Good morning everyone and welcome to the cabinet meeting.
I'm councillor Amanda Hopgood, leader of Durham County Council and chair of the meeting.
This meeting has been broadcast live through our YouTube channel.
Before we commence with today's formal business,
I'd like to cover some of the housekeeping issues for us all to follow.
Please switch off or make silent your mobile phones and all other devices.
Keep microphones switched off at all times unless invited to speak by myself as the chair.
When invited to speak, please switch on the microphone nearest to you and introduce yourself.
So with that, we'll move on to the agenda.
Item one is public questions.
We haven't received any public questions for today's meeting.
Item two, minutes.
Can I have a mover and seconder to the minutes of the meeting on the 15th of May, please?
Mover, chair.
Thank you.
Seconder?
Seconder, chair.
Thank you.
Can we agree the minutes are a correct record?
Okay, I can confirm that the minutes are agreed.
Item three, declarations of interest.
Are there any declarations from members this morning, please?
No? Okay.
Item four, northeast evolution combined authority borrowing powers.
Can I ask John Hewitt, chief executive, to present the report, please?
Yeah, thank you, chair.
And this report seeks cabinet's agreement to consent to the making of regulations
to provide the new mayoral combined authority with borrowing powers in line
with the agreed devolution deal.
The borrowing powers are important to ensure NECA has the flexibility
to manage its investment fund over the term of the devolution deal.
The report seeks in principle agreement to consent to the making of the regulations
with delegation to myself to provide the consent when requested by the Secretary of State.
It is important that the constituent councils across the NECA area provide consent
so that the regulations can be taken forward
at the earliest opportunity following the general election.
The recommendations are set out in paragraph five of the report, chair.
Thank you.
Thanks, John.
So as has been set out, securing borrowing powers for NECA in relation
to non-transport functions is an important step to ensure
that the authority can discharge its functions
and deliver its vision, policies, and priorities.
The intention for the authority to have such powers was set out in the scheme
which was subject to public consultation.
The government had intended to lay the required regulations in early July
so that they could be approved by parliament before the summer recess.
The calling of the parliamentary general election means
that that time scale is no longer achievable.
However, it is important that each constituent authority has the necessary consents in place
so that the regulations can be progressed without delay once parliament convenes following
the election.
I therefore move the recommendations set out in paragraph five to the report.
That's Councillor Richard Bell.
Happy to second the report and recommendations, chair.
Thank you.
Is there anyone else wishing to speak?
Okay. Can we agree the report and its recommendations, please?
Agreed.
Okay. I can confirm that the recommendations are agreed.
Item five is early help strategy 2024 to 2026.
Can I ask John Peay as corporate director of children
and young people services to present the report, please?
Thank you, chair.
The purpose of the report is to request cabinet endorses the early help strategy 2024 to 2026
and the full strategy is attached to the report for information.
It was agreed to review our partnership approach to early help and that commenced
in 2023 alongside key stakeholders as well as children, young people and their families.
The strategy sets out the priorities for the early help partnership which is underpinned
by our local implementation of a number
of national initiatives including supporting families, family hubs and start for life.
The strategy has been produced in conjunction with children, parents,
carers and our local partners including the voluntary community sector.
Our vision, the needs of our communities, how the early help system works in the county
and our approach to working with children and families are described in a clear
and accessible way in the strategy.
It also looks back at the previous five years to reflect
on what the partnership has achieved to date as well
as looking forward with our future commitments.
The priorities for the partnership are set out on page 10 of the strategy and are based
on our current data and intelligence
of children and family's needs alongside what they've told us is important for them.
We need to measure how we are progressing against our priorities to have--
so section on page 11 of the strategy describes how we will know if our approach is working.
Early help is a really critical part of our work so getting support to children and families
at the right time to prevent escalation in need is absolutely essential and will continue
to be a focus for the partnership going forward.
The recommendations are set out in paragraph 10
of the current report for cabinet.
Thank you, Chair.
Thanks, John.
And unfortunately, Councillor Henderson is ill this morning
so can I invite Councillor Alan Shield, cabinet portfolio holder for equality
and inclusion to move the report please.
Thank you, Chair.
I welcome the new County Durham early help strategy which sets out a vision
to support all children and families to achieve their goals in life
in an environment that is safe, happy and healthy.
We recognize that all families need support from time to time to help their children thrive,
whether that's from friends, families, volunteers or local services.
The updated strategy recognizes that some families will thrive on universal support
and for others who have a range of needs will require more support to help them
and reduce the need for statutory children's social care interventions.
Our ambition is for every family to receive the right support at the right time
and in the right place.
We want all families to have access to information and tools they need to care for
and interact positively with their children and look after their own well-being.
The strategy highlights our commitment to building positive
and trusted relationships with children and families.
It also sets out how we'll work in partnership with health, education, criminal justice
and voluntary community and faith organizations to ensure our support offer is accessible
and meets the needs of all families in County Durham.
Having considered the priorities set out in the early help strategy, I'm happy to support it
and move the recommendations to endorse it.
Thanks, Alan.
Can I invite Councillor Chris Hood, Cabinet Portfolio Holder for Adult and Health Services
to second the report, please?
Thank you, Chair.
I also welcome this updated County Durham Early Help Strategy.
The strategy highlights how local services can best work together with children
and their families to identify who needs help and how
to meet a family's needs at the earliest opportunity.
The strategy demonstrates collaboration across services and importantly co-production
with children, young people, parents and carers to ensure the support we can provide is accessible
and builds on the needs of our communities across the county.
