Manchester City Council

Agenda and minutes

Agenda and minutes

Executive
Wednesday, 13th February, 2019 10.00 am

Venue: Council Antechamber. View directions

Contact: Donald Connolly 

Webcast: View the webcast

Items
No. Item

7.

Minutes pdf icon PDF 214 KB

To approve as a correct record the minutes of the meeting held on 16 January 2019.

Additional documents:

Minutes:

The minutes of the meeting of the Executive on 16 January 2019 were confirmed as a correct record.

 

 

8.

Deputy Chief Executive - Sara Todd

Additional documents:

Minutes:

The Deputy Chief Executive, Sara Todd, was leaving the Council to take up the post of Chief Executive of Trafford Council. This would be the last meeting of the Council’s Executive that the Deputy Chief Executive was to participate in. Thanks and appreciation were given for all the work the Deputy Chief Executive had done for the Council and for the city, and best wishes were expressed for her new job.

 

 

9.

Global Revenue Budget Monitoring report to the end of December 2018 pdf icon PDF 352 KB

The report of the City Treasurer is now enclosed

Additional documents:

Minutes:

A report was submitted to provide a summary of the position of the 2018/19 revenue budget at the end of December 2018. The report gave details of the projected variances to budgets, the position of the Housing Revenue Account, Council Tax and business rate collection, and the state of the Council’s contingency funds. Projecting forward from the position at the end of December 2018 it was forecast that by the year-end in March 2019 the revenue budget would be overspent by £1.060m, which was better than the previous projection of an £3.974m overspend as reported in December (Minute Exe/18/115).

 

The report explained the steps that were being taken to further reduce the size of the projected overspend and to achieve a balanced budget.

 

In the report the following revenue budget virements were proposed and agreed:

·         estimated sum of £2.957m to be vired from Children’s Services to Adult Social Care for 2018/19 in advance of this work on disaggregating business support to the Adults and Children's Services Directorates.

·         a virement of £500k from underspend within Revenues and Benefits budget to the discretionary payments budget to provide further support to vulnerable households, this being £400k for discretionary housing payment budget and £100k to the Welfare Provision Scheme.

·         a virement of £60k from non-pay to pay in the Streetworks team to fund two additional FTE's to process the permits for a higher number of partial road closures due to the scaffolding/hoarding requirements for developments in the city.

 

When setting the 2018/19 budget the Council has agreed to hold some funds that were to be allocated throughout the year. The report proposed one use of some of these budgets to be allocated. This was agreed:

·         an extra £146k allocated to the budget for effluent costs arising from increased pumping of water from landfill sites at Barlow Hall Farm and Cringle Farm. The recently repaired pump had increased the volume of water being pumped, and so the effluent charges for that volume of water.

 

Similarly, when setting the 2018/19 budget the Council has agreed to hold a central contingency fund to meet unexpected demands. The report proposed one allocation from that fund. This was agreed:

·         Manchester Arena First Anniversary Commemoration - £277k to fund costs associated with a number of events held across the City.

 

The report also addressed use of the Council reserves. These were agreed:

·         Music Hub Grant - £19k to be drawn down from the Children’s Services reserve to enable disadvantaged children to attend cross music centres, and to support the tuition of endangered instruments.

·         Car Park Dilapidation Surveys - £203k to be drawn down from the Parking reserve to conduct a dilapidation survey of all assets included in the NCP/Joint Venture, to help determine how off street parking should be managed at the end of the existing NCP/JV arrangement.

 

Notification had also been received of an additional external grant which had not been approved as part of the 2018/19 budget setting process. The proposed use of this funding was agreed:

·         £71k  ...  view the full minutes text for item 9.

10.

Capital Programme Monitoring 2018/19 pdf icon PDF 561 KB

The report of the City Treasurer is now enclosed.

Additional documents:

Minutes:

The City Treasurer's report informed us of the revised capital budget 2018/19 to 2023/24 taking account of agreed and proposed additions to the programme, profiling changes, and the latest estimates of forecast spend and resources for the 2018/19 capital programme. The report explained the major variations to forecast spend, and any impact that variations had on the five-year Capital Programme.

 

Appended to the report was a schedule of projects within the overall capital programme where the allocations needed to be revised and funding allocations vired between projects. The appendix showed the virement needed for each scheme and each project. We agreed to recommend to the Council the proposed virements greater than £500,000, as set out in the appendix to these minutes. The virements of less than £500,000 we approved.

 

Also appended to the report was a full schedule of all projects within the Capital Programme which set out the agreed budget for each project from 2018/19 to 2023/24.

 

Decisions

 

1.         To recommend that the Council approve the virements over £0.5m between capital schemes to maximise use of funding resources available to the City Council set out in the appendix to these minutes.

 

2.         To note that approval of movements and transfers to the full capital programme, including projects on behalf of Greater Manchester, will reflect a revised total capital programme budget of £600.5m and a latest full year forecast of £493.0m. Expenditure to the end of December 2018 is £336.2m.

 

3.         To agree that the capital budget be amended to reflect movement in the programme, attributable to approved budget increases and updates to spending profiles.

 

4.         To approve the virements below £0.5m between capital schemes to maximise use of funding resources available to the City Council set out in the appendix to these minutes.

 

5.         To note that capital resources will be maximised and managed to ensure the capital programme 2018/19 remains fully funded and that no resources are foregone.

 

6.         To note that approval of movements and transfers to the Manchester City Council capital programme will reflect a revised capital programme budget of £468.2m and a latest full year forecast of £397.2m. Expenditure to the end of December 2018 is £265.9m.

 

7.         For projects carried out on behalf of Greater Manchester, to agree that the capital budget be amended to reflect movement in the programme, attributable to approved budget increases and updates to spending profiles.

 

8.         To note that approval of movements and transfers to the Greater Manchester capital programme will reflect a revised capital programme budget of £132.3m against a latest full year forecast of £95.8m. Expenditure to the end of December 2018 is £70.3m.

 

 

11.

The Budget 2019/20 pdf icon PDF 559 KB

The report of the Chief Executive and the City Treasurer is now enclosed.

Additional documents:

Minutes:

A report submitted by the Chief Executive and the City Treasurer out the background and the context for the suite of reports being considered at the meeting that constituted the Council’s budget proposals for 2019/20 and beyond. The report examined and explained:

·         the priorities that had shaped the three year Strategy;

·         progress to date, building on the recent State of the City analysis;

·         a summary of the financial position; and

·         the required statutory assessment of the robustness of the proposed budget.

