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Town Board Meeting held on the third Thursday of each month at 6:30 p.m. Elections at the Town Hall at E25215 County Rd. RR, Fairchild: 7:00 a.m. - 8:00 p.m.
3 days ago · Town of Fairchild; Town of Lincoln; ... 2022-2024 Strategic Plan; ... Human Services Board Meeting: 11/04/2024 5:00 PM ...
5 days ago · • 2023 County Board Meeting Dates • 2022-2024 Standing Committee Meeting Schedule •Onboarding Documents (NEOGOV Login) •Attributes of Exceptional Boards. County Officials Handbook, 8th Edition, 2022
Dec 19, 2023 · We expect Town Boards to meet quarterly and to publish: a documented decision-making process outlining the voting rights of the board; profiles of board members; all board papers in advance of the meeting within 5 working days; draft minutes of meetings following the meeting within 10 working days; final minutes, once approved by the board ...
- Foreword from the Prime Minister
- Foreword from the Secretary of State for Levelling Up, Housing and Communities
- Long-Term Plan for Towns summary
- Funding available
- The process
- How we’ll monitor projects
- Annex A: Town Board governance requirements
In September, we launched our Long-Term Plan for Britain’s Towns, a core part of the government’s levelling up programme that has so far invested more than £13 billion to support projects in places that for too long have been taken for granted.
Towns are the places most of us call home, where most of us work, and where many of us grew up and want to raise our families. For too long politicians have focused on cities and businesses have been encouraged to invest elsewhere, local communities have been eroded, and too many young people have concluded that the only way to get on, is to get out.
The result, in too many places, has been run-down town centres, empty, boarded-up shops, discarded rubbish, appalling antisocial behaviour and people left angry and frustrated by the neglect. There is nothing inevitable about this. With the right plan, our towns can turn themselves around.
Our plan will complement our existing work and give towns the focus and attention they deserve. We’re investing £1.1 billion in 55 of our towns and giving them the tools they need to help build a better future for their local people. We will do so in 3 important ways.
First, we’re putting towns back into the hands of local people, so that they can decide on local priorities and what’s best for the long-term future of the places where they live. Each town will have a new Town Board made up of local community leaders and employers, who will draw up their town’s Long-Term Plan for the next 10 years. This work will be backed by up to £20 million of “endowment-style” funding and support to invest over the next decade.
Second, we’re not wasting time. We want towns to set up their Town Boards as soon as possible. So we’re providing £50,000 this year, and £200,000 the next – along with a dedicated data pack full of local insights and intelligence – so that towns can build their own local capacity, talk to local people about what they want from their town, and get going on their Long-Term Plans.
Our Long-Term Plan for Towns is levelling-up in action. Communities driving progress so that towns can go further, faster than ever before. Councils allowed to be bolder, so that they can bring bustle and life back to rundown high streets. Residents encouraged to make the most of their can-do spirit so that prosperity returns to towns around the country.
The Long-Term Plan is centred on local stakeholders acting in the interests of local people.
Why towns? Well, for the overwhelming majority of Britons, home is a town – the place where they live and an important part of their identity. Yet many towns are struggling.
Since the financial crisis of 2008, jobs growth in towns has been just half that in cities, and a quarter that in London. Whenever I visit one of our many great towns, I come away inspired by the passion and pride of the people. Yet I also share their anger and frustration over shabby high streets lined by empty shops, and their anxieties about antisocial behaviour and crime.
We have made great strides for towns and for cities, too, through the Levelling Up Fund that has so far awarded £4.8 billion to support regeneration. The Long-Term Plan for Towns is something distinct again: a way of doing local politics that draws on our experience with previous Funds and respects local feedback to take a different approach – one that captures and makes the best use of all that councils and communities already do for their area.
It means that Town Boards, the new decision-making bodies, will be run by local people for local people: bringing together residents, business and community leaders to devise and agree a shared vision for the future.
This guidance is relevant to Town Boards in England, Scotland and Wales. We will release dedicated Scottish and Welsh versions of the policy toolkit early in 2024, which will build on existing publications, and a Welsh language version of this guidance will follow.
Purpose: Regenerate local towns across England, Scotland and Wales over the next decade.
Type of fund: Allocative
Eligibility: Preselected local authorities via a methodology set out on GOV.UK.
Funding available: Towns will receive funding and support totalling up to £20 million.
Important dates:
As confirmed in our Long-Term Plan for Towns guidance document, the Long-Term Plan for Towns takes a new endowment-style approach. This means that funding is released over a 7-year period and local authorities have the flexibility to spend it over 10 years, with light touch assurance from DLUHC – the full funding profile will be provided in early 2024.
Towns will receive funding and support totalling up to £20 million, delivered through the powers as set out in Section 50 of the United Kingdom Internal Market Act 2020.
