AGMA Vision Handbook

Working inpartnership for aGreater Manchester

Printed on 75% post-consumer content, using vegetable-based inks.

AGMA Handbook Cover:Layout 1 23/07/2010 17:01 Page 1

£22 billion of overall public expenditure is spent within Greater Manchester per annum, 83% of which is spent by localauthorities, the NHS and Department for Work and Pensions.

GovernanceThe AGMA Executive BoardJohn Hawkins t. 01942 705725e. [email protected]

Joanne Horrockst. 01942 705725e. [email protected]

ScrutinySteve Callender t. 0161 474 4274e. [email protected]

Nicola Ward t. 0161 474 4274e. [email protected]

Wider Leadership Group (WLG)John Hawkins t. 01942 705725e. [email protected]

Joanne Horrocks t. 01942 705725e. [email protected]

Strategy Management Group (SMG)Karen Tierney t. 0753 568 2739 or 0161 234 3278e. [email protected]

Business Management Group (BMG)John Hawkins t. 01942 705725e. [email protected]


The Manchester BusinessLeadership CouncilAnoop Seera t. 0161 237 4073e. [email protected]

Greater Manchester Brussels OfficePaul Evans t. 01942 705726 or 0793 179 6618e. [email protected]

All general enquiries to AGMA Julie Gaskell t. 01942 705726e. [email protected]

Kerry Bond t. 01942 705725e. [email protected]


Greater Manchesteraims and objectives

For over twenty years Greater Manchester’s tenlocal authorities have been working side by sideand on a cross-party basis to promote economicgrowth. The past two years have seen us workwith a wide range of public and private sectorpartners to take this co-operation to the nextlevel. We share one common vision: thelong-term economic growth of the GreaterManchester area.

At the heart of what we are doing are threekey aims:

1. Reforming public services.

2. Increasing competitiveness nationallyand internationally.

3. Ensuring that all our residents have theopportunity to share in our growth.

We can only achieve these aims by workingtogether. By having the power to make realchoices about where we deploy investmentto meet our local priorities, we will be able tosecure economic growth and deliver real valuefor public money. Our agenda will help torebalance the national economy and strengthenthe localism agenda.

Greater Manchester visionBy 2020, the region will have pioneered a newmodel for sustainable economic growth basedaround a more connected, talented and greenercity, where prosperity is enjoyed by the manynot the few.

AGMA Handbook Inner:Layout 1 23/07/2010 17:23 Page 1

A recent review of the Greater Manchestereconomy confirmed that the area alreadyfunctions as a cohesive unit. The ManchesterIndependent Economic Review, or MIER, wasa ground breaking study conducted by a groupof leading independent business people andacademics. It concluded that we have the size,talent pool, connectivity and political and businessstructure to complement London and the southeast and to contribute to the UK’s long-termeconomic growth.

The report recommended that GreaterManchester needs to increase its productivity andcompetitiveness along with the efficiency of itslabour markets. It also raised important questionsabout spending priorities and the role of localgovernment in supporting growth.

Economic background

©MIER Growing Inward and Indigenous Investment Report. Design by Music


Greater Manchester Region

124

56

78

910

3

1. ROCHDALE

2. BURY

3. OLDHAM

4. BOLTON

5. WIGAN

6. SALFORD

7. MANCHESTER

8. TAMESIDE

9. TRAFFORD

10. STOCKPORT

The Greater Manchester population is2.6 million, with a travel-to-work commuterpopulation of over 5 million, making it thesecond largest conurbation in the UK.


The findings of MIER, along with a broad rangeof other evidence, have been used to createthe Greater Manchester Strategy (GMS). Thisresponds to the challenges posed by MIER andsets out a series of priorities for investment.

The GMS adds value to the community strategiesof individual authorities and is primarily aimedat accelerating economic growth and securingthe active participation of our residents in theeconomy. There are eleven key strategic priorities:

Early years• We are working on approaches to betterprepare 0 to five-year-olds for school as wellas pioneering new ways of engaging withfamilies with complex needs.

Better life chances in the mostdeprived areasWe aim to tackle deprivation via a more radical,integrated approach that:

• Spends more time and resources on theproblem rather than the processes involved.

• Focuses on the individual, promoting greaterself-reliance, self-help and communityengagement.

• Promotes public sector reform, includingimprovement, efficiencies and the need toreduce demand for dependency-relatedservices.

Increasing the proportion of highly skilledpeople in the region• The Commission for the New Economy is nowa statutory Employment and Skills Board. Thiswill mean that Greater Manchester has thepower to set its own skills agenda, whereaspreviously this agenda was set nationally.

