Agenda item

Public Question submitted by Sarah Moreland for response by the Leader of the Council (Cllr Lisa Evans):

 

“How many additional staff have SBC employed over the last 8 years and what percentage are working from home?”

 

On behalf of the Leader of the Council, the Deputy Leader and Cabinet Member for Resources and Transport responded with:

 

““Thank you for the question.

 

From 2017 to 2025, the Council’s workforce—excluding maintained schools—increased by 111 people, from 3,183 to 3,294. That’s a rise of around 3.5%.

 

However, this modest increase follows a more significant reduction earlier in the decade. In 2011, the Council employed over 4,260 people. That number fell sharply in the years following austerity, and while we’ve seen gradual stabilisation since around 2018, the overall workforce remains nearly 1,000 people smaller than it was in 2011.

 

This is part of a wider national picture. According to the Local Government Association, more than 90% of councils are now facing recruitment and retention difficulties, and that includes us—particularly in areas such as social care.

 

On homeworking, we don’t hold live, centralised data on how many staff are working remotely at any one time, as working patterns are managed at service level to suit operational needs. That said, approximately 50% of roles are eligible for some form of flexible or remote working. Among those, most staff do work flexibly to some degree.

 

These arrangements are supported by our Smarter Working Policy, which is a key part of our Colleagues Powering Our Future mission. That mission is about empowering our workforce to do the best they can for our communities, using their skills and knowledge to meet the changing needs of the Borough.

 

Smarter working also allows us to be more efficient—it has enabled us to rationalise our office estate, reducing costs for residents and helping us modernise the way we work. It also makes the Council more inclusive, giving opportunities to people with different availability, such as those with caring or parental responsibilities, who want to stay active in the workforce.

 

We are committed to being an employer of choice, with a diverse, talented and empowered workforce that’s fit to meet the future demands of the Borough and deliver our ambitious plans for our residents.

 

We are passionate about ensuring we have a passionate and productive workforce. Our working policies enable us to appeal to a wide range of potential employees and provide flexibility within reason for our existing workforce. The labour market is constantly adapting, particularly post covid, and we must ensure that we continue to be an attractive employer against strong private and public sector competition.”

 

Sarah Moreland asked the following supplementary question:

 

“With regard to those staff who work from home, is there a limit on the number of days they may do so?”

 

The Deputy Leader and Cabinet Member for Resources and Transport responded with:

 

“There is no specific limit, instead working patterns are decided on a team-by-team basis under a hybrid model with officers attending the office when required.”

 

Public Question submitted by Sarah Moreland for response by the Leader of the Council (Cllr Lisa Evans):-

 

“Can SBC confirm if the Stockton Hilton Hotel is or ever has been used to house asylum seekers?  If it has how much did this cost the council?”

 

The Leader of the Council responded with:

 

“Despite lots of misinformation and rumours, the Hilton Hotel has never been used to house asylum seekers”

 

Public Question submitted by Mo Waqas for response by the Leader of the Council (Cllr Lisa Evans):-

 

“With the recent increase in employer National Insurance Contributions from 13.8% to 15% and the reduction of the earnings threshold to £5,000, businesses in Stockton-on-Tees face significant financial challenges. Given that sectors like retail and hospitality are already vulnerable and may experience further strain, what specific measures is the Council implementing to support local businesses and prevent potential job losses in our community?”

 

The Leader of the Council responded with:

 

“In Stockton-on-Tees Borough Council, we have an excellent business support team that offers tailored services whether to a startup or an established business. The team offer a direct link to the wider business support landscape across the Tees Valley across the Tees Valley working with partners to connect local businesses with funding, training, innovation, export and growth opportunities.

 

We have tailored support on workforce development and apprenticeship schemes through our excellent employment and training hub. The hub also offers hands on recruitment support from job vacancy promotion and candidate matching to bespoke pre-employment training to help business save time and money. All of these services are free and we have excellent relationships with our local businesses to help and support when needed.”

 

Mo Waqas asked the following supplementary question:

 

“To prevent money draining out of the local economy, can the Council guarantee that procurement policies will prioritise local suppliers?”

