The Executive of Manchester City Council met on Wednesday 16 September 2026 to discuss a range of significant issues. The meeting included noting progress on the Our Manchester Strategy, agreeing to transition to a fully integrated End-to-End (E2E) Fostering Hub, increasing the Fixed Penalty Notice (FPN) for fly-tipping offences to the statutory maximum, and agreeing to establish an Internal Property Service, named 'Manchester City Works', to bring principal operational elements of the housing repairs and maintenance service under direct Council management. The Executive also noted the projected outturn position for 2026/27, which forecasts a £7.4 million overspend, and approved several budget virements. Significant capital investment was recommended for homelessness accommodation and SEN provision. The termination of a partnership agreement for mental health social care functions with Greater Manchester Mental Health Foundation Trust (GMMH) was approved. The Executive formally acknowledged the successful outcome of Manchester's Adult Social Care Care Quality Commission (CQC) assessment, endorsing the refreshed 'Achieving Better Outcomes Together' (ABOT) programme. The Unpaid Carers Strategy 2026-2029 was approved and adopted. The Executive also considered a report providing an overview of homelessness commissioning activities utilising grant funding and agreed to exclude the press and public from the meeting during the consideration of Item 19, Housing Repairs Insourcing and Recommissioning (Part B), due to the commercially sensitive nature of the information.

End to End Fostering Report

The Executive noted the case for change underpinning the move towards a more regionalised approach to fostering recruitment and approval, including the proposal to transition from the current Greater Manchester (GM) recruitment-focused fostering hub to a fully integrated End-to-End (E2E) Fostering Hub. The national context of needing to create an additional 10,000 foster placements, supported by Department for Education investment, was noted. The Executive agreed the proposed funding formula and resource contributions for 2026/27 and 2027/28, with Manchester's financial contribution for 2026/27 agreed at £242,818 (comprising £45,000 cash and approximately £197,000 in staffing contributions), and a total contribution of £742,238 for 2027/28. Proposed changes to governance and local decision-making arrangements were also agreed. Councillor John Leech sought clarification on foster carer approval rates and support for young people who continue to be fostered after turning 18.

Strengthening Fly-tipping Enforcement Through Increased Fixed Penalty Notice Fines

The Executive agreed to increase the rate of the Fixed Penalty Notice (FPN) for fly-tipping offences under section 33 of the Environmental Protection Act 1990 to the statutory maximum of £1,000, payable within 14 days, with a reduced payment of £700 available for early settlement within 10 days. This measure aims to strengthen the deterrent effect against fly-tipping, which has a significant impact on local communities, the environment, and council resources, with 17,954 incidents recorded in 2025/26. Councillor John Leech welcomed the proposal but questioned whether higher fines would lead to non-payment and increased prosecution costs. The committee also noted the government's intention to increase the maximum penalty for fly-tipping to £5,000 in future legislation.

Housing Repairs Insourcing and Recommissioning

The Executive agreed to establish an Internal Property Service, to be named 'Manchester City Works', to directly deliver the principal operational elements of the housing repairs and maintenance service. Specialist managed services will be recommissioned through externally procured contracts. This mixed delivery model aims to provide greater operational control, strengthen accountability, improve oversight of performance and compliance, and support the Council's responsibilities as a social landlord. The decision was made following consideration by the Resources and Governance Scrutiny Committee, which recommended naming the service 'Manchester City Works' and having regard to the Council's policy of no compulsory redundancies and its commitment to staff training and development. The Executive also endorsed the proposal that officers continue discussions with Equans regarding appropriate contingency arrangements to support service continuity during the transition.

Delegation of Executive Functions to the Executive and Council Officers

The Executive noted and endorsed the decision of the Leader of the Council, Councillor Garry Bridges, to delegate all executive functions to the Executive and to officers as recorded in the Council's Constitution. This formalises the existing arrangements for the discharge of executive functions.

Our Manchester Progress Update

The Executive noted the report providing an update on key areas of progress against the Our Manchester Strategy 2025-35. Highlights included the first of three events celebrating nominees for the Best of Manchester Awards, the completion of more affordable homes over the summer, the return of Sunday opening for Manchester libraries for the first time in 15 years, and the opening of a new Cyan Lanes route aimed at connecting the city's waterways and green spaces. Free Council-organised fireworks events were also confirmed to be returning this autumn. Councillor John Leech welcomed the update and sought clarification on the publicity for the Cyan Lanes project and its accessibility.

Revenue Monitoring Report (P4) 2026/27

The Executive noted the projected outturn position for 2026/27, which forecasts a £7.4 million overspend. This is attributed to significant financial stresses across the local government sector, particularly within adult and children's social care, alongside underachievement of income from advertising and markets, and pressures from Manchester Creative Digital Assets and the Investment Estate. The Executive approved several budget virements, including a £4.0 million realignment from Corporate Resources to Adult Social Care and £250,000 from Corporate Services' cost of living budget to Public Health for a pilot scheme for care leavers. The full contingency budget of £0.6 million was approved for Elections services, and inflationary funding was allocated across various directorates. Councillor John Leech expressed concern regarding the increasing overspend in Adult Social Care and the reliance on government write-offs for Dedicated Schools Grant deficits.

