Former leader claims Redcar council 'going backwards'

The review was carried out voluntarily at the invitation of the Local Government Association and saw elected members and senior officers from elsewhere spend four days at the council in order to make an assessment of its progress, also talking to residents, businesses and other partners.

The council said a subsequent report, to be discussed by its cabinet on Tuesday (February 15), provided strong assurance that it was working well across a number of areas.

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But former council leader, Labour’s Sue Jeffrey said it was a “sorry story”, highlighting a number of failures and criticised an action plan drawn up by the council in response to suggestions made as to how it could improve as containing no concrete proposals, just “actions to be explored”.

She said: “The council faces many challenges over the coming years and this report suggests that rather than being ready for those challenges the council has gone backwards over the last two-and-a-half years with many things that need to be put right.  

“Given the narrow political leadership, confused managerial arrangements, limited resources and poor financial outlook, no one can have confidence that the current Liberal Democrat/Independent administration will be able to resolve any of the issues raised by this important report, nor provide the excellent services the people of Redcar and Cleveland pay for and deserve.”

The report said the current leader, Councillor Mary Lanigan, Cllr Jeffrey’s successor, was “visible and valued” and respected for providing strong leadership, and was complemented by a dedicated and committed team of senior managers and staff.

The council enjoyed good relationships with external partners and was recognised as having dealt with a major cyber-attack in 2020, along with the covid-19 pandemic in a professional and effective way, while also “locking in good practice” to help it move forward.

The review considered local priorities and outcomes, leadership, governance and culture, financial planning and management and the capacity for improvement.

In its findings the review team said it was “difficult to understand the Redcar and Cleveland story” and while the council had a lot of strategies in place and had outlined its vision in its corporate plan, a strong sense of identity and a passion about the borough’s future needed to be strengthened.

It said while the council had an ambitious capital programme with large regeneration schemes in place, it lacked an overall strategy on how these link together and fit into the overall vision for the area.

The report said: “It appears that the council has been chasing the money and developing schemes to fulfil funding criteria rather than developing schemes it wants and needs and then pursuing grant funding opportunities. 

“This approach comes across as opportunistic and reactive rather than planned and strategic, thereby creating confusion among key stakeholders about the council’s strategic intent and the long-term ambitions for the area.”

The council’s finances had stabilised after it was previously said to have a precariously low level of reserves to fall back on, with £13m being added to its coffers at the end of 2020/21.

But funding variables and future financial pressures, revenue implications of capital schemes and financial uncertainties needed to be analysed in the local authority’s medium term financial strategy so they were addressed in a timely, sustainable way.

It said council staff were appreciative of the way managing director John Sampson communicated with them and helped stabilise the organisation at a critical time.

Meanwhile, the council had accelerated its use of modern technologies, developed flexible ways of working, and fostered more collaborative working between directorates and partner organisations. 

The report did cast shade over the current scrutiny process at the local authority, which it said resulted in a lack of consistent challenge with scrutiny and improvement committee agendas “weighed down by routine reports”.

For her part Cllr Jeffrey said the council had failed to promote a unique identity for the borough and attract new investment despite the good work of a place marketing project, which was set up with legacy funds following the demise of the former SSI steelworks in Redcar

Cllr Jeffrey said there was a  “mismatch between resources and projects which led to disappointment and failure to deliver on promises when publicly announced projects are abandoned without discussion or consultation as has happened at Eston Square”.

She said the current administration had removed resources from key leadership roles and the “cracks are beginning to show”.

The report said the council’s capacity was stretched, particularly at director level and there may need to be a review of senior management numbers, along with back-office functions such as procurement, business intelligence, and commercial skills to help place it in  a stronger position to deliver its ambitions going forward.

There was also a recommendation for additional finance expertise, which Cllr Jeffrey said was key “given the difficulties we are likely to face in the future”.

Cllr Lanigan said its action plan would provide a clearer sense of direction, setting out its aims and plans for regeneration and jobs growth.

The progress of these plans would be tracked to ensure they delivered real impact.

The council also intended to develop a ‘one council’ culture and ensure capital projects delivered on its priorities.

Cllr Lanigan said: “It’s so important to seek independent external challenge as it helps us to clarify what we are doing well, what we need to develop and what we should focus our attention on. 

“This is why we invited the LGA to carry out this review.

“It is reassuring that they found so many positive attributes, particularly with the challenges we face. 

“We have solid foundations and the passion of our residents, members, staff and partners to see improvements in the area is especially pleasing to me, as well as how as an organisation we have responded to the coronavirus pandemic.

“The action plan will ensure we are well equipped for the future and provide our residents, partners and stakeholders with a clearer sense of direction.”

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