 

The next year, 2019/20, was to be the last year of the Government’s four-year local government Finance Settlement. The future beyond 2019/20 was uncertain and the principal uncertainties were described in the report.

 

The report examined the development of the 2019/20 budget and the many budget changes that had been made throughout 2018/19 that were part of the context for the 2019/20 proposals.

 

The report explained the savings proposals contained in the 2019/20 budget. The budget also included proposals for additional investment above that originally planned as part of the 2018/19 budget setting process:

·         £4.6m additional investment into Children’s Services to address budget pressures due to the increased number of placements for looked after children as well as seeking to release resource for early help and prevention, and a further £150k for Youth Services;

·         £7.6m (rising to £8.0m for years 2 and 3) into adult social care to ensure service stability and that residents can access services on a timely basis;

·         £500k to support further action to tackle littering, fly-tipping and poor business waste management;

·         £255k to support food inspections;

·         £500k for enhanced enforcement activity in the private rented sector, as part of the homelessness budget; and

·         £1.1m for welfare related support funded from additional council tax revenues in 2019/20, with the intention being for these costs will to be met from additional Council Tax income relating to the proposed changes to empty property reliefs.

 

The report showed how as a result of additional monies announced by Government a balanced budget was now anticipated for 2018/19. A balanced budget was also being proposed for 2019/20. The overall position was:

 

 Outline Balanced Budget 2019/20

 

2018/19

£000

2019/20

£000

Resources Available

 

 

Business Rates related funding

324,753

314,653

Council Tax

154,070

166,507

Other non ring fenced Grants / Contributions

38,735

     54,426

Dividends and Use of Airport Reserve

53,342

62,390

Use of Reserves to support the budget

8,743

12,439

Total Resources Available

579,643

    610,415

 

 

 

Resources Required

 

 

Corporate Costs:

 

 

Levies/Charges

68,655

70,090

Contingency

3,103

1,600

Capital Financing

44,507

44,507

Transfer to Reserves

7,286

6,902

Total Corporate Costs

123,551

     123,099

 

 

 

Directorate Costs:

 

 

Additional Allowances and other pension costs

10,030

10,030

Insurance Costs

2,004

2,004

Directorate Budgets

439,919

465,272

Inflationary Pressures and budgets to be allocated

4,139

9,945

 

 

 

Total Directorate Costs

456,092

487,251

 

 

 

Total Resources Required

579,643

610,350

Transfer (to) General Fund Reserve

0

(65)

 

It was explained that the Local Government Act 2003 required the City Treasurer as the Chief Finance Officer to report to the authority on the robustness of the estimates made for  ...  view the full minutes text for item 11.

12.

Medium Term Financial Plan 2019/20 - 2021/22 pdf icon PDF 684 KB

The report of the City Treasurer is now enclosed

Additional documents:

Minutes:

The report of the Chief Executive and City Treasurer set out the revenue budget proposals for 2019/20 based on the outcome of the Provisional Local Government Finance Settlement and the issues which needed to be taken into account prior to the Council finalising the budget and setting the Council Tax for 2019/20.

 

In March 2018, as part of setting the 2018/19 budget, an initial budget for 2019/20 had been approved by the Council. That had anticipated a total funding requirement of £588.379m, and a funding shortfall of £8.967m. The report described all the subsequent changes that had been made to that indicative budget. New budget pressures had arisen, revised savings and cost recovery proposals had been developed, and further sources of money had been identified or grants provided. The total saving target for 2019/20 was £14.798m. The 2019/20 budget now being put forward had a total funding requirement of £610.350m and now anticipated a small budget surplus of £65,000, rather than a funding deficit. The comparison of the two proposals being:

 

Table 1 - Comparison of 201/20 Budgets

March 2018

£000

February 2019

£000

Change

Resources Available

Business Rates related funding

320,195

314,653

(5,542)

Council Tax

161,723

166,507

4,784

Other non-ring fenced Grants / Contributions

39,662

54,426

14,764

Dividends and Use of Airport Reserve

53,342

62,390

9,048

Use of Reserves to support the budget

4,490

12,439

7,949

Total Resources Available

579,412

610,415

31,003

 

 

 

 

Resources Required

 

Corporate Costs:

 

Levies/Charges

68,862

70,090

1,228

Contingency

2,100

1,600

(500)

Capital Financing

44,582

44,507

(75)

Transfer to Reserves

3,409

6,902

3,493

Sub Total Corporate Costs

118,953

123,099

4,146

Directorate Costs:

 

Additional allowances & other pension costs

10,183

10,030

(153)

Insurance Costs

2,004

2,004

0

Directorate Budgets

423,111

465,272

42,161

Inflation Pressures / budgets to be allocated

34,128

9,945

(24,183)

Total Directorate Costs

469,426

487,251

17,825

 

Total Resources Required

588,379

610,350

21,971

Surplus (Deficit)

(8,967)

65

 

These budgets were based on the assumption that the Council’s element of Council Tax would increase by 1.99% along with a further 1.5% specifically to care for vulnerable adults. Whilst the 2019/20 Local Government Provisional Finance Settlement had again given the Council the flexibility to raise the council tax by a further 1% to cover the cost of core services, the assumption in the budget was to keep council tax in 2019/20 at the level as committed to in 2017-20 budget strategy, and not implement that further 1% increase. When the Greater Manchester Council Tax precept increases were added to the Council’s own the total increase for Manchester’s Council Tax Payers was anticipated as being 5.06%.

 

The assumption for the council tax collection rate was 96.5%. This was based on historic trends in collection as council tax due in the current year will continue to be collected over a number of years.

 

The report provided a breakdown of the other non-ringfenced grants and contributions included in the budget and the issues around the most significant grants and contributions were dscribed.

 

Table 2 - Other Non-Ringfenced Grants and Contributions  ...  view the full minutes text for item 12.

13.

Capital Strategy and Budget 2019/20 to 2023/24 pdf icon PDF 483 KB

The report of the City Treasurer is now enclosed.

Additional documents:

Minutes:

Consideration was given to the report submitted by the City Treasurer. The report presented the capital budget proposals before their submission to the Council for approval.

