Mike Greene
Mike Greene is Chief Executive of Stockton-on-Tees Borough Council, the largest of five unitary authorities in the Tees Valley, North East England. Stockton-on-Tees contributes around one-third of the Tees Valley’s economic output, driven by a diverse and resilient economy.
Mike is leading an ambitious programme of inclusive growth and whole-council transformation under the banner “Powering Our Future.” His leadership has delivered pioneering partnerships in regeneration and health integration—achievements include some of the best hospital discharge rates nationally and town centre regeneration projects attracting national and international recognition. In 2025, Stockton-on-Tees Borough Council was shortlisted for Council of the Year by The MJ Awards.
Regionally, Mike serves as Lead Chief Executive for Health Integration in the Tees Valley, co-chairs the North East and North Cumbria Integrated Care System Leaders Group, and acts as Returning Officer for both the Police Area and the Combined Authority.
Previously, Mike was Chief Executive of Scarborough Borough Council and has held senior roles across Greater Manchester, West Yorkshire, and Teesside.
My Speaker Sessions
Friday 05 December 2025
What next for service delivery models?
Devolution and LGR will present many challenges, not least central government’s expectation that huge cost savings will result. The merger of councils to form large unitary authorities, and the subsequent integration of services, will present opportunities for economies of scale and higher productivity; but this raises the question of delivery models.
With a government seemingly committed to insourcing, and the introduction of the Public Interest Test, the new councils will have to consider whether traditional outsourcing is a realistic option. In the case of key frontline services such as waste collection, combining several operations - which may be using different delivery models with different end dates - into a single entity may offer savings, but it will be extremely difficult to procure; it will also require a high degree of flexibility and political sensitivity. If insourcing is the answer, the choice must then be made between DLO and LATCo; or an alternative such as partnering with an existing public sector trading company.
The choice of delivery model will be the key to success, and could provide the opportunity to transform and improve services: this session will consider the various options and the best way to implement what is the most significant change in a generation.
