The Executive of Manchester City Council met on Wednesday, 10 June 2026, to discuss a range of significant issues including the council's corporate priorities, budget outturns, capital programme, and progress on key city strategies. Key decisions included the adoption of the Manchester Labour 2026 manifesto commitments as executive priorities and the approval of the revised Empty Homes Strategy.

Corporate Priorities 2026/27

The Executive adopted the commitments made in the Manchester Labour 2026 manifesto, titled 'Making Manchester Better', as the priorities for the Executive. This manifesto outlines 100 commitments across 10 pledges, focusing on areas such as housing, clean streets and neighbourhoods, local centres, the cost of living, and ensuring the council is well-run. These priorities align with the council's Corporate Plan and the Our Manchester Strategy 2025-35, aiming to create a fairer, more equal city where everyone benefits from its success. The manifesto pledges cover a broad spectrum of council services, from building 10,000 council, social, and genuinely affordable homes to improving parks, investing in high streets, and ensuring safer streets.

Our Manchester Progress Update

The meeting received an update on key areas of progress against the Our Manchester Strategy 2025-35. Significant achievements were highlighted in affordable housing, with nearly 1,000 affordable homes completed in 2025/26, making it the most successful year for social and affordable home building since the mid-1990s. The Pride in Place scheme is progressing, with neighbourhood boards being established to direct up to £20 million of spending in five areas of the city over the next decade. The Renters' Rights Act came into force on 1 May 2026, introducing new protections for tenants and enhanced powers for the council to investigate landlord non-compliance. Progress was also noted on the Mersey Valley Way, England's first national River Walk, and transformational works at Gorton Market. The Water Street regeneration plans are being refreshed, aiming to deliver hundreds of new homes, including affordable housing, and a major new city centre park. Temporary accommodation for homeless families in Wythenshawe is also being expanded.

Revenue Budget Outturn 2025/26

The Executive noted that the council's revenue budget for 2025/26 resulted in an overspend of £4.2 million. This overspend is attributed to significant financial pressures across local government, particularly in adult and children's social care, reflecting national trends. While 77% of the planned £28.8 million in savings for 2025/26 were achieved or mitigated, £6.7 million were not realised, primarily due to increased costs and demand in children's services placements, adult social care service redesign and income generation, and delays in implementing an advertising income scheme. The report detailed the allocation of various revenue grants and the proposed use of reserves to fund the overspend.

Capital Programme Outturn 2025/26

The council's capital programme outturn for 2025/26 was £320.9 million, representing a significant investment in Manchester's infrastructure with over 300 live projects. The report detailed variances between the outturn and the approved budget, largely due to timing differences requiring reprofiling of spend into future years. Several new schemes were completed, including refurbishments at Hammerstone Depot and the acquisition and refurbishment of properties for temporary homeless accommodation. Major projects like the Our Town Hall refurbishment and the Highways Investment Programme continued. The report also outlined proposed budget changes for new schemes, including the Finlay's Yard Acquisition for temporary accommodation and Highways Maintenance, as well as increases for school capital maintenance and high needs capital grants.

Empty Homes Strategy – Results of Public Consultation

The Executive adopted the revised Empty Homes Strategy (2026–2032) following a public consultation. The strategy received strong support, with 83% of respondents agreeing with its vision to bring long-term empty homes back into use. Key themes emerging from the consultation included the need for improved publicity on how to report empty homes, a more targeted approach to meet the needs of different communities, addressing barriers to understanding and benefiting from the strategy, and the essential role of partnership working with residents, landlords, and the voluntary sector. The strategy aims to increase affordable housing supply, reduce homelessness, address neighbourhood blight, and promote sustainability through retrofitting empty homes.

Piccadilly Station Development

A strategic update was provided on the Northern Growth Strategy and rail investment in the city, focusing on the Piccadilly Station Development. A Compact Agreement signed in January 2026 between the Mayor of Greater Manchester and His Majesty's Government outlines a shared ambition for the Northern Growth Corridor and rail network investment. The parties are jointly assessing options for an underground Northern Powerhouse Rail (NPR) station at Manchester Piccadilly, with a conclusion expected in summer 2026. The report highlighted the potential for an underground station to be a catalyst for major regeneration and economic growth, unlocking land for redevelopment and improving connectivity. The council's City Centre Growth and Infrastructure team will be strengthened to manage this complex agenda, with £1 million from the Business Rates growth reserve earmarked for initial work.

