Managing the Complex Conurbation

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  • Managing the complex conurbation

    Market, Hierarchy and Networksin the Greater Manchester City-Region in the recession

  • StructurePart One (50 mins) 1 Introduction : managing the complex conurbation.The urban policy laboratory. 3 Manchesters LAA4 Localities in the recession. breakPart Two (50 mins)5 Mancunian mechanisms6Network Analysis for treating governance networks as networks 7 Summary

  • Handout

    Table : governance and regeneration

  • Fundamental questions of constitutional structures, centre-region relations, institutional co-ordination, and public expenditure are addressed as the perhaps unglamorous dimensions of sub-national government and governance. (Pike and Tomaney 2004)

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    *

  • Part One

    1.1 The Urban Policy Laboratory1.2 Roles for Localities in the recession

  • 1.1 The Urban Policy Laboratory.

  • POLICY STRAND 1 Regeneration Policy [Alphabet Soup]

  • POLICY STRAND 2 The Local Government Modernisation Agenda [turning round the tanker]

  • POLICY STRAND 3 Performance management measurement, audit and inspection [drowning in documents]

  • Joined up government?

  • POLICY STRAND 1 Regeneration Policy [Alphabet Soup]Multiple initiatives Time scaleFunding Target regimeArea of benefitDelivery mechanism / modelThematic focusClient groupGovernance arrangementsPartnership requirementsinitiativitis

  • What is regeneration?Regeneration seems to offer an almost infinitely inclusive canopy under which all may be persuaded to shelter and find agreement, yet vital issues remain beyond the pale (Furbey 1999) pg 440so urban regeneration is in principle a floating signifier but in practice it does not float very far. It is ubiquitously used to a fairly standard set of policy goals and outcomes (Lovering 2007) pg 344

  • Regeneration Governance 4 phases

  • One City Partnership(LSP)

    Notts PoliceGOEM (43Staff)5 Police Forces; 9 DATs;40 CDRPs; 49 Local AuthsProbationPrisonsNASSASBPolicingPolicyPolicingStandardsCrimeReductionDrugsACDCCU, REU, FNDCLCJBNOMSCJSOCJRCRCSGCommunitiesINDNottinghamCity CouncilPolice AuthorityProbation InspectorateCDRPDATCJIPCompactCPSHMICPrisons Inspectorate Individual Regional OfficesNott BCUProbationServiceYOTCourtsHMP

  • POLICY STRAND 2 The LGMA [turning round the tanker] LGMA shorthand for policy interventions designed to improve (perceived) issues around Efficiency Accountability Decision making ProcessFinanceFunctions

  • drivers and leversChange mechanisms = interactions between relevant policy drivers and levers.Policy drivers = the general aims of government in specific policy areas Policy levers = are the instruments available to government to effect change in public policy and services.

  • drivers and levers : theory of changeSelection of policy drivers and levers is informed by the interaction of actors exercising political judgement about priorities. As governance systems rely on human interactions attempts at steering are likely to be met with unexpected and unintended though not necessarily unwelcome reactions and outcomes. (CLG, Sullivan 2008)

  • Tanker in First World War Razzle-dazzle camouflage

  • Strategic manoeuvring

  • POLICY STRAND 3 Performance management measurement, audit and inspection [drowning in documents] Meanwhile elsewhere in WhitehallThe Improvement Agenda (close to LGMA but not totally connected) Empowered the Audit CommissionWaves of improvement BVPI Best Value Performance IndicatorsCPA Corporate Performance AssessmentCAA - Comprehensive Area Assessment The PSA Regime (Public Services Agreements)

  • Local Government unmoved?

  • Gordon Browns Approach PSA regime

  • PSAConnecting manifesto to delivery mechanisms of WhitehallConnecting to floor targetsIn some ways odd to have to invent thisThe machinery of government is quite tricky

  • PSA match to ministers (2007)Power within the Core Executive IFigure 3 Number of PSAs for which each Cabinet Minister is operationally responsible.Minister Department Number of PSAsEd Balls DCFS 5Jacqui Smith Home Office 4John Hutton DBERR 3Hazel Blears DCLG 2Peter Hain DWP 2Alan Johnson DH 2John Denham DIUS 2Hilary Benn DEFRA 2Alistair Darling HMT 1Jack Straw MoJ 1Ruth Kelly DfT 1James Purnell DCMS 1Ed Miliband Cabinet Office1Douglas Alexander DFID1David Miliband FCO 1Harriet Harman Government Equalities Office 1

  • Underlying logic connectingPSA regimeRIS MAAs/EPBs/SCR pilotsLAA regime

  • Police

    Local Partnership governance architecture

    *Comprehensive Engagement StrategiesThe Consultation Institute 2008*

  • Local Area AgreementsPartnership governance mechanismbastard child of LPSA and LSPContains many stages of development.

