix A.

RECOMMENDED to Council that the updated TMP5 included at Appendix A of the report, including the updated officer delegations relating to treasury management activities be approved.

3.

Reasons for the Decision

Following the recent retirement of the Council’s Section151 Officer, the delegations for treasury management activities require updating.

4.  ...  view the full decision text for item CAB/28/25

1.

Title of Item/Report

Powering our Future Regeneration Mission Update

2.

Record of the Decision

Consideration was given to a report that provided an update on activity across the Powering Our Futures Regeneration mission with updates on the delivery of the Central Stockton and North Thornaby Blueprint, namely progression of key work strands linked to Care Health Innovation Zone and steps to bring about increased residential development across key sites and initial work to bring about the long term redevelopment of Tees Marshalling Yards under the new term for the area, Tees Central.  The report included updates across the existing committed wide ranging regeneration programme and sought decisions to enable the demolition of Golden Eagle in Thornaby, future opportunities for use of existing assets in Stockton town centre and progress on agreements to bring about redevelopment of Billingham town centre.

In July 2024, Cabinet approved a Blueprint which set out an exciting and innovative vision for the future development of Central Stockton and North Thornaby Areas. The blueprint outlined transformational change over the next 25 years by creating prosperous, vibrant places, fit for future generations by delivering modern, mixed-use neighbourhoods and a thriving town centre, helping to make sure it was a safe and welcoming place where people want to work, live and visit. It focused on eight key intervention areas in Central Stockton and North Thornaby as illustrated within the report.

The report provided an update on interventions across the blueprint area and set out next steps to progress specific sites and opportunities in relation to the redevelopment of the Tees Marshalling Yards, the delivery of Tees Valley Care and Health Innovation Zone and the delivery of town centre living and commercial opportunities for existing council land and assets.

Given the scale and significance of this regeneration opportunity, and to raise its profile at both a regional and national level, it was proposed that all future work would be delivered under the name ‘Tees Central’, which reflected both its geographic location and the scale of inclusive growth opportunity in the heart of the Tees Valley.

The report gave detail on the following areas of activity:-

- Tees Marshalling Yards

- Tees Valley Care and Health Innovation Zone (TVCHIZ)

- Stockton Waterfront

- Town Centre Living

- Stockton Town Centre Commercial opportunities

- The Shambles

- Stockton Town Hall

- Debenhams

- Splash

- Billingham – Levelling Up Fund

- Thornaby Pavillion Pool, Gym and Golden Eagle

- Cycleways

- NETA

- North Thornaby

- Yarm, Eaglescliffe and Preston Park – Levelling Up Fund

- Norton High Street

Following discussion Cabinet agreed to remove recommendation 4 that was contained within the report.

RESOLVED that:-

1. Recommendation 4 as set out in the report be deferred.

2. The initiation of the Tees Central project be approved as part of the Powering our Future Placemaking mission and the use of previously approved funds of £450,000 allocated to Municipal Quarter to  ...  view the full decision text for item CAB/29/25

1.

Title of Item/Report

Activ8 Billingham Forum Gym Expansion

2.

Record of the Decision

Consideration was given to a report that sought approval for the redevelopment and expansion of the Activ8 gym at Billingham Forum. The proposal included increasing gym capacity, upgrading facilities, and improving service quality to meet growing demand. The expansion was critical to sustaining Activ8’s financial performance and supporting public health objectives.

The Council had leisure facilities across the Borough; Billingham Forum, Billingham Forum Theatre, Thornaby Pavilion, Thornaby Pool, Splash and Ingleby Barwick Leisure Facility, Tees Barrage International White Water Course Centre. These were managed and operated on behalf of the Council by the Leisure Trust; Tees Active Limited. Activ8 Health and Fitness is the membership name operated by Tees Active Limited.

These assets offer a varied range of activities and experiences to local residents and visitors including swimming, ice skating and gym provision.

The UK fitness sector had shown strong post-COVID recovery, with Activ8 outperforming national trends. Billingham Forum was a very well used and highly valued asset by local residents, however the gym was constrained by gym capacity. Billingham Forum gym was operating at full capacity. The current Members Per Station (MPS) ratio would limit further and impact upon service quality.

