Middlesbrough Council reveal plans to shake up running of local authority following 'savage cuts'

Draft Change Programme document sets out council's approach to change in next three years to meet the challenges of Government cuts

The details of Middlesbrough Council's plans to shake up the running of the local authority following “savage cuts” to the budget have been revealed.

The Change Programme was first announced last year as a series of proposals to be considered to meet the challenges of Government cuts to funding.

The draft Change Programme document, presented to executive at a meeting yesterday afternoon, sets out the council’s approach to change in the next three years.

It specifically looks at ensuring service standards, the Mayor’s Vision for Middlesbrough, changes to senior management and implementing a new operating model for the local authority.

The Mayor’s Vision for Middlesbrough, published in 2012, was for the town to be “the place to live, work and visit” and was supported by three strategic aims: a town that is clean, safe and healthy; a learning town, in which families and communities thrive; and a town that continues to transform.

Following on from these three objectives, Councillor Mike Carr, executive member for the Change Programme outlined nine supporting outcomes to achieve the Mayor’s Vision.

In short, these are:

• Providing, maintaining and enhancing transport, public buildings, parks, streets and open space;

• Securing economic development and physical regeneration to create jobs and housing;

• Providing services and support to communities;

• Promoting effective learning for children and adults;

• Protecting and safeguarding vulnerable adults and children;

• Providing support to help families and adults in need and maximise their independence;

• Promoting healthy living and protecting the public from health related issues in the community;

• Ensuring the financial assets, services and physical assets of council supports services;

• Ensuring that the democratic and governance processes are robust.

The CP also looks at a future operating model for the council to create a culture where there is “strong leadership and accountability” and local need is identified and met.

It was agreed at the executive meeting that the draft CP was endorsed prior to engagement with members and other stakeholders and will be considered at a full council meeting on May 14.