06 GMS Annual Performance Report

Transcription

Item 6
JOINT GREATER MANCHESTER COMBINED AUTHORITY
& AGMA EXECUTIVE SCRUTINY POOL
Date:
12 August 2016
Subject:
Greater Manchester Strategy Annual Performance Report
Report of:
Tony Lloyd, GM Interim Mayor of Greater Manchester
and Sir Howard Bernstein, Head of Paid Service
______________________________________________________________
1.
PURPOSE OF REPORT
1.1
The Greater Manchester Strategy (GMS) set out a commitment to
develop a high level performance framework to monitor and report
progress on the delivery of our strategic ambitions.
1.2
The first GMS Performance Report was produced last year, and set out
the progress made in achieving the priorities set out in the strategy.
1.3
The report provided an update on each strategic priority together with
an over-arching commentary which identified issues of note including
areas where performance had exceeded or fallen behind expectations.
It also provided assurance that appropriate actions were being taken to
address under performance where applicable.
1.4
Whilst the Joint Scrutiny Pool welcomed the report and the information
it highlighted, members noted that the next iteration of the report should
be more outward facing and provide key stakeholders with a more
accessible overview of delivery and performance. Members in
particular requested the inclusion of case studies to demonstrate the
impact that the GM Strategy is having. Also requested was the
inclusion of district level performance data.
1.5
The second draft edition of the GMS annual report, attached at Annex
A, addresses these recommendations and includes a selection of
photographs, infographics and case studies to better illustrate the real
impact of delivery against our GMS priorities.
1.6
This draft version will be finalised subject to the comments of the Joint
Scrutiny Pool and made available of the GMCA website.
RECOMMENDATIONS:
The Joint Scrutiny Pool is asked to consider the report and provide comments
before it is finalised and published. It is also suggested that the report be
used to help structure the Scrutiny work programme for the coming year.
CONTACT OFFICERS:
Rebecca Heron, Greater Manchester Strategy Coordinator
[email protected]
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Greater Manchester Strategy
Annual Performance Report
July 2016
2
Contents
Foreword
4
Introduction
6
Creating the conditions for growth
8
Case study 1 – Wythenshaw Exchange
10
Case study 2 – Empty to plenty
14
Supporting Business
Case study 3 – Manchester Airport
18
24
Worklessness and skills
26
Building independence and raising expectations
through public sector reform
28
Case study 4 – Nu Traxx
Conclusion
30
38
Headline Indicators District Performance
40
Greater Manchester Strategy Priorities
44
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Foreword
The Greater Manchester Strategy – Stronger Together - sets out
how we will realise our vision for the city region through delivering
an ambitious programme of Growth and Reform. Stronger Together
sets out a series of strategic priorities to achieve sustainable
economic growth and to make sure residents of Greater
Manchester share the benefits of this growth and success.
Our vision for Greater Manchester is a city-region that pioneers a
new model for sustainable economic growth based around a more
connected, talented and greener place, where all our residents are
able to contribute to and benefit from sustained prosperity and a good
quality of life.
To ensure everyone enjoys the benefits of Greater Manchester’s
growth and prosperity we need to change the way we currently deliver
public services. By finding new ways to tackle crime and antisocial
behaviour, help troubled families, beat unemployment, give children
the best start, and improve health services, we will help give Greater
Manchester’s people higher aspirations and a better chance of a
brighter future.
This Annual Performance Report presents the progress we have made
in delivering these priorities as well as celebrating our achievements
and identifying those areas where we need to go further to realise our
goals. As part of this approach, Greater Manchester has been leading
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the debate on devolution which will strengthen our ability to turn our
ambitions into reality.
It is only around 18 months ago that we agreed our first, ground breaking
devolution deal with Government but we can already see how this has
helped us tackle some of Greater Manchester’s biggest challenges.
We have since agreed further devolution of responsibilities with
Government and, given the scale and speed of these developments,
it is timely that we understand how we are progressing and what more
needs to be done.
The is the second time we have published an annual report bringing
together updates on each of our key priorities to provide a high level
overview of progress across the whole Greater Manchester Strategy.
The evidence contained within this report demonstrates that we are
on the right track to realise our vision. In particular we are achieving or
outperforming our targets in range of areas such as economic growth,
transport and early years development.
But we are not complacent as a number of challenges remain. We can
see that the number of new homes built in GM has remained low. We
recognise that this is a national issue but local solutions need to be
developed to bring forward new housing. Similarly the health of our
residents has seen a modest improvement on the previous year but is
still not where we would all like it to be.
However, by taking advantage of our newly devolved powers we
are confident we can continue to improve health services and
make best use of our resources to drive housing growth across
Greater Manchester.
With this in mind, we will also work with Government to identify
further powers and flexibilities to help us realise our wider ambitions
and continue to meet our targets and address those challenges
that remain.
In short, the journey we have been on for some time continues
and I am confident we are heading in the right direction. We won’t
get everything right but I believe that a
Greater Manchester where the lives of our
residents are improved through a growing
economy and transformed services is now
well within our grasp.
Tony Lloyd Interim Mayor
Greater Manchester Combined Authority
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1 Introduction
1.1 This annual report summarises the last
year’s progress in delivering the Greater
Manchester Strategy: Stronger Together
(GMS) which sets out our vision for Greater
Manchester.
By 2020 we 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 and a good quality of life
1.2 Stronger Together focuses on the twin
priorities for Growth and Reform. This couples
plans for reforming public services with a
continued drive for growth and prosperity.
Our objective is to eliminate the gap between
the taxes we raise and the resources we
expend on public services. We want to
deliver services differently, more efficiently
and reduce the level of demand for those
services, by bringing more people into higher
quality work.
1.3 Our priorities also describe Greater
Manchester’s response to the UK’s
productivity challenge: how to ensure that
economic growth, and in particular increasing
employment, translates into significantly
improved productivity.
Greater Manchester signed the first English
devolution deal in November 2014 and this has
been followed up with further deals in March and
July 2015 and March 2016 and a memorandum
of understanding between local authorities and
health partners signed in February 2015.
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1.4 Greater Manchester has led the way
on English devolution and is using it as a
mechanism to accelerate the delivery of
the locally agreed priorities set out in our
joint Strategy. Our devolution agreements
with Government move decision-making on
crucial public services like local transport,
health and skills closer to local people.
GM’s leaders, in partnership with other
local stakeholders, have provided a robust
evidence base which demonstrates why local
leaders are best-placed to make decisions
on behalf of the conurbation’s 2.8 million
residents.
1.5 Because of the scale and speed of these
developments, it is vital that we know whether
we are on track to deliver on our ambitions by
2020. This is the second year that we have
reported our progress towards achieving
these goals in a single report.
1.6 The Greater Manchester Strategy’s
performance is measured using a suite of
headline indicators together with a series of
challenging and ambitious targets. It should
be noted that although our work to deliver our
priorities should help move indicators in the
right direction, it is not claimed that changes
in our headline indicators are solely due to
the work of the GMCA. Such measures are
affected by a wide range of external factors,
many of which are beyond our control,
such as a change in national economic
conditions, or a shift in government policy.
This performance report simply seeks to
summarise what Greater Manchester is doing
to deliver our growth and reform ambitions, to
highlight particular successes and to identify
areas where further work is required.
1.7 This report is divided into three sections.
The first contains a description of the
progress and challenges we have faced in our
work to deliver the GM strategy. This section
is structured using the strategy’s four main
themes: Creating the Conditions for Growth;
Supporting Business; Worklessness and
Skills; Building Independence and Raising
Expectations through Public Sector Reform.
This section highlights areas where our
performance is on track or has exceeded
expectations along with areas where there
is more to do. We also describe what we
are planning to do to address areas where
more work is required. In this year’s report we
have created a series of graphics to clearly
demonstrate how we are doing against
our chosen indicators. We are also using
case studies to illustrate the sort of work
undertaken to deliver the Greater Manchester
Strategy. The second section provides
information on performance at district level
against the headline indicators (where it is
valid to break down performance to district
level). The third and final section comprises
detailed summary tables for each of the
strategy’s 17 priorities. These include key
performance indicators and milestones for
each priority.
Table 1
The main relationships between the Greater Manchester strategy’s strategic priorities
and the headline indicators (please note that this is not a direct causal relationship)
THE MAIN RELATIONSHIPS BETWEEN THE GREATER MANCHESTER STRATEGY’S STRATEGIC PRIORITIES AND THE
HEADLINE INDICATORS (Please note that this is not a direct causal relationship)
GMS17
Netnewhousesbuilt
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●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
CO2emissions
●
Increasenon-car
journeystowork
●
●
Allageallcause
mortality
mortalitymortality
CrimeLevels
EarlyYears
FoundationStage
●
●
●
●
●
●
●
●
MedianSalary
●
●
●
●
●
●
Qualifications
Businessstartup/
survival
GMS9
GMS10
GMS11
GMS12
GMS13
GMS14
GMS15
GMS16
Reshapingoureconomytomeetnewglobaldemands
Deliveringaninvestmentstrategybasedonmarketneeds
Revitalisingourtowncentres
Creatingthespacesandplacesthatwillnurturesuccess
Stimulatingandreshapingourhousingmarket
Craftingaplanforgrowthandinfrastructure
Improvingconnectivitylocally,nationallyandinternationally
Placingourcityregionattheleadingedgeofscienceand
technology
Buildingourglobalbrand
Supportingbusinessgrowthwithstrong,integratedsupport
Improvingourinternationalcompetitiveness
Seizingthegrowthpotentialofalowcarboneconomy
Deliveringanemployer-ledskillsprogramme
Preventingandreducingyouthunemployment
Deliveringanintegratedapproachtoemploymentandskills
Encouragingself-relianceandreducingdemandthroughpublic
servicereform
Reforminghealthandsocialcare
ReduceNoClaiming
OutofWorkBenefits
GMS1
GMS2
GMS3
GMS4
GMS5
GMS6
GMS7
GMS8
HEADLINEINDICATORS
GVA
GREATERMANCHESTERSTRATEGY
STRATEGICPRIORITY
ShareofUKFullTime
Jobs
TABLE 1
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2 Creating the conditions for growth
2.1 Nine of the Greater Manchester Strategy’s
priorities are focused on putting in place
the conditions which we believe will help us
deliver our ambitious growth agenda.
These are:
(GMS 1) Reshaping our economy to meet
new global demands
(GMS 2) Delivering an investment strategy
based on market needs
(GMS 3) Revitalising our town centres
(GMS 4) Creating the spaces and places that
will nurture success
(GMS 5) Stimulating and reshaping our
housing market
(GMS 6) Crafting a plan for growth and
infrastructure
(GMS 7) Improving connectivity locally,
nationally and internationally
(GMS 8) Placing our city region at the leading
edge of science and technology
(GMS 9) Building our global brand
2.2 We continue to make excellent progress
delivering our investment strategy (GMS2)
as part of our ambition to become the
investment destination of choice.
2.3 GM has developed an integrated approach
to investment, bringing together a variety of
different funding streams to drive economic
growth through a coordinated programme of
business support, housing development and
infrastructure delivery.
2.4 This approach is underpinned by a robust
evidence base and an agreed set of priorities
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as set out in Greater Manchester’s Growth and
Reform Plan which continues to inform GM’s
investment decisions. This allows us to take
a targeted approach to investment in sectors
of GM’s economy where we know we have a
competitive advantage such as health and life
sciences; creative and digital; financial and
professional services; along with existing and
new businesses.
2.5 Our strategic approach includes using
development loan funding to generate returns
in the medium term with loan repayments
then available to be reinvested in new
opportunities. This recycling establishes a
long-term, sustainable funding programme
which maximises the value of every pound
spent across GM.
2.6 A small GM investment team support
the delivery of a project pipeline from across
the city region, working to accelerate the
growth of the area as well as strengthen GM’s
businesses’ ability to compete nationally and
internationally.
2.7 We are working, with others, to create safe,
sustainable and healthy places across GM.
We want places that are planned well, with
enough homes of the right type to attract new
residents to live and work here, and improve
existing residents’ quality of life. We are also
investing in the infrastructure that residents
and businesses need and expect, making
sure that GM’s integrated transport provision
is linked into wider inter-city transport
networks that better serve the economic
aspirations of the city region.
2.8 One of the distinguishing features of
Greater Manchester’s approach to joint
working has been that it is underpinned
by a robust evidence base. For instance
our first Greater Manchester Strategy was
informed by the work of the Manchester
Independent Economic Review. High quality
evidence enables us to better understand
the opportunities and challenges faced by
the conurbation and helps us provide the
right support for residents and businesses.
Work taking place under GMS1 and GMS8 will
help develop and refresh our evidence base
includes:
• Deep Dive Research on nine industrial
sectors in GM to give a better
understanding how all parts of Greater
Manchester can have a thriving economy.
The sectors are: manufacturing, business
finance and professional services, digital
and creative, health and social care, low
carbon and environmental goods and
services, logistics, retail and wholesale
distribution, hospitality, sport and tourism,
and construction.
• GM’s Science and Innovation Audit
will help us understand GM’s scientific
strengths and enable us to focus future
investment in these areas. We already
know that GM has world-renowned
expertise in two areas health innovation,
and advanced materials (including
graphene) with a further three sectorsenergy, digital, and biotechnology- being
identified as fast growing. We need to
make sure that our expertise in these
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Case Study 1 Wythenshawe Interchange
New businesses and greater numbers of visitors have been
attracted to Wythenshawe since the opening of a striking new
interchange in July 2015.
The £6m development has revitalised the town centre,
improving it for residents and has resulted in an increase
in footfall by between 8,000 and 10,000 per week.
Delivered by Transport for Greater Manchester (TfGM) on
behalf of Greater Manchester Combined Authority (GMCA), the
landmark building features a state-of-the-art fully covered bus
concourse and the Wythenshawe Town Centre tram stop.
The concourse and Travelshop buildings feature extensive
lighting, enhanced CCTV coverage and an increased staff
presence, providing a safe and secure waiting environment for
passengers.
The interchange, located in the heart of the town centre
features a brand new bus station located directly alongside the
Wythenshawe Town Centre tram stop, a Travelshop with high
quality cycle parking facilities and ready access to town centre
shops and facilities
Contractors were encouraged to make sure construction
benefited the community through the employment of local
apprentices and sourcing of materials from local suppliers.
The tram stop links Wythenshawe with the airport and the land
where the old station stood is now free to be used as part of the
Manchester Airport City Enterprise Zone.
Bus operator Stagecoach has praised the new facility. They
said: “The new Wythenshawe Interchange is a modern, stylish
and very accessible facility for our customers to catch the bus,
interchange with Metrolink and leave cycles securely.
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“The facility is of very high quality and has made access
for customers to and from Wythenshawe Forum much
easier without compromising access to the Civic Centre
shopping areas.
“Customers now have better access to information and ticket
sales and to help and facilities. They also benefit from the fully
covered waiting facilities which offer much greater levels of
safety and security. The new facility is therefore very much
welcomed and appreciated.”
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sectors is used to support better
outcomes of GM’s programme of Health
and Social Care Devolution.
• Northern Powerhouse Economic Review
– is a joint piece of work with other
northern city regions to help accelerate
work to develop the Northern Powerhouse
and improve the prospects of those
cities, helping close the productivity gap
between North and South.
2.9 We have invested all the funds awarded
under the Growing Places and Regional
Growth Fund (RGF). So far 1,240 jobs have
been created as a direct result of RGF
funding; this is expected to more than
double as companies grow as a result of the
investment they’ve received. What’s more
companies are now beginning to pay back
loans made to them so we can now re-invest
this money to support even more projects.
2.10 Over the last year we have been working
with government to establish two new
investment funds using European money. We
have applied to government to establish two
funds, called financial instruments, supported
by European Regional Development funding.
One will support projects that will reduce GM’s
carbon footprint, and the second Evergreen
2, will support the private sector to invest in
urban development schemes that will create
new jobs. It had been anticipated that both
these new funds would be operational by the
end of 2016 but given the current national
position on the EU, further clarity will be
required on the future of European funding
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2.11 Greater Manchester and Cheshire and
Warrington’s £20m Life Sciences Investment
Fund provides support to a growing cluster
of businesses in the life sciences sector. The
fund will help accelerate our ambition to be at
the cutting edge of science and technology.
The first two small investments have been
made in biotechnology companies and fund
managers are working with other companies
to develop further investment opportunities.
further £22.1m of investment will be made in
cycling
by 2018.
2.12 Greater Manchester continues to invest
heavily in its transport infrastructure in
the largest capital transport programme
outside London. The programme has been
progressing well and some key developments
have been delivered in the past year. For
instance the Exchange Square Metrolink tram
stop opened in December 2015 and the public
enquiry stage for the Trafford Park line is now
complete. In 2015-16 we received the first
£30m instalment of GM’s 30 year earnback
deal with government which will help fund
the Trafford Park line. Other highlights include
the opening of Wythenshawe’s interchange in
July 2015 and the Leigh Salford Manchester
bus priority scheme started running in
April 2016.
