To approve as a correct record the minutes of the meeting held on 4 October 2023.

Decision

The Executive approved as a correct record the minutes of the meeting on 4 October 2023.

Report of the Chief Executive attached

The Executive considered a report of the Chief Executive which provided an update on key areas of progress against the Our Manchester Strategy – Forward to 2025 which reset Manchester’s priorities for the next five years to ensure the Council could still achieve the city’s ambition set out in the Our Manchester Strategy 2016 – 2025.

The Executive Member for Early Years, Children and Young People reported on the opening of the Crossacres Family Hub, which was the third such one-stop-shop for families to open in the city, following the opening over the summer of similar family hubs in Longsight and Cheetham.  The hubs provided a range of advice, support and services, all targeted at parents, children, and young adults.  The hubs hade been set up to provide access to a wide range of services to help families navigate all aspects of family life - from health issues such as infant feeding, mental health support, and stopping smoking, to building better relationships, accessing school and education support, as well as providing advice on jobs, skills training, and next steps post-18.  The family hubs were one element of the broader five-year Making Manchester Fairer action plan which aimed to address inequalities in the city, recognising that these could start early on in life and affect everything from people’s work and housing prospects to their life expectancy. The plan also included work around tackling cost of living pressures and poverty, which are also integral to improving health and wellbeing.

He also reported on Youth and Play commissioning.  Since the Covid-19 pandemic there had been a significant uplift in funding for youth and play provision and through a combination of Council and external contributions, investment, in these services had grown by £4.6m from a base budget of £2.8m since 2020.  The current commissioning programme was transferred from Young Manchester to the Council on 1 April 2022. It was scheduled to end on 31 March 2023 but was extended to 31 December 2023 at the request of the sector. Grant awards for the last quarter of 23/24 and 24/25, to commence on 1 January 2024 and subject to due diligence, had been announced.  An additional £500,000 had been set aside by the Council in 2023/24 to support commissioning and sector development with organisations receiving up to £7,500 to support volunteer training, accredited training in youth and play work, capacity building and so on.

The Deputy Leader reported that comprehensive plans were being drawn up to provide assistance and emergency accommodation for people rough sleeping during periods of severe cold or other extreme weather this winter.  The proposed model for 2023/24 would build on lessons learned during 2022/23 to deliver a comprehensive cold weather offer to people sleeping rough and be activated when temperatures were forecasted to drop below zero for one night or when the Met Office issue a red weather warning.  Accommodation would predominantly be provided at Etrop Grange Hotel, which had been developed as an off-street offer for people sleeping rough. It  ...  view the full minutes text for item 86.

Report of the Strategic Director (Growth and Development) attached

The Executive considered a report of the Strategic Director (Growth and Development), which informed Members about the recent announcement by the Prime Minster to cancel the new railway infrastructure proposed between Birmingham and Manchester, as included in the High Speed (Crewe – Manchester) Bill (known as ‘HS2 Phase 2b’). The report also set out the key projects relevant to Greater Manchester and the city, described by the Prime Minister and included in the recently published Government paper, Network North and outlined the key implications which arose from the announcement of cancelling HS2 Phase 2b, and set out proposed next steps.

The Leader reported that neither the Council nor the Greater Manchester Combined Authority (GMCA) were consulted on the cancellation of HS2 Phase 2a or Phase 2b or the alternative transport infrastructure investment proposals set out in the Network North paper prior to the Prime Ministers announcement at the Conservative Party Conference which was being held in Manchester.

The full HS2 and NPR schemes would have made essential contributions to the Government’s agenda of ‘Levelling Up’ and the benefits of HS2 to Manchester and the City region had been consistently set out in the Department for Transport and HS2 Ltd’s Strategic Case for HS2. In light of the proposed changes, there was now a considerable risk that in the intervening period, before the alternatives to HS2 were delivered, the economic gap would widen and therefore achieving levelling up would become more challenging, more remote and was likely to cost more to achieve.

