Issue - meetings

Report from the Deputy Leader, and Cabinet Member for Finance and Transformation attached.

The Deputy Leader and Cabinet Member for Finance and Transformation presented a report outlining the Council’s strategic priorities and delivery objectives for the financial year. The report also set out the Council’s role in delivering the overarching vision of the borough’s LET’S Do It! Strategy.

Councillor Bernstein welcomed the clarity provided by the report, particularly following discussions at Overview and Scrutiny. He expressed appreciation for the identified priorities but suggested that an additional priority should be considered in relation to community cohesion. He noted that inequality is often the root cause of challenges to community cohesion and highlighted the importance of reviving multifaith and community engagement work. Councillor Bernstein emphasised the need for the Council to play a proactive role in bringing communities together.

Decision:

The Cabinet:

1. Noted the year end position on progress against the Corporate Plan 2024/25.
2. Approved the draft Corporate Plan for 2025/26.

Reasons for the decision:

To enable transparency and robust monitoring of performance and delivery of the Corporate Plan.

Alternative options considered and rejected:

Not applicable.

Councillor Sean Thorpe, Cabinet Member for Finance and Transformation, opened the meeting with a summary of the 2024/25 report. He described the year as one of both progress and disruption. A £2.5 million funding boost for Greater Manchester was secured to support infrastructure projects including a new tram stop, an interchange, and improvements to public transport. He also highlighted achievements in sustainable growth, such as affordable housing developments like Humphrey House, School Streets, and environmental initiatives like Pocket Parks.

In children’s services, school attendance improved for the third consecutive year, and social worker caseloads decreased, enhancing support for families. These gains were made despite the disruption caused by a general election and a fast-tracked local election, which diverted resources.

Councillor Thorpe acknowledged that not all planned activities were delivered, largely due to time-consuming audits and inspections from Ofsted and the CQC. However, these helped the council refocus on its corporate plan and better understand its risks. He emphasised the strength of governance, supported by six boards and a Member Assurance Group. He also noted that workforce and communication strategies had been affected by resource constraints and delays from the Department for Education.

Councillor Moss raised concerns about the council’s stance on academisation, questioning whether it truly improves outcomes for children. The response clarified that while education is vital, governance structures like academisation are less important than leadership and funding. Councillor Moss also questioned delays in the development of three special schools. Councillor Thorpe explained that the Department for Education’s commissioning process is still ongoing and acknowledged the burden placed on families when children are sent to independent provisions outside the borough.

On EHCP performance, Councillor Thorpe reported that 94% of plans were completed within the 20-week target, though a few delays had temporarily affected the overall rating. He stressed that even a single delayed case could skew the data, but overall performance remained strong.

The LET’S DO IT strategy was discussed in detail. Councillor Moss asked whether it was being formally relaunched, and Councillor Thorpe confirmed a relaunch event was scheduled for 19th June. Moss also asked whether members would be reintroduced to the strategy, which Thorpe confirmed.

Councillor Rafiq praised the 2025/26 plan for being more focused and meaningful. He highlighted the importance of the workforce strategy, which had been delayed. Kate Waterhouse, Executive Director for Strategy and Transformation, explained that work was ongoing with the interim Assistant Director for HR to finalise the strategy, which would underpin the council’s delivery plans.

Councillor Vernon asked how the new suite of performance indicators would improve reporting. Kate Waterhouse explained that the indicators were developed in collaboration with services and would be more visual and digital-friendly. Councillor Thorpe noted the difficulty in measuring real-world impact such as deprivation. Councillor Moss questioned the usefulness of KPIs without targets. Councillor Thorpe and Kate Waterhouse responded that benchmarking is used where possible, though some measures lack national comparators.

Councillor Bernstein welcomed Greater Manchester’s 3.1% economic growth and asked how Bury compared. Councillor Thorpe said  ...  view the full minutes text for item 52