North Yorkshire Council
Executive
Minutes of the meeting held on Tuesday, 4 August 2026 commencing at 11.00 am.
Councillor Carl Les in the Chair plus Councillors Mark Crane, Richard Foster, Michael Harrison, Simon Myers, Heather Phillips, Janet Sanderson, Malcolm Taylor, Annabel Wilkinson and Peter Wilkinson.
In attendance: Councillors Barbara Brodigan, Lindsay Burr MBE, Caroline Dickinson, Keane Duncan, Kevin Foster, Paul Haslam (R), George Jabbour, Peter Lacey, Steve Mason and Roberta Swiers.
Officers present: Richard Flinton, Karl Battersby, Howard Emmett, Anton Hodge, Jo Ireland, Abigail Barron, Barry Khan, Daniel Harry, St John Harris, Vikki Flowers (R), Callum McKeon (R), James Robinson (R), and Wendy Butterfield (R)
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Copies of all documents considered are in the Minute Book
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951 |
Apologies for Absence
There were no apologies for absence.
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952 |
Minutes of the Meeting held on 14 July 2026
Resolved
That the public Minutes of the meeting held on 14 July 2026, having been printed and circulated, be taken as read and confirmed by the Chair as a correct record.
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953 |
Declarations of Interest
There were no declarations of interest.
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954 |
Exclusion of the Public
It was noted that the report relating to Minute 958 – Acquisition of properties to address housing need as per the Council’s Housing Revenue Account Business Plan contained an appendix which was considered to be exempt. As the contents of the appendix were not discussed there was no requirement to exclude the public from the meeting during consideration of the item.
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955 |
Public Questions and Statements
The Chair noted that both a public question and statement had been received. Since the questioner could not attend the meeting, a written reply would be provided. In respect of the statement, the Chair accepted the request that the statement concerning Minute Item 960, Adult Day Services in Ryedale not be presented at the meeting but included in the minutes.
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956 |
Urban Gull Strategy
Considered a report of the Corporate Director of Environment seeking approval of the council’s new Urban Gull Strategy. Introducing the report, the Executive Member for Managing our Environment, Councillor Richard Foster explained how the new strategy set out a balanced approach of protecting gull populations in accordance with the council’s statutory duties while ensuring that residents, businesses, and visitors could enjoy clean, safe, and welcoming coastal environments. Councillor Foster added that following the recommendation of Scarborough and Whitby Area Committee, the council was also exploring the feasibility of piloting separate food waste collections in coastal areas. Other members of the Executive welcomed the report. Resolved (unanimously) that
Reasons for recommendations
The reasons for a new approach to deal with gulls are as follows: · The Council can fulfil its legal obligations under the Environment Act 2021 and the Wildlife and Countryside Act 1981. · To ensure the coastal towns are welcoming, and safe for visitors, residents and businesses. · Protect public health from accumulations of guano, rubbish and litter etc. · Protect the integrity of buildings. · To promote an environment where gulls and people can coexist without conflict.
Alternative options considered
The UGS offers a co-ordinated and managed approach to establish an environment where gulls are accepted and protected as a valued part of coastal biodiversity and the coastal towns are maintained as welcoming, safe and thriving places for resident, visitors and business. It is not an option to do nothing or return to lethal and other methods to control gull species as the Council would be at odds with its legal obligations and priorities.
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957 |
Woodlands Crematorium Cremator Replacement Project
Considered a report of the Corporate Director of Environment seeking approval for £2.5 million capital funding to replace the existing gas cremators at the council’s Woodlands Crematorium in Scarborough. Introducing the report, the Executive Member for Managing our Environment, Councillor Richard Foster commented that replacing with like-for-like, upgraded gas cremators was the most cost-effective option that would cause less risk of service disruption of this much valued and long-established facility for the local community. The sound commercial sense of this option was also noted.
