The Greater Manchester Strategy2013-2020

9 May 2013

Agenda:

Low carbon landscape and overview of the GMS

Low carbon and the GMS – the priorities and the emerging work programmes

Workshop

Summary and next steps

GM: the low carbon landscape and the new GMS

Sir Richard Leese

Chair, Low Carbon Hub Board

The case for change: challenges• A successful transition to a low carbon economy is

fundamental to the future of Greater Manchester• GM is largest and fastest growing regional economy; and our

population is growing (by 169,000 - 2001 to 2011)• Population growth brings opportunities and challenges for

public services and infrastructure– Nearly 250,000 GM households in fuel poverty– Energy cost rises due to global gas prices most cited barrier to growth

and cost pressure in recent GM business survey • Implications of climate change:

– Extremes of weather; food and water security; migration• Impact on GM:

– Threats to infrastructure; disruption to businesses and services; hardship for residents, particularly vulnerable groups and areas

• Failure to mitigate and adapt = catastrophe

The case for change: opportunities• But transition to low carbon economy offers opportunities

– GM low carbon and environmental goods sector worth £5.4 billion, generating 37,000 jobs

– Projected sector growth of 4% per annum – Grow our technological, knowledge and cultural economies

• A reliable, affordable, ‘smart’ energy infrastructure is – Fundamental to business productivity– A core factor in international businesses location strategies – Essential to affordable cost of living and quality of life for

residents

• Over £100 million in energy and environmental research contracts in GM’s universities

• Develop new skills and strong supply networks – creating jobs and businesses

Manchester – a pioneering city• Nature of the challenge requires co-ordinated response –

systemic actions across technology, infrastructure, investment, partnerships, culture and behaviour – 25 Nobel prizes, more than any other UK area– UK leading sustainable and smart brands: Co-operative Group,

Siemens, Peel Energy, Ener G, Tyndall, BT, Airport, football clubs• Combining the knowledge of GM’s universities with the

innovation of GM’s businesses, under the GMCA’s governance – intelligent, collegiate leadership: ownership of collective ambitions

• Low carbon successes:– Memorandum of Understanding with DECC: £3m Green Deal Go

Early programme; £330k Heat Network Feasibility– Letter of Intent signed with Nedo for £20m smart heat initiative– UK’s biggest LG Energy Switching Campaign– ECO/Toasty– Metrolink and Sustainable Transport Fund expansion

Centre of excellence• Climate Change Strategy sets ambitious vision and

targets– Rapid transition to low carbon economy – 48% reduction in carbon emissions by 2020– Prepared for and adapting to climate change – Embedding carbon literacy

• Moving swiftly to change our culture, develop technologies, adapt to a changing climate– Responding to climate change at the heart of our strategy

• Low Carbon Hub a Centre of Excellence to deliver– Right people around the table to accelerate delivery– Leaders from business, government, NGO, academia

• A partnership model – empowering others to lead; using cross sector partnerships (MoU, Green deal, etc)

GMS 2013-2020• Recession longer and more severe than expected• Economic forecasts repeatedly downgraded• Expansion in the global economy driven by emerging markets• Business models changing – requiring flexible working space,

advanced technology, access to R&D• Limited public funding available to support growth - smarter ways of

working necessary• GM a cost centre for the UK

– Requiring £21 billion of public spending– Generating £17 billion in taxes

• Higher than average levels of worklessness• Many vulnerable people and families facing a series of complex,

multi-faceted and challenging issues • Reductions in public spending mean the costs of dependency are

becoming increasingly unaffordable

The Challenge• To ensure that we create the conditions for growth by

repositioning GM within changing global markets as a place in which to invest, do business, live and visit– Addressing market finance failure – Driving and diversifying business growth– Creating safe, sustainable and healthy places

• To improve the productivity of our labour market– Aligning the GM skill base with jobs generated through economic

growth to increase the productivity of businesses– Increasing self-reliance and reducing demand for public services to

help GM residents get back into work and remain in work

• Strategic priorities developed around the twin pillars of growth and reform

Strategic Priorities

GROWTH REFORMCreating the Conditions for Growth Worklessness and Skills

Diversify our economic base in response to the changing marketDevelop a market facing investment strategy