• improving the delivery of bus services in
GM, including the option of bus franchising
2.13 We have also invested in schemes which
will make it easier to cycle in GM. Our £20m
Cycle City Ambition grant has been used to
provide safer cycling routes to places that
people need to get to such as key centres
of employment, education and training.
Other work includes delivering cycle and ride
facilities at stations and Metrolink stops. A
2.14 GM has also been working with
government to make sure that the new
powers and flexibilities promised in GM’s
devolution agreements are delivered. They
include:
• receiving a multi year financial settlement
• options on the local management of rail
stations
• more effective arrangements to support
the management of GM’s highway
network.
2.15 Our work to deliver a GM Spatial
Framework (GMS4) is progressing well. This
joint plan will help us manage the supply
of land for jobs and new homes across
Greater Manchester. By working together,
GM’s ten authorities are making sure that
we have the right land in the right places to
deliver the homes and jobs (as well as the
supporting services such as transport links
and utility network) that the city region will
need as it grows. This work is supported by
three other priorities: GMS3 which focuses
on collaborative efforts to revitalise GM’s
principal town centres (Altrincham, Ashton,
Bolton, Bury, Oldham, Rochdale, Stockport
and Wigan); GMS5 the main aim of which is
to stimulate the building of homes across
different types in places people want to live;
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Case Study 2 Empty to plenty
Empty properties across the city-region are being revamped to
help residents in need of affordable housing thanks to a Greater
Manchester Combined Authority (GMCA) scheme.
Empty to Plenty means that people in need of housing like
Gary Armstrong, who found himself out of work and homeless
through illness, can begin to rebuild their lives.
Gary, 29, said: “I was working as a chef and it was a stressful
job. Unfortunately the stress made me ill and I had to stop
working. I couldn’t afford my rent or bills any more so I had to
leave my rented accommodation and was living on sofas.”
Gary was referred to Wigan Housing Solutions, which manages
properties on behalf of Wigan Council and they were able to
move him into a new flat that had been created in a former
derelict pub through Empty to Plenty.
Gary explained: “After about a week and a half I was in the
property. I am in the flat on my own but I do occasionally have
custody of my son. I couldn’t see him when I was living on sofas
and I couldn’t take him anywhere.”
The homes renovated through the scheme are all let at 80
per cent of the full market rent, making them affordable for
someone who is single and under 35 like Gary, as well as
families on low incomes.
Empty to Plenty was launched in September 2013 by GMCA and
funded by the Homes and Communities Agency. It is one of a
number of activities that the combined authority is leading to
reduce empty homes across GM.
As well as the potential to provide vital support to people like
Gary, fewer empty homes mean communities are safer and
more vibrant for people living and working in the area.
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A GMCA-led Consortium of registered providers, which came
together for the Government’s 2012 to 2015 Affordable Homes
Programme (AHP), made a significant contribution to reducing
empty homes.
The consortium helped put a total of 986 empty homes back
into use – 520 properties through the AHP programme, and a
further 466 with the help of Department for Communities and
Local Government (DCLG) funding in areas where clusters of
empty houses were a particular issue in Manchester, Salford,
Rochdale and Oldham. Following this success, GMCA has
approved a continued programme of activities to return empty
properties to use for housing and work under the AHP will form
a crucial part of that.
A further £3.7m has been awarded to the refreshed GMCA
consortium, which is made up of 14 registered provider partners
to continue this vital work between 2016 and 2018.
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and GMS6 which recognises the importance
of maintaining high quality and resilient
infrastructure in driving economic growth.
2.16 As with last year the key performance
indicator in GMS5 on housing completions
is rated red, while one under GMS3 employment in principal town centres - is
also flagged as red. Although this continued
under-performance is concerning this
performance mirrors national trends. It
emphasises the importance of continuing our
work to find collaborative solutions to address
these issues.
2.17 GM’s £300 million, 10-year Housing
Investment Fund, established as part of the
devolution process, has committed the first
£96.2m of loan funding to build 1,160 flats and
houses for sale and to rent. It is anticipated
that loans made from this fund will be repaid
and recycled two to three times. This will
ensure that we meet the fund’s targets of
financing 10,000-15,000 additional homes per
year.
2.18 GMS8 focuses on raising the scale,
productivity and profile of science and
technology in GM. Considerable progress
has been made across this priority. The GM
Manufacturing Strategy’s recommendations
are now being delivered under GMS 10.
Manchester’s status as City of Science
in 2016 provides an excellent opportunity
to show-case the city region’s science
and technology strengths. The suite of
chosen KPIs for GMS8 describe the health
of the science sector, combining business
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indicators alongside those which provide
a snapshot of both the university based
research and schools participation in STEM
(Science, technology, engineering and maths)
subjects. Work is now underway to develop an
agreed approach to the digital, creative and
technology sector.
2.19 GM recognises the importance of
developing a strong, vibrant, global brand, one
which will attract investors, talent and visitors,
and work to support this is captured in GMS
9. Activities are focused on coordinated
activities in GM’s key sectors and target
markets.
2.20 The visitor economy is on track to hit
its 2020 ambitions. Promotion of Greater
Manchester as a destination to visit is strong.
In 2014, more than 1.15m visitors provided
evidence of the progress made around the
international perception of Manchester and as
a place to host a conference (2015-16 £37m
was added to the region’s economy through
conference activity). Work with London and
Northern Powerhouse partners has intensified
this year. Activities such as the global
ambassadors programme are opportunities
to help raise the profile of the city region’s
brand in 2016.
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3 Supporting business
3.1 Greater Manchester is the UK city region
outside of London most likely to be able to
increase its long term growth rate, access
international networks and contribute
significantly to sustained economic recovery.
To stand the best chance of delivering this
growth it is essential that our business
support infrastructure and services are
strengthened further, and are seamlessly
integrated with nationally delivered services.
The three priorities under this heading (and
listed in the box below) are focused on
ensuring that GM’s business support offer
meets local needs and priorities; encourages
firms to become more international in
their outlook; and exploits the commercial
opportunities of a low carbon economy. Taken
together activity to deliver these priorities
will help local businesses grow, as well as
become more productive.
(GMS 10)Supporting business growth with
strong, integrated support
(GMS 11) Improving our international
competitiveness
(GMS 12) Seizing the growth potential of a
low carbon economy and increased
resource efficiency
3.2 The announcement in the 2015
Comprehensive Spending Review that
government was going to close the national
Business Growth Service was disappointing
for GM as it had been agreed that this budget
would be devolved to GM. We are continuing
to negotiate with government to ensure that
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this commitment to devolve business support
budgets is honoured.
3.3 Performance continues to be strong in
delivering against GMS10 with more than
3,200 new jobs and £130M of annual GVA has
been added to the GM economy over the last
two years. However the salary levels of jobs
created are a concern with the evaluation of
the Access to Finance service in 2015 finding
that jobs created were largely at or below GM’s
average annual wage. In fact salary levels are
an issue in 2015 as the median salary paid for
GM residents was eight percentage points
lower than the UK average. This emphasises
the continuing need to invest in key growth
sectors to transform our sector mix and the
type of jobs available.
3.4 From 2016, the Growth Hub expanded its
offer to a much more extensive innovation
service together with dedicated support
for GM’s priority and high value sectors. It is
expected that these activities will result in the
creation of higher salary jobs. The Manchester
Growth Company has delivered strong
business start up performance through the
Growth Hub’s support for mid-growth start
ups and Business Finance Solution’s (BFS)
provision of start up loans. However the
volumes secured by BFS have been lower
than expected due to a mid-term tightening
of lending criteria by the Department of
Business Innovation and Skills and the
Start Up Loan Company which has reduced
demand and the proportion of successful loan
applications. This has resulted in three KPIs
being rated red (the number of businesses
offered funding, the amount offered and the
number of business start ups supported)
This is a consequence of reduced start up
lending and delays to RGF Round 6 contracts
for business grants and loans. Whilst reduced
start up lending has reduced the number of
new start ups it is likely that it will result in
more sustainable start up companies with
longer survival rates.
3.5 GM’s one year survival rate for businesses
has decreased slightly to 0.2 per cent ahead
of the UK average (based on 2014 data).
However, this is a real achievement given
that the current one year survival rate is at
93.7% from a 2013 baseline of 91.9% and this
improvement could well reflect the impact
of Business Growth Hub support. However
survival rates for businesses at two and five
years are not as good. These are currently
rated at amber although the gap between
the UK and the GM two year survival rate has
improved significantly in one year and is no
longer flagged as red. We therefore need to
continue to focus our efforts on providing
GM’s businesses with the support they need.
3.6 Performance on inward investment has
been similarly strong throughout 2015/16. The
number of new jobs and associated GVA was
higher than expected, especially for foreign
direct investment of £185m (118% of target).
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Case Study 3 Manchester airport
A wealth of trade and tourism opportunities is set to be worth
£250m in economic benefits to the UK over the next decade
with the launch of the first direct flight from Manchester to
Beijing.
The first ever direct scheduled flight from anywhere outside of
London to mainland China launched from Manchester Airport
on 10 June 2016.
Flying four times a week, the Hainan Airlines flight will give the
100,000 passengers travelling each year the convenience of a
non-stop service and generate journey time savings worth £5m
annually.
Sir Richard Leese, leader of Manchester City Council, said:
“Manchester’s first route to mainland China is a hugely
significant development in our growing links with the world’s
fastest growing economy.
“The better connected Manchester is nationally and
internationally, the better placed we will be to compete on
a world stage, attracting jobs, investment and visitors. This
route further strengthens Manchester Airport’s status and
Manchester’s position as a global hub.”
Two-thirds of the £250m economic benefits will be felt directly
in the north in terms of increased numbers of jobs, economic
activity and tourism.
Securing a direct route to mainland China has been the
Manchester China Forum’s number one priority and they have
welcomed the launch of the route, recognising it as a significant
milestone for the entire region.
Rhys Whalley, Executive Director of the Manchester-China
Forum, said: “Hainan Airlines’ decision to operate this
scheduled route out of Manchester, the gateway to the
North, is recognition of the scale of growing traffic and
collaboration between our two regions and will be a huge
20
boosts to businesses, students and tourists looking for a more
convenient connections between Beijing and the North
of England.”
Manchester Airports Group is part-owned by Greater
Manchester’s 10 councils so profits from the airport go
right back into the heart of GM’s communities via dividends
distributed to each of the authorities.
Results for the six months up to September 2015 released in
December, showed that GM councils would receive around
£25m in the highest ever interim payout.
Image opposite: Manchester Airport CEO Ken O’Toole and Hainan Airlines
President Xie Haoming join cabin crew to cut the inaugural cake
21
3 Supporting business
3.7 Other key internationalisation initiatives
progressed during the past year and include
the Ambassadors Programme, with 17
ambassadors recruited to date; promotion
of ESOF and European City of Science
through major global scientific conferences;
lead Northern Futures delivery partner for in
territory tourism promotion in USA, Australia,
New Zealand and China; and specific
destination promotion, in partnership with
Hainan, in support of the Manchester - Beijing
route. Work under this strategic priority is
closely aligned with activity to raise the profile
of GM’s global brand reported under GMS9.
3.8 GM has set out challenging targets around
the low carbon agenda, seeking to reduce
carbon emissions by 48 per cent by 2020. The
Low Carbon Hub is overseeing an ambitious
and wide ranging programme of work to
help deliver this target. The most recent
figures (from 2013) indicate that we have
reduced emissions by 27.5% to 15325kt which
confirms the positive direction of travel but is
slightly behind our target to be at 14,560kt by
this date.
3.9 The GM Low Carbon Hub brings together
partners and stakeholders from across the
city-region to deliver against our shared
Climate Change Strategy. Of particular
note is the turn-around of the Green Deal
Communities (GDC) Project, which was
highlighted as a red risk last year and has
now successfully delivered of one of the
largest schemes in the country during
challenging changes to national policy. GM’s
GDC scheme was the first to complete in
22
the country meeting Department of Energy
and Climate Change’s target and surpassing
it within the budget. A number of other
significant developments have also been
achieved including supporting the retrofit
of more than 5000 energy efficiency retrofit
measures in domestic properties through
our Energy Companies Obligation framework,
securing funding for a pilot community energy
accelerator project.
3.10 The Low Carbon Project Delivery Unit
is working well with partners across GM
on the delivery of heat networks, with one
project for the Manchester Civic Quarter out
for procurement. The Business Growth Hub
has been able to set up the Green Growth
Service which has delivered its key objectives,
including the development of the GM’s Green
Growth Business Pledge.
3.11 In the last year, significant effort has been
expended on developing the latest Climate
Change and Low Emissions Strategies’
Implementation Plan (2016-2020) which will
be launched in spring 2016. Going forward the
priorities of the new Implementation Plan will
form the basis for GM’s low carbon work.
3.12 The new plan indicates that, from a
2013 baseline, 2.5 million tonnes CO2e
(Carbon Dioxide equivalents) of savings will
be delivered by 2020 if all of the existing
and planned actions of this plan are fully
implemented. A further 1.2 million tonnes of
cuts associated with background (national)
activities on grid supply decarbonisation,
appliance and vehicle efficiencies. This leaves
at least 0.5 million tonnes of savings to be
identified between now and 2020 beyond
the proposed programme. This is a significant
challenge for GM, but an obligation which
it is keen to meet. Our commitment to this
agenda is evidenced by the recent signing
of three International Commitments: The
Integrated Covenant of Mayors, the Compact
of Mayors and the Under 2 Memorandum of
Understanding.
23
24
25
4 Worklessness and skills
4.1 The Greater Manchester Strategy
clearly identifies the skills and employment
challenges faced by GM: first too many
residents have low skills levels and there
are high rates of economic inactivity; and
second our skills and employment system
is fragmented, and fails to deliver what the
GM economy needs. These issues contribute
significantly to the productivity gap between
GM and the rest of the UK. Three cross-cutting
priorities frame GM’s approach to tackling this
challenge, they are:
(GMS13) Delivering an employer-led skills
programme
(GMS14) Preventing and reducing youth
unemployment
(GMS15) Delivering an integrated approach
to employment and skills
4.2 All partners across GM, along with
national agencies and government, need
to work together and integrate the services
they provide. GM believes that the best way
of ensuring this happens is by giving GM a
greater say over what services are delivered
in the conurbation. We believe that by using
our knowledge of the local economy we are
best placed to shape the employment and
skills services. By providing the right services
GM’s young people, residents and workforce
will receive relevant high-quality skills and
employment provision, enabling them and
our region to grow and prosper. Currently we
are in the process of making sure that the
employment and skills powers contained
26
in GM’s devolution agreements are formally
given to the GMCA by Parliament.
4.3 The headline indicators on qualifications
rates for NVQ2+ and NVQ4+, like last year, are
still rated as amber. This reflects the scale
and complexity of GM’s skills challenge. If
we are to achieve our 2020 target to at least
match the national performance, we will need
to continue lobbying government for greater
powers to ensure that GM has skills and
employment services that meet the needs of
GM’s residents.
4.4 We are confident that we know what
will deliver the best outcomes for GM. A
good example of this is our Working Well
programme, which supports long-term
unemployed people with a health condition
back into employment. The nationally
commissioned Work Programme’s success
rates with this group was between 4% and
12% of participants moving into sustained
employment, whereas GM’s Working Well
programme is on track to support 20% of
its clients into sustained work. The success
of our programme prompted government
to fund support for a further 50,000 people
as part of our first devolution agreement in
2014. And now we are using this approach
to co-commission with government a Work
and Health programme which begins in
October 2017 as the successor to the Work
Programme.
4.5 GM has been working with the
Department of Business Innovation and Skills
and the Department for Education to ensure
that Area Based Review (ABR) of GM’s further
education provision meets GM’s economic
and skills priorities. Related to this, GM’s Skills
Capital programme to invest in FE colleges’
educational facilities was paused until the
outcomes of the ABR are known. As we move
forward to implement the outcomes of the
ABR we will once again begin our programme
of investment in Greater Manchester’s
educational facilities.
4.6 This year significant progress has been
made to deliver GM’s European Social Fund
(ESF) programme. The GMCA has secured
ESF Co-Financing Organisation status which
gives GM much more control of processes
to commission, contract and manage ESF
activity.
4.7 Additional to ESF funded activity, a
£12m pilot programme to provide skills for
employment is now live and a further two
projects to provide pre-employment support
marginalised groups (£5m), and those not
in education, employment or training NEETs
(£5.7m) will have started by the summer.