 

The Leader of the Council responded with:

 

“We have lots of policies in place to support local business and independents and want to see out local businesses thriving.”

 

Public Question submitted by Mo Waqas for response by the Leader of the Council (Cllr Lisa Evans):-

 

“With Stockton-on-Tees Borough Council facing a projected funding gap of £7.78 million for the 2025/26 financial year, representing 3.18% of its revenue budget, and the recent approval of a 4.95% Council Tax increase to address these financial pressures, what specific measures is the Council implementing to ensure essential public services are maintained without placing an undue financial burden on residents?”

 

On behalf of the Leader of the Council, the Deputy Leader and Cabinet Member for Resources and Transport of the Council responded with:

 

“Stockton-on-Tees Borough Council, like many local authorities nationwide, continues to experience significant financial challenges. Between 2010 and 2024 the council’s budget was cut by over £1 billion in real terms. The government has given a commitment to review local authority funding through the fair funding review and we have seen this year an increase in government funding. The projected overspend of £7.7 million for the 2024/25 financial year is largely due to increased demand for services. The pressures on adult social care and children's services are well documented around the country. The shortfall for this financial year was addressed in the budget approved by the Council in February. As a reminder, there was no proposal presented at that meeting by any political group that would have reduced council tax for this financial year.

 

We are dedicated as an organisation to constantly reviewing what we do and finding new and innovative ways to work to ensure that every penny of taxpayers money is spent as effectively as possible. The Council is embarking on a transformation programme to deliver savings and improve service delivery. This initiative aims to deliver £9m, and to date, £5.8 million in savings have already been identified, with further options currently under exploration.”

 

A public question was submitted by Hadia Malik for response by the Leader of the Council, Cllr Lisa Evans. However, as Ms Malik was not present at the meeting, it was advised that a written reply would be sent to her.

 

A further public question was submitted by Hadia Malik for response by the Cabinet Member for Health and Adult Social Care, Cllr Pauline Beall. However, as Ms Malik was not present at the meeting, it was advised that a written reply would be sent to her.

 

Public Question submitted by Luke Frost for response by the Cabinet Member for Environment, Leisure and Culture (Cllr Nigel Cooke):-

 

“The impact of fly tipping within our communities are costing the council dearly, what is being done to prevent fly tipping within our urban areas?”

 

The Cabinet Member for Environment, Leisure and Culture responded with:

 

“Firstly, there are now tougher penalties – Councils are cracking down on offenders with fines and even seizing vehicles used for dumping waste. Resent proposals from Central Government will make enforcement action faster to tackle this blight on communities.

 

Secondly, we’re making good use of surveillance technology – CCTV and mobile cameras are being used in areas where fly-tipping happens often.

 

Thirdly, public education remains an essential tool– Waste awareness campaigns are helping people understand the impact of fly tipping and how to dispose of waste properly. Engagement with schools and other community groups also regularly occur as we look to take a preventative approach by educating people on the right way to reduce and dispose of waste.

 

Fourthly, we will continue to targeting illegal waste collectors – We are encouraging people to use licensed waste carriers and are taking action against unregistered and unlicensed carriers operating in our community alongside partners such as the Environment Agency and Cleveland Police.

 

These efforts aim to keep our communities cleaner and reduce the cost of dealing with illegal dumping.”

 

Public Question submitted by Luke Frost for response by the Cabinet Member for Access, Communities and Community Safety (Cllr Norma Stephenson):-

 

“Councillors across the Borough are using ward budgets to pay for CCTV, can the council breakdown the costs per ward and how many CCTV cameras are currently being paid for in this way within each ward?”

 

On behalf of the Cabinet Member for Access, Communities and Community Safety, the Leader of the Council responded with:

 

“Community Safety is a key priority for this Council and this is why we have invested heavily in our frontline services including CCTV and enforcement officers.