Create a blue-print for our town centres, applying creative approaches to redevelopment of the offer

Broaden the opportunities available to young people to reduce youth unemployment

Review land supply to support growth in those locations most attractive to the market

Attract and retain talent by creating places where people want to live through stimulation of the housing market and delivery of a high quality residential offer

Masterplan and deliver the investment necessary in the existing and critical infrastructure required to support growth

Encouraging Self-Reliance and Reducing Demand for Public Services

Improve Greater Manchester's connectivity locally, nationally and internationally Co-design with Whitehall a ‘shadow’ place settlement from April 2013 with the potential for a full settlement a year later or to coincide with the next spending review,

based on the following principles:Leverage Greater Manchester's science and technology assets

Strengthen the global distinctiveness and world ranking of Manchester as a place to invest, live and visit

Supporting BusinessGrow the business base by providing integrated and effective support through the

business-led growth hubImprove the international competitiveness of Greater Manchester's firms

Seize the economic growth potential of the global drive towards a low carbon economy and increased resource efficiency

• Deployment of common tools and techniques to support cross public service leadership at scale, including cost benefit analysis, investment agreements and data

sharing.

continue to grow into a fairer, healthier, safer & more inclusive place to live, known for excellent, efficient, value for money services & transport choices

We will:

be seen & experienced as a city region where all people are valued & are able to fully participate in & benefit from the city-region’s successbe known for our good quality of life, our low carbon economy & our commitment to sustainable developmentcreate a city region where every resident, neighbourhood & every borough can contribute to & benefit from our shared sustainable future

compete on the international stage for talent, investment, trade & ideas

VISIONBy 2020, the Manchester city region will have pioneered a new model for sustainable economic growth based around a more connected, talented and greener city region

where all our residents are able to contribute to and benefit from sustained prosperity

OUTCOMES

secure our place as one of Europe’s premier city regions, synonymous with creativity, culture, sport & the commercial exploitation of a world class knowledge base

• Reform of the health and social care system based on significantly improving outcomes from specialist acute services, and delivering a substantial reduction in

unplanned admissions to hospital and other care institutions; and

Implement an integrated and flexible approach to the provision of employment and skills support to enable jobless residents to enter work and progress

deliver focused & collegiate leadership of Greater Manchester based around collaboration, partnerships & a true understanding that through collective & individual leadership we are strong

OUR PRIORITIES

Deliver an employer-led skills system

• Taking a GM-wide approach which clearly adds value to reform at district level, particularly to those issues identified in our Community Budget proposals to reduce

current and future dependency: early years, troubled families and transforming justice;

Low Carbon and the Greater Manchester Strategy

Mark Atherton

GM Director of Environment

GMS vision

“By 2020, the Manchester City Region will have pioneered a new model for sustainable

economic growth based around a more connected, talented and greener city region where all our residents are able to contribute

to and benefit from sustained prosperity.”

Low Carbon in the GMS• Part of the vision:

– “sustainable economic growth”, “greener city region”

• A key outcome: – “known for our quality of life, our low carbon economy

and our commitment to sustainable development”

• A stand-alone priority:– “seize the economic growth potential of the global

drive towards a low carbon economy and increased resource efficiency”

• And, more importantly, attempt to thread throughout the growth priorities

The low carbon priority: seize the economic growth potential of the global drive towards a low carbon

economy and increased resource efficiency

• Develop GM as a low carbon hub; reduce our emissions by 48%• Build on partnerships, apply new technologies, innovate and

improve• Improve energy performance of existing and new buildings • Create local market demand and infrastructure through pipeline of

projects for Joint Venture with Green Investment Bank• Build on ENWORKS to support businesses and supply chain• Change how we use and buy energy• Engage with people in Greater Manchester to improve carbon

literacy• Support sector growth• Review and implement findings of EcoCities work on adaptation• Invest in green and blue infrastructure• Develop skilled workforces, equipped to access low carbon jobs• Integrate data and information management systems