 

The capital programme 2019/20 to 2023/24 comprised the continuation of the existing programme. For continuing schemes the position was based on that set out in the Capital Programme Monitoring 2018/19 also being considered at this meeting (Minute Exe/19/10). Also included were those future projects which were considered likely to be brought forward, subject to the submission of a successful business case. For any project seeking capital expenditure approval a business case must be drafted, covering:

·         how the project links to the City Council’s strategic priorities, social value, and any statutory requirements;

·         what economic value the project will provide to the City, including social value;

·         funding model, with evidence of cost and capital and revenue implications;

·         timescale for delivery and identification of risks to the project, including legal issues; and

·         what the project will achieve, and the benefits that will be realised.

 

Details on the projects within the programme were set out in the report and the full list of the proposed projects was appended to the report.

 

If agreed, then the proposals contained in the report would create a capital programme of £505.6m in 2019/20, £419.0m in 2020/21, and £244.0m in 2021/22. Within the 2019/20 total was £146.5m of expenditure on behalf of Greater Manchester, and £38.0m in 2020/21. The proposed funding for the programme was:

 

Capital Programme Funding

2019/20

£m

2020/21

£m

2021/22

£m

2022/23

£m

2023/24

£m

Total

£m

Grant

116.3

84.0

19.5

2.4

0.8

223.0

External Contribution

27.3

20.0

3.7

51.0

Capital Receipts

24.8

45.6

11.5

7.5

89.4

Revenue Contribution

37.6

51.7

34.8

4.9

129.0

Borrowing

153.1

179.7

174.5

79.6

30.7

617.6

Total

359.1

381.0

244.0

86.9

39.0

1,110.0

 

The revenue budget proposals set out in the report on the Medium Term Financial Plan 2019/20 - 2021/22 included provision to finance this level of borrowing.

 

Decisions

 

1.         To commend the report to Council.

 

2.         To note the proposed Capital Strategy.

 

3.         To delegate authority to the City Treasurer, in consultation with the Executive Member for Finance and Human Resources, to make alterations to the schedules for the capital programme 2018/19 to 2023/24 prior to their submission to Council for approval, subject to no changes being made to the overall estimated total cost of each individual project.

 

 

14.

Corporate Core Business Plan 2019/20 pdf icon PDF 378 KB

The report of the Deputy Chief Executive, City Treasurer and City Solicitor is attached

Additional documents:

Minutes:

The Deputy Chief Executive, City Treasurer and City Solicitor presented the final proposals for the Corporate Core (the Chief Executive’s and the Corporate Services directorates) budget for 2019/20 and forecast budgets for future years. The report set out the detailed breakdown and allocation of the directorates’ revenue budgets of £67.838m for 2019/20.

 

The report described how the role of the Core as providing strategic leadership to drive delivery of the Our Manchester Strategy ambitions, sustain growth across the city, better connect residents to that growth, create attractive places to live work and visit, and reduce the costly demands placed on public services. As well as driving change, the Core supported the rest of the organisation through Human Resources and Organisational Development, ICT, Finance, Legal, Communications and other services.

 

The report set out in detail how the elements of the financial and business plan had been developed. Appended to the report was a copy the Corporate Core’s 2019/20 Delivery Plan, Performance Plan, Equality Overview and Action Plan, Workforce Plan, and Risk Register.

 

The financial plan for the services was:

 

Service Area

2018/19 Net Budget

£'000

Savings & Recovery

£'000

Growth & Pressures

£'000

2019/20 Net Budget

£'000

People, Policy & Reform

 

 

 

 

HR/OD

4,445

-50

0

4,395

Policy, Partnership, Research & Culture

9,248

-100

0

9,148

Communications

3,690

-25

0

3,665

Reform and Innovation

906

-4

0

902

People, Policy and Reform Sub Total

18,289

-179

0

18,110

 

 

 

 

 

Performance, Research and Intelligence

4,527

-60

0

4,467

 

 

 

 

 

Legal and Democratic Services

 

 

 

 

Legal Services

2,811

-100

0

2,711

Democratic and Statutory Services

3,582

0

0

3,582

Executive

3,131

0

0

3,131

Legal and Democratic Services Sub Total

9,524

-100

0

9,424

 

 

 

 

 

Corporate Items

1,627

0

0

1,627

Total Chief Executives

33,967

-339

0

33,628

 

 

 

 

 

Corporate Services

 

 

 

 

ICT

14,035

-605

0

13,430

Procurement

972

0

0

972

Commissioning

355

-15

0

340

Revenue and Benefits

8,826

0

1100

9,926

Financial Management

5,653

-390

0

5,263

Audit, Risk and Resilience

1,401

0

0

1,401

Shared Service Centre

803

0

0

803

Capital Programmes

-199

0

0

-199

Corporate Items

314

0

0

314

Customer Services

4,161

0

0

4,161

Commercial Governance

246

0

0

246

Total Corporate Services

36,567

-1,010

1,100

36,657

 

 

 

 

 

Cross cutting savings

-447

-2,000

0

-2,447

Corporate Core Total

70,087

-3,349

1,100

67,838

 

It was noted that the Resources and Governance Scrutiny Committee had recently considered and endorsed the plan (Minute RGSC/19/09).

 

Decision

 

To note and accept the proposals set out in the business plan.

 

 

15.

Neighbourhoods Directorate Business Planning 2019/20 pdf icon PDF 442 KB

The report of the Deputy Chief Executive is attached

Additional documents:

Minutes:

The Deputy Chief Executive presented the final proposals for the directorate’s budget for 2019/20 and forecast budgets for future years. The report set out the detailed breakdown and allocation of the directorate’s revenue budget of £91.361m for 2019/20.

 

The report explained the Directorate’s contributions to Council priorities of working with Manchester’s communities to create and maintain clean, green, safe and vibrant neighbourhoods that Mancunians can be proud of. The report described how the Directorate provided a key role in supporting the broader council priorities as set out in the Corporate Plan. Libraries, art galleries, leisure centres, parks, play areas and events all supported the city’s children and young people to be happy, healthy and successful.

 

The report set out in detail how the elements of the financial and business plan had been developed. Appended to the report was a copy the directorate’s 2019/20 Delivery Plan, Performance Plan, Equality Overview and Action Plan, Workforce Plan, and Risk Register.

 

The financial plan for the service was:

 

Service Area

2018/19 Net Budget

£'000

Savings & Recovery

£'000

Growth & Pressures

£'000

2019/20 Net Budget

£'000

Neighbourhood Management

202

-100

0

102

Waste & Street Cleaning

12,586

-1,150

3,082

14,518

Waste Levy & Disposal

16,712

-3,000

21,445

35,157

Parks, Leisure & Events

5,025

-300

0

4,725

Grounds Maintenance

3,129

0

0

3,129

Neighbourhood Investment Fund

214

0

0

214

Community Safety & Compliance

9,653

-156

255

9,752

Libraries, Galleries & Culture

8,859

0

0

8,859

City Co.