Establishing a Town Board
While the local authority remains the accountable body for funding and executing plans, Town Boards are responsible for developing the Long-Term Plan, working closely with local people. The independent chair of Long-Term Plan for Town Boards should be invited by the local authority, considering who is best placed to convene partners and is a respected figure in the community with an obvious passion for the place. The local MP should be engaged as part of the process. Further information on governance is available at Annex A. Consideration should be given to the length of tenure for the chair, given the nature of the Long-Term Plan including a 10-year vision, it may be the case that towns wish to consider succession planning, for example by appointing one or more deputy chairs. If a town already has a Town Deal Board in place, or a similar such structure – for example, an appropriate subset of a Community Planning Partnership in Scotland – we strongly encourage the utilisation of that forum to act as the Town Board, to avoid unnecessary duplication and allow towns to move quickly to draw up their Long-Term Plan. If an existing forum is to be repurposed, it is incumbent on the chair, supported by the local authority, to ensure the right people are around the table to fully reflect the priorities of the town - this may require further appointments, if deemed appropriate. Town Boards must be chaired by a local community leader or local businessperson. The chair should act as a champion for the town and provide leadership for the Town Board, ensuring it is community-led and embedded within the local area. They can be anyone who holds a prominent role such as: a local charitable organisation a philanthropist the head of a Further Education College a director for the NHS Board or Trust a director of a football club Elected representatives, such as MPs, MSPs, MSs or local councillors, must not chair the Town Board. Town Board membership Having considered whether there is a suitable existing Board that can be utilised, or that it is necessary to establish a new Town Board, the chair should engage with the local authority to consider whether further appointments are necessary to the Town Board. Similarly, the chair may choose to appoint a deputy – although this is not a requirement. As with appointing the chair, it is worth considering the length of membership when inviting members onto the Board, and whether the Board make-up needs to change over the duration of its lifetime. The local authority, or an alternative organisation such as a community group if that is agreed between the chair and local authority, should act as secretariat to the Town Board. Outside of the requirements around the inclusion of certain elected representatives and a senior representative from the police, this guidance is wholly non-prescriptive and membership will vary depending on the local context: 1. Parliamentary representatives The relevant local MPs, for example, those MPs whose constituencies sit within the boundary of the town must sit on the Town Board. Councils in Scotland and Wales may wish to invite the local MSP or MS. 2. Local councillors In areas where there are two tiers of local authorities, there should be one councillor from each tier of local government. In unitary authorities, there should be 2 councillors from the authority. Where relevant for the town, the chair may wish to invite parish, town, or community councillors, noting that total numbers of elected representatives should be limited to promote community leadership. 3. A senior representative from the police Town Boards must have a senior representative from the police. In England and Wales, it is expected that this will be the Police and Crime Commissioner (PCC), though, subject to the agreement of the chair, a local senior representative from the police can act as an alternative. In Scotland, the chair may wish to invite a senior police officer. Where combined authority mayors exercise PCC functions, it is expected that the Mayor or their Deputy Mayor for Policing and Crime should be the representative, though, subject to agreement with the chair, a local senior representative from the police can act as an alternative. Should Town Boards feel that they require further contribution from the police, noting particularly the different skills and input that could be provided by an operational representative, then it is within their discretion to invite whomever they deem appropriate to sit on the Board. Other membership should be tailored to local context and is at the chair’s discretion, but might comprise: 4. Community partners, such as: community groups faith groups local charities neighbourhood forums youth groups the local Council for Voluntary Service (CVS) or Third Sector Interface (TSI) in Scotland 5. Local businesses and social enterprises, such as: the chair or board members for the Business Improvement District (BID) where these exist key local employers or investors in the town Community and smaller businesses have been shown to be able to support regeneration and improve investment at a local level, and property owners have a major stake in how towns are repurposed. 6. Cultural, arts, heritage and sporting organisations, such as: local sports club directors local heritage groups 7. Public agencies and anchor institutions, such as: local schools, higher education and further education institutions relevant government agencies for that area, for example Integrated Care Boards or Community Planning Partnerships in Scotland Town Boards should consider the size of membership and could convene smaller working groups to facilitate wider engagement in the themes of the Long-Term Plan for Towns. DLUHC will work with Town Boards, supported by local authorities, with contracting and commercial advice to ensure value for money, based on best practice from previous Levelling Up Funds. In the first instance, local authorities should get in touch with their existing area team leads. Town Boards must be set up by 1 April 2024 at the latest, though we encourage earlier establishment wherever possible, to allow the Town Board to hold its first meeting and start drawing up Long-Term Plan as quickly as possible. The earlier the Board is established and Long-Term Plans are submitted, the sooner the funding can be confirmed by DLUHC.
DLUHC’s offer
To enable the Town Boards - supported by the local authority - to develop and deliver their Long-Term Plan, the local area team lead will act as the first line of support across England, Scotland and Wales, drawing in help where appropriate (for example, engaging with the Scotland Towns Partnership in Scotland). A Towns Unit has been set up within DLUHC to act as a cross-cutting hub that will work with other government departments to help Town Boards work with the local authority to use every lever at their disposal. It will seek to align cross-government activity to ensure that central government, local government and private resources are used most efficiently. Our offer includes: a data pack for each town, with a local insight profile curated by DLUHC’s Spatial Data Unit a policy toolkit, outlining powers available to towns and partners across the town a list of policy interventions with an already agreed case for investment dedicated support from the respective area team to help guide the Town Boards and local authorities through the process Additionally, an independent, consultancy-style High Streets and Towns Taskforce will be established in 2024 to support towns after their Long-Term Plan is submitted.