The gyms across all of the Council’s leisure facilities were well used and highly regarded by residents and visitors. The Council had a proven track record of investing in leisure assets to maintain and improve high quality assets for the local community. The Council was investing in Stockton Splash and Thornaby Pavillion. Options had been considered to address the capacity and improve the gym provision at Billingham Forum.

Three options were detailed within the report.

The preferred option was a full expansion of the gym into underutilised areas (Studio 3 and dry-side changing rooms) to increase gym floor space and equipment provision. The new layout included:

•         Additional exercise stations

•         Two free weight/plate-loaded zones

•         Upgraded cardio and resistance equipment

•         Dedicated small group training and personal training areas

The estimated total project cost was £900,000, comprised of £650,000 relating to the internal building works and £250,000 relating to new equipment. The Council would fund the works to the internal fit out at an estimated project cost of £650,000 and TAL would fund the new equipment.

It was proposed that the Council’s investment would be funded by up to £650,000 of prudential borrowing, drawn down from the £20m Council Wide Investment Fund approved by Council as part of the Medium Term and Financial Plan Update and Strategy Report in February 2025, with allocations from that fund delegated to Cabinet.

The prudential borrowing repayments (£48,000 p.a.) would be covered by Tees Active Limited through the additional income generated.

Billingham Forum had a proven history of successful expansions, with income growing by 41% and 35% in 2017 and 2020 after previous expansions. Since opening Ingleby Barwick leisure Facility the gym had also been  ...  view the full decision text for item CAB/30/25

1.

Title of Item/Report

Outdoor Play Provision 2025

2.

Record of the Decision

Following the Scrutiny Review of Outdoor Play Provision, in April of 2024, the Crime and Disorder Select Committee (now renamed) recommended that officers should prepare a strategy (later approved by Cabinet) which included the following elements:

•         The Council’s aims in relation to the provision of outdoor play spaces.

•         The locations and assessments of existing and outdoor play provision, as well as any planned developments.

•         The key challenges associated with providing these spaces.

•         How the Council will seek to address these key challenges (including guiding principles).

•         Timelines for action and who will be accountable.

Following extensive consultation with officers and evidence gathering the initial sections of the Strategy for Council Outdoor Play Provision 2025 had been prepared and was attached to the report.

The Borough had 56 play areas which were available for the public to use free of charge at all reasonable times:

•         40 were owned and managed by Stockton Borough Council,

•         9 were owned by town / parish councils but managed by the Borough Council. 

•         7 were owned and managed by housing developers / management companies.

There were plans for a further 12 play areas to be delivered over the next few years (3 to be provided by the Council and 9 to be provided by housing developers) although this was subject to change.

The Strategy aimed to:

•         Maintain a range of good quality play areas and informal sport facilities

•         Achieve a fair and equitable distribution of outdoor play provision across the Borough

•         Deliver welcoming, accessible and inclusive play spaces, while acknowledging that not all sites can cater for all needs and abilities

•         Ensure the overall scale of provision is at a level which is sustainable in terms of Council resource

By allocating an additional £150,000 pa to the parks, open spaces, cemeteries and allotments budget, the council will be able to retain approximately 30-35 play areas in addition to the new play provision planned for the Stockton Waterfront urban park.  Approximately 7-12 sites would be subject to phased de-commissioning.  

Recommendations for specific sites would be included in the final version of the strategy following detailed analysis of play provision using data referenced in Chapter 6 (page 19) of the first stage strategy document.

RESOLVED that:-

1. The first stage strategy document including the principles set out in Chapter 5 of the strategy document be approved.

2. The requirement of additional revenue funding of £150,000 per annum from 2026/27 onwards be noted.  This would enable the Council to retain approximately 30-35 play areas in good condition, in addition to the new play area at Stockton Waterfront urban park.  Approximately 7 to 12 play areas would be subject to removal of play equipment at end of life and repurposing of sites for recreational open space. Funding would be considered as part of the  ...  view the full decision text for item CAB/31/25

1.

Title of Item/Report

Powering our Future - Transformation Review Children in our Care

2.

Record of the Decision

Consideration was given to a report that presented a proposal for modernising the fostering service in Stockton-on-Tees following a comprehensive review, options appraisal and development of a business case. The objective was to address the declining number of foster carers and the increasing number of children in external private provider care, to support better outcomes for children in care, and help give them the best start in life. The proposal aimed to build sufficiency within the mainstream fostering service by encouraging new foster carers, retaining existing ones, and meeting the diverse needs of children in care.