234

0

0

234

Core Cities

52

0

0

52

Development Fund

0

0

0

0

Neighbourhood Teams

2,479

0

0

2,479

Total Neighbourhoods

59,145

-4,706

24,782

79,221

 

 

 

 

 

Traded Services

-3,483

-60

0

-3,543

Directorate Support

841

0

0

841

Highways Service

15,027

-185

0

14,842

Total

71,530

-4,951

24,782

91,361

 

It was noted that the Communities and Equalities, and the Neighbourhood and Environment Scrutiny Committees had each recently considered and endorsed the plan (Minutes CESC/19/08 and NESC/19/09).

 

Decision

 

To note and accept the proposals set out in the business plan.

 

 

16.

Children's Services and Education Business Planning 2019/20 pdf icon PDF 370 KB

The report of the Strategic Director of Children’s Services is attached

Additional documents:

Minutes:

The Strategic Director for Children’s and Education Services presented the final proposals for the directorate’s budget for 2019/20 and forecast budgets for future years. The report set out the detailed breakdown and allocation of the directorate’s revenue budget of £120.434m for 2019/20.

 

The report described the directorate’s ambitious savings and transformation programme and the significant challenges facing it which were linked to the impacts of welfare reform, demographics and wider public sector austerity measures. These included:

·         reduction in Government funding for the Troubled Families programme;

·         school funding reforms compounding a real-terms reduction in school budgets;

·         sustained high ‘demand’ for a statutory social work services;

·         rising costs in the external care market;

·         increasing demand for a statutory Social Work Service, looked after children and leaving care placements;

·         increase in the number of children with an Education Health and Care Plan; and

·         pressure in schools ‘high needs’ funding block.

 

The programme of savings, growth and investment was described in detail in the report. The report also set out in detail how the elements of the financial and business plan had been developed. Appended to the report was a copy the directorate’s 2019/20 Delivery Plan, Performance Plan, Equality Overview and Action Plan, Workforce Plan, Risk Register and savings schedule for 2019/20.

 

The financial plan for the service was:

 

Service Area

2018/19 Net Budget

£'000

Savings & Recovery

£'000

Growth & Pressures

£'000

2019/20 Net Budget

£'000

Children’s Safeguarding

83,011

-2,725

13,016

93,302

Education

22,440

-230

565

22,775

Directorate Core and Back Office

4,447

-90

0

4,357

Total

109,898

-3,045

13,581

120,434

 

It was noted that the Children and Young People Scrutiny Committee had recently considered and endorsed the plan (Minute CYP/19/09).

 

Decision

 

To note and accept the proposals set out in the business plan.

 

 

17.

Dedicated Schools Grant 2019/20 pdf icon PDF 267 KB

The report of the Director of Education is attached

Additional documents:

Minutes:

The budgets for schools are funded by the Dedicated Schools Grant (DSG), a ring-fenced grant that can only be applied to meet costs that fall within the schools’ budgets. Any under or over-spend of grant from one year must be carried forward and applied to the schools’ budgets in future years. The DSG is provided by Government to local authorities and each local authority distributes the grant to the local educational establishments.

 

A report submitted by the Director of Education explained how the allocated DSG was distributed across the schools and supported establishments in Manchester.

 

The report explained that for 2019/20 the DSG would be made up of four blocks: schools block, early years block, high needs block and central services schools block. It was reported that Manchester was to receive a DSG of £530.057m.

 

During the autumn of 2018 the Council had consulted schools and the Schools Forum on a transfer of funding in 2019/20 from the schools block to the high needs block of up to 0.5% per pupil. That transfer was intended to address an underlying pressure in the High Needs budget from more children needing Education, Health and Care Plans. However, that transfer would not now be necessary as a result of the Government providing additional DSG for high needs of £2.562m (£1.281m for each of 2018/19 and 2019/20).  Despite this increase there were continuing pressures on the high needs block.

 

The breakdown of the DSG in 2019/20 would be:

 

DSG

Schools

£m

Central Services

£m

High Needs

£m

Early Years

£m

Total

£m

Retained School Budgets

3.750

3.658

22.930

1.720

32.058

Individual School Budgets

405.323

0

53.568

39.108

497.999

DSG 2019/20

409.073

3.658

76.498

40.828

530.057

 

It was noted that the Children and Young People Scrutiny Committee had recently considered and endorsed the report (Minute CYP/19/09).

 

Decision

 

To note and accept the 2019/20 individual schools budgets and local authority retained school budgets as determined from the Dedicated Schools Grant allocation from Government.

 

 

18.

Strategic Development Business Planning 2019/20 pdf icon PDF 388 KB

The report of the Strategic Director (Development) is attached

 

Additional documents:

Minutes:

The Strategic Director (Development) presented the final proposals for the directorate’s budget for 2019/20 and forecast budgets for future years. The report set out the detailed breakdown and allocation of the directorate’s revenue budget of £5.515m for 2019/20.

 

The report described the significant contribution the service was making to the development and regeneration in the city, referencing many of the commercial and residential development schemes across the city.

 

The report set out in detail how the elements of the financial and business plan had been developed. Appended to the report was a copy the directorate’s 2019/20 Delivery Plan, Performance Plan, Equality Overview and Action Plan, Workforce Plan, and Risk Register.

 

The financial plan for the service was:

 

Service Area

2018/19 Net Budget

£'000

Savings & Recovery

£'000

Growth & Pressures

£'000

2019/20 Net Budget

£'000

Operational Property

7,052

0

0

7,052

Facilities Management

9,025

0

0

9,025

Property Rationalisation

0

0

0

0

Investment Estate

(12,290)

(1,700)

0

(13,990)

Strategic Development

324

0

0

324

City Centre Regeneration

425

0

0

425

Housing & Residential Growth

1,577

0

0

1,577

Planning, Building Control & Licensing

(601)

(20)

0

(621)

Work & Skills

1,723

0

0

1,723

MAES

0

0

0

0

Our Town Hall Project

0

0

0

0

Total Strategic Development

7,235

(1,720)

0

5,515

 

It was noted that the Neighbourhoods and Environment Scrutiny Committee, the Economy Scrutiny and the Resources and Governance Scrutiny Committee had each recently considered and endorsed the plan (Minutes NESC/19/09, ESC/19/14 and RGSC/19/09).