In addition to economic and levelling up losses, there were also extensive wider impacts as a result of the Government’s decision. These impacts included environmental and equality considerations as well as impacts to local regeneration strategies and plans.

It was also noted that the Government had heavily caveated that individual projects, referenced in its Network North paper, would be subject to the approval of businesses cases, and cash prices were based on indicative profiling. Additionally, the cash prices stated throughout the report varied from 2019 and 2023 prices and were subject to delivery timelines. Therefore, prices were likely to change, possibly significantly in some cases, and no evidence to support the robustness of the prices had been presented to date.

In terms of next steps, the Council would work with its key partners, such as GMCA and TfGM to seek further clarity from DfT on the proposals and urgent engagement on delivering the rail capacity and other transport improvements needed in Greater Manchester and the North of England.  It would continue to scrutinise the Network North proposals as more detail became available and respond to any consultations put out by Government in relation to the investments set out in the Network North paper.

The Leader confirmed that the Council would maintain the position that the infrastructure needed for Norther Powerhouse Rail should be protected in the hybrid Bill and remain safeguarded.  In addition, the Council would seek to produce a Strategic Plan on rail and other public transport infrastructure,  ...  view the full minutes text for item 87.

Report of the Strategic Director (Growth and Development) attached

The Executive considered a report of the Strategic Director (Growth and Development), which sought approval of the draft Strategic Regeneration Framework (SRF) for ID Manchester (formerly the University of Manchester’s North Campus)  following the outcome of a public consultation exercise with local residents, businesses and stakeholders.

The Executive Member for Housing and Development advised that as a world-class innovation district, acting as a cornerstone of the UK’s innovation strategy, ID Manchester could help to establish Greater Manchester and the UK as an innovation powerhouse on the world stage, catalysing enterprise across the city region.

The majority of the responses received in response to the consultation were generally supportive of regenerating the ID Manchester SRF area. The engagement undertaken captured a range of specific points which either provided support or highlighted a particular issue with the SRF. These areas were categorised into the following themes:-

·                Heritage

·                Development Uses, Architecture and Placemaking

·                Inclusivity and Amenity

·                Public Ream, Green Space and Biodiversity

·                Sustainability

·                Safety and

·                Connectivity, Travel and Transport

A number of minor amendments to the SRF were proposed arising from the outcome of the consultation.  The proposals in the updated ID Manchester SRF had the potential to create over 10,000 jobs; encourage new business growth and clustering, linked to the city’s research and development strengths and provide significant new homes, public space and facilities for local people. They would also provide new and improved routes and connections to Piccadilly, the rest of the Oxford Road Corridor, other parts of the city centre and adjacent communities. 

All future detailed plans for each of the plots within the framework area would be considered and determined through a detailed and evidence-based design process which in turn would feed in to all planning and listed building consent applications.

Councillor Johnson welcomed the proposals suggested arising form the consultation around the use of green space.

Decisions

The Executive:-

(1)     Note the outcome of the public consultation on the draft Strategic Regeneration Framework for ID Manchester.

(2)     Approve the Strategic Regeneration Framework for ID Manchester and request that Planning and Highways Committee take the Framework into account as a material consideration when considering planning applications for the site.

Report of the Strategic Director (Neighbourhoods) attached

The Executive considered a report of the Strategic Director (Neighbourhoods), which sought approval of the Building Stronger Communities Together Strategy 2023-26 and the key priorities of the strategy for the next three years.

The Deputy Leader advised that over the last three years, the Council had faced several challenges, both locally and nationally that had tested its understanding of and approach to building integrated and cohesive communities.  At a time of economic crisis and global instability, there was a  need more than ever to invest in strengthening our communities and social relationships particularly across difference.

The Building Stronger Communities Together strategy reflected the things that people had identified as being important to them and set out how the Council planned to strengthen and share the great things that come out of Manchester’s shared identity – things that boosted communities, community relations and social relationships.

