Agenda and draft minutes

Apologies for absence had been submitted by Councillors T Tariq and S Thorpe.

Members of Cabinet are asked to consider whether they have an interest in any of the matters of the Agenda and, if so, to formally declare that interest.

There were no declarations of interest.

Questions are invited from members of the public about the work of the Cabinet.

Notice of any question must be given to Democratic Services by midday on Monday, 13^th April. Approximately 30 minutes will be set aside for Public Question Time, if required.

A written question regarding cumulative traffic impact had been received by a member of the public, Joanna Britton, who was unable to attend and as such Members agreed that a written response to his question would be sent.

The following question was submitted in advance of the meeting by members of the public, James and Tracey Tierney:

Can the Council confirm the exact geographical parcels within allocation JPA1.2 where the first phase of 90 homes is proposed and state whether these parcels are subject to any known constraints relating to flooding risk, drainage capacity or access limitations.

Responding, Councillor O’Brien reported the Simister Bowlee Development Framework included an indicative masterplan and this includes an approach to the phasing of development within the site.  However, the exact phasing of the site will be dependent on detailed information that will be required as part of a future planning application. 

The reference to a first phase of 90 homes has been taken from the Five-Year Supply Statement 2025 which provides an indicative assessment of the amount of housing that is expected to be delivered on identified sites across the Borough over the next five years.  The 2025 Statement states that the Simister Bowlee site promoters have indicated that the first completions will be in 2028/29 and a total of 90 dwellings will be completed within the next within the next five years  (1 April 2025 - 31 March 2030). 

The Five-Year Supply Statements are updated on an annual basis and reflect the latest information on all housing sites across the Borough.  Future updates will reflect the sites progress through the planning process, including information relating to future planning applications. 

All planning applications will need to be supported by detailed and up-to-date evidence on a wide range of matters including detailed assessments of drainage capacity, flood risk and issues relating to transport. 

A further supplementary question was submitted:

All the homes in the area are on septic tanks and don’t use the main sewage system, there is no infrastructure on the boundary where the development is being built, what will happen to the homes on septic tanks and not mains sewage?

Responding, Councillor O’Brien stated the Council does not hold, and is not legally required to hold, a definitive register of all properties using private septic tanks or other non mains sewage systems within the borough. The legal responsibility for a septic tank or small sewage treatment plant rests with the “operator” of the system, who in most cases is the property owner. A developer in an application would have to state how they would deal with drainage and connecting to existing infrastructure.

The Council would determine this when applications are submitted. If the scheme was deemed unsatisfactory then a scheme may not be recommended for approval. The Council would try and work with the developer and local residents to ensure that existing arrangements are not interrupted and the proposals have the adequate infrastructure. At this stage, full details of drainage schemes are  ...  view the full minutes text for item CA.3

Questions are invited from Elected Members about items on the Cabinet agenda. 15 minutes will be set aside for Member Question Time, if required.

Notice of any Member question must be given to the Monitoring Officer by midday Friday 10^th April.

There were no Member questions.

Minutes from the meeting held on 11^th March 2026 are attached.

It was agreed:

That the minutes of the Cabinet meeting held on the 11^th March 2026 be approved as an accurate record.

Report of the Deputy Leader and Cabinet Member for Finance and Transformation is attached.

The Leader and Cabinet Member for Strategic Growth presented the Corporate Plan 2026/27 on behalf of the Deputy Leader and Cabinet Member for Finance and Transformation.

In 2020 the ambitious LET’S do it! Community Strategy for Bury was launched, setting out a vision for the borough through to 2030: to stand out as a place that is achieving faster economic growth than the national average, with lower than national average levels of deprivation.

Since then, both Bury Council and the wider Team Bury Partnership have worked together to transform their collective response to public service reform and to increase focus on the seven high level outcomes committed to within the Strategy. There is now a much stronger “golden thread” that binds the collective endeavour across the partnership.

The 2026/27 Corporate Plan sets out the Council’s?strategic priorities and delivery?objectives?for the?financial year?and our role?in?delivering?the overarching vision of the?borough’s?LET’S do it! Community Strategy.

The Corporate Plan has been designed to continue to reflect three central priorities and key enabling functions with a streamlined set of objectives. The three priorities: Improving Childrens Lives, Driving Inclusive Growth and Tackling Inequalities overlay the “business as usual” departmental functions which are described separately in service planning documents. In addition, key enabler objectives are described which support the significant transformation agenda that the organisation has planned over the next 12 months alongside the continuing improvement work to be monitored through the Governance and Assurance Board.

Decision:
Cabinet:

Approved the Corporate Plan for 2026/27 and accompanying draft key performance indicators and therefore approving the strategic priorities and delivery objectives for the year. 

Reasons for the decision:

To set the strategic vision of the organisation for the next year and enable transparency and robust monitoring of performance and delivery of the Corporate Plan and associated improvement activity.

Alternative options considered and rejected:

Not applicable

Report of the Deputy Leader and Cabinet Member for Children and Young People is attached.