 

Decision

 

To note and accept the proposals set out in the business plan.

 

 

19.

Housing Revenue Account 2019/20 to 2021/22 pdf icon PDF 359 KB

The report of the Strategic Director (Development) and the City Treasurer is now enclosed.

 

Additional documents:

Minutes:

A report by the Strategic Director (Development) and City Treasurer presented the proposed budget for the Housing Revenue Account (HRA) for 2019/20 and indicative budgets for 2020/21 and 2021/22.

 

The report set out the requirements placed on the Council with respect to the HRA budget:

  • the Council had to formulate proposals or income and expenditure for the financial year which sought to ensure that the HRA would not show a deficit balance;
  • to keep a HRA in accordance with proper practice to ensure that the HRA is in balance taking one year with another; and
  • the HRA must, in general, balance on a year-to-year basis so that the costs of running the Housing Service must be met from HRA income.

 

Under a variety of arrangements, the Council owns and manage just under 16,000 properties within the HRA. The arrangements included three PFI schemes and the stock managed by either Northwards Housing or other Registered Social Landlords. During 2018/19 the Council was anticipating selling around 175 properties under the Right to Buy scheme.

 

Included in the report was the forecast for the HRA in 2018/19 to have an in-year surplus of £2.764m, compared to a budgeted deficit of £6.769m, and the main reasons for that change were explained in the report.

 

The proposed budget reflected the latest information on implementation of the Housing and Planning Act 2016 and Welfare Reform Act 2016. The legislation required social housing rents to be reduced by 1% each year for four years from April 2016. The 2019/20 budget period would be the last year of that four-year period. The mandatory 1% rent reduction had been reflected in the financial plan being put forward. The proposed rents levels included a reduction of 1% to all properties except for housing properties managed under a Private Finance Initiative (PFI) contract, where the rent would be increased by 3.4% (CPI + 1%).

 

Gas for the communal heating systems was sourced as part of the City Council’s overall gas contract. The existing wholesale gas contract was to expire shortly and indications were that the wholesale gas price would increase by about 26%. Therefore, it would be necessary to increase the current heating charges by between 17.8% and 71.9% so as to ensure that the costs of gas used were recovered through the tariffs charged for tenants and residents. However, in order to protect residents, many of whom are vulnerable and find themselves in financially challenging situations, it was proposed that any increase in heating charges be capped at 20%, and the difference between the actual increased gas costs and charges to tenants funded from the HRA. In 2019/20 this would result in a deficit of £104k in the income for communal heating. Appended to the report was a complete schedule of proposed heating tariffs for pay by rent and pay by prepayment card, showing the percentage change for 2019/20 after the application of the 20% cap.

 

The report explained that in 2018 a 1% reduction in the Northwards management fee  ...  view the full minutes text for item 19.

20.

Manchester Health and Care Commissioning - Adult Social Care Business Plan and Pooled Budget contribution 2019/20 pdf icon PDF 460 KB

The report of the Director of Adult Social Care and Chief Accountable Officer (Manchester Health and Care Commissioning) is attached

 

Additional documents:

Minutes:

The Director of Adult Social Care and the Chief Accountable Officer, Manchester Health and Care Commissioning presented the final proposals for the Manchester Health and Care Commissioning and the Adult Social Care’ budget for 2019/20 and forecast budgets for future years. The report set out the detailed breakdown and allocation of the pooled budgets and the directorate’s revenue budget of £198.263m for 2019/20.

 

The report explained that Manchester Health and Care Commissioning (MHCC) was responsible for commissioning health, adult social care and public health services for MHCC had been operating a single planning, delivery and assurance process since April 2018. The report set out the priorities for MHCC in 2019/20 financial year and described progress made in 2018/19. The report also explained that the financial plan for 2019/20 reflected the Manchester Health and Care Locality Plan and Adult Social Care Business Plan for the period 2017-2020.

 

The report set out in detail how the elements of the financial and business plan had been developed. Appended to the report was a copy the directorate’s 2019/20 Delivery Plan, Performance Plan, Equality Overview and Action Plan, Workforce Plan, Risk Register, Capital Strategy, and an update on transformational savings schemes.

 

The financial plans for the services were:

 

Service Area

2018/19 Net Budget

£'000

Savings & Recovery

£'000

Growth & Pressures

£'000

2019/20 Net Budget

£'000

Assessment/Support

6,140

-37

677

6,780

Care

41,122

-6,485

1,254

35,891

Commissioning

8,979

-871

0

8,108

Business Units

5,129

0

0

5,129

Learning Disability

51,989

-525

-585

50,879

Mental Health

23,192

-125

217

23,284

Public Health

37,275

10

0

37,285

Back Office

6,692

4,472

4,069

15,233

Inflation / National Living Wage

1,181

0

7,944

9,125

Demography

-

0

2,335

2,335

Total Pooled Budget

181,700

-3,561

15,911

194,050

 

 

 

 

 

Asylum

57

0

0

57

Commissioning

1,819

0

0

1,819

Safeguarding

2,337

0

0

2,337

Total Other Adult Social Care

4,213

0

0

4,213

Total

185,913

-3,561

15,911

198,263

 

It was noted that the Health Scrutiny Committee had recently considered and endorsed the plan (Minute HSC/19/09).

 

Decision

 

To note and accept the proposals set out in the business plan.

 

 

21.

Homelessness Business Planning 2019/20 pdf icon PDF 329 KB

The report of the Director of Adult Services and the Strategic Director (Development) is attached

 

Additional documents:

Minutes:

The Director of Adult Services and Strategic Director (Development) presented the final proposals for the Homeless Services’ budget for 2019/20 and forecast budgets for future years. The report set out the detailed breakdown and allocation of the service’s revenue budget of £13.375m for 2019/20.

 

The report explained that the Homeless Partnership had co-produced the Homelessness Strategy for the City (2018-23). Derived from that Streategy, the three key priorities for the service were:

·         homelessness as a rare occurrence: increasing prevention and earlier intervention at a neighbourhood level;

·         homelessness as brief as possible: improving temporary and supported accommodation to be a positive experience; and

·         the experience of homelessness to be a one-off occurrence: increasing access to settled homes.