A separate bid to support the Working Well
Programme (c.£9m ESF) in also currently
being prepared. Four further calls with the
SFA (Skills Funding Agency) will be launched
by the end of June 2016.
4.8 All GM’s youth employment programmes
are performing far better than they were but
not quite to target. However, in a climate of
slightly increasing youth unemployment, this
27
4 Worklessness and skills
represents significant progress and lessons
learned from these need to be built into future
activity.
4.9 Although apprenticeship numbers have
decreased slightly on the previous year for the
16 to 24 age group, we have seen an increase
overall (to approx. 30,000 for all ages) in
the number of starts. Work is currently
underway to develop a Greater Manchester
Apprenticeship Strategy in line with the
Government’s targets for 3 m apprenticeships
over the life of the current parliament. This
will focus on all ages, with an emphasis on
progression and career development towards
higher level skills in our priority sectors.
28
4.10 We recognise the importance of reducing
the number of young people who are NEET
and an ESF project to deliver a programme
to support NEET young people. However, the
proposed NEET Task Force a project which
aims to develop a collaborative approach to
working with NEET young people across GM
has been caught up in the national delays to
the start of the ESF programme.
4.11 Improving performance on skills is key to
unlocking GM’s growth potential. The skill level
of a workforce is also reflected in the wages it
can command. The gap between GM and UK
has decreased this year: in 2014 GM’s median
salary was 9 per cent points less
than the UK’s; it now is 8 per cent, or £2,133
less than the UK figure of £27,645. Whilst this
is below the target for this stage, it clearly
demonstrates a positive direction of travel.
4.12 GM is confident that it can address this
challenge, but only if we are empowered to do
so. We need to influence - if not control - the
whole skills system to ensure it delivers what
GM needs. To progress this agenda we need
more flexibility over where, and how, public
investment is made in GM’s skills system. This
needs to be combined with greater levels of
employer involvement and investment. We
will continue to press government on this
matter to secure greater powers in this area.
29
Case Study 4 Nu Traxx
The life of Melissa Hughes has been transformed thanks to the
support she received through the Greater Manchester Nu Traxx
programme after it gave her the skills and confidence to get a
job she wanted.
Melissa, aged 24, from Bury, had been out of work for five
months before being placed in a programme in May 2015 but is
now in a job she loves and on a management training scheme.
She said: “As well as getting a job I love, I have learned new
skills, overcome confidence issues about interviews and being
around others.
“I have also been able to pass my knowledge about CVs and
covering letters onto my sister who is now also in a job that she
loves too.
“So if you want it hard enough and work hard to get it, there
is nothing stopping you to getting what you want! It really has
transformed my life and I can finally plan things for the future.”
Melissa was matched with a mentor Helena, who gave her oneto-one support with advice on applying for jobs and developing
Melissa’s personal skills for interviews.
The mentor’s role is also to work with potential employers and
identified a role at Dr Colin Malcomson’s surgery at Salford Care
Centre that potentially matched Melissa’s ambitions.
“I have always been interested in administration and thought I
would give it ago,” said Melissa. “I was offered an interview the
same day I applied, so with all my preparation and my interview
techniques in hand, I set off for my interview.
“An hour later I came out with a job as an administrator working
full time and I was over the moon. After a month of being in the
job, I got promoted to assistant manager. I am now in a job I
love, one I am happy to turn up to.”
30
Nu Traxx launched across Greater Manchester in October 2014
and aims to support 18 to 24-year-olds who have been out of
work and claiming benefits for six months (or three months
where people are facing multiple barriers to securing work).
This unique programme not only provides mentoring support for
young people as they develop skills to help them secure a job,
but will continue to support them in the early months of working
to ensure that they can overcome any barriers to sustaining
their employment.
Also unique to the programme is a personalised budget to
support young people with costs associated with securing and
sustaining work. Simple things such as not having photographic
identification can prevent people gaining work.
Similarly, helping newly employed participants to meet their
daily living costs in the early weeks of employment between
ceasing a benefits claim and the first pay packet can make
all the difference to someone staying in employment. This
bespoke personalised support is combined with a fantastic
travel deal, offered in partnership with Transport for Greater
Manchester (TfGM), to help young people on this programme
once they start work, with subsidised travel and advice on travel
planning.
31
5 Building independence and raising
expectations through public sector reform
5.1 The Greater Manchester Strategy, Stronger
Together, and our Growth and Reform Plan set
out how we will achieve our ambitions. We are
delivering growth, investing in infrastructure,
skills and businesses. But to realise our
ambition, we need to connect people to the
opportunities that this growth brings. To
do this, we need to support people in GM to
become independent and self-reliant. By
increasing independence and self-reliance we
aim to reduce demand for expensive, reactive
public services.
5.2 In GM, we have put reform of public
services at the heart of our work to grow the
economy. We recognise that growth without
reform will not deliver the same gains that can
be achieved if we approach the two hand in
hand.
5.3 Public service reform is essentially about
reviewing how all public services operate and
how they spend money, then re-designing
those services to ensure that they put the
needs of residents first. We are working to
ensure that no matter which organisation
delivers a particular service residents in
GM experience a seamless approach from
all agencies, which focuses on tackling the
causes of issues or problems, rather than the
symptoms. And evidence shows that working
in this collaborative way to prevent problems
means we will save money. Our two GMS
priorities related to reform are:
32
(GMS16) Encouraging self-reliance and
reducing demand through public
service reform.
• Working with troubled families
• Improving early years
• Transforming the justice system
(GMS17) Reforming health and social care
5.4 Since the GMS was developed in 2013, our
work on public service reform has been given
further impetus by our devolution agreements
with central government, which have given
us various new freedoms and flexibilities to
pursue our ambitions.
5.5 Our ground-breaking health and social
care devolution agreement means that
decisions about health spending are now
made in Greater Manchester, not in Whitehall.
Through devolution, we are ensuring that the
services we provide locally are based on local
knowledge about local needs.
5.6 Our devolution agreements, as well as
the scale and pace of change we’re trying
to achieve, have meant that some of our
milestones have been updated and have
moved on since the last performance report
against the GMS. In developing this report,
we have made sure to check back against our
previous targets to chart our progress.
5.7 The reform of public services inevitably
requires lots of preparation and planning to
enable us to develop new ways of working,
new delivery models and agreements
between agencies. This should lead to an
improved experience for residents using
services and less expense. Much of our
focus over the past few years has been on
that planning and developing our internal
processes, but we’re now starting to see
improved outcomes for people in GM:
• The all age all cause mortality rate in GM
fell to 1,283 for men and 955 for women in
2014 – this is an improvement on 2013 but
still behind our target.
• In 2015, 62.4 per cent of children in GM
achieved a good level of development
against the Early Years Foundation Stage
outcomes – this means we’re on track to
achieve our 2020 target.
• In February 2016, 11.5 per cent of the GM
population claimed out of work benefits,
a continued improvement on our target of
11.6 per cent
• We have been delivering integrated
services in two neighbourhoods in
Tameside and Wigan. Evaluation suggests
that in those neighbourhood teams, we’ve
saved around £6,400 per case and this
could be as much as £20,800 per case
in future.
5.8 As part of our devolution negotiations
with government we are currently working
with the Ministry of Justice to identify what
33
Out of work benefit claimants
By 2020
By 2020
GM’s gap
180,000
with the
national average
of the working
age population
claiming out of
work benefits
will reduce by
1% to
2.2
%
points
people in GM
will claim out of
work benefits
30,000
Fewer than
would be
expected
In November 2014
In August 2015
of GM population
claimed out of
work benefits
of GM population
claimed out of
work benefits
12.6% 12.2%
9.8
%
for UK
The difference is 2.8% points
The TARGET
9.4
%
for UK
The difference is 2.8% points
for GM in
2015 was
15.3%
GM is ahead of the target at this stage
34
35
36
5 Building independence and raising
expectations through public sector reform
needs to change to ensure that the criminal
justice system works more effectively in a
place, so reducing offending as well as the
threat and harm to society. This work was
announced in our fourth devolution deal in
March 2016 and is being developed with a
start date of April 2017.
5.9 We are also conducting a comprehensive
review of the way that all services for
children are delivered, with an initial focus on
integrating preventative services for children
and young people.
5.10 Our ground-breaking programme of
public service reform will receive additional
support from government who have agreed
to work with us to establish a Life Chances
Investment Fund from April 2017. This fund will
provide the necessary resources to help GM
increase the pace and scale of our reforms.
5.11 The overarching aim of GMS17 is to
improve the health and well-being of GM
residents, by providing an integrated system
of health and social care that responds more
effectively and efficiently to their needs. As
GM has some of the worst health outcomes
and largest health inequalities in the UK,
the focus of this work is to develop a more
coherent and integrated system that places a
strong emphasis on the promotion of wellbeing and the prevention of ill health.
5.12 The Memorandum of Understanding
committed 37 organisations to work together
to achieve the greatest and fastest possible
improvement to the health and well-being of
GM. All the requirements set out in the MoU
were met, giving GM devolved control of the
existing resources of around £6bn from
1 April 2016.
5.13 This control and oversight will allow GM
to join up the whole health and social care
system, creating an integrated approach that
responds better to residents’ needs. The aim
of this approach is to significantly reduce the
number of hospital admissions by supporting
more joined up community based services
and ensuring that those who do need to go
to hospital are able to move to suitable care
outside of hospital. The MoU includes: acute
care (hospital services); primary care (GPs);
community services; mental health services;
social care; public health; health education; as
well as health research and development.
5.14 The government has recognised that this
is a hugely ambitious programme of reform
and have provided a £450m Transformation
Fund to support its delivery.
and is operational, supporting decisionmaking across the 39 organisations..
5.16 The focus of the work for 16/17 is to:
• develop clear implementation and delivery
plans for all our GM transformation themes
and locality plans;
• develop and agree a process to allocate
and manage GM Transformation Fund
monies;
• demonstrate delivery of our year
one priorities across provision and
commissioning and;
• develop a place-based approach to
assurance and delivery.
5.17 This year the performance of this
strategic priority has been focused on
ensuring that all the milestones relating to
the MoU were met to enable the devolution of
health budgets. As this work progresses other
secondary KPIs will be developed to monitor
outcomes rather than process of this priority.
5.15 A business case to demonstrate how the
health and care system in GM can be clinically
and financially sustainable within five years
has been written and was approved by the
GM Strategic Partnership Board in December
2015. GM Governance has been established
37
6 Conclusion
6.1 The past year has been a hugely
significant one for Greater Manchester. We
are on track to tackle GM’s biggest challenges
using the powers and flexibilities gained in
our devolution agreements. We are also well
underway in our preparations to put in place
the new governance arrangements that
devolution requires, including the election of a
mayor for Greater Manchester.
6.2 There have been many noteworthy
achievements made in the last year. We have
put in place the necessary governance and
plans to enable health devolution to go live
on 1 April 2016. Both our Housing Investment
and Life Sciences Funds have made their first
investments. We continue to improve GM’s
bus, tram, and cycling infrastructure making
it easier to get around the conurbation.
And we have convinced government that
our approach to delivering support for long
term unemployed residents with a health
condition is the right one for us, and so will be
mainstreamed in GM from October 2017.
6.3 This report provides snapshot of
performance across the Greater Manchester
Strategy’s 17 priorities which will deliver
GM’s growth and reform ambitions. GM’s
chosen headline indicators provide a useful
barometer, which allows us to gauge how
GM is performing across a range of policy
areas. Pleasingly GM’s economy continues
to perform above target as measured by
GVA and the one year business survival
rate; while our transport and early years
38
measures indicate we are well on track to
deliver our 2020 targets. However, a number
of these measures are flagged as amber. An
amber rating indicates that we are slightly
behind where we would like to be in order
to hit our 2020 target. That said, in every
case performance is improving. There are,
however, two headline indicators which are
flagged red: net new houses built and all age
all cause mortality.
the country. GM spends millions of pounds
dealing with illnesses caused by poverty,
stress, and leading unhealthy lifestyles. This
is one of the key reasons we have committed
to health devolution is to transform GM’s poor
health outcomes, including GM’s all age all
cause mortality rate. We are confident that
over time the improved services that will be
put in place as a result of health devolution
will impact on GM’s mortality rate.
6.4 Like last year, the number of new homes
simply did not match our growth aspirations.
Whilst this reflects national trends and is not
a problem unique to GM, we recognise that
more needs to be done if we are to respond to
this challenge at the scale needed. We need
to increase the numbers of new homes built
from just over 5,000 homes a year now to at
least 10,000. We know this is an enormous
challenge but in continuing to achieve our
ambitions, we will make our new Housing
Investment Fund work hard for us as well
as establishing a Land Commission whose
focus will be to make best use of publicly
owned land. We are not complacent and will
continue to press government on this issue
to work jointly to explore ways to address this
challenge.
6.6 These are exciting times for Greater
Manchester. In 2013 we announced in our new
strategy that we wanted to broaden
6.5 Although GM has one of the fastest
growing economies in the UK, GM residents
die younger than people in other parts
of England. We also know that many GM
residents become ill at a younger age and live
with their illness longer than in other parts of
‘the range of devolved accountabilities…..
to secure greater influence over delivery of
public services and to enable radical longterm reform’
Who would have predicted that just 15 months
later we would be embarking on a journey that
would fundamentally change the face of local
government in England?
However, we are not complacent Whilst
the GMS has set the strategic framework
for policy development across Greater
Manchester, has informed the development
of a number of significant workstreams to
support the delivery of our strategic ambitions
and has helped place Greater Manchester at
the forefront of the debate on devolution we
recognise that the context in which we are
operating has changed significantly since the
strategy was originally produced in 2009 and
refreshed in 2013.
It is now timely to review our strategic
approach to develop a refreshed and revised
Greater Manchester strategy. That strategy
will build on our work to date, and the progress
outlined in this report, to ensure that we
continue to drive growth and reform the way
that services are delivered to ensure that
all parts of Greater Manchester are able to
play a strong and positive economic role in
supporting future growth and maximising the
ability of residents to share the benefits of
that growth.
39
Greater Manchester Strategy Headline Indicators
District Performance
FTEs(2015)
Annual
Change
FTEs
%ofUK
FTEs
(2015)
GVAgrowth
2013-2014*
Annualchangein
GVAgrowth(%
points)
112,300
77,500
209,033
83,133
78,200
99,900
122,800
90,967
104,300
140,900
1,118,967
3,733
2,067
3,200
3,633
867
433
1,467
3,733
5,833
4,600
29,400
0.42%
0.29%
0.78%
0.31%
0.29%
0.37%
0.46%
0.34%
0.39%
0.52%
4.15%
3.5%
1.9%
3.2%
1.9%
1.9%
3.8%
3.7%
3.7%
3.8%
3.5%
3.2%
-1.0
-1.3
-4.4
-1.3
-1.3
-3.3
3.1
3.1
-3.3
-1.0
-1.8
Nationalcomparator(UKexcept
whereitisstatedotherwiseinthe 26,938,567
notes)
539,567
100%
3.7%
-0.5
Bolton
Bury
Manchester
Oldham
Rochdale
Salford
Stockport
Tameside
Trafford
Wigan
GM
Comment/notes
ManchesterandWiganhavethehighest
numbersofFTEsandthereforeaccount
forthehighestsharesofUKFTEs.All
districtssawanincreaseinFTEsbetween
Dec2014andDec2015.FTEgrowthwas
highestinTraffordandWigan.
Out-ofAnnual
Annual
Annual
Annual
Annualchangein Business
1year
2year
5yr
work
changein
change(1
change(2
change(5
claimantrate(% birthrateper
survival
survival
survival
r
businessbirth
claimant
yr)%
yr)%
yr)%
10,000WAP
points)
rate
rate
rate
LV
rate
rate
points
points
points
12.9%
-0.4
77
-2
94.6%
3.8
71.8%
0.6
41.5%
1.3
11.1%
-0.3
87
-2
93.2%
1
74.9%
2
39.6%
-1.9
13.6%
-1.0
96
4
93.4%
2.4
69.9%
-1.9
35.9%
2
13.1%
-0.6
61
-7
94.8%
1.3
71.9%
-0.9
40.0%
1.4
14.2%
-0.5
68
0
93.9%
0.7
73.7%
2.3
39.4%
3.9
13.8%
-0.6
86
1
93.3%
2.5
72.3%
3.4
38.0%
-2.9
9.2%
-0.4
85
-7
92.6%
-0.4
75.8%
-0.1
43.1%
1.1
13.1%
-0.6
58
-2
95.2%
1.3
74.8%
-2.1
39.7%
1.3
8.1%
-0.3
116
-19
92.6%
1.9
68.2%
-2.8
37.8%
-0.5
11.5%
-0.8
59
-3
95.3%
2.2
76.2%
-2.9
43.2%
1.6
12.2%
-0.4
81
-3
93.7%
1.8
72.4%
-0.6
39.4%
0.7
9.4%
-0.4
85
1
Highestout-of-workclaimant Businessbirthrateislowestin
MostareassawGVAgrowthbroadlyinline
TamesideandWigan,and
ratesinAugust2015werein
withGM/nationaltrend,exceptGMNorth
highestinTraffordand
Rochdale,Salfordand
EastNUTS3area(incudesBury,Oldham
Manchesterin2014,however
Manchester,whileratesin
andRochdale).InGMSouthEast
TraffordandStockportwere Traffordhasseenitsratefallby
(StockportandTameside)GVAgrowthwas
belownationalaverage.Allareas nearly20comparedto2013,
higherin2013-14thanin2012-13,whilein
haveseenadeclineinthe
whileManchester'shasgrown
allotherareasitwaslower,particularlyin
claimantratecomparedto
by4.Mostotherareashave
Manchester.Nationalcomparatoristhe
August2014.Thenational
seenanannualdeclineinthe
SouthEastexcl.London.
comparatorisGreatBritain.
businessbirthrate.