Proposals in the report were an important part of the approach to reduce inequality by prioritising Early Help and Prevention, supporting more children to live within safe and inclusive communities.

The Council’s Mission Statement and wider Powering Our Future Programme, prioritised Early Help and prevention, supporting more children to live in safe and inclusive communities that provide them with opportunities to thrive. This means working differently with communities, to harness the strengths that exist to build resilience and independence.  

In April 2024, Cabinet agreed to a review of Children in our Care as part of phase 1 of the Transformation Programme. This provided clarity on the scope and objectives for the review, in alignment with the Council’s Mission Statement.

The review had led to a comprehensive understanding of challenges making use of research, data and intelligence. Findings and drivers for change along with options and proposals were summarised as follows:-

 - Stockton-on-Tees Borough Council faces challenges with a high number of children in care (564 as at 10.04.25) and a reducing number of in-house fostering households (81 as at 10.04.25), This has led to a reliance on Independent Fostering Agencies (IFAs) and external residential care, which are costly and often place children outside the borough.

 - The costs associated with using external providers are extremely high compared to mainstream fostering. Additionally, the lack of local placements means social workers must travel long distances to visit children, increasing workloads and reducing the frequency of contact. External providers often serve short notice on placements, causing instability and escalating children's needs, which leads to a cycle of increasingly complex needs and higher costs.

 - Due to the shortage of foster placements, emergency placements sometimes result in unregulated care arrangements, which are unlawful and require additional risk management. This practice has brought scrutiny from Ofsted, the Department for Education, and the Children's Commissioner, highlighting the urgent need for more regulated foster care options.

 - As of 10th April 2025, 69% of the 564 children in care were in foster care placements, with 104 children placed with SBC Foster Carers, 102 with Independent Fostering Agencies (IFA’s) and 183 with Connected Carers. The remaining 173 children were in residential care, regulated supported accommodation or other placements.

- The number  ...  view the full decision text for item CAB/32/25

1.

Title of Item/Report

Schools Capital Investment Strategy - Northfield and Oxbridge

2.

Record of the Decision

Consideration was given to a report that sought approval for the allocation of capital funding to support two priority projects under the Council’s School Investment Strategy: the refurbishment of pupil toilet facilities at Northfield School and funding for final stages of the development at Oxbridge Primary School.

In October 2022, Cabinet approved the revised proposals relating to the school investment strategy of unallocated funds to support investment in Oxbridge Lane Primary School and Bishopton Centre Pupil Referral Unit.   Whilst the works on Bishopton Centre completed in April 2024, with the introduction of 20 additional places for children who require alternative provision, the outlined works at Oxbridge Primary School require further investment prior to completion.    Further agreed investment at that time, for SEND Provision at Abbey Hill at North Shore and Ash Trees at Billingham South are now complete, operational and running at capacity.

In Spring 2025, following allocation of funding by the Department for Education and further funding being obtained, the Council had £9.31m of unallocated capital funding from a range of sources (a summary is provided below).   Whilst a separate report was being prepared in respect of proposed capital investment relating to required SEND provision, a further request was being made to invest in completion of the Oxbridge Lane Primary School works and for consideration of investment in Northfield School.

•         £1.56m Unallocated Basic Need Grant

•         £3.87m Unallocated High Need Capital Funding

•         £3.88m of Developer Contributions towards education

A significant amount of this was proposed to be invested into SEND provision in Stockton and a separate report would be presented to Cabinet to this effect. However, there was sufficient funds available within the £9.31m available to deliver the £1.66m worth of proposals in this report.

There were no cost saving or cost avoidance attached to this investment.

RESOLVED that:-

1. An additional £500,000 of capital funding be agreed to complete the building works at Oxbridge Primary School.

2. £1.16m of capital funding be invested to install additional toilet block facilities at Northfield School & Sports College.

3. Authority be delegated to the Director of Children’s Services, in consultation with the Cabinet Member for Children and Young People, to take all necessary steps to deliver the projects within the approved budgets.

4. The transfer of budget caused by cost variations within the approved programme be delegated to the Section 151 Officer and the Director of Children’s Services in consultation with the Cabinet Member for Resources and Transport and the Cabinet Member for Children’s and Young People.