 

There was a continuing and significant increase in the number of people presenting as homeless and who were rough-sleeping in the city so the service was under pressure. The budget proposals for 2019/20 therefore included investments to:

·         help with the demand for dispersed accommodation continuing to rise at the current rate to 1,500 properties during 2019/20;

·         support emergency accommodation numbers being stabilised at existing levels from work ongoing to meet need differently; and

·         provide additional capacity for Homelessness support to reduce caseloads.

 

The report set out in detail how the elements of the financial and business plan had been developed. Appended to the report was a copy the service’s 2019/20 Delivery Plan, Performance Plan, Equality Overview and Action Plan, Workforce Plan, and Risk Register.

 

The financial plan for the service was:

 

Service Area

2018/19 Net Budget

£'000

Savings & Recovery

£'000

Growth & Pressures

£'000

2019/20 Net Budget

£'000

Rough Sleepers / Outreach

359

0

0

359

Specialist Accommodation

249

0

0

249

Emergency Accommodation (B&B)

1,226

-440

1,990

2,776

Temporary Accommodation

2,631

0

1,300

3,931

Homelessness Management

384

0

0

384

Homelessness Assessment

1,216

0

0

1,216

Homelessness Prevention

1,929

0

1,300

3,229

Tenancy Compliance

194

0

0

194

Housing Related Support

980

0

0

980

Asylum

57

0

0

57

Total

9,225

-440

4,590

13,375

 

It was noted that the Neighbourhoods and Environment Scrutiny Committee had recently considered and endorsed the plan (Minute NESC/19/09).

 

Decision

 

To note and accept the proposals set out in the business plan.

 

 

22.

Treasury Management Strategy Statement and Borrowing Limits and Annual Investment Strategy 2019/20 pdf icon PDF 422 KB

The report of the City Treasurer is now enclosed.

Additional documents:

Minutes:

The Council’s Treasury Management policy complies with the revised CIPFA Code of Practice on Treasury Management. The Council adopted this in March 2010.

 

The Local Government Act 2003 and supporting regulations require the Council to have regard to the Prudential Code for Capital Finance in Local Authorities and to set Prudential Indicators for the next three years to ensure that the Council’s capital investment plans are affordable, prudent and sustainable.

 

The proposed strategy for 2019/20 was based upon the views of Treasury officers on interest rates, informed by leading market forecasts. The Strategy covered:

            Prudential and Treasury Indicators

            Minimum Revenue Provision Strategy

            Treasury Management Policy Statement

            Treasury Management Scheme of Delegation

            Borrowing Requirement

            Borrowing Strategy

            Annual Investment Strategy

 

We noted the proposed Annual Investment and Borrowing Strategies set out in the report, and agreed to commend them to the Council.

 

Decisions

 

1.         To commend the report to Council.

 

2.         To delegate authority to the City Treasurer, in consultation with the Executive Member for Finance to approve changes to the borrowing figures as a result of changes to the Council’s Capital or Revenue budget and submit such changes to Council.

 

 

23.

Council Tax Support Scheme Changes pdf icon PDF 444 KB

The report of the City Treasurer is attached

Additional documents:

Minutes:

In October 2016 we had considered and endorsed for public consultation a revised Council Tax Support (CTS) Scheme (Minute Exe/16/126). In January 2017 we considered the outcome of the consultation and agreed to adopt a new support scheme (Minute Exe/17/012). In September 2018 the City Treasurer had proposed further changes to the CTS Scheme, and it had been agreed that those proposals should be the subject of public consultation (Minute Exe/18/90).

 

A report submitted by the City Treasurer set out the outcome of the consultation, and the responses to the issues that had been raised by consultees. The report proposed that the revised scheme by adopted. An Equalities Impact Assessment was appended to the report setting out the more detailed equalities issues that would arise if the recommendations in the report were accepted and implemented.

 

The consultation had run from 5 November 2018 to 16 December 2018. The consultation documents had been provided on the Council website and paper questionnaires were sent to Libraries, advice groups in the city, the Customer Service Centre, and also to Councillors to distribute. A direct-mail distribution of 30,000 questionnaires had also been employed, sent to 5,911 Universal Credit households currently claiming CTS, 9,089 other households currently claiming CTS, and 15,000 other households paying Council Tax without claiming CTS.

 

A total of 1,051 responses had been received including 809 paper questionnaires and 242 online responses. The report set out a detailed examination of the responses: 55% of the respondents had agreed that the Council should change to a banded CTS scheme from April 2019, 12% had disagreed and 33% had not expressed a view either way.

 

The report explained that Universal Credit was to become the single mainstream source of benefits for most working age people on low income. Officers within the Council had therefore been considering the impact of Universal Credit on the Council Tax Support scheme, and how best to provide support to people claiming Universal Credit. It had been concluded that it would be appropriate to align Manchester’s Council Tax Support Scheme with Universal Credit (UC), particularly if that would enable the Council to draw on the assessment work carried out by the Department of Work and Pensions.

 

As a result of the analysis a banded scheme was being proposed. For a person entitled to UC, if their income was below their applicable amount or the same as their applicable amount, their Council Tax Support would be 82.5% of their Council Tax liability less any non-dependant deductions applicable. For those with a higher income their Council Tax Support would be the lower percentage according to the amount by which their income was above their applicable amount. The proposed banding being:

 

Excess weekly income greater than

Excess weekly income no more than

% reduction of Council Tax liability

£80.01

-

Nil

£75.01

£80.00

12%

£50.01

£75.00

30%

£25.01

£50.00

45%

£0.01

£25.00

70%

-

£0.00

82.5%

 

The report examined the implication of this on claimants and described the steps that would need to  ...  view the full minutes text for item 23.

24.

Council Tax Charges on Empty Properties pdf icon PDF 269 KB

The report of the City Treasurer is attached

Additional documents:

Minutes:

In November 2018 the Government had introduced powers for councils to charge increased Council Tax Premiums for long term empty properties (LTE) that had been unoccupied and unfurnished for over two years. These powers extended the 50% empty property premium that had been introduced by the Council in April 2013 (Minute Exe/13/006). In December 2018 the Executive had considered a proposal to introduce those higher premiums and it had been agreed then that there should be public consultation on that change (Minute Exe/18/111).