Low carbon reflected throughout the GMS

Priority Low carbon contributionDiversify our economic base

Highlights growth rate of low carbon sector; GM will support firms to expand in growth sectors

Review land supply Future approach to meeting housing and employment land needs will consider transport and other infrastructure implications

Stimulate the housing market

Refers to improvements to existing and new housing stock in context of low carbon economy

Masterplan infrastructure

‘Future proof’ investment for next generation energy requirements and support resilient low carbon growth

Improve connectivity

Reducing emissions from transport, new technologies, cycle strategy, electric vehicle programme, active travel

Science and technology assets

Understand our current expertise and technologies (eg. smart energy networks) and focus on core strengths to commercialise

Low carbon reflected throughout the GMS

Priority Low carbon contributionTown centres blueprint

Link to green and blue infrastructure, creating places people want to visit; adaptation link

Global distinctiveness

Manchester’s reputation as green city, creating a place that people want to live in, work and visit

International competitiveness

Export of knowledge and goods from the low carbon sector; working to create an advantage for GM sector

Grow the business base

Our package of business support includes programmes like ENWORKS

GMS and Climate Change Strategy

Growth potential of low carbon

economy

Stimulate housing market

Review land supply

Diversify economic base

Rapid transition to low carbon

economy

Embed carbon literacy

Adapt to climate change

Reduce carbon emissions by

48%

Masterplan infrastructure

Science and technology

assets

Improve connectivity

Sub-groups’ role in delivering GMS

NCGInvest in green

and blue infrastructure,

adaptation

SkillsDevelop skilled workforce for global market

TransportImprove

connectivity

BuildingsImprove energy

performance

EnergyChange how we generate, use, distribute

and trade energy

SCPBuild on

ENWORKS programme

Sector growthSupport growth

through diversification

Underpinned by low carbon hub, 48% target, integrated data management, Joint Venture with Green Investment Bank, carbon literacy work.

Workshop discussion

GMS consultation• Is the GMS vision ambitious enough and

achievable?• Does the GMS accurately reflect our low carbon

ambitions?• Are the priorities identified the right ones?• Are the actions described in each priority area

the right ones? Is anything missing?• Are there any policy conflicts? How can they be

addressed?

GMS consultation – sub-groups• Does the GMS reflect the right priorities in the

view of the sub-group?

• Does your draft work plan align with the GMS? Where are the gaps?

Next steps

Implementation of GMS• Implementation plans for each strategic priority against

which progress towards agreed actions and outputs can clearly be measured

• Clear lines of accountability, including a decision-making process led by the GM Combined Authority’s ten leaders acting as Portfolio Holders with responsibility for delivery through Lead Chief Executives reporting to Wider Leadership Team

• Lead delivery agencies established and wider partners and their role identified

• Linked to the budget setting and financial management process to ensure that investment is aligned to agreed deliverables and the achievement of performance objectives

Next steps for GMS• 12 week consultation period: 25 March – 17

June– online consultation materials and questions– existing governance structures used to obtain

feedback

• Consultation summary report and revised GMS for consideration and approval by the GMCA: 26 July

What does GMS mean for the Low Carbon Hub?

• Our draft work plans are owned by the sub-groups

• They already begin to articulate how we can deliver the GMS

• Sub-groups central to delivery of GMS priorities• Delivery of GMS will require combined and

integrated efforts of all stakeholders• Consider how we can contribute across the

GMS priorities

www.agma.gov.uk/gmca/gms_2013

Low Carbon Hub priorities 2013/14

BuildingsGreen Deal and ECOPublic sector projects for Joint Venture with GIB

SCPBusiness engagement and investment toolsMeasuring carbon footprint

Natural Capital Ambassador for natural environmentMap our existing activity

SkillsAnalysis of the skills requirementDeveloping courses to match market need

Sector growthSupporting Joint Venture, Green Deal and NEDO procurement

EnergyGM Energy EnterpriseHeat trials and feasibility Energy procurement

AllExploring potential of public sector procurement

Developing common framework for carbon metrics

Developing GM Energy Enterprise

Communication with wider stakeholders

TransportEstablish emissions baselines and explore interventions to deliver carbon reduction