 

Our Control Room Operatives undertake a vital and often unseen role, protecting us 24 hours per day, 365 days per week. In the last 12 months, this brilliant team responded to nearly 8000 incidents across the borough which resulted in 947 arrests. We currently have over 600 cameras monitored in our state-of-the-art control room. These cameras are located in key strategic areas which data and intelligence tells us crime is occurring. We also recognise that some Councillors also have priority areas in their own ward based on resident's concerns. There are currently 15 CCTV cameras which have been funded in this way, in the last financial year.

 

WARD	COST PER ANNUM
Billingham North	£3,900.00
Bishopsgarth and Elmtree	£8,200.00
Hartburn	£7,800.00
Mandale and Victoria	£3,900.00
Newton	£11,700.00
Norton South	£3,900.00
Village	£11,700.00
Yarm	£8,574.00

 

Public Question submitted by Jacob Jervis for response by the relevant Cabinet Member:-

 

“Speaking to a close resident, he encountered an unfortunate situation where his car was set on fire by youths. Later on it was confirmed these youths were housed within residential care. He later found this attack was mistaken identity but was drug related. How do you plan on getting social workers to take measures to protecting children from the ever increasing dangers of drugs and crime?”

 

The Cabinet Member for Children and Young People responded with:

 

“I want to begin by acknowledging the deeply troubling incident that has been raised here tonight. This is completely unacceptable. No resident should have to live in fear, and no child should ever end up in a situation where they’re involved in crime or drug-related violence.

 

We take this incredibly seriously. But I also know that we need to look beyond the immediate headlines to understand the why. Why are some of our most vulnerable young people ending up in these situations? And what are we doing to stop it?

 

The answer lies not just in reacting to crime—but in tackling its root causes.

That’s why this Council has committed to the Fairer Stockton-on-Tees Framework. Because the uncomfortable truth is this: poverty, inequality, and exclusion are feeding a cycle that puts vulnerable children at risk of exploitation.

 

It is a sad fact that some young people in Stockton grow up facing limited opportunities. Some are living in poverty, others are excluded from school, or struggling with mental health without the support they need. These aren’t excuses—these are warning signs. And if we don’t act early, criminal gangs and drug networks will step in where public services have been stretched too thin.

 

That’s why we are:

·         Investing in early help and youth support, especially in our most disadvantaged neighbourhoods.

·         Creating a dynamic space with the No Limits Hub in the heart of the town centre to engage children and young people creatively.

·         Utilising innovative resources for training and awareness raising for example the use of immersive VR headsets to raise awareness of exploitation and criminal exploitation and how quickly things can spiral out of control so that our young people are more aware of the risks and how to spot the signs of exploitation.

·         Assigning key workers to consistently respond to the same children who go missing from home, fostering strong relationships and identifying necessary interventions.

·         Accepting referrals for children aged 10-17 involved in repeated anti-social behaviour, aiming to provide support and intervention with our Turnaround programme

·         And crucially, pushing for long-term solutions—more jobs, better education, and secure housing—to give every young person a chance at a better future.

 

But let’s be honest. We can’t do this alone. Years of government cuts have left our services under immense pressure. If we’re serious about protecting children and keeping our communities safe, we must confront the causes, not just respond to the symptoms.”

 

Public Question submitted by Jacob Jervis for response by the relevant Cabinet Member:-

 

“How do you plan on tackling youth and drug related gangs in Billingham?”

 

The Cabinet Member for Children and Young People responded with:

 

“Tackling crime and anti-social behaviour in all our communities is a top priority for this Labour-led Council. Unlike others who talk tough but deliver little, we are taking real action—and it’s making a difference. Across Stockton-on-Tees, we’ve seen significant reductions in recorded crime and disorder, but we know the job isn't done. That’s why in Billingham, we’re leading from the front to confront youth crime and drug-related issues.

 

Our approach is clear: a Labour solution built on prevention, partnership, and enforcement. Working through the Safer Stockton Partnership and in close collaboration with Cleveland Police, teams are in schools, youth services, and on the streets—identifying young people at risk of exploitation before gangs get to them.

 

Through CURV (Cleveland Unit for the Reduction of Violence), we’re using a public health approach that tackles the root causes of violence, not just the symptoms. This is real early intervention—officers visiting schools, engaging with teachers, and supporting parents to divert young people from harm before it's too late.