 

The Rating (Property in Common Occupation) and Council Tax (Empty Property Bill) Act 2018 had received Royal Assent on 1 November 2018. The Act gave councils discretion to apply increased LTE Premiums on unoccupied and unfurnished properties to further encourage owners of long term empty properties to find ways to bring them back in to use. The premiums that would be allowed were:

·         200% of the Council Tax from 1 April 2019 if empty for more than two years

·         300% of the Council Tax from 1 April 2020 if empty for more than five years

·         400% of the Council Tax from 1 April 2021 if empty for more than ten years

 

The report explained that a range of consultation methods had been employed to reach as many potentially affected landlords as possible. The consultation had been open from 17 December 2018 to 14 January 2019, and in that time 344 responses had been received. The breakdown of those was:

·         303 from members of the public,

·         43 from landlords of a property in Manchester that was not empty,

·         19 described themselves as ‘other’,

·         12 from local business owners,

·         10 from landlords of a property in Manchester that was empty,

·         5 from a local charity, voluntary or community organisation,

·         1 was a local councillor.

 

The report examined the responses and there was general support for all the changes being proposed, including that 76% of respondents agreed and 19% disagreed with the proposal that the Council should increase the Council Tax charge for homes that were unoccupied and unfurnished for two years or more, with the amount charged increasing the longer the property was empty.

 

The report set out the predicted financial impacts of the changes, both on landlords and on the Council’s income. The total revenue impact of the change was predicted to be over £1.3m in 2019/20.

 

The report also explained that an Equality Impact Assessment had been carried out on these proposals, and a copy of the findings of that assessment was appended to the report.

 

Having considered the outcome of the consultation and the findings of the Equality Impact Assessment it was agreed that the proposed changes set out in the report should be introduced with effect from 1 April 2019.

 

Decisions

 

1.         Note the outcomes of the consultation exercise and the Equality Relevance Assessment, both of which have informed the final recommendations.

 

2.         Adopt the discretionary powers to charge higher levels of Council Tax on properties that have been unoccupied and unfurnished for two, five  ...  view the full minutes text for item 24.

25.

Northern Gateway Strategic Regeneration Framework Update pdf icon PDF 343 KB

The report of the Strategic Director (Development) is attached

Additional documents:

Minutes:

The area then defined as the “Northern Gateway” extended in a north-eastern arc from Victoria Station, taking in the neighbourhoods of NOMA, the Lower Irk Valley, New Cross and Collyhurst. This area covered 155 hectares, running from the City Centre to the intermediate relief route (Queen’s Road). It was bisected by the key arterial roads to Rochdale and Oldham, and the main trans-Pennine rail line and northern metrolink routes.

 

Plans for the regeneration of this area have been under consideration for some years. Approval had been given in September 2015 to identify and appoint a private sector investor and delivery partner to work alongside the council to unlock and deliver the significant residential potential of an area (Minute Exe/15/099). In March 2017 it was reported that the development partner had been found – the Far East Consortium International Ltd (Minute Exe/17/065). In March 2018 we noted the progress that was being made in the production of a draft Strategic Regeneration Framework (SRF) and Masterplan for the area (Minute Exe/18/028). In July 2018 we had considered a draft of the revised SRF for the area and agreed that the revised document should be subject to public consultation (Minute Exe/18/074).

 

A report now submitted by the Strategic Director (Development) explained that the consultation had run for eight weeks between 6 August and 1 October 2018. A range of methods had been used including a questionnaire and letters sent to properties, businesses and landlords in the Northern Gateway area, information on the council’s website and six consultation drop-in sessions for members of the public. In total 423 people attended the drop-in sessions, 98 written responses were received via the consultation questionnaire with a further 25 written representations received from a mix of landowners, businesses, statutory consultees, and other non-statutory stakeholders.

 

The report examined the issues that the consultees had raised in their responses. The majority of responses were generally supportive, with at least 70% of respondents agreeing or strongly agreeing with each of the Design and Development Principles in the draft SRF. The specific issues that consultees had raised were described and responded to in the report, including the views of other local authorities, statutory agencies, statutory undertakers and utilities, and major landowners. Appended to the report was a schedule of the revisions made to the SRF as a result of the consultation, and other changes.

 

Having taken into consideration the outcome of the consultation, the responses to the issues raised by consultees and the proposed changes to the draft SRF, it was agreed that the revised document be adopted.

 

Decisions

 

1.         Note the comments received on the draft SRF and the response to these comments.

 

2.         Note the changes made to the SRF as set out in the report.

 

3.         Approve the Northern Gateway SRF with the intention that it will become a material consideration in the Council’s decision making process as Local Planning Authority.

 

 

26.

Northern Gateway Implementation and Delivery pdf icon PDF 345 KB

The report of the Strategic Director (Development) is attached

Additional documents:

Minutes:

A report submitted by the Strategic Director (Development) set out details of the Phase 1 Implementation Strategy for the Northern Gateway. It explained that the Council had entered into a joint venture with the Far East Consortium (FEC) in April 2017 for the comprehensive redevelopment of the Northern Gateway for housing and ancillary development. As part of the delivery arrangements, the Council and FEC had established a joint venture (JV) company, Northern Gateway Operations Limited (OpCo),to have strategic input into and oversight of the development of the Northern Gateway area.

 

It was reported that the Government’s Housing Infrastructure Fund (HIF) had been identified as the most significant potential source of funding that could be utilised to support a range of investment within major infrastructure projects to help accelerate and unlock housing delivery in the Northern Gateway. Making a bid for money from the fund was proposed and supported. That money could be directed toward physical infrastructure to support new and existing communities or toward land acquisition in order to accelerate the creation of place and housing delivery.

 

The report explained that Council Officers had been working on a feasibility study and outline phasing strategy for the delivery of up to 530 new homes in the Collyhurst neighbourhoods, of which up to 130 were to be built for social rent resulting in at least 20% of the new build housing being affordable. The process to be followed to identify the possible sites for those developments was agreed.

 

It was noted that the potential upfront costs associated with acquiring sites for future development had meant that the JV partners had explored opportunities for a co-investment arrangement with the Council. It was now anticipated that this co-investment in land assembly would be in the form of a commercial loan from the Council, set at a rate of interest acceptable to both parties and which would be State Aid compliant. The principle of using such an approach was endorsed. The terms of that loan were to be the subject of a report to a further meeting.

 

Decisions

 

1.         To note the contents of the report and the progress being made to establish appropriate governance and implementation arrangements to secure the delivery of the Northern Gateway initiative.

 

2.         To note that the City Council has submitted an Expression of Interest for the Northern Gateway to be designated for inclusion within the Government’s Garden Communities Programme and request that a further report is brought back to a future meeting once the outcome of this submission is known.

 

3.         To note the update provided in relation to the progress being made in developing an application for Housing Infrastructure Fund to support the delivery of the Northern Gateway initiative.