Engaging MPs
MPs play an important role in representing the views of their constituents, working collaboratively with local authorities and other local partners for the good of local places. They should be closely engaged in the design and delivery of the Long-Term Plan. As well as being a member of the Town Board, MPs should be individually involved in reviewing the Long-Term Plan prior to submission to DLUHC. Each Long-Term Plan must list the MPs involved in the Town Board and whether each are supportive of the final Long-Term Plan submitted to DLUHC for consideration. Town Boards in Scotland and Wales may also wish to share their Long-Term Plan with the local MSP and MS, although there is no requirement to do so. While one or more MPs not supporting the Long-Term Plan will not prevent DLUHC considering it, the government is keen to see broad local consensus for the interventions put forward. In the absence of such agreement, Ministers reserve the right to defer sign off until broad consensus is secured.
Evaluation
Alongside future updates on the Long-Term Plan for Towns, we will set out our plans for an evaluation feasibility study and investigate whether evaluation work would be feasible and robust enough.
Assurance
Long-Term Plan for Towns funding will be assured in line with the requirements set out in the Levelling Up Funds Local Authority Assurance Framework, using 3 lines of defence. Where the grant is awarded via a non-Grant Funding Agreement (GFA) route, and the recipient is a local authority, the first line of defence is provided by the local authority and is the responsibility of the Chief Finance Officer (Section 151/127/114 in England & Wales, Section 95 Scotland, and Section 54 in Northern Ireland) as they act at an operational management level within the local authority in receipt of the funding. The Chief Financial Officer will be required to submit a Statement of Grant Usage and an Assurance Letter to DLUHC. The Chief Finance Officer will be required to provide written confirmation that they have undertaken to actively apply all the necessary checks to ensure proper administration of its financial affairs regarding the funding programme, particularly in respect to financial administration and transparency of governance. The first line of defence will also include compliance checks to ensure the governance requirements around the Town Board are being met. The second line of defence will be undertaken by the Assurance and Compliance Team within DLUHC. DLUHC will undertake a range of checks, on a risk and sample basis. Local authorities will be required to engage with and support this process. The third line of defence will be carried out by the Government Internal Audit Agency (GIAA) and will take the form of a review of the activity completed by DLUHC for the second line of defence. GIAA will liaise with internal audit teams operating within devolved administrations as appropriate.
Subsidy Control Act 2022
All public authorities must comply with the Subsidy Control Act 2022 when giving a subsidy or making a subsidy scheme. Accountable bodies should refer to the Statutory Guidance for the United Kingdom Subsidy Control Regime. For more information, please refer to Subsidy Control rules: Key requirements for public authorities. If a subsidy is present, then accountable bodies must consider the principles of the subsidy control requirements set out in the subsidy control Statutory Guidance unless the funding can be given as Minimal Financial Assistance (MFA). Where a subsidy will, or may, exceed the MFA limits (and does not fall within one of the exemptions permitted by the Subsidy Control Act 2022), or is not capable of being provided under a streamlined route (see Subsidy Control Act 2022: Streamlined routes guidance for more information), accountable bodies or other applicants will need to assess subsidies against the subsidy control principles and other requirements. How accountable bodies should consider information on subsidy control Accountable bodies must work with all their stakeholders to understand how proposed projects can be delivered in compliance with subsidy control. Accountable bodies should use the assessment framework as well as drawing on their responses in the wider proposal (particularly any deliverability information) in assessing subsidy control. Where an application presents an unacceptable risk of non-compliant delivery, then an accountable body may choose to either reject it or require adjustments to be made such that funding the project will not contravene subsidy control. What happens if subsidy control or State aid law are not complied with Accountable bodies may need to recover funding from project deliverers where subsidy control or State aid law has not been complied with. Therefore, accountable bodies should ensure that any project deliverers manage subsidy control or State aid in line with their agreed approach and take steps to monitor this. They should ensure that project agreements are designed to enable the recovery of subsidy / State aid if it has been misused. It is also recommended that project deliverers ensure that project partners are aware of their obligations and that they can recover funding from them if it is not compliantly managed or is misused.
1. Transparency
In line with the principles of public life, the operations of the Town Board must be transparent.
The Town Board should publish membership and governance arrangements (including minutes of meetings and decision logs) on the lead council’s website.
We expect Town Boards to meet quarterly and to publish:
•a documented decision-making process outlining the voting rights of the board
•profiles of board members
Agendas and Minutes. The Council publishes agendas, minutes and audio recordings from its Committee Meetings. This link will take you to a list of the Council's Committees and will show the...
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Work Sessions are typically held on the first three Tuesdays of the month at 11:00 a.m. Agendas for upcoming work sessions can be found here: http://easthamptontown.iqm2.com/citizens/. The phone number for public comment during a remote work session is 351-888-6331.