Capital Programme Monitoring (P4) 2026/27

The Executive noted the progress against the 2026/27 capital programme to the end of July 2026. The latest forecast of expenditure is £441.5 million against an approved budget of £455.2 million, with a net underspend of £0.2 million. The Executive recommended that the Council approve budget increases for several Neighbourhoods schemes, including Mauldeth House Development (£2.25m), Homelessness Accommodation Slade Lane (£2.75m), Homelessness Accommodation The Works (£2.1m), and Off Street Parking Further Works (£7.5m). The Executive also approved budget increases for Children's Services' High Needs Capital Grant (£10.296m) and Highways Services' A62 Oldham Road Improving Journeys (£3.842m). Councillor John Leech sought clarification on the use of the additional capital budget for Mauldeth House and the low Highways capital spend to date.

Best Start for Life and Healthy Babies Family Hub Programme

The Executive noted the progress made in delivering the Best Start for Life Family Hub Programme in Manchester. This programme integrates early intervention, prevention, family support, and specialist services through a neighbourhood-based model designed to improve outcomes for children, young people, and families. The programme has been successfully delivered in deprived communities, with over 20,000 attendees and 90,000 interventions accessed across four sites in the last 12 months. National funding has been confirmed until March 2029, with additional investment secured for children with additional needs. The programme is on track for full implementation by October 2026, providing a citywide network of Family Hubs.

Acquisition of Land and Buildings via Compulsory Purchase Order - 119-119A Raby Street

The Executive approved the Compulsory Purchase Order (CPO) for 119 and 119a Raby Street, Moss Side. This action is necessary to acquire the land required to deliver a scheme that will provide 212 affordable homes and community space, as approved by planning permission in November 2025. The property is in a dangerous derelict condition and has been a source of blight and anti-social behaviour. Mosscare St Vincent's Housing (MSV), the developer of the affordable homes, has agreed to fully indemnify the Council against all costs associated with the CPO. The Executive also authorised the Assistant Director Development to enter into an indemnity agreement with MSV and authorised the City Solicitor to progress the CPO.

Integrated Settlement Employment and Skills Programmes

The Executive approved Manchester City Council receiving £12,822,178 of Integrated Settlement funding from the Greater Manchester Combined Authority (GMCA) for employment and skills programmes between 2027-2029. This funding will support the delivery of the Our Manchester Strategy by expanding existing successful programmes and introducing new initiatives focused on worklessness, disability inclusion, and community-based employment support. The Executive delegated authority to the Strategic Director for Growth and Development to manage the detailed application and award of this funding.

Termination of Section 75 Partnership Agreement with Greater Manchester Mental Health Foundation Trust (GMMH)

The Executive approved the planned termination of the Section 75 Partnership Agreement and associated NHS Contract for Services with GMMH, effective from 30 September 2026. This will return delegated Adult Social Care functions under the Care Act 2014 to the direct governance and management of Manchester City Council from 1 October 2026. This decision is mutually agreed and aims to improve accountability, performance oversight, and alignment between statutory responsibilities and service delivery. Approximately 93 staff will be TUPE transferred to Adult Social Care. The move is expected to cost approximately £6.189 million annually, with a £0.633 million shortfall addressed through the 2026/27 budget process. A one-off capital investment of approximately £498,000 is required for ICT infrastructure.

Adult Social Care CQC Assessment Findings and Directorate Response

The Executive formally acknowledged the successful outcome of Manchester's Adult Social Care Care Quality Commission (CQC) assessment, which resulted in an overall rating of 'Good' with a score of 73%, making it the highest-rated Core City authority in England. The assessment highlighted strengths in leadership, partnership working, person-centred practice, prevention, and a commitment to reducing inequalities. The Executive endorsed the refreshed 'Achieving Better Outcomes Together' (ABOT) programme for 2026-2028, which aims to build on these strengths and progress towards an 'Outstanding' rating. Key improvement priorities include completing the transfer of Mental Health social work services, strengthening personalised support, improving safeguarding performance, and enhancing data quality.

Adult Social Care - Unpaid Carers Strategy 2026 – 2029

The Executive approved and adopted the Unpaid Carers Strategy 2026-2029. This strategy, co-produced with over 250 unpaid carers and partner organisations, sets out eight strategic priorities to improve outcomes for unpaid carers in Manchester. These include establishing a centralised carer support hub, introducing a carers navigation service, expanding respite provision, improving mental health support, strengthening financial advice, embedding carer awareness across services, investing in peer support and co-production, and supporting future planning. The strategy aligns with national policy and local priorities, aiming for a preventative and partnership-based approach.

Homelessness Commissioning Update: Grant Funded Contracts

The Executive considered the report providing an overview of homelessness commissioning activities utilising grant funding from MHCLG/GMCA to prevent and reduce rough sleeping. This includes updates on the A Bed Every Night (ABEN) programme, Community Accommodation Service Tier 3 (CAS3), Targeted Supported Housing Support Services (TSHSS), and plans for the new national Rough Sleeping Programme. The report detailed funding allocations and planned procurement approaches for these services, which aim to provide accommodation and support for individuals experiencing homelessness or at risk of rough sleeping.

Exclusion of Press and Public

The Executive agreed to exclude the press and public from the meeting during the consideration of Item 19, Housing Repairs Insourcing and Recommissioning (Part B), due to the commercially sensitive nature of the information.

Housing Repairs Insourcing and Recommissioning (Part B)

Further to Part A, the Executive agreed to establish an Internal Property Service, to be named 'Manchester City Works', to directly deliver the principal operational elements of the housing repairs and maintenance service. Specialist managed services will be recommissioned through externally procured contracts. The Executive also requested that officers have regard for the Council's policy of no compulsory redundancies and its commitment to staff training and development. Discussions with Equans regarding appropriate contingency arrangements to support a smooth transition were also endorsed.

The meeting was chaired by Councillor Garry Bridges, Leader of the Council.