Resolved (unanimously) that
Reasons for recommendations
A decision to approve the capital funding for the Woodlands cremator replacement project will safeguard the long-term future of Woodlands Crematorium for at least 20 years. This will continue a much-valued service for NYC’s coastal communities that has been established for the last 65 years.
Alternative options considered
Property Services and the Bereavement Service submitted an appraisal using a scoring matrix with the project proposal for capital board approval, as reproduced in Appendix A. The appraisal assessed the following criteria: Desirability, Feasibility, and Viability. The assessment recommended gas as the preferred solution for the cremator replacement.
A summary of the reasons why Capital Board supported this option were as follows: · gas-only replacement (like-for-like) with a programme of phased work to ensure the crematorium remains operational · due to the existing building design, replacement cremators and associated plant equipment will follow a ‘like-for-like’ installation strategy, (gas burners) located within the current technical areas of the crematorium · replacing existing gas cremators like-for-like is the most cost-effective option – when we consider the additional necessary electrical infrastructure upgrade required to the site to support the latter options and the need for a temporary cremator during the construction phase · replacing with like-for-like, upgraded gas cremators will provide energy savings compared to the existing cremators, due to technological advancement in this cremation process over the last 20 years · the cremation process using gas is shorter in duration by an average of 30 minutes to one hour compared to the electric option · the risks of service disruption during the construction phase of the project are lower for the like-for-like gas replacement option, compared to the other options.
The discounted options were: · electric-only replacement, requiring a power supply upgrade and temporary cremator hire, all additional costs, which provide a higher risk of service disruption. The total estimated costs of replacing gas with electric cremators is approximately double the cost of gas cremators at £3million (not including any prelims, contingency or fees). Furthermore, feedback from staff at Maple Park Crematorium who operate an electric only cremator, is that they have experienced issues with extended down time during annual servicing, delays in repairs, with contractors travelling from mainland Europe and minimal heat control on the cremator · hybrid cremators (gas/electric elements) - operational issues as electric cremators. Plus, hybrid models are an unknown technology with minimal installations in the UK · hybrid cremators (gas elements only), adaptable to electric when funding becomes available - operational issues as outlined above with power upgrade costs deferred to a later date · defer all proposed works. Increased risk of cremator failure and continued repair costs.
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958 |
Acquisition of properties to address housing need as per the Council’s Housing Revenue Account Business Plan
Considered a report of the Corporate Director Community Development seeking approval to acquire 10 new build properties on a site in Knaresborough. The Executive Member for Culture, Arts & Housing, Councillor Simon Myers presented the report commending the recommendations in particular the provision of larger family homes. Non-Executive members also addressed the meeting. Councillor Peter Lacey highlighted the shortage of affordable accommodation for single young people in the Knaresborough area and hoped the council would continue to work with Knaresborough Community Land Trust (of which he was Director) and other agencies to address this deficit. Councillor Myers also recognised this shortage and the valuable work of community land trusts in delivering affordable community housing which was part funded by the council through the additional revenue raised through the Council Tax Second Homes Premium. In response to other members’ questions, it was noted that the new homes’ PV panels, gas boilers and building materials would all contribute to their high energy efficiency. Councillor Myers also reaffirmed the council’s commitment to delivering social housing for rent, noting the target to deliver in excess of 500 new council homes by 2030.
Resolved (unanimously)
Reasons for recommendations
The reason for the recommendation is to provide 10 properties of new affordable housing in Knaresborough, which will meet the requirements of the HRA Business Plan for the development of a minimum of 500 new Council homes across North Yorkshire.
Alternative options considered
The acquisition of “off the shelf” properties from developers forms an important part of the Council’s plans for both delivering the HRA Business Plan to provide 500 new Council homes. The acquisition of these properties forms quick wins for the Council, and there were no other viable options for acquisition of new properties available to the Council at the present time.