3.

Reasons for the Decision

Cabinet approval is required for the following reasons:

•         Both projects involve significant capital expenditure. In accordance with Council governance procedures, Cabinet approval is necessary to authorise the approval and investment of the required funds.

•         These investments are integral to the delivery of Stockton’s wider education strategy, addressing  ...  view the full decision text for item CAB/33/25

1.

Title of Item/Report

Schools Capital Investment Strategy SEND St Johns and Mill Lane

2.

Record of the Decision

Consideration was given to a report that sought approval for capital investment in the development and enhancement of Special Educational Needs and Disabilities (SEND) provision across the Borough. This funding would support two planned projects aimed at increasing local capacity and ensuring the Council meets its statutory obligations to children and young people with SEND.

The two planned projects were at St John the Baptist Primary School and Mill Lane Primary School. The report contained the full details of the planned projects.

RESOLVED that:-

1. £5.35m of capital funding be invested at St John the Baptist Primary School, to undertake necessary building work and essential works to the school to maintain the 24 SEND Unit places and allow for the displaced early years provision to be reunified in the main school building.

2. £1.7m of capital funding be invested at Mill Lane Primary School, to create a SEND Unit for children with Speech, Language and Communication Needs.

3. Authority be delegated to the Director of Children’s Services, in consultation with the Cabinet Member for Children and Young People, to take all necessary steps to deliver the projects within the approved budgets.

4. The transfer of budget caused by cost variations within the approved programme be delegated to the Section 151 Officer and the Director of Children’s Services in consultation with the Cabinet Member for Resources and Transport and the Cabinet Member for Children’s and Young People.

5. Authority be delegated to the Director of Children’s Services, in consultation with the Section 151 Officer and Cabinet Member for Children and Young People, to allocate the contingency of £600,000 if required within the approved programme.

3.

Reasons for the Decision

Cabinet approval is required for the following reasons:

•         The scale of the proposed capital expenditure.

•         Investment is essential to meeting growing and changing demand for SEND places, fulfilling statutory duties under the Children and Families Act 2014.

•         Increasing local provision will help reduce escalating high needs expenditure on high cost out of area placements and pressures on community transport.

•         Timely approval is necessary to meet key deadlines for design, procurement, and delivery to ensure commencement of work to begin in the upcoming academic year.

4.

Alternative Options Considered and Rejected

None

5.

Declared (Cabinet Member) Conflicts of Interest

Councillor Pauline Beall declared an Other Registerable Interest with regard to agenda item 14 - Schools Capital Investment Strategy SEND St Johns and Mill Lane as she was a member of the Governing Body at Mill Lane Primary School. Councillor Pauline Beall withdrew from the meeting and left the room during consideration of the item.

6.

Details of any Dispensations

None

7.

Date and Time by which Call In must be executed

Midnight, Friday, 25 July 2025

1.

Title of Item/Report

Air Quality Strategy 2025-2030

2.

Record of the Decision

Consideration was given to a report on Air Quality Strategy 2025-2030.

Poor air quality was one of the largest risks to public health and DEFRA required all Local Authorities to produce an Air Quality Strategy. The purpose of this was to ensure air quality was at the forefront of Council decision making whilst also protecting the health and well-being of those who live and visit our borough.

Within Stockton-on-Tees, Environmental Health were responsible for monitoring the levels of air quality using two automatic sites and 15 diffusion tubes strategically placed throughout the Borough in areas of high volumes of traffic or in locations where concern about the air quality had been raised. The Air Quality levels within Stockton-on-Tees were better than the national standard which meant the Council did not need more stringent measures seen in other areas of the country such as Air Quality Management Areas. In fact, over the past five years, since 2019, there had been continuous improvement in air quality levels each of the monitoring locations. 

Even though the Council was seeing improvements locally, it was known there was more to do to protect local communities. The purpose of the report was for Cabinet to approval of the draft Air Quality Strategy for Stockton-on-Tees which would be in place from 2025 until 2030. The strategy contained 42 measures which aimed to improve air quality levels further, whilst encouraging behavioural changes from Council operations, residents, businesses and visitors to the Borough.

RESOLVED that the draft Air Quality Strategy for Stockton-on-Tees 2025-2030 be approved.

3.