Attracting, retaining and nurturing thebest talent • Reviewing current arrangements to create aculture of enterprise within schools, colleges,universities and communities.

Improving transport connectivity intoand within the City Region• Proposed increased influence on GreaterManchester’s own transport networks, railand highways, with powers similar toTransport for London.

• Greater Manchester is working closely withthe Department for Transport to assess theopportunities for enhancing the positiveeconomic, social and environmental impactsof the bus network.

Greater ManchesterStrategy


Expanding and diversifying the economicbase of the region• Projects to attract research institutions tothe region.

• Plans for a new digital infrastructure that willhelp us compete in a global market.

International connectivity• A review of internationalisation needs,involving a case study of local businesses.

• Development of an international trade deliverymodel designed to increase the impact ofManchester Airport and facilitate accessibilityto the world’s fastest-growing market in China.

Low-carbon economy• Developing a successful model for deliveringa major household and commercial retrofitprogramme, as a contribution to sustainableeconomic growth and market development.

• Establishing a GM strategic energy frameworkwith clear priorities for action.

• Developing proposals to deliver a low-carbontransport system.

Creating quality places to meet the needsof a competitive city region• Creating an integrated approach to prioritiseprogrammes as they relate to transport,economic development and housing.

• Developing new models of investment inhousing and regeneration and making themost of our assets to complement fundingwe can secure from Government.

Sense of place• Improving the quality of life for those who live,work or visit Greater Manchester.

Governance• AGMA has voluntarily worked together forover twenty years, however, the need forrobust statutory arrangements has resulted ina proposal for a Combined Authority, which iscurrently the subject of consultation. Theseproposals provide a platform for the devolutionof powers and are designed to make moreeffective use of the resources available for theten authorities and our partners.

This change is needed to enable more effective alignment of decision-making in key areas such as transport, spatial planning, economic development and regeneration.


A series of indicators has been developed thatallows us to track Greater Manchester’s progressin tackling the challenges and delivering thepriorities set out in the GMS. These indicatorsfocus on economic performance and will measure the impact of our strategic priorities.

1. Total output (as measured by GrossValue Added).

2. Total employment (number of jobs).

3. Productivity (total output divided bytotal employment).

4. Carbon emissions per unit of GVA.

5. Resident employment rate (percentage ofworking-age residents in employment).

These are supported by a second tier of indicatorsthat are being developed to measure our progressacross the strategic priority areas.

Measuring our progress

Exemplar

Better life chances in themost deprived areasPoints4life is a highly innovative project beingprogressed jointly with NHS Manchester thataims to apply tried and tested private sectorloyalty and reward techniques to the goal ofimproving people’s health-related behaviour.A partnership with supermarket chains,leisure services and independent retailers hasbeen brought together to provide discounts onhealthy food and access to leisure facilities,with the model containing mechanisms to belargely self-funding in the long term.

Exemplar

Margaret’s story – a Greater Manchestermum"I grew up in care and stopped school when Iwas young. I've now had two children. Bothtimes the fathers wanted me to abort thechildren. Now I've moved back home and mykids come to the Sure Start nursery. They gaveme a Link Worker, and she told me about allthese different courses I can do. I've been toparenting courses, adult literacy, and I'm nowvolunteering at the nursery. Now my LinkWorker is helping me find out about trainingto be a Teaching Assistant. I want my kids tohave a better chance than me."

407

186

106

118

310

379

89

113

164

361

287

379

63

94

Manufacturing

Construction

Leisure

Transport andCommunications

Financial andProfessional

Public Sector

Other1981

2006

GM EMPLOYMENTIN 000s


Strategic Officer Support Groups

HealthPlanning andHousing

NewEconomy Environment

PublicProtection

Improvementand Efficency

The Manchester Business Leadership Council

Provide private sector input and advice

The AGMA Executive BoardThe ten AGMA Local Authority Leaders

Wider Leadership Group (WLG)AGMA Chief Executives plus similar level representation from GreaterManchester Police, Fire, Health andCommission for the New Economy

Strategic Leads

Strategic Commissions

Key partners in the AGMA family supporting the Greater Manchester visionMarketing Manchester, MIDAS, GM Chamber of Commerce, Manchester Solutions,

Manchester Knowledge Capital, Manchester Airport, Association of Greater Manchester PCTs,Greater Manchester HE and FE Sectors, Greater Manchester Police, Greater Manchester Fire andRescue Service, GM Police and Fire Authorities, GM Waste Disposal Authority, GM Integrated

Transport Authority, GM Passenger Transport Executive

Scrutiny PoolThree elected members from

each AGMA authority

Strategy Management Group (SMG)Lead officer from each of the commissions

Business Management Group (BMG)Deputy chief executive level responsible forbusiness management processes for AGMA