  • Manchesters Local Area Agreement 2008/09 2010/11Powerpoint presentation

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  • Manchesters LAAIts a three-year plan to deliver our Community StrategyIt drives partners to achieve targets related to our prioritiesIt stimulates innovationIt builds accountability and stronger relationshipsIt forms a constructive relationship with the Government

    *Point 1 - The three-year agreement is between Manchester City Council, its partners and government. It was developed with all agencies in the partnership and it includes priorities and actions based on what residents and local intelligence told us were the most important things that must be done if the vision is to be achieved by 2015.

    Point 2 - All the targets are measurable and the performance of partners in achieving those targets is reported on regularly. Transparency in delivery enables gaps to be identified at an early stage and any hurdles preventing targets being achieved can be identified. It keeps the LAA programme on track.

    Point 3 - Manchesters issues are profound. We are getting better at resolving some of these, but we need to do so in new and different ways - and we achieve results faster. We need to be more innovative in the way we work and in the way we commission things.

    Point 4 - Statutory changes this year now mean that ALL the partners are now accountable for their contribution to the targets. This strengthens our working relationship. They way we report on performance identifies partners that are failing to achieve for whatever reason.

    Point 5 - Thanks to the LAA we now have an agreed consistent approach around what WE in the city think is important for Manchester.

  • Whats different from the pilot LAA?Statutory backing all partners must have regard for the LAA targets Broader range of targets some agreed with the Government and some agreed on local basisFundingComprehensive Area Agreement: outcome focus

    *Point 1 - The 2006/7 pilot LAA gave us the opportunity to develop our priorities and ways of measuring. In April 2008 the refreshed LAA came with statutory backing which helped to strengthen partner accountability and develop further joint working towards common goals.

    Point 2 - A broader range of targets was developed. There is now a hierarchy of targets, starting with Level 1 at very high level ( e.g. increase life expectancy) and leading to a new level - Level 4 where targets are much more closely related to what we do every day. These Level 4 smaller actions drive the bigger outcomes.

    Point 3 - There is now effectively one big pot out of which all local funding comes. This gives us more freedom and flexibility over how it is used.

    Point 4 - The new Comprehensive Area Assessment will look at the same set of priorities as the LAA and will measure our performance against these.

  • Partnership structure Team Manchester

    *This slide shows who is involved in the delivery of the Local Area Agreement.

    The Manchester Board owns the actual agreement, while the Public Service Board acts as the management group.A variety of other bodies are responsible for delivery against the targets.

    Manchester Partnership the people involvedThe non-executive Manchester Board drives partners work and challenges their contribution to improving residents quality of life.The Public Service Board makes sure that the targets set are being met, so that the vision for 2015 is achieved.The Core Thematic Partnerships focus on specific themes and targets, but work in a cross cutting way.The Private Sector Engagement Group is in development and, at present, is included on specific topics.The Agenda 2010 Steering Group ensures improved race equality is integral to all the work of the thematic partnerships.The Performance and Resources Subgroup analyses quarterly data and makes recommendations to the Public Service Board.

  • Delivering change

    *This illustration captures the concept of how change will occur in order to achieve the vision by 2015. The three arrows at the centre of the diagram are the core drivers. They show how the aspiration for economic success, described on the left, can deliver the improved outcomes for Manchester people as described on the right. The arrows are called spines because they form the framework for our priorities and they support the actions needed to address those priorities. Looking at these in more detail:-- The first of the three spines connects more local people to our economic success by supporting them to achieve their full potential through education, skills and employment.- Recognising that as people reach their potential they often choose to leave the city, the third spine will build green sustainable communities where people choose to live and stay because of the quality of life on offer.- The middle spine connects and supports the other two. This recognises that public services on their own