Thank you, Chair.
Thanks, Chris.
Is there anyone else wishing to speak on the report?
Can we agree to receive an Endorser Strategy, please?
Great.
Great. Thank you.
Item 6 is the update on the Corporate Asset Management Plan 2023 to 2025.
Can I ask Amy Harhoff, Corporate Director of Regeneration, Economy and Growth
to present the report, please?
Thank you, Chair, and good morning, everybody.
Amy Harhoff, Corporate Director of Regen, Economy and Growth.
The purpose of this report is to update Cabinet on the progress with the implementation
of our Corporate Asset Management Plan for 2023 to 2025.
Our land and property assets are fundamental to successful service delivery,
building strong communities and supporting economic growth across the county.
The assets we have are varied both in type and locality from managing public parks, schools
and children's homes to delivering commercial office and industrial space.
With a book value of over 1 billion which includes 23,000 acres of land
and 961 buildings, the council is one of the most significant land
and asset owners in the county.
The Corporate Asset Management Plan provides the strategic direction
and encompassing framework that recognizes how land and property are essential
to delivering the council's wider objectives.
It sets out the basis for how our property and land assets should be managed
and how we wish to improve our state.
It shows how we are making a positive contribution to both the delivery of public services
and the growth and development of the county as a vibrant and ambitious place.
The plan is now 12 months into a two-year plan period, and during that time,
work is underway to implement a corporate approach to the management of a state,
that is the corporate landlord model.
And this is key to the successful management of an asset base of this size and scale.
Essentially, the number of properties and land retained
for service delivery has remained static over the last year.
And our residential estate has grown due to the council's responsibility
to meet its Homelessness Reduction Act duties.
The update recognizes the work completed and underway
to deliver the council's objectives through its estate.
It outlines policy developments that bring structure to delivery,
the continuing development of the corporate governance model,
safety initiatives, improved joint agency and working practices
that are now in place as a result of this framework.
In addition, the update highlights a number of major projects completed and underway,
which deliver the overall objectives of the council's camp.
It also sets out the asset management practice
that the council is sharing more widely and regionally through local government networks.
Of particular reference, which highlight from the report,
the increased number of children's homes to support vulnerable children
and looked after children pressures.
Our increased industrial sites and commercial space,
our increased critical housing stock to support the homelessness reduction
and a reduction in surplus assets through disposal and transfer.
Moving forward, the council and the camp will be focused
on the development of the next document,
which is programmed for delivery to Cabinet in 2025.
A brief summary of the areas of focus is set out in the body of report
and split into the following three areas,
and they are the asset management strategy,
the asset management policy and the asset management action plan.
The update reflects the progress with corporate landlord
and changes to the makeup of the estate.
The plan agreed by Cabinet last year provided a statement of strategic intent
and has set out in an update an extensive program of activities that exist
that embeds the corporate ethos across the whole organization
and ensuring that the needs of the council,
as well as services in our communities are met.
Over the last 12 months, a new longer-term camp will be...
Sorry, over the next 12 months, rather,
a new longer-term camp will be developed
that incorporates the progress made on the action plan
and reflects changes in practices and corporate ambition.
This will be brought to Cabinet in 2025 for consideration and approval.
Cabinet is asked to note this report
and the recommendations are set out in section nine
and chair that concludes my presentation.
Thanks, Amy.
Can I invite Councillor James Rowlandson,
Cabinet portfolio holder for resources, investments and assets
to move the report please.
Thank you, chair.
The update presented today shows the council's land and property portfolio
is vitally important to the success of the council's ambitions.
As set out in the corporate asset management plan
approved in April last year by Cabinet,
it provides space for the delivery of our public services.
It helps create jobs, housing and economic growth,
as well as income to invest in our services.
As a council and county,
we experience a changing economic, social and financial environment
which underlines that strong strategic management of our property is paramount.
The strong governance models being developed
offer assurance and clear decision-making,
which is key to ensuring best value and transparency
for the use of public assets.
Policies and the processes put in place by the council
assure the cabinet that this is achieved.
The update to the implementation of the corporate asset management plan
provides cabinet with a clear understanding of progress
and the ambition for the future,
with a clear direction to support,
ensure value for money and provide strong leadership
for our land and property.
Chair, I would like to propose the recommendations set out in paragraph 9.
Thank you.
Thanks, James.
Can I invite Councillor Richard Bell,
deputy leader and portfolio holder for finance,
to second the report, please?
Thanks, Chair.
An effective corporate asset management plan
is essential to the effective management of our scarce resources,
managing our operational estate effectively
and ensuring best value for our disposals
and timely management of our buildings.
These are all key to the council's medium-term financial plan.
I am pleased that this plan clearly sets out
how our assets continue to support our financial planning
and respond to the needs of the council and its service delivery.
I, therefore, second the report and the recommendations in paragraph 9.
Thanks, Richard.
Is there anyone else wishing to speak to the report?
OK, can we agree the report and the recommendations?
Agreed.
OK, I can confirm that the report has been agreed.
Item 7 is such other business and the opinion of the chair
haven't been advised of any other business.
Item 8 is a resolution to exclude the public.
Can I have a mover and seconder to move a resolution
to exclude the press and public, please?
Mover, Chair.
Thank you.
Seconded, Chair.
OK, can we agree the resolution?
Agreed.
Agreed. That concludes the business for the public part of the meeting.
I would like to thank everyone for taking part
and to those members of the public and media
who've watched this meeting this morning.
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