AGMA’s present structure


Exemplar

Efficiency throughcollaborationThe ten local authorities of Greater Manchesterare already working together. For example, acommon procurement hub already exists inTrafford, which is designed to drive costsavings from an annual £2.4 billion contractspend. Securing efficiencies throughcollaboration is being developed in areas likecustomer contact, social needs transport,vehicle management and maintenance,transactional HR and finance, insurance andIT as well as in key service departments likeChildren’s and Adults. £6m savings wereidentified in 2009/10 and potentially £6.6m+savings in 2010/11. A target of £10m is set for11/12 and the current ROI equals £4 for every£1 spent.

A number of important public service innovationsand interventions are now underway across anumber of key priority areas. Building on ourcollective experiences to date to develop newmodels of public service delivery throughoutGreater Manchester.

The evidence gained from these innovations willhelp with moving spending away fromdependency-based services towards thosefocused on growth. Ultimately, we want todevelop a framework for investment which:

• Drives efficiency between central and localgovernment and local partners.

• Eradicates duplication of services.

• Improves frontline services.

Where issues are interconnected, such asworklessness, crime and poor health, we will aimto tackle them together. By adopting a moreintegrated approach we can invest more inpreventative measures and position ourselves forgrowth and recovery. The costs and benefits ofthis strategy will be measured rigorously by anew evaluation framework developed inconjunction with our colleagues from HMTreasury and other government departments.

Creating efficiencies

Exemplar

Diversifying theeconomic baseWe are currently working with the ShaftesburyPartnership to assess the feasibility ofdeveloping the Manchester Works programmeto create job opportunities through expandingfranchising opportunities across GreaterManchester. We are also working together todevelop innovative new models of financingsuch programmes, including the potential useof a social bond to address start-up fundingrequirements for individuals.

6m

2009/10

£s saved

10m

2011/12(target)

6.6m

2010/11

GM PROCUREMENTEFFICIENCY SAVINGS


We need to explore the case for streamliningstructures and systems, where this makes sense,in order to create efficiencies within the publicsector. Two decades of successful co-operationbetween authorities has put us in an idealposition to do this.

A Local Economic Assessment for the wholeof Greater Manchester will further facilitatecollaboration between our authorities. It willidentify and address any gaps in our economicunderstanding and help us to drive oureconomic growth.

Working towardsgreater integration

Exemplar

Spatial planningWe're committed to delivering the bestoutcomes for Greater Manchester residents.To support the delivery of the GMS we areproducing a spatial framework that sets out our priorities for the next 10–15 years. This will provide the framework for assessingspatial investment and developmentproposals. The spatial framework will focus on how we support the growth of oureconomy, increase our population, and securethe transition to a low-carbon economy. It will be evidence based and evolve over time.

Exemplar

Energy managementMore than 70 businesses and 200 homes inManchester have so far signed up to be part ofthe SMARTER energy management project.The scheme encourages those taking part tosave money and reduce their carbon footprintby supplying them with a free SMARTEREnergy Monitor so their electricity use can beseen in ‘real time’. Comparisons can then beshared among peers in similar homes andbusinesses, illustrating easy ways in which touse energy more efficiently, resulting in lowerbills and carbon savings. The project aims toinspire others to act, resulting in long-termand wide-scale positive change in the city.

Lance Bell, a youth volunteer who is takingpart in SMARTER, said: "I was reallysurprised at how much energy we were using.I never realised how much our lights use,and it has really made me think about waysto save money."


In developing our proposals for the futuregovernance of Greater Manchester we haveundertaken extensive consultation with thegeneral public and our partners. We have alsoprovided a great deal of evidence of theeconomic benefits of a combined authority.

Our proposals have been developed voluntarilyby the ten local authorities on a cross-party basisand with the support of the Greater ManchesterIntegrated Transport Authority (ITA). All theseproposals have been endorsed by individuallocal authorities.

Reporting to an executive board, a new jointcommittee will be established with a compositionthat mirrors the current ITA.

These proposals will enable more effectivedecision-making on key areas such as transport,spatial planning, economic development andregeneration.

Our proposals for acombined authority

Exemplar

Low-carbon economyGreater Manchester has pioneered thedevelopment of locally led approaches to the establishment and growth of a low carboneconomy. Examples of the ten local authoritiesworking together include the publication ofthe ground breaking 2008 ‘mini-stern’analysis of the impact of climate change uponGreater Manchester’s economy, the large-scaleinnovative building retrofitting programme,and the establishment of the GreaterManchester Energy Group to take forwardenergy planning and decision-making at aconurbation level.