93.5%
2.3
73.8%
-1.8
41.7%
0.4
p
Trendsinthebusinesssurvivalratesacrossthedistrictsaretheoppositeto
L
thetrendsinthebusinessbirthrate.Wiganhasthehighestbusinesssurvival
o
ratesat1,2,and5years,withTamesidealsodoingwellfor1yearsurvival
andStockportdoingwellfor2yearand5yearsurvival.Incontrast,Trafford
R
andManchesterhavethelowestsurvivalrates.1yearsurvivalrateshave
of
improvedacrossmostdistrictsincomparisontothepreviousyear,although
St
forannualchangein2yearand5yearsurvivalthereismoreofamixed
re
picture.
no
*Sub-regionalGVAisavailableatNUTS3ratherthandistrictlevel.NUTS3areasinGMare:Manchester,GreaterManchesterNorthEast(Bury,RochdaleandOldham),GreaterManchesterSouthEast(TamesideandStockport),Greater
* Sub-regional GVA is available at NUTS 3 rather than district level. NUTS 3 areas in GM are: Manchester, Greater Manchester
Note:Districtleveldatacomeswithahealthwarningandmustbetreatedwithcaution,asthechangeovertimepresentedinthetablereferstoaperiodofonlyoneyearandthereforeshouldnotbeseentoconstit
North East (Bury, Rochdale
and Oldham), Greater Manchester South East (Tameside and Stockport),
Greater Manchester South West (Salford and Trafford) and Greater Manchester North West (Bolton and Wigan).
40
nnualchangein
GVAgrowth(%
points)
-1.0
-1.3
-4.4
-1.3
-1.3
-3.3
3.1
3.1
-3.3
-1.0
-1.8
-0.5
Out-ofAnnual
Out-ofAnnual
Annual
Annual
Annual
Annual
Median Annual
Annual
Annualchangein Business
1year
Annual 2year
%ofUK
Annualchangein
Business
5yr Annualchangein
%
%
change(1
change(2
GVAgrowth
work
changein
work
change(5
changein
changein annualchangein
changein
FTEs(2015)
claimantrate(% birthrateper
survival
Change survival
FTEs
claimantrate(%
birthrateper
survival GVAgrowth(%
residents
residents
yr)%
yr)%
2013-2014*
claimant
businessbirth
claimant
businessbirth
yr)%
LV4+(%
LV2+(% resident
median
points)
10,000WAP
rate
FTEs
(2015)
points)LV4+qual.
points)
10,000WAP
rate
rate
LV2+qual.
points
points
rate
rate
rate
points
points)
points)
salary rate
salary
12.9%
-0.4 Bolton
77
-2
94.6%
112,300
3.83,733 71.8%
0.42%
0.6 3.5%41.5%
1.3-1.0
30.4 12.9%
4.9
71.2
-0.4
2.9 77 £23,656 -2£851
11.1%
-0.3 Bury
87
-2
93.2%
77,500
12,067 74.9%
0.29%
2 1.9%39.6%
-1.9-1.3
37.0 11.1%
2.5
75.7
-0.3
-0.3 87 £27,421 -2£1,016
13.6%
-1.0 Manchester96
4
93.4%
209,033
2.43,200 69.9%
0.78% -1.9 3.2%35.9%
2 -4.4
39.4 13.6%
3.1
70.7
-1.0
-1.5 96 £24,968
4 £386
13.1%
-0.6 Oldham 61
-7
94.8%
83,133
1.33,633 71.9%
0.31% -0.9 1.9%40.0%
1.4-1.3
27.6 13.1%
3.8
62.2
-0.6
-0.5 61 £22,810 -7-£126
14.2%
-0.5 Rochdale 68
0
93.9%
78,200
0.7867 73.7%
0.29%
2.3 1.9%39.4%
3.9-1.3
25.4 14.2%
1.3
66.1
-0.5
0.0 68 £23,799
0 £271
13.8%
-0.6 Salford
86
1
93.3%
99,900
2.5433 72.3%
0.37%
3.4 3.8%38.0%
-2.9-3.3
31.0 13.8%
0.9
69.1
-0.6
0.8 86 £24,499
1 £614
9.2%
-0.4 Stockport 85
-7
92.6%
122,800
-0.4
1,467 75.8%
0.46% -0.1 3.7%43.1%
1.13.1
36.1
9.2%-5.3
79.7
-0.4
-1.0 85 £27,519 -7-£780
13.1%
-0.6 Tameside 58
-2
95.2%
90,967
1.33,733 74.8%
0.34% -2.1 3.7%39.7%
1.33.1
25.0 13.1%
-1.8
68.2
-0.6
-1.7 58 £23,485 -2£1,377
8.1%
-0.3 Trafford 116
-19
92.6%
104,300
1.95,833 68.2%
0.39% -2.8 3.8%37.8%
-0.5-3.3
48.4
8.1%4.1
82.5
-0.3
1.3 116 £30,946 -19£950
11.5%
-0.8 Wigan
59
-3
95.3%
140,900
2.24,600 76.2%
0.52% -2.9 3.5%43.2%
1.6-1.0
28.4 11.5%
1.6
70.8
-0.8
1.4 59 £26,206 -3£897
12.2%
-0.4 GM
81
-3
1,118,967
93.7%
1.8
29,400 72.4%
4.15% -0.6 3.2%39.4%
0.7-1.8
33.6 12.2%
1.7
71.6
-0.4
0.0 81 £25,512 -3£544
9.4%
-0.4 whereitisstatedotherwiseinthe
85
1
26,938,567
93.5%
2.3
539,567 73.8%
100%
-1.8 3.7%41.7%
0.4-0.5
36.9
9.4%1.1
73.4
-0.4
0.3 85 £27,645
1 £430
notes)
owthbroadlyinline
d,exceptGMNorth
Rochdale,Salfordand
desBury,Oldham
GMSouthEast
TraffordandStockportwere Traffordhasseenitsratefallby
Comment/notes
e)GVAgrowthwas
n2012-13,whilein
wer,particularlyin
comparatoristhe
l.London.
businessbirthrate.
Annual
Annual
1year
EYFSP
2year Annualchangein
5yr
%differencein
M
change(1
change(2
survival
indicator
survival EYFSPindicator(%
survival
mediansalary
ra
yr)%
yr)%
rate
(%)
rate
points) rate
comparedtoUK
points
points
94.6% -16% 3.8
61.2
71.8%
0.67.0
41.5%
93.2% -1% 1
65.8
74.9%
2 9.7
39.6%
93.4% -10% 2.4
60.9
69.9%
-1.98.1
35.9%
94.8% -19% 1.3
57.3
71.9%
-0.95.7
40.0%
93.9% -15% 0.7
57.2
73.7%
2.37.0
39.4%
93.3% -12% 2.5
61.4
72.3%
3.44.6
38.0%
92.6% 0% -0.4
67.9
75.8%
-0.15.8
43.1%
95.2% -16% 1.3
57.8
74.8%
-2.15.6
39.7%
92.6% 11% 1.9
73.4
68.2%
-2.84.8
37.8%
95.3% -5% 2.2
63.8
76.2%
-2.98.4
43.2%
93.7% -8% 1.8
62.4
72.4%
-0.66.8
39.4%
93.5% -
2.3
66.3
73.8%
-1.85.9
41.7%
TraffordandManchesterhavethehighest
AlthoughthemedianannualsalaryinGMasa
proportionsofLV4+qualifiedresidents,whilefor wholeis8%lowerthanintheUK,thisvaries
Trendsinthebusinesssurvivalratesacrossthedistrictsareth
Alldistrictshaveseenanincrease T
LV2+TraffordandStockportperformbest.Share widelyacrossdistrictswithOldham,Rochdale
thetrendsinthebusinessbirthrate.Wiganhasthehighestbu
inthepercentageofchildren
Rochdale,Salfordand
ofLV4+qualifiedresidentsislowestinTameside andTamesideover15%lowerthantheUK,and
achievingagoodlevelatallearly
Manchesterin2014,however ratesat1,2,and5years,withTamesidealsodoingwellfor1
withTrafford11%higherthantheUK.
andRochdale).InGMSouthEastandRochdalewhileforLV2+itisOldhamand
learninggoalscomparedtothe im
TraffordandStockportwere Traffordhasseenitsratefallby andStockportdoingwellfor2yearand5yearsurvival.Incon
Rochdale.Mostareassawanincreaseintheshare Tamesidehasseenthehighestincreaseinthe
andManchesterhavethelowestsurvivalrates.1yearsurviv
previousyear,withBury,
ofLV4+population(particularlyBolton),exceptfor mediansalaryinGMcomparedtotheprevious
ManchesterandWiganseeingthe m
whileManchester'shasgrown improvedacrossmostdistrictsincomparisontothepreviousy
StockportandTamesidewhichsawadecline.With year,bothinabsoluteandrelativeterms,
highestinTraffordandWigan.
forannualchangein2yearand5yearsurvivalthereismore
greatestimprovements.The
a
regardstoLV2+mostareassawasmalldeclineor followedbyBury,whileStockportandOldham
picture.
nationalcomparatorisEngland.
picture.
SouthEastexcl.London. nochange,thoughBoltonsawthehighestincrease aretheonlydistrictsthatsawadeclineinthe
businessbirthrate.
of2.9pp.
mediansalary.
NUTS3areasinGMare:Manchester,GreaterManchesterNorthEast(Bury,RochdaleandOldham),GreaterManchesterSouthEast(TamesideandStockport),GreaterManchesterSouthWest(SalfordandTrafford)andGreaterManchesterNorthWest(BoltonandWigan).
*Sub-regionalGVAisavailableatNUTS3ratherthandistrictlevel.NUTS3areasinGMare:Manchester,GreaterManchesterNorthEast(Bury,RochdaleandOldham),GreaterManchesterSouthEast(TamesideandSt
stbetreatedwithcaution,asthechangeovertimepresentedinthetablereferstoaperiodofonlyoneyearandthereforeshouldnotbeseentoconstituteatrend.
Note:Districtleveldatacomeswithahealthwarningandmustbetreatedwithcaution,asthechangeovertimepresentedinthetablereferstoaperiodofonlyoneyearandthereforeshouldnotbe
41
Annual
Median Annual
%
changein annual changein
dents
LV2+(% resident median
+qual.
points)
salary
salary
1.2
2.9
£23,656Bolton£851
5.7
-0.3
£27,421Bury £1,016
0.7
-1.5
£24,968Manchester
£386
2.2
-0.5
£22,810Oldham
-£126
6.1
0.0
£23,799Rochdale
£271
9.1
0.8
£24,499Salford
£614
9.7
-1.0
£27,519Stockport
-£780
8.2
-1.7
£23,485Tameside
£1,377
2.5
1.3
£30,946Trafford
£950
0.8
1.4
£26,206Wigan£897
1.6
0.0
£25,512GM £544
3.4
%differencein
mediansalary
comparedtoUK
-16%
-1%
-10%
-19%
-15%
-12%
0%
-16%
11%
-5%
-8%
Out-ofAnnual
Annual
Annual
Annual
EYFSP
Annual %ofUK
Annualchangein
Business
1year
2year
5yr
Mortality AnnualchangeinAnnualchangein
Netadditional Annualchangein
Annualchangein
Annualchange
GVAgrowth
work
changein
change(1
change(2
change(5
Mortality
CO2
Annualchangein
FTEs(2015)EYFSPindicator(%
inmortalityrate
mortalityrate- claimantrate(%
indicator
Change
FTEs
GVAgrowth(%
survival
survival
survival
r
rate-
dwellings2014- birthrateper
netadditional
2013-2014*
claimant
businessbirth
yr)%
yr)%
yr)%
rate-male
emissions(kt) CO2emissions(kt)
-male
female
(%)
FTEs
(2015)
points)
points)
10,000WAP
rate
rate
rate
LV
female
2015
points)
dwellings
rate
rate
points
points
points
61.2
112,300
3,733
7.0
0.42%1,186
3.5% -105
967
-1.0
-5
12.9%
-0.4
470
77140
-2 1,475 94.6%
-45
3.8
71.8%
0.6
41.5%
1.3
65.8
77,500
2,067
9.7
0.29%1,301
1.9% 47
901
-1.3
-91
11.1%
-0.3
540
87270
-2 1,089 93.2%
-341
74.9%
2
39.6%
-1.9
60.9
209,033
3,200
8.1
0.78%1,587
3.2% 52
1,103
-4.4
27
13.6%
-1.0
890
96280
4 2,827 93.4%
-99
2.4
69.9%
-1.9
35.9%
2
57.3
83,133
3,633
5.7
0.31%1,388
1.9% 122
1,077
-1.3
116
13.1%
-0.6
490
61160
-7 1,011 94.8%
-42
1.3
71.9%
-0.9
40.0%
1.4
57.2
78,200
867
7.0
0.29%1,376
1.9% 91
992
-1.3
-13
14.2%
-0.5
310
68 40
0 1,222 93.9%
-54
0.7
73.7%
2.3
39.4%
3.9
61.4
99,900
433
4.6
0.37%1,365
3.8% 7
999
-3.3
-79
13.8%
-0.6
980
86140
1 1,512 93.3%
-43
2.5
72.3%
3.4
38.0%
-2.9
67.9
122,800
1,467
5.8
0.46%1,049
3.7% -38
827
3.1
-65
9.2%
-0.4
430
85 60
-7 1,525 92.6%
-59
-0.4
75.8%
-0.1
43.1%
1.1
57.8
90,967
3,733
5.6
0.34%1,327
3.7% -83
996
3.1
-102
13.1%
-0.6
400
58 0
-2 1,084 95.2%
-37
1.3
74.8%
-2.1
39.7%
1.3
73.4
104,300
5,833
4.8
0.39%1,064
3.8% -49
779
-3.3
-67
8.1%
-0.3
380
116230
-19 1,918 92.6%
-53
1.9
68.2%
-2.8
37.8%
-0.5
63.8
140,900
4,600
8.4
0.52%1,289
3.5% -69
936
-1.0
-88
11.5%
-0.8
530
59-70
-3 1,662 95.3%
-68
2.2
76.2%
-2.9
43.2%
1.6
1,118,967
62.4
29,400
6.8
4.15%1,283
3.2% -9
955
-1.8
-35
12.2%
5,420
-0.4
81
1,260
-3 15,325 93.7%
-535
1.8
72.4%
-0.6
39.4%
0.7
£27,645whereitisstatedotherwiseinthe
£430
26,938,567
66.3
notes)
0.3
havethehighest
AlthoughthemedianannualsalaryinGMasa
residents,whilefor wholeis8%lowerthanintheUK,thisvaries
erformbest.Share widelyacrossdistrictswithOldham,Rochdale
owestinTameside andTamesideover15%lowerthantheUK,and
+itisOldhamand
withTrafford11%higherthantheUK.
Comment/notes
ncreaseintheshare Tamesidehasseenthehighestincreaseinthe
yBolton),exceptfor mediansalaryinGMcomparedtotheprevious
sawadecline.With year,bothinabsoluteandrelativeterms,
wasmalldeclineor followedbyBury,whileStockportandOldham
thehighestincrease aretheonlydistrictsthatsawadeclineinthe
mediansalary.