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959 |
Review of Special Educational Needs and Disabilities Provision: Targeted Mainstream Provision
Considered a report of the Corporate Director for Children and Young People’s Service which sought approval of proposals to add provision for Special Educational Needs in the form of Targeted Mainstream Provision (TMP) at St Martin’s CofE VA Primary School and at Selby High School; transfer responsibility of existing TMP based at Thirsk School and Sixth Form to that school; and increase the number of places at the existing TMP from 8 to 16 at Alverton Primary School. Introducing the report, the Executive Member for Education, Learning & Skills, Councillor Annabel Wilkinson explained that the proposals would allow more children with additional needs to stay in mainstream schools to receive specialist support and attend school closer to home. The expansion was part of the council's ongoing SEND strategy, and subject to approval, the number of targeted mainstream provisions across North Yorkshire would increase from 16 to 22 and the total number of places would grow to 198. Members commended this much needed expansion of targeted mainstream provisions. In response to questions, they were advised that the growth in TMP was in part due to a prospectus based approach to attract interest from schools and from conversations with particular schools taking into account location and surplus capacity. Capital funding came from the High Needs Provision Capital Budget whilst revenue costs fell to the high needs block of the Dedicated Schools Grant.
Resolved (unanimously)
Reasons for recommendations
In 2020 the Local Authority launched the first phase of Targeted Mainstream Provisions that were approved as part of the Strategic Plan for SEND Provision 2018-2023. The next phase of Targeted Mainstream Provisions was approved as part of the Strategic Plan for SEND 2023-2027. The focus for each being either Communication and Interaction (C&I) or Social and Emotional Mental Health (SEMH). There are currently 16 Targeted Mainstream Provisions, creating 142 places across North Yorkshire. The proposed developments for September 2026, including these maintained schools and some academies will see the number of Targeted Mainstream Provisions increase to 22, with 198 places in total. The next wave of applications has recently closed, with 16 new TMPs in development for 2027.
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960 |
Adult Day Services in Ryedale
Considered a report of the Corporate Director Health and Adult Services seeking approval to proceed to close the building currently used for Cauwood Day Service and to develop and implement the proposed transformed service model, keeping the Cauwood identity and providing appropriate support for individuals. The closure of the building would enable the development of an Extra Care Housing scheme in Malton. Before introducing the report, the Executive Member for Health and Adult Services, Councillor Michael Harrison circulated the following recommendations of Care and Independence Overview and Scrutiny Committee which had met earlier in the morning to consider the item:
The Committee endorses the recommendations arising from the recent meeting of the Thirsk & Malton Area Committee i.e:
That the Committee unanimously:
In addition the Committee recommends that the following be provided to the Care & Independence Overview & Scrutiny Committee:
Councillor Michael Harrison then presented the Executive report, reminding the meeting that consideration of the proposals had been deferred from April to enable further engagement and consultation. The Executive heard that the consultation had now been completed and that the revised proposals would retain the Cauwood service identity and existing staff team and transition to a new service model based around core locations in Pickering and Malton together with wider community-based opportunities. It was confirmed that the existing building would remain open until alternative arrangements were in place and users had completed their transition.
The Chair then invited local division members, Councillor Keane Duncan and Councillor Lindsay Burr and Chair of the Care and Independence Overview and Scrutiny Committee, Councillor Barbara Brodigan to address the meeting. Councillor Duncan, organiser of the Save Cauwood petition thanked members and officers for undertaking further consultation and stated that the campaign's objective had been to safeguard the service rather than the existing building. He highlighted that families had sought assurances regarding the continuation of the service, retention of trusted staff, replacement accommodation and continuity of support. He advised that, in his view, the revised proposals provided those assurances and reflected the views expressed by families during the consultation process. He also noted the unanimous support expressed by both the relevant Area Committee and Overview and Scrutiny Committee. Councillor Burr welcomed the strengthened proposals and emphasised the importance of continuing engagement with parents, carers and service users. She referred to recommendations from the scrutiny process seeking regular updates on implementation, progress against timelines and the development of replacement facilities. Councillor Brodigan noted the significance of the proposed alternative transformed service model set out in the report and the involvement of overview and scrutiny to ensure the council got it right.