Update on investment in District Centres and Localities

The Executive received an update on the ongoing investment in Manchester's district centres, local centres, and high streets. Project delivery is continuing in Gorton, Moston Lane, and Newton Heath, with significant construction activity at Wythenshawe Civic. Future plans include developing investment frameworks for Harpurhey, Cheetham Hill, and Longsight, and exploring opportunities in Burnage and Northenden. A key focus for the coming year will be aligning these initiatives with the Pride in Place boards, which will empower communities to shape spending on local improvements. The report emphasised the importance of collaboration between council services and external partners to maximise the impact of regeneration efforts.

Appointment of Executive Members and their Portfolios

The Executive noted the appointments of Deputy Leader(s), Executive Members, and Deputy Executive Members, along with their respective portfolios. Councillor Bev Craig remains Leader, with Councillor Garry Bridges and Councillor Tracey Rawlins as Deputy Leaders. Portfolios cover a wide range of council responsibilities, including finance, housing, environment, culture, and social care.

Delegation of Executive Functions to the Executive and Council Officers

The Executive noted and endorsed the decision of the Leader of the Council to delegate all executive functions to the Executive and to officers as recorded in the Council's Constitution. This ensures a clear framework for decision-making and operational delivery across the council.

Update on investment in District Centres and Localities

The Executive received an update on the work being done to invest in, improve, and regenerate Manchester's district centres, local centres, and high streets. The report highlighted ongoing project delivery in Gorton, Moston Lane, and Newton Heath, as well as construction activity at Wythenshawe Civic. Future plans include developing investment frameworks for Harpurhey, Cheetham Hill, and Longsight, and exploring opportunities in Burnage and Northenden. A key focus will be aligning these efforts with the Pride in Place boards, which will empower communities to direct spending on local improvements. The report stressed the importance of collaboration between council services and external partners for effective regeneration.

Decisions Made:

• Corporate Priorities 2026/27: The Executive adopted the Manchester Labour 2026 manifesto commitments as executive priorities.
• Our Manchester Progress Update: The Executive noted the report.
• Revenue Budget Outturn 2025/26: The Executive noted the £4.2 million overspend for the year, approved the proposed use of revenue grant funding, approved the use of reserves, and noted the adjustments to balance sheet reserves and provisions.
• Capital Programme Outturn 2025/26: The Executive noted the £320.9 million outturn for 2025/26, recommended council approval for virements over £0.5 million between capital schemes, and approved budget changes to the council's capital programme.
• Empty Homes Strategy – Results of Public Consultation: The Executive adopted the revised Empty Homes Strategy.
• Piccadilly Station Development: The Executive noted the report, agreed the funding strategy to deliver the government investment programme, and agreed to receive further updates on progress and structural arrangements.
• Update on investment in District Centres and Localities: The Executive noted the report.
• Appointment of Executive Members and their Portfolios: The Executive noted the appointments.
• Delegation of Executive Functions to the Executive and Council Officers: The Executive noted the decision of the Leader to delegate executive functions to the Executive and officers, and endorsed the delegation to officers.
• Collyhurst Programme Update: The Executive noted progress on Phase 1 and the Master Plan Framework, approved the boundary for Phase 2, and delegated authority to establish a Local Lettings Strategy and a holding strategy for vacant properties.
• Newton Heath District Centre Neighbourhood Development Framework: The Executive endorsed the Neighbourhood Development Framework for Newton Heath District Centre, making it a material consideration in planning decisions, and noted the positive public consultation response.
• Draft Water Street Strategic Regeneration Framework (SRF) Update - Approval to Consult: The Executive endorsed the draft Water Street SRF Update in principle as a basis for consultation, approved the undertaking of a public consultation exercise, and requested a further report following consultation.
• Academy Conversion Cost Recovery: The Executive approved a charge to maintained schools to contribute towards the council's costs of supporting academy conversions, with specific maximum charges for different school types, and noted that these charges will be reviewed annually.
• Moston Lane Regeneration (Part A): The Executive noted the wider activity and successes in delivering the Moston Lane Development Framework and the creation of a new Moston Lane Regeneration Forum.
• This City JV approvals (Part A): The Executive noted the progress outlined in the report.