539,567
5.9
100%1,114
3.7% -36
817
-0.5
-30
9.4%
170,690
-0.4
85
34,080
1 361,360 93.5%
-9,599
2.3
73.8%
-1.8
41.7%
0.4
Highestout-of-workclaimant
Businessbirthrateislowestin
SalfordandManchestersawthehighest
p
Alldistrictshaveseenanincrease Theannualchangeintheall-age,all-causemortalityratevaries
CO2emissionswerehighestin
numberofnetadditionaldwellingsin
L
ManchesterandTraffordandlowestin
inthepercentageofchildren
Rochdale,Salfordand
quitesignificantlyacrossthedistricts.Formalemortalityrate
2014/15,whileRochdaleandTrafford
o
OldhamandTamesidein2013.All
achievingagoodlevelatallearly
halfofthedistrictshaveseenadecline(thsirepresentsan
sawthelowestnumber.Mostdistricts
andRochdale).InGMSouthEast
areashaveseenadropinCO2
learninggoalscomparedtothe
TraffordandStockportwere
Traffordhasseenitsratefallby
improvement),particularlyinBolton,whiletheotherhalfhave
sawanincreaseinthenumberofnet
R
emissionscomparedtotheprevious
previousyear,withBury,
belownationalaverage.Allareas
nearly20comparedto2013,
seenanincrease(mostnotablyinOldham).Forthefemale
additionaldwellingsbetween2013/14
of
ManchesterandWiganseeingthe
year,withManchesterandWigan
mortalityratemostareashaveseenadecline,exceptOldham
and2014/15(particularlyBury,
St
greatestimprovements.The
seeingthehighestdecreases.The
highestinTraffordandWigan. andtoalesserextentManchester.Thenationalcomparatoris
ManchesterandTrafford),exceptWigan
r
picture.
England.
whichsawadecrease.Thenational
SouthEastexcl.London.
no
businessbirthrate.
comparatorisEngland.
lfordandTrafford)andGreaterManchesterNorthWest(BoltonandWigan).
*Sub-regionalGVAisavailableatNUTS3ratherthandistrictlevel.NUTS3areasinGMare:Manchester,GreaterManchesterNorthEast(Bury,RochdaleandOldham),GreaterManchesterSouthEast(TamesideandStockport),Greate
Note: District level data comes
with a health warning and must be treated with caution, as the change over time presented in the table refers
Note:Districtleveldatacomeswithahealthwarningandmustbetreatedwithcaution,asthechangeovertimepresentedinthetablereferstoaperiodofonlyoneyearandthereforeshouldnotbeseentoconstit
to a period of only one year and therefore should not be seen to constitute a trend.
42
43
Greater Manchester Strategy Priorities
RAG Ratings on the Priority Tables Report
Milestones
· Mark the completion of key activities necessary to achieve the
delivery of the strategic priority (The headline activities should
summarise the main areas of activity that you or your team are
working on over the next two years);
· Should outline the high-level commitments which are essential
enablers for the priority. They may refer to
Relate directly to the main areas of activity being delivered under
a priority;
Already be collected as part a priority’s more detailed performance
managements.
Second Tier indicators will be rated using the
following definitions:
* processes (for example agreed plans, contracts,
negotiations), or physical or tangible developments (for
example buildings).
The target set for this indicator has been achieved or is on track
to be achieved.
* Must be SMART - specific, measurable, achievable,
realistic, time-bound
The target for this indicator has not been met, but underperformance is by 10% and the direction of travel is in the
desired direction.
Milestones will be RAYG rated using the following
definitions:
Progress is ahead of or on schedule with the milestone achieved or
likely to be achieved.
Progress is behind schedule but able to be recovered and there is a
good change that the milestone will be achieved.
Progress is behind schedule with key issues impeding recovery, but
may be resolved with mitigating action. There is a significant risk
that the milestone will not be achieved.
Progress is behind schedule with recovery doubtful and the
milestone unlikely to be achieved, or the ability to achieve the
milestone is impaired by external factors which cannot be resolved.
44
Second Tier indicators (key performance indicators) should:
The target for this indicator has not been met, and is unlikely
to be met.
GMS 1
(GMS1) Reshaping our economy to meet new global demands
Contributes to GMS headline indicators
The global economy is going through profound changes which will threaten our prosperity if we fail to adapt to them,
but offer significant opportunities if we do. We must anticipate changes in global demand and foster the right
economic conditions which will position us to succeed. This overarching priority captures the high level policy work
which underpins GM's strategic ambitions. The GM Strategy, Growth and Reform Plan, the Devolution Deal and the
Memorandum of Understanding with the Dept of Health form part of an integrated approach -across policy areas- to
reshaping GM's economy
1. Gross Value Added (GVA)
Milestones 2015-17
Two areas of work will enhance our understanding of the strategic context in which
we operate.
DEEP DIVE RESEARCH
This research analyses the economic issues and opportunities across Greater
Manchester to better understand how all parts of the conurbation can have a strong
and positive economic function to support future growth and maximise the ability of
all residents to share in its benefits. The work will provide a detailed understanding
of the spatial implications of, and barriers to, growth at a local level by
comprehensively analysing demand and supply side factors. It will be a critical
element of the evidence base to support the development of the GM Spatial
Framework and the GM Investment Strategy.
NORTHERN POWERHOUSE INDEPENDENT ECONOMIC REVIEW
This research has been commissioned by Leaders, Local Enterprise Partnerships
and Transport for the North to identify the potential of the North to deliver
transformational growth and, at a high level the drivers, and enablers of that growth
The research, led by SQW, focuses on five interrelated workstreams which seek to
understand the scale, nature and causes of the North’s ‘performance gap’, distinctive
sectoral strengths and capabilities at the level of the North, and future growth
prospects for the North."
Secondary Key Performance Indicators
By 2020/21, tax take in Greater Manchester will have risen to £21.5bn and public
expenditure will have fallen to £20.9bn.
Performance Comments
2. Increased share of UK full time equivalent jobs
3. Median Salary
RAG
Progress update
Nine detailed sector reviews, along with a cross-cutting report focussing on
the supply side of the economy will be completed by Summer 2016 and
published alongside the draft GMSF in Autumn 2016.
Work to develop a policy response to the issues identified by the research
will be progressed over the summer to inform the draft GMSF, the GM
Investment Strategy and a refresh of the GM Strategy.
Reports for each workstream, along with an executive summary have now
been finalised. In addition, a short ""narrative"" has been developed to
support consistent messaging about the North's economy and in particular
its pan-Northern and globally distinctive strengths. The report is due to be
th
published on the 30 June 2016.
Work is now underway to scope out the work required to address the
challenges and opportunities identified. Such work will address skills and
employment; enterprise, innovation and industrial strategy; trade and
investment; housing.
Baseline 2013-14
Target
Tax take
£21.5 bn
Public
expenditure
£20.9bn
Current
G
G
RAG
G
Excellent progress has been made in devolving control over public spend in Greater Manchester financial freedoms. The Devolution Agreement and the Memorandum of
Understanding with the Department of Health mark two key milestones in GM's long term goal to secure full fiscal devolution for the city region.
45
GMS 2
(GMS2) Deliver an Investment Strategy based on market needs
GM's Investment Strategy is based on a clear understanding of the role and function of places and the offer that
those places can make to potential investors. The Greater Manchester Investment Fund is a virtual pool of funding
that delivers GM's Investment Strategy under the direction of the GMCA. The fund is used to support economic
growth across Greater Manchester.
3. Business Start Up/Survival
Milestones 2015-17
Progress update
Invest the balance of RGF 3 funds by May 2015 and the balance of RGF 2 funds by
March 2016 (as required by their grant conditions).
All funds were disbursed by the deadlines.
Invest the balance of the Growing Places Fund (GPF) and work with districts to
develop the pipeline of eligible schemes.
All Growing Places funding has been committed.
Establish two European Regional Development Fund (ERDF) Financial Instruments
(Evergreen 2 and Low Carbon Fund) as part of the new 2014-20 programme.
A stage 2 ERDF application has been submitted to CLG and comments are
awaited. The fund manager procurement exercise has been commenced in
parallel to this process. Whilst the timetable is largely outside GM's control,
it is anticipated that the new funds will be operational by the end of the
calendar year. Alternative proposals to maintain GM's investment capacity
in the interim are in place
Establish the Housing Investment Fund. Agreed as part of GM's Devolution
Agreement this ten year fund will support the delivery of between 10,000-15,000
homes.
The Housing Investment Fund was established in Summer 2015 and by the
end of March 2016 had committed £96.2m which will fund 1160 new
dwellings for sale and rent.
Recycle the RGF and GPF investments that have been repaid back so that they can
be reinvested. The key benefit of a joined up approach is that investments made with
recycled funds have fewer conditions on how funds are used.
Funds have started to recycle allowing for continued investment.
Baseline 2013-14
Target
Current
Regional Growth Fund commitment
£36.4m
£65m
£65m
G
Growing Places Fund commitment
£26.9m
£34.6m
£38.2m
G
Regional Growth Fund investment
£17.7m
£65m
£65m
G
Recycled RGF funds
£0.1m
£8.7m
£4.8m
G
Recycled GPF funds
£0m
£4.1m
£6.4m
G
RAG
G
G
G
G
RAG
The team has committed the RGF and Growing Places funds and is now investing recycled monies. The Housing Investment Fund and Life Sciences Fund have been
successfully established in the year with a fund size of £300m and £30m respectively.
46
GMS 3
(GMS3) Revitalising our town centres
Town centres lie at the heart of our local communities but continue to face a series of fundamental challenges that
must be addressed if we are to ensure that prosperity is shared across our city region and not limited to pockets of
relative success. Town centres are under constant competition from out of town sites and from online shopping. These
changes threaten the future of every town centre in the country. GM is working collaboratively to ensure that its town
centres respond proactively to these challenges.
1.Gross Value Added (GVA)
2.Increased share of UK full time equivalent jobs
3.Business Start-up and Survival
Milestones 2015-17
Develop and maintain a pipeline of investment opportunities in GMs principal town centres
(Altrincham, Ashton, Bolton, Bury, Oldham, Rochdale, Stockport and Wigan) underpinned
by an understanding of each town centre's sustainable core offer a mix of retail, leisure,
commercial, residential or other uses. Use this as a foundation to attract new investment
opportunities.
Ensure town centres work is linked to the GM Spatial Framework (GMSF) to capture the
progress made across all 8 principal town centres and identifying further work that could
further strengthen the town centre offer.
Build and maintain stronger relationships with the large high street multiples with the
objective of maximising the attractiveness of town centres. By working collaboratively,
using a one retail agent to broker relationships at Head Office level the emerging
opportunities and developments in each centre will be communicated to influence
investment decisions by made by multiples.
RAG
Progress update
All districts are in a dialogue with the GM Investment Team, supported by
consultants to develop funding strategies to develop emerging schemes. Current
focus is on potential to identify sites for the GM Starter Homes Fund bid.
This work has been integrated into the wider evidence base for the GMSF. Topic
paper will be produced for the GMSF and help to shape town centre policies and
proposals in the strategy.
Study by a retail agent assessed how large multiples' future plans might impact
on the retail offer in GM's 8 principal town centres. Intelligence report made to
districts for local actions and GM work paused until districts consider benefits of
further GM level work.
Develop support packages for independent businesses in town centres to encourage local
entrepreneurs to locate in town centres. Potential businesses in the retail, leisure, food and
beverage, creative sectors will be supported to diversify the town centre offer. This
approach is being piloted in two areas which may then be rolled out more widely in GM.
Pilot work undertaken in Wigan and Oldham town centres, with results reported
to districts in summer 2015 for local action. Principal town centres each have a
range of initiatives to support independent businesses, ranging from grants and
loans to mentoring, advice and business rate subsidy.
Baseline 2013-14
Employment in principal town centres
Day visitors to 8 local authority areas with a principal town centre
NOTE: A better data source has been used to update the baseline, and will be used going
forward. This measure collects visitors to all 8 districts.
Business stock in all 8 principal town centres (a measure of the UK Businesses Count,
local units, based upon Super Output Areas of best fit for town centres - NOMIS)
115,900 (2012)
39.5 mill (2012)
9,310 (2013)
Target
Increase of 2%
Average
increase in all
areas
Average
increase in all
centres
Current
112,400 in 2014, a change of
-3% from baseline. 2015 data
available in October 2016
41.4 mill visitors in 2014,
increase of 1.9 mill (or 4.8% from
2012)
9,755 business units in 2015, an
increase of 445 (+4.8%) on
2013 baseline, although not in all
8 town centres
G
G
A
G
RAG
R
G
A
The momentum of work and priority attached to town centres has been accelerated across Greater Manchester in recent years. Each District is undertaking a significant amount of work in their
principal town centre, with a clearer longer term strategy and sequenced set of initiatives designed to diversify the town centre economy and revitalise the wider area. This includes under-writing
investment into new office, hotel and leisure developments, direct investment into improving public realm and the physical environment and policies to support further residential development. It
is particularity encouraging to record an increase in the number of businesses (business stock) in our principal town centres, reflecting some of the tailored packages of support now available,
especially for smaller independent businesses in terms of retail, leisure, food and drink. However, the percentage of businesses in town centres as a proportion of all businesses has actually
decreased as has overall employment and there is always scope for further work. As such, evidence is currently being refreshed to assess what has happened in last 3 years, reviewing
progress and what we have achieved as a basis for any further work. This work is an important component of the work on developing the Greater Manchester Spatial Framework.
47
GMS 4
(GMS4) Creating the spaces and places that will nurture success
A competitive city region needs investment sites which can become practical, desirable and unique destinations that
are responsive to market demand. In its Devolution agreement GM was given the powers to create a statutory spatial
framework for Greater Manchester which will help manage the demand across GM in the most effective way and will
help to maximise our growth and development potential.
1.
2.
Gross Value Added (GVA)
Increase share of UK full time equivalent jobs
Milestones 2015-17
Progress update
Following approval by GMCA/AGMA Exec (Nov 2014), the 10 full district councils to
agree amends to the AGMA constitution enabling the GMSF to be developed by
AGMA on their behalf. The scope for the GMSF and delegation of processes to
AGMA to be agreed as part of this.
COMPLETE: Overall timetable agreed
Consultation on extended evidence base and options for growth developed and
published for comments by November 2015. Alongside this, a GM wide call for sites
exercise to be launched.
COMPLETE: Milestone was achieved with over 170 consultation responses
and over 600 sites submitted.
G
Consultation on a full draft GMSF by October 2016. The draft GMSF will need to be
based upon an up to date evidence base and identify large scale housing and
employment opportunities.
Strategic Housing Market Assessment, call for sites and other work on track
to inform a draft strategy for approval in September.
G
Publication of the GMSF and a formal period for representations between June and
July 2017.
Planned Milestone
G
Submission of the GMSF to Secretary of State, following agreement through 10
Districts, in November 2017.
Planned Milestone
G
Examination in Public in Spring 2018
Planned Milestone
G
Final adoption of GMSF by AGMA and all 10 Districts in 2018
Planned Milestone
G
Baseline 2013-14
RAG
Target
G
Current
RAG
The nature of this work means that the milestones form the KPIs for this work.
G
The decision by AGMA in August 2014 to prepare a joint development plan has been strengthened by the provisions of GM’s more recent devolution agreements, which
gives the GM Mayor power to create a statutory spatial framework for GM, with the unanimous approval of the Mayor’s Cabinet. A public consultation in winter 2015/16 set
out three growth options for the GMSF as well as a range of other evidence and information, in order to test our approach and encourage feedback on work to date. Over
170 individual responses, representing businesses, local community groups, organisations and public agencies as well as individuals, generated a wide ranging and
challenging set of comments challenging some of our growth assumptions and underlining the importance of environmental issues. At the same time, land owners,
developers, parish councils and others were invited to submit suggestions for new development sites, which are also being assessed and considered before a draft GMSF
is prepared.
Alongside this, the ten GM districts have provided staff and professional expertise to prepare a fuller technical evidence base for the GMSF, which will see a single GM
Strategic Housing Market Assessment prepared, a refresh of the current land supply and important evidence on GMs environmental assets analysed, amongst a raft of
other pieces of important evidence.
48
GMS 5
(GMS5) Stimulating and reshaping our housing market:
We want GM to be a place where the working households that will drive our economy forward are able to find homes
and the quality neighbourhoods they need at a price they can afford. The Devolution Agreement gave GM control
over a £300m Housing Investment Fund to accelerate the building of homes in GM.
1. Net new houses built & retrofitted
Milestones 2015-17
Progress update
Establish a GM wide fund, to be delivered by 'GM Place'- to drive delivery of new
housing in GM by April 2015
A GM vehicle has been established in line with August 2014 proposal. This
has been strengthened by the commitment of £300m of investment funding
agreed as part of the Devolution Agreement. The fund complements and
multiplies the impact of existing district strategies and partnerships by
adding capacity, expertise and connections to investors and new
approaches to development.
Establish arrangements for operation of a GM Housing Investment Fund to be open
for proposals by April 2015. Anticipated draw down of funds from July 2015.
Preparatory work completed in time to begin operations in July 2015. At
time of writing, GMCA have approved funding totalling £96.2m
Develop and maintain a pipeline of investment propositions with the first investments
being drawn down by July 2015.