The Executive discussed recommendations from the Area Committee and Overview and Scrutiny Committee relating to ongoing reporting arrangements. Councillor Harrison acknowledged the concerns and anxiety experienced by families during the review period but noted the significant progress made through consultation and engagement. He emphasised that whilst the overview and scrutiny committee should be kept informed regarding implementation and progress, scrutiny arrangements must respect the confidentiality of individual service users and their personal care arrangements. It was agreed that regular reports should be provided to scrutiny covering the progress of service transition arrangements, building works, timelines and financial matters without disclosing the confidential personal information regarding individual care packages and operational arrangements. Members also discussed the frequency and format of future reporting. Whilst recognising scrutiny's role in providing accountability, Members considered that reporting arrangements should remain proportionate and flexible, allowing updates to be provided when there was substantive progress to report.
Resolved (unanimously)
Reasons for recommendations
As set out in the report to the Executive Committee in April, the needs and aspirations of people who require care and support are changing. The Council also aims to expand community-based support that promotes health and wellbeing in the widest sense. It wants to help adults stay independent and active as they grow older, maintain friendships, and enjoy life fully. To achieve this, people need alternative care and support options beyond traditional building-based day services.
The current operational position at Cauwood Day Service indicates that it is not sustainable to continue to deliver services from the site in the medium-long term.
A robust consultation has been undertaken and the outputs carefully analysed to inform next steps. In considering the updated recommendation, account has been taken of consultation feedback alongside equality impacts, asset condition, financial impact, strategic priorities and the long-term sustainability of the current service model.
The revised proposal is to close the building that is the base for the current service. Before this is implemented a revised service model will be implemented offering a hybrid community based model with a local anchor or touchdown space with a continuous workforce and an alliance-based approach with providers, the VCSE sector and community assets. The impact of this change would be mitigated by robust, person-centred transition arrangements. Work would continue to develop longer-term proposals for a community space within the extra care development.
These proposals would address many of the concerns raised by people, families, staff and the wider community about the proposed closure of Cauwood, whilst providing a new community space and enabling the delivery of the Council’s wider Extra Care Housing ambitions in Malton.
Alternative options considered
A number of alternative options were considered before reaching the recommendation to close the service. These included retaining the service in its current form, or commissioning or re-providing a like-for-like service from the independent sector. Each option was considered against operational sustainability, value for money, capital requirements and alignment with the Council’s strategic approach to adult social care. Whilst there are no savings committed to the MTFS for Cauwood specifically, continuing to operate the service as it currently stands was not considered financially sustainable. Based on the 2025/26 gross outturn and actual utilisation, the cost of delivering the service is £50.63 per person per hour. For the service to be operationally sustainable, this cost would need to be significantly closer to the average market rate of £25.77 per hour. This indicates that the current model is operating at a materially higher cost than comparable provision available in the wider market. Utilisation levels also demonstrate that demand for the service is insufficient to support its continued operation in its current form. The service is designed to support up to 12 people per day, providing a total of 60 sessions each week across five days of operation. At present, only 20 of these weekly sessions are being used. To be financially and operationally viable over the longer term, the service would need to operate at, or close to, full capacity, and current levels of demand do not provide assurance that this could be achieved. The option of adapting the service to support people with more specialist care needs was also considered. However, this would require refurbishment and redevelopment of the setting, resulting in further significant capital investment. Given the current and projected level of demand for the service, this level of investment was not considered proportionate or appropriate. The service is for people with an assessed eligible need under the Care Act and not for general public access. There is no evidence of a future pipeline of people who would benefit from this service in its current form. There was suggestion in the consultation response that the Council should market the service, however this is not a service suitable for access by the general public. Access through a Care Act assessment is important because it ensures support is allocated lawfully, fairly and consistently, based