 

4.         To delegate authority to the Deputy Chief Executive and City Treasurer and the Strategic Director (Development) to finalise and submit the Housing Infrastructure Fund application to the Ministry of Housing, Communities and Local Government by the deadline of 22 March 2019 and to request that a  ...  view the full minutes text for item 26.

27.

Decision Notices of the GMCA, the AGMA Executive and a joint meeting of the GMCA and the AGMA Executive pdf icon PDF 380 KB

To receive and consider the decision notices for the meetings of:

(a)  the Joint GMCA and AGMA Executive on 11 January 2019;

(b)  the GMCA on 25 January 2019; and

(c)  the AGMA Executive on 25 January 2019.

The three Decision Notices are enclosed.

Additional documents:

Minutes:

Decision

 

To receive and note the Decision Notices for the meetings of the Joint GMCA and AGMA Executive on 11 January 2019, the GMCA on 25 January 2019, and the AGMA Executive on 25 January 2019.

 

 

28.

Appendix to the Minutes - Capital Budget Virements

Additional documents:

Minutes:

Appendix to Minute Exe/19/10 – Proposed Capital Virements

 

Proposed Capital Virements

£m

2018/19 Virement

2019/20 Virement

2020/21 Virement

2021/22 Virement

Highways

 

 

 

 

Highways Stand Alone Projects

 

 

 

 

Public Realm

 175

557

 

 

Hostile Vehicles Mitigation Measures

-175

-89

 

 

Automatic Bollard Replacement

 

-468

 

 

Drainage

 

184

 

 

Other Improvement works

 

-184

 

 

Total Highways

0

0

0

0

 

 

 

 

 

Private Sector Housing

 

 

 

 

Collyhurst Regeneration

 

 

-505

-565

Collyhurst Acquisition & Demolition (Overbrook & Needwood Close)

 

 

505

565

Total Private Sector

0

0

0

0

 

 

 

 

 

Public Sector Housing

 

 

 

 

01.00 Northwards - External Work

 

 

 

 

Environmental improvements Moston corolites

 87

 

 

Charlestown - Victoria Ave multi-storey replacement door entry systems

-19

 -182

 3,480

 

Electricity North West distribution network phase 4 (various)

-122

 -163

 

 

External cyclical works phase 3a

 

-10

 

 

External cyclical works phase 3b Ancoats Smithfields estate

 

10

 

 

Delivery Costs

 

220

-125

 

Replacement door entry Clifford Lamb Ct and Monsall multi storey blocks

 

-95

 

 

02.00 Northwards - Internal Work

 

 

 

 

Decent Homes mop ups phase 9 and decent homes work required to voids

27

 

 -27

 

Collyhurst - Rainwater pipes/guttering rectification work

-141

 -85

 

 

Boiler replacement programme

-75

 -246

 261

 

Kitchen and Bathrooms programme

-2,107

 -1,224

 34

 

Aldbourne Court/George Halstead Court/Duncan Edwards Court works

 

81

 

 

Harpurhey - Monsall Multi Internal Works

 

2,385

85

 

Fire precautions multi storey blocks

-676

 -746

 -500

 

Installations of sprinkler systems - multi storey blocks

-2,000

 -2,779

 

 

Various - Bradford/Clifford Lamb/Kingsbridge/Sandyhill Court Internal Works

 

2,471

108

 

Collyhurst - Mossbrook/Roach/Vauxhall/Humphries Court Internal Works

 

2,791

106

 

Replacement of Prepayment Meters in High Rise Blocks

-58

 -694

 20

 

Delivery Costs

 

265

23

 

05.00 Northwards - Off Debits/Conversions

 

 

 

Bringing Studio Apartments back in use

-57

 -78

 

 

Delivery Costs

 

-12

 

 

06.00 Homeless Accommodation

 

 

 

 

Delivery Costs

 

19

19

 

12.00 Northwards - Acquisitions

 

 

 

Northwards Acquisitions

32

 

 

 

Stock Acquisitions

-32

 

 

 

14.00 Northwards - Adaptations

 

 

 

 

Northwards Housing Programme

5,141

-1,928

-3,484

 

Total Public Sector Housing (HRA)

0

0

0

0

 

 

 

 

 

Children's Services

 

 

 

 

Basic Need

 

 

 

 

Cheetham Academy

-14

 

 

 

Cavendish Community - Increase capacity

-266

 

 

 

Ashbury Meadow - Increase capacity

-71

 

 

 

E-Act Academy - increase capacity

-11

 

 

 

Claremont - Increase capacity

-71

 

 

 

Briscoe Lane Academy

-23

 

 

 

Manchester Communication Primary Academy

-224

 

 

 

Dean Trust Ardwick

4

 

 

 

United Learning Trust - William Hulme

47

 

 

 

Lytham Rd

-143

 

 

 

Co-op Academy expansion

270

 

 

 

St Matthews RC

-172

 

 

 

Beaver Rd Primary Expansion

-14

 

 

 

Lily Lane Primary

-305

 

 

 

St. James Primary Academy

-57

 

 

 

Crossacres Primary School

-17

 

 

 

Ringway Primary School

-166

 

 

 

Webster Primary School

-49

 

 

 

St. Chrysostom's Primary School

160

 

 

 

Camberwell Park Specialist School

65

 

 

 

Piper Hill Special School

224

 

 

 

SEND Programme

 

8,365

15,150

 

Basic need - unallocated funds

833

 -8,365

-15,150

 

Schools Maintenance

 

 

 

 

Abraham Moss - Hall Heating

-4

 

 

 

Moston Lane - re-roof

-338

 

 

 

Chorlton CofE Primary Rewire

1

 

 

 

Wilbraham Primary Roof

19

 

 

 

Abbott Primary School Fencing

-15

 

 

 

Pike Fold Community Primary - Ground Stabilisation - Survey artificial play area

1

 

 

 

Charlestown Primary Defects

-14

 

 

 

All Saints Primary School

-1

 

 

 

Collyhurst Nursery School

2

 

 

 

Armitage CE Primary

3

 

 

 

Higher Openshaw Community School - Renew Boiler

-25

 

 

 

Crowcroft Park Primary School - Roof Repairs

-9

 

 

 

Abbot Community Primary - Ext Joinery Repair

-14

 

 

 

St Mary's - Joinery Repairs

-21

 

 

 

Sandilands  ...  view the full minutes text for item 28.