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

“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 world class 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 to sustainable 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 for excellent, 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.

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 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