The pipeline builds on projects already identified by Homes and
Communities Agency. A prospectus has been launched and work continues
to engage with developers, landowners and potential partners through joint
work by GM districts and HCA to maintain a constant flow of investment
opportunities for the GM Fund or (where appropriate) for other programmes
or investment streams. Potential linkages to work on releasing public
sector land for housing are also being exploited.
RAG
G
G
G
Continue a dialogue with Government (underpinned by analytical work) to develop
a mix of potential interventions in support of work to bring forward land, unlock
housing delivery and better align Government programmes with the requirements of
the development market in GM. This work may inform GM’s input into the Autumn
Statement
On-going milestone building on work of the devolution agreements
Baseline 2013-14
Target
Current
Annual rate of new housing completions
5,350 (2012/13)
circa 7,000
5,420 (2014/15 - latest
available)
R
Number of empty homes
46,240 (Oct. 2012: 3.9%
of total stock)
continued
reduction
32,637 (Oct. 2015: 2.7% of
total stock)
G
G
RAG
Good progress has been made on this strategic priority with the devolution package £300m Housing Investment Fund adding further leverage and impetus to the broad
approach already agreed for residential growth activity. New completions are now rising after a long trough after the 2008 downturn. The latest Devolution Agreement
points to further work underway with GM housing providers, in relation to both public service reform and delivering growth, which should feature in the next performance
report. A combination of market pressure and interventions through the GM empty homes programme has seen the number of empty homes continue to decrease in GM,
so that they now form only 2.7% of the current housing stock.
49
50
GMS 6
(GMS6) Crafting a plan for growth and infrastructure
High quality, resilient infrastructure drives competitiveness and economic growth by increasing productivity, reducing
costs and extending the reach of business. However, infrastructure planning traditionally has be carried out on a site
by site basis. Our strategic approach recognises the interconnectivity and interdependency of different forms of
infrastructure and this approach will help support ongoing sustainable growth in the conurbation.
3. Net new houses built & retrofitted
4. CO2 Emissions
Milestones 2015-17
Progress update
Develop a systematic approach to the infrastructure appraisal of sites and growth
locations by establishing better ways of interacting with different utility / infrastructure
providers to achieve more efficient process and outcomes. This work is an essential
part of the preparation of the Spatial Framework (GMS4) and will need to be in place
for summer 2016 so that it can inform the draft GMSF in October 2016.
Led by the Infrastructure Advisory Group (IAG) an open data infrastructure
map for Greater Manchester has been created and is available from the
GMCA web site. The map is being utilized for the GMSF, including the
recent call for new development sites exercise.
Produce an infrastructure schedule for growth areas emerging through the Greater
Manchester Spatial Framework, finalised for June 2017
GMCA Planning Team are working with the IAG to scope out a Local
Infrastructure Schedule and to determine any significant issues relating to
the first 5 years of delivery.
A
Establish a baseline and use growth trends to create scenarios for near-term
demands for additional infrastructure so that the likely impact of individual
developments on infrastructure can be fed into planning processes.
Collaboration agreement between GMCA and the Future Cities Catapult
agreed. A working prototype infrastructure and growth tool has been developed,
but the project has been paused until a financial partner is found.
A
Baseline 2013-14
Milestones form the KPIs for this work
RAG
Target
Current
G
RAG
G
This work has received high level support from government and the GM infrastructure map has been completed and is being used by key stakeholders as well as for a GM
call for sites exercise, supporting the development of the GM Spatial Framework. The map brings together public and private sector infrastructure delivery organisations
and forms a platform for more collaborative work over the next two years, linked to the development of the GM Spatial Framework.
See GM mapping website for to access the infrastructure map and call for sites map:
http://mappinggm.org.uk/ and http://mappinggm.org.uk/gmodin/
51
GMS 7
(GMS7) Improving connectivity locally, nationally and internationally
GM has consistently placed connectivity and transport investment at the heart of its economic strategy. We need
continued focus on investing in the city region's strategic transport network to further enhance local, national, and
international connectivity.
2. All Age All Cause Mortality
3.Increase in non car journeys to work
4. CO2 emissions
Milestones 2015-17
CAPITAL PROGRAMME
This will ensure GM’s transport network better serves the needs of residents and
businesses. Key schemes include:
• Metrolink expansion: Second City Crossing 2017, Trafford Park Line 2019/20.
• Bus Priority Schemes: Leigh Salford Manchester - including busway, Cross
City Bus Package
• Interchange Schemes: Wythenshawe 2015, Bolton 2017
• Growth Deal Capital Programme: a range of 12 large schemes, plus other
schemes, including road links, interchanges and Metrolink capacity measures
52
Progress update
• METROLINK: extension from Victoria to Exchange Square stop as
part of Second City Crossing opened December 2015, Trafford Park
Line public inquiry held July 2015.
• BUS PRIORITY SCHEMES: Leigh Salford Manchester services
started in April 2016, Cross City Bus Package due for completion
winter 2016/17.
• INTERCHANGE SCHEMES: Wythenshawe opened July 2015, Bolton
opening 2017.
• GROWTH DEAL PROGRAMME: development of individual scheme
business cases is progressing in line with anticipated timescales.
GM DEVOLUTION AGREEMENTS
Gives GM greater power over a number of transport reform proposals including:
• bus market reform which will give GM more influence to ensure that bus
services in GM meet the needs of local travellers and employers;
• management of local rail stations to ensure that the facilities offered meet
customers' needs;
• joint working with Highways Agency over management of the strategic road
network in GM; and
• establish a single, multi-year transport funding settlement (similar to the
London arrangement) to enable GM to plan more strategically.
Progress includes:
• development of options for improving the delivery of bus services in
GM including the better integration with the wider public transport
network (including) bus franchising, publication of Bus Services Bill;
• proposition for local management of GM rail stations is being
progressed;
• a number of collaborative arrangements for management and planning
of the road network have been put in place across organisations
including Highways England, these are working effectively; the
classification of a GM Key Route Network has been confirmed;
• multi-year funding options continue to be explored.
INTRODUCE SMART TICKETING
Smart ticketing will make it easier to travel within GM. Phased introduction
commencing with Metrolink (2014/15), followed by bus then rail.
As a result of ongoing delays to the delivery of the system, the contract with
the supplier was terminated in August 2015. Since this time, the
concessionary pass system has successfully been transferred to new
suppliers; the get me there mobile ‘app’ has been delivered on Metrolink;
and a ‘Smart on bus’ multi-operator offer was launched across all buses in
Greater Manchester which delivers better value to customers. Further work
is now underway to develop the strategy for the long term solution.
RAG
G
G
Y
GMS 7
(GMS 7) improving connectivity locally, nationally and internationally
DEVELOP NEW BUSINESS ROUTES FROM MANCHESTER AIRPORT
These developments underpin GM’s internationalisation work and further enhance
Manchester airport’s role as the only global hub airport outside the South East. The
airport delivers considerable economic value to GM from both its all-purpose routes
and business routes.
DELIVER TRAVEL CHOICES PROGRAMMES
Funded by the Local Sustainable Transport Fund these programmes 'nudge'
residents and businesses to make sustainable travel choices through a combination
of information, marketing about new developments that support sustainable travel:
for example new cycling facilities, personal travel planning advice, and working with
businesses.
DEVELOP GM’S CYCLING INFRASTRUCTURE
Using £20m Cycle City Ambition Grant work with local authorities and cycling groups
will make it easier to cycle in GM. The programme will deliver continuous, largely
segregated cycle routes to key destinations of employment, education and training;
improved cycle access and parking facilities at key interchanges with a number of
Cycle & Ride stations including Metrolink stops; and the Better By Cycle Schools
programme to improve access and cycling facilities for students and staff.
Direct flights to destinations unserved by non-South East based airports
now offered or starting in 2016 include Miami, Boston, Beijing, Hong Kong,
Singapore, Los Angeles, Jeddah and Atlanta. Passenger numbers grew to
23.1 million in 2016.
G
All Travel Choices outputs for 2015/16 have been delivered. A further
£2.5million has recently been awarded through the Department for
Transport’s Sustainable Travel Transition Fund for the continuation of the
programme in 2016/17.
G
The first phase of the Cycle City programme has been substantially
completed. Phase 2 of the programme, which will see a further £22.1m of
DfT investment by 2018, is being mobilised with delivery partners.
G
Baseline 2013-14
Target
Current
Increase in non car journeys to work
27% (2013)
27%
Latest figure 27% (2014)
CO2 emissions from vehicles on GM roads
4.19 m tonnes (2012)
2012 (latest available data)
G
Casualty rates on GM roads (total KSI -Killed or Seriously Injured)
656 (2013)
634 (2016)
653 (2015)
G
Trip to key town centres- % by non-car modes in AM peak to: the
Regional Centre, and
Bolton, Bury, Oldham, Rochdale, Eccles, Stockport, Ashton, Altrincham, Wigan
70.2%
46.6%
74%
49%
74%
49% (2015)
G
Cycling levels (index of cycling use, 2010 = 100)
112 (2013)
119 (2014)
G
Emission of NOx from road traffic
10,744 tonnes (2012)
2012 is the latest information
RAG
G
G
Greater Manchester has been highly successful in securing additional investment in transport infrastructure in particular through the Growth Deal Capital Programme and
through the Devolution Agreement. The Greater Manchester transport capital programme and travel promotion programmes are the subject of regular reporting to TfGMC
and GMCA.
53
GMS 8
(GMS8) Placing our city region at the leading edge of science and technology: Contributes to GMS headline indicators
The world is changing rapidly. The growth of emerging economies such as China and India and trends such as
urbanisation, an ageing population, climate change and scarcity of natural resources are happening at an
unprecedented pace and scale. GM has an impressive and growing science asset base which combines the
research capabilities of our universities and an increasing number of businesses in this sector.
54
1. Number of full time equivalent jobs
2. Gross value added (GVA)
3. Qualifications
4. Media Salary
Milestones 2015-17
Progress update
Continue to develop GM’s science and innovation thinking, including undertaking a
GM Science and Innovation Audit and developing proposals to invest in GM’s
science asset base in response as well as capitalising on opportunities arising from
Euro Science Open Forum being hosted in Manchester in 2016.
New Economy and Marketing Manchester are working together to publicise
the event and wider opportunities around City of Science/ ESOF, eg. tying
in with GM/CE Life Sciences strategy, graphene week and Tech/Digital
events. Engagement with business is going to be a key feature of the
programme. GM will also be working with East Cheshire to undertaken a
Science & Innovation Audit mapping key internationally competitive
strengths.
Support the development of GM’s key sectors with a particular focus on
manufacturing and digital via appropriate policy, evidence and strategy. Key areas of
activity include; the development of a GM digital ambition, delivery of the GM
Strategic Plan for digital, creative and tech industries and development of a GM
digital skills action plan.
A GM digital skills action plan has been developed, and MGC are
overseeing the co-ordination and delivery of the agreed actions.
• The GM&C Life Sciences Fund is a seed and early stage venture capital fund
targeting life sciences businesses located in the Greater Manchester and Cheshire &
Warrington region. The Fund is managed by Catapult Venture Managers. The Fund
is based at Alderley Park, being the largest life sciences campus of its kind in the UK
with more than 500,000 sq. ft. of top-end laboratory and related space and facilities.
• The Fund is the result of a collaboration between Cheshire and Warrington
Enterprise Partnership, Greater Manchester Combined Authority, Cheshire East
Council, and Manchester Science Partnerships. It aims to invest in ‘Life Science’
businesses – including Pharmaceuticals, Biotechnology, Diagnostics, Healthcare
technologies, and Medical devices.
• With contributions from both private and public sector partners, the size of the
Fund, at first close, is around £31m
• In March the Fund announced that it had concluded its first two
investments in February - investing in Manchester-based start-ups Biorelate
and Pronec (both based in Alderley Park). Pronec is a cancer therapy
company and Biorelate provides biomedical knowledge databases.
• In April the Fund was represented at BioTrinity, Europe's leading
investment and biopartnering conference, under the ‘Life Sciences in the
Northern Powerhouse’ banner (a collaborative partnership between
Manchester Science Partnerships, BioNow, MIDAS, N8, the Northern
Health Science Alliance and the GM&C Life Sciences Fund/Catapult
Ventures).
RAG
G
Y
G
GMS 8
(GMS 8) Placing our city region at the leading edge of science and technology
Baseline 2013-14
Target
Current
Increased GVA - GVA generated by GM's science and technology sector
£4.2 billion
£5.5 billion
As of 2015 GVA generated by
GM’s science and technology
sector is around £4.7 billion
(2015/16 GMFM Oxford
Economics)
Companies - Number of companies in GM's science and technology sector
8100
10800
Jobs - Total employment in GM's science and technology sector
Skills - Achievement in STEM subjects at A-Level (number of passes at A*-E)
63100
9199
66000
N/A
RAG
G
As of 2015, there were 8,600
science & technology
companies in GM. Source is
the Inter-Departmental
Business Register
G
As of 2014, total employment
in GM's science & technology
sector was 63,300. Source is
the Business Register &
Employment Survey.
G
In 2015 there were 9,513
passes at A*-E. Source is DfE
Level 3 Attainment, table 13 c
(ICT excluded)
G
Considerable progress has been made across this priority, particularly with the adoption of the manufacturing strategy now being delivered under GMS 10, and the
development of an agreed approach to science and innovation and technology sectors - including a successful bid to conduct a Science and Innovation Audit.
Manchester's status as 'City of Science' in 2016 provides an excellent opportunity to show case the city region's science and technology strengths. The suite of chosen
KPIs when fully populated will describe the sector's health of the science sector, combining business indicators alongside those which provide a snapshot of both the
university based research and schools participation in STEM subjects.
55
GMS 9
(GMS9) Building our global brand:
A distinctive sense of place and strong city brand is critical to attracting talent, investment and visitors. Each of GM's
districts has unique selling points - its sheer diversity of communities, landscape and places coupled with its tolerant
and welcoming nature are assets we can use to our advantage. Investment in our culture and heritage is a critical
part of innovation and growth. We have a strong story to tell in our social justice and industrial heritage, world class
institutions and our established, internationally recognised brands.
Milestones 2015-17
Progress update
Delivery of an international marketing plan to ensure that Greater Manchester's
distinctive sense of place promotes the city region as a place to live, visit, study and
invest. This work will incorporate sector campaigns.
The international tourism marketing and communications strategy is ongoing
and the plan for 2016 is agreed with partners. In 2015, the international plan
was boosted by £10m of addition Northern Tourism Growth Fund money from
Visit Britain to enhance the profile of the North and Marketing Manchester led
on £6m of the marketing activity for the key markets of Europe, the US, China
and Australasia with the aim of generating 2m visitors to the North of England
equating to £177m in international visitor spend and creating 3,230 jobs. China
activity has increased as a result of the new direct route from Beijing to
Manchester which commences on the 10th June 2016. £1.5m is being invested
in marketing, PR and travel trade activity from October 2015 to March 2017.
The State Visit by the Chinese Premier was also a highlight that boosted media
coverage of Manchester. MIPIM is one of the events where Manchester is
showcased to support investment and in 2016, 99 companies and over 220
delegates supported 23 events over 3 days. 2016 will see a detailed sector
marketing strategy for the priority sectors of Creative, Digital and Tech, Life
Sciences and Advanced Manufacturing with additional dedicated resources and
ERDF Sector Marketing investment. 2016 will also see the development of a
'Study Manchester' strategy to help elevate Manchester as a place for
international students. The Internationalisation Strategy will be reviewed and
refreshed by May 2016 for the following 3 years.
Create media engagement strategy which will raise the profile of the city region in
national and international markets. This will be measured against Advertising Value
Equivalent (AVE) targets.
56
2. Increase share of UK full time equivalent jobs
A media engagement programme is ongoing for tourism and in the key target
markets and sectors. In 2015/16 Marketing Manchester hosted 187 journalists’
visits to Greater Manchester generating coverage worth £6.5m AVE. Sector
Marketing media activity will be used to raise GM's profile as a place to do
business/invest with AVE targets for this year and next that will total £600k.
The Lonely Planet recognition of Manchester as a top 10 must see city in 2016
and the New York Times articles are testament to the progress being made.
The European City of Science, ESOF, the referendum and devolution are all
events that will put a spotlight on Manchester and creates opportunities for
Manchester to increase its profile globally.
RAG
Y
Y
GMS 9
Resource and develop a work programme to generate additional conference
business in Greater Manchester which reflects GM's key sectors.
Scope and complete feasibility study on the new 'Manchester Channel' which will
provide a digital platform to promote Greater Manchester's offer to a global audience.