Reasons for the Decision

The production of the Stockton-on-Tees Air Quality Strategy was mandatorily brought forward by the Department for Environment, Food & Rural Affairs (DEFRA) to coincide with the requirement to report in to central government annually for local air quality standards. This reporting is issued via the Annual Status Report (ASR) and are a key part of Local Air Quality Management (LAQM). This annual report is submitted to the government each year at the end of May.

The production of the Air Quality Strategy aims to improve local air quality standards and as such continue to make Stockton-on-Tees a great place to live, work and visit - a Borough that residents can be proud of. It will be a vibrant and diverse place with an environment that is well looked after and outdoor spaces to enjoy.

The adoption of the Air Quality Strategy will improve local air quality for the benefit of all residents, businesses and visitors of the borough alike.

4.

Alternative Options Considered and Rejected

None

5.

Declared (Cabinet Member) Conflicts of Interest

None

6.

Details of any Dispensations

None

7.

Date and Time by which Call In must be executed

Midnight, Friday, 25 July 2025

1.

Title of Item/Report

Hotel Company Report

2.

Record of the Decision

Consideration was given to a report that sought approval to update the governance arrangements for the Council’s wholly owned hotel company, Stockton Hotels Company Ltd, and its parent company, Stockton Borough Holding Company Ltd. The proposed changes were intended to update the Council’s role as shareholder, further strengthen board composition through the introduction of independent expertise and establish a single, Shareholders’ Agreement to codify key controls and expectations.

The measures would reinforce oversight and reflect good practice in the governance of local authority trading companies.

RESOLVED that:-

1. The development of a new Shareholders’ Agreement covering both Stockton Borough Holding Company Ltd (HoldCo) and Stockton Hotels Company Ltd (HotelCo) be approved.

2. The Council’s shareholder representative shall continue to be the officer exercising the statutory Section 151 responsibilities, following the retirement of the previous postholder.

3. The proposed enhancement of the HotelCo board through the appointment of independent non-executive directors with relevant commercial or hospitality experience be approved.

4. Tracey Carter, Director of Regeneration & Inclusive Growth be appointed as a council appointed director of each company.

5. Authority be delegated to the Director of Corporate Services, the Section 151 Officer and the Chief Executive to finalise the Shareholders’ Agreement in consultation with the Leader of the Council.

3.

Reasons for the Decision

The proposals represent a strengthening of the Council’s governance of its trading companies. By updating shareholder arrangements and enhancing board capability, the Council will ensure that its hotel company structure remains robust, accountable and aligned with its objectives.

4.

Alternative Options Considered and Rejected

None

5.

Declared (Cabinet Member) Conflicts of Interest

None

6.

Details of any Dispensations

None

7.

Date and Time by which Call In must be executed

Midnight, Friday, 25 July 2025

1.

Title of Item/Report

Car Parking Charges

2.

Record of the Decision

Consideration was given to a report on car parking charges in the Yarm and Stockton.

In October 2024, Cabinet made the decision to remove the first free hour of car parking across Council owned car parks in Stockton and Yarm. The decision to remove the free hour was taken with the aim of balancing the need to cover the costs of maintaining and managing car parking, with the desire to ensure our town centres remain attractive to shoppers.

At that October meeting a commitment was also made to reviewing the new arrangements to consider the impact on residents, visitors, and council finances.

At the May 2025 Full Council meeting, a motion was passed which recommended that Cabinet consider reversing this decision in respect of Yarm. As the policy decision applies to both Stockton and Yarm, and as there was an earlier Cabinet commitment to review the impact across both towns, the report set out the suggested scope for the review of charges, including consideration of impacts to businesses and residents.

The report also outlined the actions taken to mitigate any negative impact and the initial findings in relation to car park occupancy and footfall, as context for the review.

RESOLVED that the initial data in relation to parking in Yarm and Stockton be noted and the scope of the review of car park charges set out in the report be approved.

3.

Reasons for the Decision

To enable Cabinet to respond to the motion approved at May 2025 Full Council relating to the removal of the free hour car parking in Yarm.

4.

Alternative Options Considered and Rejected

None

5.

Declared (Cabinet Member) Conflicts of Interest

None

6.

Details of any Dispensations

None

7.

Date and Time by which Call In must be executed

Midnight, Friday, 25 July 2025