 

We’ve increased visible patrols, backed by intelligence-led operations that are disrupting drug networks and gang activity. We’re also investing in our Community Safety teams and reviewing our youth services, creating safer spaces where young people can find support, take part in positive activities, and build brighter futures. That’s the Labour difference—we don’t just police problems, we prevent them.

 

And let’s be clear: this is only possible because of our firm commitment to partnership working and our push for increased police numbers in Stockton. We’ve fought for—and secured—more officers on the ground, because our communities deserve to feel safe and be safe.

 

While others cut services and chase headlines, Labour is delivering results: safer streets, stronger communities, and real hope for our young people. There’s more to do, and we’re not slowing down. Labour will keep leading the fight against crime—with our communities, not just for them.”

 

Public Question submitted by John McDermottroe for response by the Cabinet Member for Regeneration and Housing (Cllr Richard Eglington):-

 

“Has a date been fixed to start the demolition of the West Precinct at Billingham Town Centre & how long is the whole regeneration set to take?”

 

The Cabinet Member for Regeneration and Housing responded with:

 

“At this stage it is anticipated that demolition of West Precinct will begin in Spring 2026.  This date is not fixed, with a start to any demolition works dependent upon finalising arrangements between the Council and the town centre owners as well as the relocation of tenants from West Precinct.”

 

Public Question submitted by John McDermottroe for response by the Cabinet Member for Regeneration and Housing (Cllr Richard Eglington):-

 

“Is SBC paying for the relocation of the current West Precinct occupants & will their new premise refurbishments be paid for? or is this coming out of the £20M Government funding?”

 

The Cabinet Member for Regeneration and Housing responded with:

 

“Any eligible costs associated with the relocation of occupants of West Precinct will be met through Levelling Up Fund.  The cost and works to enable vacant possession of West Precinct will be assessed on a case by case  basis.”

 

Public Question submitted by Julie Dolan for response by the Leader of the Council (Cllr Lisa Evans):-

 

“Regarding the move to Dunedin House, are the new council offices leased or purchased and what is the cost and how is that paid for?  What are the plans for the old unused SBC buildings?

 

The Leader of the Council responded with:

 

“Dunedin House is owned by the Council. We previously had a plan to purpose build new council offices on the riverside. However, Dunedin House became available offering us a significant saving. Previously staff were housed over many separate buildings which required significant investment to maintain. Dunedin House was purchased in 2021 costing £3.2m including stamp duty and other fees. The purchase costs were funded by prudential borrowing as part of the wider office accommodation rationalisation strategy. The future use of the remaining corporate administration buildings are considered as part of the Council’s Strategic Asset Management Plan which is ongoing.”

 

Julie Dolan asked the following supplementary question:

 

“What savings will there be from the move?”

 

The Leader of the Council responded with:

 

“Savings are significant and can be provided after the meeting. The move has allowed us to bring Council staff under one roof, saving on repairs of the different buildings which can now be re-purposed and put up for sale.”

 

Public Question submitted by Julie Dolan for response by the Leader of the Council (Cllr Lisa Evans):-

 

“The Stagecoach Depot on Portrack has been fitted with new transformers and about 30 charging points - did the council contribute to this and if so by how much, what was the funding strategy and how does this benefit the taxpayer?”

 

On behalf of the Leader of the Council, the Deputy Leader and Cabinet Member for Resources and Transport responded with:

 

“Stockton-on-Tees Borough Council did not contribute to the installation of new charging points and electrical infrastructure at Stagecoach’s Depot. This was a jointly funded scheme by Stagecoach, the Tees Valley Combined Authority and the Department for Transport to enable the roll out of Zero Emission Buses.”

 

Julie Dolan asked the following supplementary question:

 

“Is there a likelihood that bus fares will be increased to cover the investment?”

 

The Deputy Leader and Cabinet Member for Resources and Transport responded with:

 

“That is a matter out of our control and you should raise this with the Tees Valley Mayor.”