Exemplar

Improving transportconnectivity into andwithin the City RegionMuch can be learned from the approach takenby Greater Manchester’s ten authorities indeveloping a robust basis for the prioritisationof transport spend. The Greater ManchesterTransport Fund combines local, regional andnational resources with local prudentialborrowing supported by local resource todeliver strategic transport investments thatdeliver the greatest benefit to the GreaterManchester economy.

Greater Manchester is also working with DfT to undertake joint work that examinesthe issues faced by bus users across GreaterManchester, and the opportunities forenhancing the economic, social andenvironmental impacts of the bus network.The work is also examining the extent to which local and national resources are beingdeployed and whether greater efficiencies can be secured in the delivery of bus servicesthrough a different alignment of services and different delivery structures.


Greater Manchester’s economic success is relatedto how a much wider labour market operates.We recognise the importance of strong workingrelationships with Greater Manchester andneighbouring authorities. We are closelycollaborating with a number of neighbourson key priorities:

Working with our neighbours

LANCASHIRE WEST YORKSHIRE

MERSEYSIDE

CHESHIRE WESTCHESHIRE EAST

DERBYSHIRE

SOUTH YORKSHIRE

Blackpool

Preston Bradford Leeds

Liverpool

Chester

Crewe

Stoke

Hudders�eld

15 miles

30 miles

GREATER MANCHESTER

Blackburn

Warrington

• Skills• Transport• Spatial planning• Inward investment• Public services• Low carbon

For illustrative purposes only – not to scale.


Greater Manchester has a long track record ofworking with businesses and other sectors insetting a clear strategic direction for the area.AGMA's Business Leadership Council (BLC) playsa key role in advising the AGMA Executive Boardand is made up of leading business people fromacross Greater Manchester.

In addition, bodies such as MIDAS, MarketingManchester, the Commission for the NewEconomy and the UK’s largest Chamber ofCommerce are examples of private sector-leddelivery models. These arrangements provide thestrongest possible platform for future changes inregional and subregional arrangements.

Automotive and Aviation 4%Construction 12.8%Creative and Digital 14.2%Education 1.6%Energy and Environmental Technologies 1.7%Financial and Professional 22.7%Hospitality and Tourism 9.2%Life Sciences (including Health) 6%Logistics 2.9%Manufacturing 7.2%Public Sector 0.9%Retail 12.8%Sport 1.1%

Working with businesses

Exemplar

Local Investment Plan The Local Investment Plan between the Homesand Communities Agency and AGMA, the firstresult of our Single Conversation process, setout a programme for how we can best investaround £375 million across GreaterManchester, and was one of the first in thecountry to be agreed. Despite fiscaluncertainty, we are now working to develop asecond Local Investment Plan (LIP2), and weare using a strategic option appraisal processto structure our thinking, which is closelylinked to the developing Greater Manchesterspatial framework. Ongoing work to developnew models for investment in housing growthwill also feature in LIP 2.

ICTBusiness servicesFinancial servicesCreative mediaManufacturingPublic SectorTotal knowledge-based industries

BUSINESSES IN GREATERMANCHESTER 2008

SECTOR EMPLOYMENT2001–2006

Percentage change in sector employmentfor Greater Manchester 2001–2006

23.8%

29.9%

4.3% 4%

−20%

5.7% 11%


Each authority has to develop its own focus forworking with its communities, involving localmembers and local partners. The pilots providethe evidence base to support people from earlyyears to addressing worklessness and the fullestengagement with local communities and a rangeof local stakeholders.

Working with our communities

Greater Manchesterrepresents 40% of thenorth west economy and 5% of the nationaleconomy. However,economic output perperson remains below the national averagewith 278,000 peopleon out-of-work benefits.

Exemplar

Creating jobs for young peopleHeather was a young woman with noconfidence before she started a role withRochdale Council. She went for a job inadministration because she had enjoyed this type of work at school and had been on awork placement. She had no other experience.

Once she started her job creation placement,Heather began to see that she had other skills. She was able to broaden her training and start to build her confidence in working withpeople. She has completely changed hercareer plan as a result.

Heather has now secured a place and willleave her administrative position to start anapprenticeship. She is planning on becoming a social worker: “I would never have thoughtof that as a job for me,” she says. “This wasmore than just a job; you’ve helped me somuch with my confidence and training andnow I’m going on to an apprenticeship.”