Commence delivery and launch Global Ambassadors Programme. Global
Ambassadors are well connected leaders in target sectors and international markets
who promote positive national and international perceptions of Manchester and
support aspirations to attract talent and investment.
London remains a critical market to reach national and international audiences for
Greater Manchester. Therefore a number of in-market and London based
international events have been selected to support work to raise GM's national and
international profile.
Business tourism makes a considerable contribution to the prosperity of
Manchester. The attraction of national and international conferences not only
contributes directly to the local economy, but also supports wider city objectives
of attracting talent and investment in key industry and academic sectors.
Business Tourism has confirmed 35 international conferences bringing 21k
delegates worth £37m in economic impact. £2.1m and £2.2m was directly
generated in revenue for members hotels and venues, 150 conferences were
hosted in Manchester in 2015 with 45k delegates. The team expect 38
conference wins in 2016/17 with an economic impact of £36.6 million linking
with our academic and industry strengths creating invaluable opportunities of
knowledge on global scale. A strategic conference working group chaired by
MHA will commence to help grow future business conference and events
activity and grow the share of the market. In 2016, Manchester will host the
ESOF to help celebrate the science strengths of the region bringing 4,500 of the
world's leading thinkers in an array of science fields from over 60 countries to
experience over 150 sessions and workshops and an expected economic
impact of £10m to the city. Manchester has been named the European City of
Science (ECOS) for 2016 as part of its role in hosting the huge EuroScience
Open Forum, the first time the title has been bestowed on a UK City.
A scoping exercise has been completed and the GM Local Enterprise
Partnership (LEP) have approved the next stage of progress; to develop a full
business plan with costed options. This is being tested to assess commercial
appetite.
The Mbassador programme launched in January 2016, with the aim to raise
profile, encourage investment and attract and retain talent. There are 17 global
Mbasadors recruited in the key sectors of Creative, digital and tech, science
and manufacturing and an aim to recruit a further 10 in culture, education and
sport. The next steps will be to fully leverage the international connections of
the Mbassadors.
A number of London-based projects has been successfully delivered including
MIPIM UK, several business networking dinners for tourism and inward
investment, an event to raise Manchester's profile to Japanese business at the
Embassy of Japan, an ESOF launch, attendance at the NTGF event at the
House of Commons hosted by VisitEngland and promotion of Manchester's
creative, digital and tech start-up scene at UnBound. Marketing Manchester are
also forging stronger relationships with London & Partners to leverage more
joint activity and opportunities.
G
Y
G
Y
57
GMS 9
Provide strategic leadership to the tourism sector to ensure that the actions
contained in GM's Destination Management Plan (DMP) for 2014-2017 are delivered.
£ impact of conferences won
Increase no of overseas visitors
Increase value of tourism
Jobs supporting the tourism economy on GM
The new GM Visitor Economy (VE) Board will be established from May, chaired
by Sheona Southern and the three priority work areas have been identified for
2016/17 as visitor information, business visits and events and marketing. The
strategic aims of the VE Strategy are: 1. Promote Greater Manchester as a
successful international destination. 2. Further develop Manchester as a leading
events destination. 3. Improve the quality and appeal of the product offer. 4.
Maximise the capacity for growth. The latest 2014 results show that Tourism
generates £7.5bn to the economy of Greater Manchester, an increase of 64%
(£2.94bn) since 2005, and a rise of 7% (£524.5m) between 2013 and 2014.
The target is £8.8bn by 2020. The total visitor numbers to GM stand at 115m, a
rise of 32% since 2005, and an increase of 5% on 2013. Day visits to GM
(104.5m) represent 91% of the total visits to GM and have grown by 34% since
2005, and increased by 5% on 2013. Staying visits to GM (10.5m) represent 9%
of the total visits to GM and have grown by 14% since 2005, and increased by
2% on 2013. Tourism activity supports circa 92,000 jobs within Greater
Manchester, an increase of 35% since 2005, and a rise of 3% on 2013. The
2015 annual occupancy rates reached 80% the highest levels since records
started (in 2000 for the city). Annually, the city centre weekend occupancy
reached 86%, while weekday rates were recorded at 77%, again highest rates
since records began and a further 1200 rooms are expected in 2016.
Baseline 2013-14
0
1.09m (2012)
£6.6bn (2012)
83934 (2012)
Target
£25m
1.27m
(2020)
112,400
(2020)
Current
£37m
1.15m (2014)
£7.5bn (2014)
91,963 (2014)
G
RAG
G
G
G
G
The visitor economy is on track to hit its 2020 ambitions. Promotion of Greater Manchester as a destination to visit is strong, the conversation around promoting GM as a
destination for business specifically around science, advanced manufacturing and digital is progressing and the 'Study Manchester' project is in conception with relevant
partners. Progress has been made around the international perception of Manchester and as a place to host a conference. Media profiling is good in 'tourism' but there is
room for improvement around the wider destination messages in terms of media engagement and reporting around key sectors. Work with London and Northern
Powerhouse partners has intensified this year. The global ambassadors programme and digital tools such as the 'Manchester Channel' are opportunities we can leverage
for 2016 which will help raise the profile of the city region's brand.
Marketing Manchester's Business Plan, GM Visitor Economy Strategy, GM's Destination Management Plan
58
59
GMS 10
(GMS10) Supporting business growth with strong, integrated support:
We will use our combined expertise in business support to attract entrepreneurs, start-ups and fresh talent to the city
region. We want to grow our business base above the 90,000 GM companies through targeted incentives for those
that offer the greatest trade, investment and growth prospects which respond to GM's particular strengths, building on
our domestic and international assets.
3. Median Salary levels
4. Business startup & survival
Milestones 2015-17
Progress update
Business Finance: Launch Angel Co-investment Fund in October 2014 which will
increase investment in small businesses particularly in the science, technology and
innovation sectors.
COMPLETE: Launch took place on 26 November 2014. To date, 7 deals have
been completed with a total value of £5M. A healthy pipeline has been
developed which, at March 2016, contained 57 companies (19 of which are
formally engaged) with an overall funding requirement of £41.6M.
Innovation: Launch new Business Growth Hub Innovation Service by October 2014. This
provides firms with an innovation growth advisor who will support firms who want to
launch innovative products and services by giving access to technology support and help
with funding.
COMPLETE: Embryonic service went live in October 2014 and has to date
assisted 87 GM companies in the development of new or improved products,
processes or services. The service has provided the foundation for a much
larger and broader based innovation network, led by MGC, encompassing GM's
four Universities and Manchester Science Parks and bringing together universal
innovation advice, specialist digital growth services, specialist eco-innovation
services and a research and innovation collaboration programme to enable
collaborations between large companies, SMEs and the knowledge base. This
will be in full delivery from April 2016.
Manufacturing: Greater Manchester Manufacturing Strategy agreed by Local Enterprise
Partnership (LEP) & GM Combined Authority (CA) and developed in close consultation
with a range of stakeholders in the manufacturing sector. Publish the GM Manufacturing
Strategy by December 2014.
COMPLETE: Strategy approved and published. This was followed by an Action
Plan developed by the Business Growth Hub which has been endorsed by the
LEP and is being implemented. Progress to date includes (1) securing ERDF to
fund a bespoke service for SMEs in the manufacturing sector which became
operational in January 2016; (2) submission of ERDF application for
manufacturing grant scheme - decision awaited; (3) mapping of all MGC
services to manufacturers, currently underway, and creation of a cross-MGC
manufacturing team to enable a single point of access to an integrated offer; (4)
commissioned a review of support from other local, national and European
providers to allow the Growth Hub to make appropriate referrals; (5) launched
the GM Manufacturing Champions Network and associated events programme.
Textiles Sector: Successful completion of MGC's RGF Round 4 Textiles Growth
Programme with £3.3M invested in GM textile companies and 300 jobs created or
safeguarded (30% of programme total) - June 2015.
60
COMPLETE: Programme completed in September 2015 with £2.8M of grant
invested in 39 GM companies, levering £9M of private investment, creating 387
new jobs and safeguarding a further 72 jobs, therefore exceeding the milestone
target.
RAG
G
G
G
G
GMS 10
(GMS 10) Supporting business growth with strong, intergrated support
Business Finance: Successful completion of CA's RGF Rounds 2 and 3 programmes
with £65m invested in GM companies and 6,000 jobs created or safeguarded - May
2015
Business Growth Hub: Re-launch Growth Hub services (including growth services,
digital advice, access to finance and mentoring) to coincide with new ERDF funding
round, applying the findings of interim evaluation and: providing a more integrated
service offer; embedding local authority (LA) activity into a single business support
model for GM; using business engagement to understand workforce development,
skills and employment needs and broker solutions; and supporting clients through
CRM backed account management by July 2015
ONGOING: The national Business Growth Service, for which GM budgets
were to have been devolved from April 2017, was closed In November 2017
as a consequence of CSR2015. This has simplified the business support
landscape and BIS now acknowledge local Growth Hubs as the primary
drivers for business support. GMCA is in discussion with Government
regarding the effect of this decision on the intention to devolve budgets
under the GM Devolution Agreement. That agreement also provides for
devolution of UKTI budgets for international trade activity from April 2017. In
the interim, a GM Export Plan has been developed jointly with UKTI as a
basis for ensuring that the national programme meets GM objectives. The
GM Business Growth Hub is to the first in the country to have a member of
staff from Innovate UK (formerly Technology Strategy Board) co-located
with it in order to facilitate joint working. Innovate UK have given formal
approval to the co-location and arrangements are at an advanced stage for
this to be publicly announced in April 2016 with implementation soon after.
See above GMS2
7 ERDF applications under the 2014-20 programme, with an ERDF value in
GM of £25M over 3 years, submitted to DCLG in September 2015. 4 of
these have been approved and formal grant funding offers are awaited. The
applications reflect the objectives of the milestone as follows: (1) a new and
improved service offer which reflects the findings of evaluations completed
in 2015, and other evidence/best practice, maintains/develops existing
services and introduces new ones including sector support and workforce
development (2) the 7 projects form part of an integrated portfolio of
business support and start up services, (3) GM Local Authorities fully
embedded in the Growth Hub funding and delivery model. The re-launched
service has been in partial delivery since October 2015, with MGC
operating at risk, with full delivery from April 2016 subject to ERDF funding
contracts in place.
G
G
G
61
GMS 10
(GMS 10) Supporting business growth with strong, intergrated support
Business Start Ups: Achieve new business start ups through Growth Accelerator,
Business Growth Hub and Blue Orchid programmes by the end of 2007-13 ERDF
programme - December 2015
COMPLETE: The Business Growth Hub supported 273 mid-growth (i.e.
capable of achieving minimum employment or turnover thresholds) start ups
as part of its 2007-13 ERDF project which started delivery in January 2014
(following delayed funding decisions) and completed in November 2015.
117 start ups started trading during this period, of which 48 reached their
first anniversary with the remainder still in their first year of trading. In
addition Business Finance Solutions, part of MGC, has facilitated 634 start
ups in GM since April 2014 through the provision of start up loans. MGC is
not able to access performance figures for the Growth Accelerator or Blue
Orchid start up programmes.
Baseline 2013-14
Target
1,833
1,400
(April 2015 - March 2016)
1,786 (128% of target)
No. of total jobs safeguarded
6,255
2,600
2,736 (105%)
No. of businesses offered funding
569
1,115
341 (31%))
£ of funding offers to businesses
£19.7M
£17.5M
£13M (74%)
No. of business start ups
485
720
254 (35%)
£ of total increased GVA following business support or business finance advice
£72.9M
£57M
£78.4M (138%)
BusinessSupport/BusinessFinance(MGConly)
No. of total jobs created
Current
G
RAG
G
G
R
R
R
G
Performance continues to be strong in delivering against this GMS objective and targets with over 3,200 new jobs and £130M of annual GVA added to the GM economy
over the last two years. Salary levels of jobs created are a concern with the evaluation of the Access to Finance service in 2015 finding that jobs created were largely at or
below GM's average annual wage (Growth Hub and Textiles evaluations are underway but not yet completed). The improved and expanded Growth Hub offer from 2016
includes a much more extensive innovation service together with dedicated support for GM's priority and high value sectors and it is expected that these activities will result
in the creation of higher salary jobs. MGC has delivered strong business start up performance through the Growth Hub's support for mid-growth start ups and BFS's
provision of start up loans. However the volumes secured by BFS have been lower than expected due to a mid-term tightening of lending criteria by BIS and the Start Up
Loan Company which has reduced demand and the proportion of successful loan applications. The three indicators rated red above are a consequence of reduced start up
lending and delays to RGF Round 6 contracts for business grants and loans. Whilst reduced start up lending has reduced the number of new start ups it is likely that it will
result in more sustainable start up companies with longer survival rates.
62
63
GMS 11
(GMS11) Improving our international competitiveness:
With an economy worth £48bn, a population of 2.7m people and over 90,000 successful businesses, GM already
competes on a global scale. In an increasingly global economy, it is vital that more firms establish international
trading and investment. GM firms are less international than expected for a conurbation of our size. We need to
exploit our potential and encourage businesses to sell their goods and services overseas, win more foreign
investment, and establish closer collaborative research links with other innovative economies.
Milestones 2015-17
Progress update
Put in place additional, in-market resources to promote route development and
secure improved connectivity between Manchester and its target overseas markets
by December 2014
COMPLETE: Recruitment of in-market resources for China and US
successfully completed in April 2015. Since then the direct route from
Beijing to Manchester has been confirmed, to commence in June 2016 with
Hainan Airlines. In addition, new US routes from LA and Boston by Thomas
Cook will commence in May 2016 and new routes from San Francisco and
Boston by Virgin will commence in the summer of 2017.
Launch GM International Trade service to supplement national UKTI service by
January 2015
ONGOING: The GM devolution agreement provides for devolution of UKTI
budgets for international trade activity from April 2017. In the interim, a GM
Export Plan has been developed jointly with UKTI as a basis for ensuring
that the national programme meets GM objectives. This is to be subject to
consultation with GM stakeholders, alongside the refreshed
Internationalisation Strategy, before it is finalised and implemented. The
Plan sets out proposed activities aimed at GM's priority markets and priority
sectors and maximising GM assets such as the Airport and City of Science.
RGF Round 6: Secure RGF Round 6 resources for City Export Fund
Fully implement digital and life sciences sector campaigns (with Advanced Materials
to follow in 2015/16), including in-market presence by March 2015
64
COMPLETE: Successfully secured £9.9M of funding but protracted
approval and contracting process meant that the start of the programme
was delayed until November 2015. To date, £1.1M of grant and loan has
been contracted with 6 companies which will create 48 new jobs and
safeguard a further 20 jobs.
COMPLETE: Campaigns for all three sectors up and running and key MGC
resources in place. China Forum established and India Strategy approved
and in implementation. In market presence established in China and India.
A tender process for USA in-country presence failed to produce a preferred
provider and so it has been decided that MIDAS will undertake direct
company engagement, leveraging existing relationships, partners and
intermediaries to gain access.
RAG
G
Y
G
G
GMS 11
(GMS 11) Improving our international competitivness
Baseline 2013-14
Target
Current
RAG
No. of new UK / FDI inward investment projects
92
90
90 (100%)
G
No. of new jobs secured from UK / FDI inward investment projects
4,036
4,000
4,696 (117%)
G
£ of additional GVA from UK / FDI inward investment projects
£141M
£157M
£185M (118%)
G
No. of jobs created following trade advice
269
80
216 (270%)
G
No. of jobs safeguarded following trade advice
5,263
(April 2015 - March 2016)
Inward Investment
International Trade
1,512 (378%)
400
G
£ of increased export sales
£145M
£120M
£242M (202%)
G
£ of additional GVA from companies supported with trade advice
£10M
£3.1M
£8.5M (274%)
G
Performance on inward investment has been strong throughout 2015/16. A number of projects came to fruition in the final quarter of the year which enabled the target to be
achieved whilst the number of new jobs and associated GVA was higher than expected, especially for foreign direct investment. Job targets for international trade activity,
arising from ERDF funding (UKTI do not capture job outcomes), were set much lower than in the previous year as ERDF funding from the 2007-13 programme was due to
end in March 2015 with the start of the 2014-20 programme unknown. However MGC secured an extension to 2007-13 funding which has enabled job and associated GVA
outcomes well in excess of target to be achieved.
Other key internationalisation initiatives progressed during 2015/16 include the Ambassadors programme, with 17 ambassadors recruited to date; promotion of ESOF and
European City of Science through major global scientific conferences; lead Northern Futures delivery partner for on territory tourism promotion in USA, Australia, New
Zealand and China; and specific destination promotion, in partnership with Hainan, in support of the Manchester - Beijing route.
