Lord Peter Smith

Chair of the Association of Greater Manchester Authorities

Greater Manchester

Localism through Collaboration

Introduction

Greater Manchester’s Collaborative Ambition:

10 local authorities with shared objectives

Ensuring we are economically competitive

Local focus for public sector reform

Localism – stronger partnerships at a local level to secure devolution of power

Engaging with other partners

Greater Manchester:A Functional Economic Area

2010

miles

0

Congleton

Vale Royal

Trafford

Stockport

Tameside

Salford

Wigan

Bury

Oldham

Rochdale

Bolton

Macclesfield

High Peak

Warrington

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Greater Manchester

“ The most wonderful city of modern times,” was how Disraeli once described Manchester and the city region has never ceased to delight, surprise or challenge those who have chosen to make a connection. Our 2020 strategy offers fresh direction and drive for the original modern city, a new revolution for our times, a signal and marker for where our future lies. Purpose and drive. Power to deliver. Prosperity for the many.

This is our direction of travel.”

The Greater Manchester Strategy

The Greater Manchester Strategy:Creating the Conditions for Growth

The GMS – strategic evidence based vision of key priorities for economic growth

Key objectives of GMS:- accelerating private sector led economic growth- securing active participation of residents in the economy

Added value strategy – not duplicating but leveraging activity

Creating value from collaboration

11 Strategic priorities

Our Principles 1 • One of Europe’s premier city regions, synonymous with creativity, culture,sport and the commercial exploitation of a worldclass knowledge base.

• Compete on the international stage for talent, investment, trade and ideas.

• Place where all people are valued and have the opportunity to contribute and succeed in life.

• Good quality of life, our low carbon economy and our commitment tosustainable development.

Our Principles 2

• Every neighbourhood and every borough can contribute to our shared sustainable future.

• Fairer healthier, safer and more inclusive place to live, known forexcellent, efficient, value for money services and transport choices.

• Focused and collegiate leadership based around collaboration, partnerships and a true understanding that together, we are strong.

The Manchester Business

Leadership Council

The AGMA Executive Board

Planning & Housing

TransportEconomic Development, skills and employment

Environmental

Sustainability

Public Protection

Health Inequalities

Improvement & Efficiency

Commissions

City Region Pilot

Working with central government

Based on MIER evidence

11 areas of activity

Changing Governance to simple majority

Wider Engagement Role and capacity of private sector in influencing the strategic

direction across Greater Manchester

Business Leadership Council

Commission for New Economy – Employment and Skills Board with private sector chair

Greater Manchester Chamber of Commerce, MIDAS, Marketing Manchester etc

Strong relationship with HEI’s – Manchester: Knowledge Capital

Voluntary Sector

Greater Manchester Transport Fund

Transport crucial - Transport Innovation Fund

Congestion Charge referendum

Fund - Total Investment £1.5bn

DfT - £0.8bn

LTP Topslice - £0.15bn

GMPTE Borrowing - £0.8bn

Levy 3% increase

Fares

Local Contributions

Future Jobs Fund

Combined bid for £52m

Looking to create 8000 opportunities

Increased offer to full time jobs at minimum wage

Unemployment for 18-24 year olds reduced by some 15%

75% reduction in public transport fares

Comprehensive Spending Review

Local Authorities facing big reductions -Year 1 c10%

AGMA joint working to reduce costs

Community Budget pilots

Families with complex needs

Governance Proposals

Greater Manchester Combined Authority – cross party support and voluntary arrangement

LEP and GMCA single, coherent set of tools for growth and prosperity in GM

Complementary nature and functions working closely together, with GMCA accountable, representative, statutory and able to integrate Local Authority functions...

...and LEP innovative, dynamic and initiating & developing policy, overseeing development and delivery of the GMS, performance management