20121,155,100

20161,203,100

20201,249,300

20141,178,900

20101,132,800

20181,226,500

FORECAST HOUSEHOLDGROWTH ACROSS GM


Our work with families with complex needs alsobuilds on our previous experience of collaborationacross the Greater Manchester region. We haveput in place a number of innovative practices thatwe feel would benefit the Government in itsprogramme of reform:

• Assigning a dedicated key worker to eachfamily.

• Assessing the family as a whole to get to theroot of the problem.

• Using sanctions to motivate change withinfamilies.

• Securing effective multi-agency working.

• Taking a persistent approach to support.

These measures are already producingexceptionally positive results and early cost-benefit analysis has shown that investing in a keyworker per family yields substantial cost savings.

We have a number of programmes in place totackle deep-rooted and complex social problems.A lesson that can be learnt from all of them isthe need for the Government to take a genuinelymulti-agency, cross-departmental approachto service delivery and the devolution ofdecision-making.

A joined-up approachto helping families

Exemplar

Early yearsIn Ardwick, near the city centre, work is beingundertaken to fast-track multi-agency earlyinterventions for those most in need and todevelop a pioneering new early yearsentitlement to radically improve the earlyyears experience.

In the Brinnington area of Stockport, anagreement has been reached with partners to test a whole-family approach to addressingskills, employment and health.

We believe there will be a continued need to invest in individuals living in our most deprived areas, but we are working toidentify ways to invest resources which deliversavings in the longer term through reducedtake-up of dependency-based services.


The Greater Manchester story is far fromcomplete and we are constantly looking at moreinnovative and forward-thinking ways of working.

Our public sector collaboration has developeda programme of public service reform that isfocused on enhancing our competitiveness,improving the efficiency of our labour marketsand providing improved public services at alower cost.

The proposals will provide a valuable evidencebase to support both the ComprehensiveSpending Review and legislative decision-making.We recognise that maintaining the momentum ofchange is dependent on the strongest possiblepartnership between our ten local authorities,our partners and Government.

In summary

Outside London, the Manchester City Regionis the city region which, given its scale andpotential for improving productivity, is bestplaced to take advantage of the benefits ofagglomeration and increase of growth.Manchester Independent Economic Review (MIER, 2009)


To find out more about Greater Manchester’s strategy, working arrangements andkey projects visit www.agma.gov.uk or call 01942 705 726.

CommissionsEnvironment Commission Policy Programme Manager: Phil Woodst. 0790 342 0214 e. [email protected]

Communications Lead: Janine Watson t. 0161 474 3060 e. [email protected]

Health Commission Policy Programme Manager: Andrew Burridge t. 0790 307 1562 e. [email protected]

Communications Lead: Ian Ratcliffe, t. 0161 474 3059 e. [email protected]

Improvement and EfficiencyPolicy Programme Manager: Mark Holdent. 0753 569 9742 e. [email protected]

Communications Lead: Mark Jonest. 0753 494 4975 e. [email protected]

New EconomyPolicy Programme Manager: Susan Fordt. 0790 307 1451 e. [email protected]

Communications Lead: Liz Reubent. 0161 237 4179 e. [email protected]

Planning and HousingPolicy Programme Manager: Garreth Brufft. 0753 872 1714 e. [email protected]

Communications Lead: Mark Jonest. 0753 4944 975 e. [email protected]

Public ProtectionPolicy Programme Manager: David Ottiwellt. 0753 565 8402 e. [email protected]

Communications Lead: Sue Hillt. 0161 793 2600 e. [email protected]

Contact us

£22 billion of overall public expenditure is spent within Greater Manchester per annum, 83% of which is spent by localauthorities, the NHS and Department for Work and Pensions.

GovernanceThe AGMA Executive BoardJohn Hawkins t. 01942 705725e. [email protected]

Joanne Horrockst. 01942 705725e. [email protected]

ScrutinySteve Callender t. 0161 474 4274e. [email protected]

Nicola Ward t. 0161 474 4274e. [email protected]

Wider Leadership Group (WLG)John Hawkins t. 01942 705725e. [email protected]


Strategy Management Group (SMG)Karen Tierney t. 0753 568 2739 or 0161 234 3278e. [email protected]

Business Management Group (BMG)John Hawkins t. 01942 705725e. [email protected]


The Manchester BusinessLeadership CouncilAnoop Seera t. 0161 237 4073e. [email protected]

Greater Manchester Brussels OfficePaul Evans t. 01942 705726 or 0793 179 6618e. [email protected]

All general enquiries to AGMA Julie Gaskell t. 01942 705726e. [email protected]

Kerry Bond t. 01942 705725e. [email protected]


Working inpartnership for aGreater Manchester

Printed on 75% post-consumer content, using vegetable-based inks.


Documents

AGMA Vision Handbook