Report of the Leader of the Council

This reports provide an overview of work undertaken and progress towards the delivery of the Council's priorities as set out in the Our Manchester Strategy for those areas within the portfolio of the Leader of the Council.

The Committee considered the report of the Leader of the Council, which provided an overview of work undertaken and progress towards the delivery of the Council’s priorities, as set out in the Our Manchester strategy, for those areas within his portfolio.

By way of a further update the Leader informed the Committee that the Executive would be considering a report at its meeting on 24 July 2019, requesting that he Executive agreed the elements of the Council motion on climate emergency that were an executive function and advised that the Executive would be supporting the motion in its entirety and subsequently an Action plan would be presented back to the Executive in the Autumn

Some of the key points that arose from the Committees discussions within the Leaders report were:-

·                It was concerning that given the current level of political uncertainty and no indication as to whether or not a government spending review will take place, what the implications would be for the Council’s budget from April 2020 onwards;

·                Was there any possibility for Council investment into the refurbishment of the  Sharp Project or was this to be externally funded; and

·                What had the Leader done differently as a result of scrutiny;

·                What was the Leader doing to ensure Manchester and local authorities would be potential beneficiaries of the comprehensive spending review (CSR);

·                How was the Council engaging with relevant bodies in regards to Brexit and a possible Shared Prosperity Fund; and

·                How well was the relationship working between the Council and the GMCA.

The Leader advised that in terms of the Sharp Project and Space Studios and One Central Park, these had initially required significant Council investment, however, over the last five years it had bene expected that any further expansion or further investment would be funded out of the businesses themselves.  In terms of expansion, Fujitsu tower had been removed at Space Studios resulting in a very significant site being available and a range of opportunities were being considered, including the potential for additional sound stage provision and workshop space.  Similarly with the Sharp Project, it did require a level of upgrading in order to maintain its unique offer.

In terms of what he had done differently as a result of Scrutiny, he commented that scrutiny had introduced more rigor into the Officer process of preparing reports and the Executive gave very careful considerations to any recommendations that had come from Scrutiny.

He advised that he Chaired the LGA’s City Region Board which one of its main areas of  focus was to ensure  funding solutions for local authorities were advantageous as possible.  The LGA had made already made representations to Government around the CSR and where local authorities largest pressures rested (Adults and Children’s services).  From a Greater Manchester perspective, there would be a focussed submission around skills, infrastructure and building a more inclusive economy, as, as a region, it was more advantageous by having a collective voice.  The Chief Executive added that Manchester was good at using evidence based initiatives to demonstrate how investment in an Our Manchester approach reduces demand on services.

The Leader advised that there were Political and Chief Officer networks engaging with Government around Brexit. As Leader he received regular reports from the Strategic Director – Neighbourhoods who was the lead officer for planning for a no deal Brexit.  The Statutory Deputy Leader (Councillor S Murphy) was a member of the LGA body that was having regular engagement with ministers on Brexit.  In terms of a shared prosperity fund, the Leader advised that the LGA City Region Board, which he was Chair of, had lead responsibility for looking at governance arrangements post any exit from the EU and ensuring any powers from Brussels were devolved down from Whitehall.

Finally, he advised that in terms of governance, the GMCA was evolving and gaining some significant powers as a result of the devolution arrangements and introduction of the GM Mayor.  He advised that he was now the only GM Leader who had signed the original devolution deal in 2014 and as a consequence, this had meant some key elements of public service reform had required work to ensure new Leaders were familiar with these.

Decision

The Committee notes the report