The findings from the consultation showed that people wanted to:-

·           Get to know and help their neighbours more;

·           Hold more inter-faith events, celebrating different cultures together;

·           Understand where they can find out about volunteering opportunities;

·           Get involved in community events and celebrations;

·           Feel a sense of pride in their area and tackle littering and fly tipping; and

·           Have safe neighbourhoods where people feel confident in letting their children out to play.

Based on the feedback from the consultation, the strategy set out 10 basic behaviours and principles to support the Council and its staff in how they can to play their part in the way that the Council thinks and behaves towards others, the way we live and how we view and interact with others, especially those we do not know or those who might be different from.

Alongside the strategy, a pilot action plan would be established to prioritise and test activities aimed at achieving the three priorities in the first year of the strategy.  These activities would be developed and delivered in key neighbourhoods in north, central and south and will be focused on bridging and bonding.  A number of workshops were planned over the next couple of weeks, led by the national Belong Network to bring together key services and partners to help design and develop the pilot action plans and achieve the identified objectives.

It was also reported that the strategy and progress against the pilot action plans would form part of the Communities and Power workstream of Making Manchester Fairer, reporting into the quarterly Communities and Power Forum.

Councillor Johnson welcomed the proposals and ambition of the strategy.

The report had been considered by the Communities and Equalities Scrutiny Committee who had endorsed the recommendation that Executive approve the strategy.

Decision

The Executive agree the Building Stronger Communities Together Strategy 2023-26 and the key priorities of the strategy for the next three years.

Report of the Strategic Director (Growth and Development) attached

The Executive considered a report of the Strategic Director (Growth and Development), which provided update to Members outlining the public consultation process that had guided the proposed Moston Lane Development Framework.

The Executive Member for Housing and Development advised that the Moston Lane Development Framework set out the vision for Moston Lane as a “vibrant centre where families, community and culture mix along rejuvenated streets and new community-focused spaces.  Key interventions were identified within the Framework which sought to upgrade and improve the wider environment whilst creating new equitable public spaces. Through careful coordination and placemaking it was envisaged that these spaces were animated and supported by adjacent uses that matched the needs of local people, whether that be specific housing needs, space for local businesses to grow or health and education infrastructure.

An extensive process of consultation and engagement had been undertaken in order to produce the Moston Lane Development Framework. A detailed report on this consultation, setting out in detail who was consulted, how this was done, and the feedback from residents and businesses was provided at Appendix 2 of the report.

Through the public consultation process, opportunities had been identified to unlock investment that would deliver hundreds of mixed tenure new homes that matched local demand.

The report went on to outline the rationale and scope of a property acquisition strategy that was required to enable the significant economic growth and future resilience of the local centre. Approval was sought to implement these private acquisitions as part of the next phase of delivering the regeneration programme.

An update was also provided on the investment to spearhead physical and environmental interventions into Moston Lane using Shared Prosperity (SPF) monies, and the integration of this investment into the wider regeneration plans.

Councillors Appleby and Connolly (Moston Ward Councllors) attended and addressed the Executive.  They welcome the proposals within the framework and both thanked the Executive Member and officers for listening to the comments made within the public consultation, which had helped shaped the Framework.

Councillor Johnson queried whether there would be any net gain of green spaces arising from the Plan

Decisions

The Executive:-

(1)      Note the outcome of the public consultation on the Moston Lane Development Framework, as set out in the Consultation Report at Appendix 2 of the report.

(2)      Approve the Moston Lane Development Framework (set out at Appendix 1 of the report) and request that the Planning and Highways Committee take the Development Framework into account as a material consideration when considering planning applications in the Moston Lane area.

(3)      Note the progress on the Shared Prosperity Fund (SPF) projects.

(4)      Approve the acquisition strategy as outlined in Part B of this report and delegate authority to the Director of Development in consultation with the Executive Member for Housing and Development to conclude negotiations and acquire interests required to deliver the Moston Lane Development Framework.

(5)      Authorise the City Solicitor to do all things necessary or incidental to implement the above.