The Deputy Leader and Cabinet Member for Children and Young People presented a report seeking approval to progress the recommissioning of Bury's Short Breaks Service. The proposed model aims to strengthen early intervention, increase flexibility, and deliver a more responsive, outcomes-focused service aligned to the changing SEND demand in Bury. Early provider market engagement will inform a sustainable, inclusive, and high-quality model underpinned by a fair pricing framework.

Social Emotional Mental Health difficulties (SEMH), Autism Spectrum Disorder (ASD), Moderate Learning Disability, and Specific Learning Disability account for over 80% of current SEND need. Parent and carer feedback is broadly positive but consistently highlights the need for more flexible, needs-led provision and improved community-based access. The current offer faces capacity pressures and does not fully reflect the diversity of presenting need.

Decision:
Cabinet:

1. Approved the redesign of the Short Breaks model to create a more flexible, strengths-based and outcomes-focused offer.
2. Approved the commencement of a structured market and stakeholder engagement exercise, in compliance with the Procurement Act 2023.
3. Authorised an extension of the existing principal Short Breaks contract dated 1^st September 2021 with Action for Children Services Limited – company number 02332388, by a further 8 months until 31 March 2027 (from current expiry of 31 August 2026) to ensure service continuity during the engagement and procurement development period.
4. Noted that final model proposals, full financial appraisal, and contract award recommendations will be brought to Cabinet for approval following the engagement phase

Reasons for decisions:

Service delivery was currently concentrated with one principal provider, supplemented by three further commissioned providers and Direct Payments. Financial analysis shows substantial unit cost variation, from £6,764 (Direct Payments) to £21,378 (highest-cost provider), against a 2025/26 budget of £2.4m with a projected £28,000 overspend.

The current principal contract expires on the 31^st August 2026. The provider, Action for Children Services Limited, has provisionally agreed to extend by a further 8 months to 31 March 2027, supporting a thorough engagement process. This extension is anticipated to be permissible under PA23 as a non-substantial modification that does not significantly alter the scope or economic balance of the contract.

The engagement phase will be cost-neutral, managed within existing resources. A full financial appraisal will accompany the final model recommendation.

Alternative options considered and rejected:

1.    Maintain current model

Advantage- No additional procurement resource required.

Disadvantage- Reduced capacity, rising costs, market fragility, procurement compliance risk. Not recommended.

2.    Redesign without engagement

Advantage- Faster to implement initially.

Disadvantage- No market intelligence; high risk of undeliverable or unaffordable model. Not recommended.

3.    Redesign through structured engagement (Preferred)

Advantage- Informed by market capability; supports sustainability and improved outcomes.

Disadvantage- Requires time and resource investment during engagement phase.

Report of the Cabinet Member for Housing Services is attached.

The Cabinet Member for Housing Services presented a report seeking approval to proceed with a full procurement to establish the Council’s own Framework for Repairs and Maintenance services (“Repairs and Maintenance Framework”), in compliance with the Procurement Act 2023. The Repairs and Maintenance Framework will be structured into two broad Repairs and Maintenance Lots. This package is designed to have less lots with 1 to 2 main repairs and maintenance contractors delivering a wider range of services under a ‘General Building’ Lot. The second lot is for ‘Specialist Services’ and is broken down into 7 individual sub lots covering electrical repairs, aids & adaptations, drainage, glazing, painting, pest control and scaffolding. 

The Repairs and Maintenance Framework is projected to have an estimated spend of circa £4-5 million over the life of the framework which is 4 years.  The framework will have a greater emphasis on social value outcomes and SME participation. The procurement is scheduled to be concluded in July 2026. Following this, a subsequent Cabinet report accompanied by an Award Report providing a full audit on the tender process will be presented to seek approval for awarding the Repairs and Maintenance Framework.

Decision:
Cabinet:

Approved the procurement and development of the Repairs and Maintenance Framework for  housing repairs and maintenance service.  

Reasons for decision:

To maintain compliance with statutory obligations of the Procurement Act 2023 and ensures principles are fairness, transparency, value for money, and accountability.

Bury Council must urgently prioritise value for money in the repairs and maintenance budgets by significantly reducing uncontrolled spending. In doing so seeks the best balance of cost, quality, long-term performance and lifecycle value for repairs and maintenance works.

A full tender issued with Bury Council designing lots to reflect service needs and then publicly advertising the contract. This is to accommodate incumbent suppliers and give fair opportunities for local and regional contractors to tender. 

Alternative options considered and rejected:

Use external Frameworks to source Bury’s requirements

Rejected: Framework providers typically apply a minimum 2-3% management fee. On a projected framework value of £5 million, this would amount to approximately £100,000 - £150,000, a cost the Council would avoid by delivering the framework directly.  In addition, such Frameworks have limited influence over framework terms and pricing models, and SME representation at framework level is often low.

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Councillor M. Smith queried how local SME’s could be attracted if they had no previous dealings and where would they find these contracts.

In response, the Cabinet Member for Housing Services described the procurement pathways available with more engagement making partnership working better which included medium sized enterprises.

Any other business which by reason of special circumstances the Chair agrees may be considered as a matter of urgency.

There was no urgent business reported.