on each person’s eligible needs, individual outcomes and the most appropriate way to meet those needs. Re-commissioning or re-providing a like-for-like building-based service was therefore not considered to offer a sustainable or strategic alternative. Whilst the service has historically provided valued support, the model no longer fully aligns with modern, personalised approaches to adult social care. People are increasingly seeking more flexible, community based support that promotes independence, choice, inclusion and access to ordinary community opportunities. Whilst re-commissioning or re-providing a like-for-like building-base is not feasible, it is recognised that a flexible space is required in the local area, this was reiterated in the consultation feedback and the service development work referenced in section 4.2 of the report is set to achieve this and will include an alternative building base offer. In the longer term the Council has committed to creating a flexible space of this kind as part of the proposed Extra Care development. The consultation also highlighted a suggestion that the Council explores retaining the Cauwood building whilst the Extra Care development is built. This has been considered but would not address the service sustainability challenges nor would it be feasible for the service to operate from a live construction site. This has been verified with proposed developers. Consultation with development partners has indicated that the development of Extra Care in Malton would benefit from utilising the entire site currently occupied by Cauwood and Ashfield Care Home. This would allow for a sustainably sized scheme alongside supported bungalow accommodation and a flexible community space which could be used for broader service delivery. This layout would also support 2 rather than 3 storey development, limiting impact on neighbouring properties and minimising future planning issues. Public statement As referred to in Minute Item 955 above, below is the statement submitted by Caroline Garrod. Cauwood is not just a service; it is a necessity for the disabled adults who attend and for the families who depend on it.
This centre is a lifeline for those who use it. It is the only one of its kind in the Ryedale and provides dedicated changing facilities, including the only fully accessible changing space in Malton. Cauwood also holds National Autism Accreditation status and offers gardens, sensory room, dedicated art room and breakout rooms. The main hall has access to the gardens, wildlife area and orchard, all of which are accessible.
The staff who dedicate their working lives to Cauwood are the heart of the centre. Their care, experience and commitment provide vital stability for the disabled adults and families who rely on them every day. Without them, that essential support would be lost.
The disabled adults of Ryedale need somewhere they can go each day where they feel safe, are cared for with dignity and respect, and can meet their peers and enjoy activities in a friendly, relaxed environment.
Not all disabled adults want to be out in the community. Some need the freedom and security of a safe space like Cauwood, where they can spend their days, use a sensory room, relax, be cared for and express themselves in ways that make them happy. A community setting does not meet everyone’s needs. Some struggle with noise and can feel overwhelmed in places such as cafes or garden centres. Others have physical disabilities that make being out in the community challenging, particularly in relation to personal care. Cauwood gives them the space, support and activities they need to enjoy their lives to their fullest potential.
As a parent, I ask you to listen to us and to other parents. Please engage with us and take the time to understand what we and the clients need. Do not make assumptions simply because the current trend is community-based day care. For many that is not always the right answer.
Cauwood was named after Reverend Cauwood, whose ethos and vision were to create a day care service to help support disabled adults. Let’s not forget that, especially as the service has worked and met the user’s needs for the past 35 years. Over the past few months, we have spoken with former workers, people whose families used to use the centre, and other families of disabled adults who did not know Cauwood existed but, would like to send their loved ones there now and in the future. Please listen to the families, and let’s keep Cauwood in the way it was created for now and for future years.
By working together, we may be able to develop Cauwood into something even stronger and more impressive for the people who need it most.
My plea to you as councillors is this: please do not close Cauwood until parents have full knowledge and written confirmation of the proposed new location, so that we can agree together that the site will offer everything the current Cauwood offers, and potentially more. The Cauwood ethos and name need to be retained and developed to meet the future needs of all service users, both now and in the years ahead.
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961 |
Forward Plan
Considered the Forward Plan for the period 24 July 2026 to 31 July 2027.
Resolved
That the Forward Plan be noted.
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962 |
Date of Next Meeting - 18 August 2026
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The meeting concluded at 11.57 am.