Report of the Strategic Director (Neighbourhoods) attached

The Executive considered a report of the Strategic Director (Neighbourhoods), which sought approval for the formation of an Event Commission, which was set out as part of the Manchester Events Strategy that was adopted in 2019.

The Leader reported that the Strategy set out a vision ‘To be an Eventful City’ with a focus on developing a diverse, balanced and benefits-driven events portfolio driven by partnerships. The Events Strategy identified how the Council would re-purpose its funding to support Events and Festivals, differentiating its investment between events that were aimed principally at supporting community cohesion and animating the city and events aimed at generating significant economic value and profile for the City.

To align Manchester with global best practice in city events planning and strategy, the Manchester Events Strategy identified how the city could establish a collaborative partnership mechanism around events (an Events Commission). This would provide a strengthened platform on which the Council could develop its long term strategic planning and leverage increased resources for events that would enable accelerated investment to secure, acquire and develop signature sporting and cultural events of national and international significance.

The Council had been in discussions with Greater Manchester partners, the A-BID, CityCo and Marketing Manchester about the formation of an Events Commission for the City.  The approach being developed would strengthen collaboration between the public and private sector partners in Manchester and provide a viable mechanism for acquiring, investing, developing and leveraging major events to Manchester from 2024 onward.

The Council currently invested £2.55m per annum from the core mainstream budget to support the baseline annual programme of events, in addition a significant number of other events had been funded on either a rolling basis, as one off opportunities or on a more ad hoc basis.  In line with the Event Strategy, it was advised that the Council should differentiate the c.£1.4m budget for small scale, community and civic events and the festive programme. It was proposed that work was undertaken to seek to increase the gross budget from community events through realising new income opportunities from commercial event activities.  Separately, it was proposed that existing Council investments which were currently made into Sports Events bidding, Conferencing and Festivals – along with an initial support staff resource - were deployed as part of the Event Commission (circa £1.15m pa). Additional annual funding of £2m deployed from the growth in business rates income was proposed as an increased contribution towards the Event Commission. This would be included as a commitment against the Capital Fund, and the necessary approvals for this budget increase woudl be sought as part of the overall 2024/25 Council budget approvals

The Event Commission would seek to grow the core funding for major events by between £4.35m - £4.85m pa to provide a ‘core’ seed funding pot of £5.5m - £6.0m per annum – with the capability to roll-forward underspends in any year to meet event opportunities in future years.  Conversations had been held with other public funding bodies  ...  view the full minutes text for item 91.

The officers consider that the following item or items contains exempt information as provided for in the Local Government Access to Information Act and that the public interest in maintaining the exemption outweighs the public interest in disclosing the information. The Executive is recommended to agree the necessary resolutions excluding the public from the meeting during consideration of these items. At the time this agenda is published no representations have been made that this part of the meeting should be open to the public.

Decision

The Executive agrees to exclude the public during consideration of the following item which involved consideration of exempt information relating to the financial or business affairs of particular persons and public interest in maintaining the exemption outweighs the public interest in disclosing the information.

Report of the Strategic Director (Growth and Development) attached

The Executive considered a report of the Strategic Director (Growth and Development), which outlined the rationale and scope of a property acquisition strategy that was required to enable the significant economic growth and future resilience of the local centre.  Approval was sought to implement these private acquisitions as part of the next phase of the delivering the regeneration programme

Decisions

The Executive:-

(1)      Approve the acquisition strategy as outlined in this report and delegate authority to the Director of Development in consultation with the Executive Member for Housing and Development to conclude negotiations and acquire interests required to deliver the Moston Lane Development Framework.

(2)      Authorise the City Solicitor to do all things necessary or incidental to implement the above.

Report to follow

The Leader advised that there were no issues that needed to be raised under this item and consequently the Chief Executive, in consultation with the City Solicitor agreed that the item be withdrawn on the basis there were no issues to discuss and all decisions required in relation to this item had been made under the Part A report.