65
GMS 12
(GMS12) Seizing the growth potential of a low carbon economy and increased
resource efficiency
GM needs to secure a rapid transition to a low carbon economy. Cities who move swiftly to adapt to a changing
climate will be more competitive, less vulnerable and better prepared to seize the benefits of a low carbon economy.
The Stern Review and GM's Mini-Stern Review identified that early action in supporting our businesses to change,
develop and adopt new technologies is the most cost effective way to reduce risks and increase skills, jobs and
growth.
Milestones 2015-17
1. CO2 emissions
2. GVA
3. Number of Full Time Jobs
Progress update
Buildings:deliverdomesticretrofitmeasuresanddemonstrationhomesaspartofourGreen TheGreaterManchesterGreenDealCommunity(GDC)programme,hasaDECC
DealprogrammebyMarch2015
Targetof1,205completedinstalls.AsofSeptember20151,248GMresidents
hadsignedupforGreenDealCommunityinstalls(surpassingGM’sDECCtarget
by43signups)allwithinGM’sGDCbudget.DECCpubliclyannouncedthatGM
werethefirstinthecountrytomeettheDECCsignuptarget.Asof29thMarch,
GMhas1,257completedinstalls,withinourGDCbudget.WehavenotifiedDECC
ofthesefigures.DECChavestatedthatGMarethefirstinthecountrytomeet
theDECCGDCcompletiontarget.
Buildings:drivethebusinesscaseforpublicsectorbuildingsretrofit,includingdevelopment
ofaschoolsandawiderpublicbuildingsprogramme(May2015)
Energy:designandestablishamodularEnergyEnterpriseforGM.EstablishEEby31Jan
2015anddevelopworkingpilotonprocurementandenergyserviceoptionsby31March
2015
66
RAG
G
During2015/16atotalof41publicbuildingshavereceivedSalixcompliant
energyaudits,15schoolsidentified£1,400,000ofenergyefficientopportunities,
with6schoolsprogressingcirca£300,000ofcapitalworksfundedviaSalix
Finance.26publicbuildingsincluding4GMFireStationsand19localauthority
buildingsunder1000sqmhaveidentifiedcirca£500,000ofcapitalinvestment
opportunities.Theseinitialprojectsandapipelineoflargerscalecapital
refurbishmentsaresupportingthedevelopmentofaGMwide0%LowCarbon
recyclingfundinpartnershipwithSalixFinance.Inadditionthedeliveryand
learningfromanumberofschoolrenewableprojectsincludingParrsWoodHigh
250kWhsolararray,aresupportingthedevelopmentoflargerscalerenewables
projectsandfutureEUfundingapplications,energystorageandthereductionof
theperformancegapbuildingretrofit.
Y
TheEEconcepthasevolvedintothe"modules"ofanenergycompanyforGM
(GMEC)withoverarchinggovernancefromEnergyforGM(EfGM).Anoptions
appraisalforGMEChasbeencompletedandwhichrecommendedthatGMEC
shouldbeadualfuellicensedsupplycompany.Furtherworkonthevarious
routestoestablishthisisinprogressanditisanticipatedthatarecommendation
willbemadetotheCAinJuly2016.Duetoalacofresourcenoworkiscurrently
beingundertakenonEfGM
A
GMS 12
(GMS 12) Seizing the growth potential of a low carbon economy and increased resource efficiency
Energy:deliverpriorityheatnetworkandsmartheatprogrammes,assessingthepotential
forwind,geothermalandhydrobyMay2016whichwillcomplementrenewableprojects
whichareindevelopmentinanumberofotherGMdistricts.
TheLCPDUisworkingwellwithpartnersacrossGMonthedeliveryofheat
networks.:Oneprojectisinprocurement(theManchesterCivicQtr)and9other
projectsareinvariousstagesofdevelopmentrangingfrommasterplanningto
fullfeasibility/strategicbusinesscase.TheNEDOAirSourceHeatPump
programmeisalsoontrack:theinstallationofheatpumpshasbegunandinitial
feedbackfromtenantshasbeenpositive.GMisoneofthreepartnersforphase
1oftheETI(nowEnergyCatapult)programmetodeliveradetailedarea-based
energyinfrastructureplan.DuetochangesinGovernmentsupportmechanisms
thereislittleopportunityforonshorewind/hydro.Geothermalisunlikelytobe
competitivewithotherformsofheatgeneration
Y
Transport:Deliveryofthelowemissionsandcarbonreductionprioritiesassetoutinthe
strategyandsupportingactionplans,withparticularfocusonpromotingandfacilitating
uptakeofzeroorlowemissionvehiclesacrossallcategoriesofroadtransportaswellasa
shifttomoresustainablemodesoftravelanddistribution
•NumberofEVpoints
•Publictransportimprovements–Metrolinkexpansion,buspriorityscheme
•Freightstrategydevelopment
•Travelchoicesandactivetravelprogrammes
•Smartticketing
•TfNwork
G
Naturalenvironment-thisworkledbytheLocalNaturePartnershipwanttomapnatural
assets,quantifytheirvalueanddevelopaninvestmentframeworktoenabletheir
preservationandenhancement.Thiswouldenableustodevelopaprioritisedoverviewof
currentandfutureblueandgreeninfrastructureprojectsacrossGM.
Delivered2ofthe4nationalDEFRAPaymentsforEcosystemServicesAction
LearningProjects.BecomeafullpartnerintheH2020ClimateResilientCities
andInfrastructuresproject,securingE1mforAGMAandUniversityof
Manchesteroverthenext3years.SecuredE20mfundingforaWater
FrameworkDirectivefocusedLIFEIntegratedProjectwhichwillsupportNatural
Capitalcapacityforthenext2years.
G
Sustainableconsumptionandproduction:supportpublicsectorprocurementtomaximise
sustainableconsumptionandproductiongainsbydevelopingtheroll-outofaSocialValue
ProcurementFramework(March2015).
ASocialValueprocurementframeworkhasbeendevelopedandagreedbythe
GMCAandadoptedbyall10Authorities.TheFrameworkwonmultipleawards
aswasrunnerupintheinauguralCabinetOfficeSocialValueaward.The
FrameworkhasalsobeenadoptedbytheManchesterGrowthCompany.
Trainingcollateralforprocurementstaffhasbeendevelopedandtrialledwith
theSTaRprocurementhubandisbeingrolledouttoAuthorities.
G
SustainableConsumptionandProduction:Promoteuseofsustainablewastesolutionin
ordertomeetlandfilldiversionandrecyclingtargets,eg.Compostablecarrierbagpilotwith
Co-operative.
MunicipalrecyclingratesandlevelsofwastedivertedfromLandfillare
increasingTheCooperativeGrouphasextendeditsBioBagpilottoalldistrictsin
GreaterManchesterwhichdon’thavedirectprovisionbythedistrictcouncil.
InformationforSMEsisnowprovidedontheR4GMwebsite
http://www.recycleforgreatermanchester.com/business
andthatlinkisalsoinplaceondistrictandotherpartnerwebsites.Proposed
actionforthistaskisthereforecompleted.
G
67
GMS 12
(GMS12) Seizing the growth potential of a low carbon economy and increased Contributes to GMS headline indicators
resource efficiency
SustainableConsumptionandProductionandSectorGrowth:Helpbusinessesbenefitfrom
GM
needs to secure a rapid transition to a low carbon economy. Cities who move swiftlyThisserviceisnowdeliveredasanintegralpartoftheBusinessGrowthHub
to adapt to a changing
1. CO2 emissions
thetransitiontoamoresustainableeconomybydeliveringadviceandsupporttoSMEsto
offer.Initialprogresswasslowduetosignificantdelaysinreachingafunding
climate
will be more competitive, less vulnerable and better prepared to seize the benefits
of a low carbon economy.
2. GVA
reduceexposuretoenvironmentalriskandincreasetheirresourceefficiencyviathe
agreement.Theteamisnowinpostandfurtherfundinghasbeensecureduntil
The
Stern Review and GM's Mini-Stern Review identified that early action in supporting our
businesses to change,
ENWORKSprogramme,toMarch2015
2018;todateithassupported884SMEs,resultingin£16.5mofsales
develop
and adopt new technologies is the most cost effective way to reduce risks and increase
skills, jobs and
3. Number of Full Time Jobs
won/safeguarded,identifiedannualsavingsof£12.5mand36,000tofCO2,
growth.
£2.2mand6,000tofwhichhavealreadyachieved.
Milestones
2015-17
AttractoverseasinvestmentbydevelopinganumberofpropositionsalongsideaLow
CarbonGoodsandServices(LCEGS)developmentplanforinwardinvestmentincluding
Buildings:deliverdomesticretrofitmeasuresanddemonstrationhomesaspartofourGreen
identificationofkeymarkets
DealprogrammebyMarch2015
Skills:Workwithcollegesandtrainingproviderstoarticulateneedsforskillsdevelopmentin
aGMlowcarboneconomy,byensuringthatweunderstandthecurrentskillsprovisionand
bylinkingcourseswithdemand
Buildings:drivethebusinesscaseforpublicsectorbuildingsretrofit,includingdevelopment
ofaschoolsandawiderpublicbuildingsprogramme(May2015)
NumberofhomesretrofittedunderGDprogramme
DeliverDECCdemonstrationhomesusingCommunitiesFund,incorporatingatleast1with
resilienceandadaptationmeasures
GMEnergyConsumption(averageannualdecrease)
Cleanandhealthywaterways-ecologicalstatusofGMwaterbodies(%ofwaterways
awarded'good'status)
Energy:designandestablishamodularEnergyEnterpriseforGM.EstablishEEby31Jan
Proportionofwastedivertedfromlandfill
2015anddevelopworkingpilotonprocurementandenergyserviceoptionsby31March
2015
Proportionofwasterecycled
AnnualcostsavingsforbusinessesdeliveredbyENWORKSbusinesssupportprogramme
NumberofLCEGSsectorbusinesses
68
Progress
update
MIDASpropositionshavebeendevelopedfortheenergysector,nuclearand
G
RAG
FutureCitiesaroundlowcarbon.WorkbyMIDAShasresultedinanumberof
TheGreaterManchesterGreenDealCommunity(GDC)programme,hasaDECC
HQenquiriesandworkwithanumberofLCEGScompanies.TheLCEGSsector
G
Targetof1,205completedinstalls.AsofSeptember20151,248GMresidents
formspartofMIDASactivityundertheERDFSectorsupportprojectwhich
hadsignedupforGreenDealCommunityinstalls(surpassingGM’sDECCtarget
targetsnonEUmarketsforinwardinvestment.
by43signups)allwithinGM’sGDCbudget.DECCpubliclyannouncedthatGM
G
Amatrixofcurrentprovisionisunderdevelopmentandontargettobedelivered
werethefirstinthecountrytomeettheDECCsignuptarget.Asof29thMarch,
duringthisfinancialyearandsomeprogresshasbeenmadetoembed
GMhas1,257completedinstalls,withinourGDCbudget.WehavenotifiedDECC
sustainabilityintothecurriculumthroughworkwithMMU.However,resources
ofthesefigures.DECChavestatedthatGMarethefirstinthecountrytomeet
A
andcapacitytodevelopfurthercourseslinkedtodemandcontinuetohamper
theDECCGDCcompletiontarget.
progressforthelowcarbonskillsagenda.
During2015/16atotalof41publicbuildingshavereceivedSalixcompliant
RAG
energyaudits,15schoolsidentified£1,400,000ofenergyefficientopportunities,
Baseline 2013-14
Target
Current
with6schoolsprogressingcirca£300,000ofcapitalworksfundedviaSalix
Totalmeasuresinstalled7,417
Finance.26publicbuildingsincluding4GMFireStationsand19localauthority
Totalpropertiesreceiving
buildingsunder1000sqmhaveidentifiedcirca£500,000ofcapitalinvestment
2,420
11,500
N/A
measures6,754
opportunities.Theseinitialprojectsandapipelineoflargerscalecapital
Y
refurbishmentsaresupportingthedevelopmentofaGMwide0%LowCarbon
7showhomesintotaldelivered
recyclingfundinpartnershipwithSalixFinance.Inadditionthedeliveryand
withinstallscompletedby
learningfromanumberofschoolrenewableprojectsincludingParrsWoodHigh
N/A
N/A
30
March2016
250kWhsolararray,aresupportingthedevelopmentoflargerscalerenewables
3.6%(2011)
N/A
2.6%(2012)
N/A
projectsandfutureEUfundingapplications,energystorageandthereductionof
theperformancegapbuildingretrofit.
18.5%(2013)
Noupdateavailable
TheEEconcepthasevolvedintothe"modules"ofanenergycompanyforGM
54.96%(2012/13)
81%(2015/16)
77.9%(2015/16)
(GMEC)withoverarchinggovernancefromEnergyforGM(EfGM).Anoptions
appraisalforGMEChasbeencompletedandwhichrecommendedthatGMEC
39.09%(2012/13)
50%
40.85%(2013/14)
shouldbeadualfuellicensedsupplycompany.Furtherworkonthevarious
£10.7m(June
routestoestablishthisisinprogressanditisanticipatedthatarecommendation
£1.28m
£12.5midentified(Dec2015)
2015)
willbemadetotheCAinJuly2016.Duetoalacofresourcenoworkiscurrently
beingundertakenonEfGM
Noupdateavailable(requires
2,043(2013)
N/A
commissionedresearch-see
below*)
N/A
A
A
A
A
No
update
GMS 12
(GMS 12) Seizing the growth potential of a low carbon economy and increased resource efficiency
MarketvalueofLCEGSsector
£5,710m(2012/13)
£10,892m
(2019/20)
Noupdateavailable
No
update
LCEGSsectorgrowthrate
4.8%(2012/13)
10%(2019/20)
Noupdateavailable
No
update
Proportionofjourneystoworkusingtransportotherthanprivatecar
25%(2012)
35%(2020)
Noupdateavailable
No
update
No.ofEVpoints
n/a
No.ofEVchargingsessions
9,348(2014)
n/a
Total2015=28,589
N/A
No.ofEVchargingsessions
9,348(2014)
n/a
Total2015=28,589
N/A
324 N/A
The milestones above are selected priorities from the workplans (2014-16) of the GM Low Carbon Hub, which brings together partners and stakeholders from across the
city-region to deliver against our shared Climate Change Strategy. Of particular note is the turn-around of the Green Deal Communities Project, which was highlighted as a
red risk last year and has now successfully delivered of one of the largest schemes in the country during challenging changes to national policy. GM's GDC scheme was
the first to complete in the country meeting DECC's target and surpassing it within the budget. A number of other significant developments have also been achieved in
2015/16 which are not referenced above, including supporting the retrofit of over 5000 energy efficiency retrofit measures in domestic properties through our ECO
framework, securing funding for a pilot community energy accelerator project. After a delayed start the Business Growth Hub has been able to set up the Green Growth
Service which has delivered is key objectives including the development of the GM’s Green Growth Business Pledge. Greater Manchester is has also become a signatory
to 3 International Commitments: The Integrated Covenant of Mayors, the Compact of Mayors and the Under 2 MOU.
*Sector data reports have been purchased but require further analysis and mainstreaming by New Economy into wider economic assessment reporting.
In the last year, significant effort has been expended on developing the latest Climate Change and Low Emissions Strategies' Implementation Plan (2016-2020) which will
be launched in Spring 2016. Once agreed, the milestones above will be superseded by the priorities of the new Implementation Plan. This will guide the development of our
future plans and ensure that our resources are focused on the interventions which can deliver against our strategy. The new plan indicates that, from a 2013 baseline, 2.5
million tonnes CO2e of savings will be delivered by 2020 if all of the existing and planned actions of this Plan are fully implemented. A further 1.2 million tonnes of cuts
associated with background (national) activities on grid supply decarbonisation, appliance and vehicle efficiencies. This leaves at least 0.5 million tonnes of savings to be
identified between now and 2020 beyond the proposed programme.
69
GMS 13
(GMS13) Delivering an employer-led skills programme
GM needs its skills system to be the best and most responsive it can be. Through the GM Skills and Employment
Partnership we will bring employers together with providers and government agencies to bridge the gap between the
skills that employers need and those that the skills system is able to deliver. Our ambition is to put GM in a position
where the skills of its people and the quality of its skills development infrastructure form a central part of our
competitive advantage.
Milestones 2015-17
Progress update
RAG
To enable GM residents are able to benefit from key strategic opportunities we have
developed & are implementing skills strategies to including:
- Airport City
- NW high speed rail
Airport City - Skills & Employment Strategy agreed by Enterprise Zone
Board. Discussions around implementation and procurement are ongoing
with MGC.
NW high speed rail - Report produced with 5 clear actions that will feed into
the overall W&S priorities.
Digital Skills Strategy developed with 4 key areas for action.
G
Work with the Skills Funding Agency to incorporate GM's Skills priorities to ensure
that GM's adult skills funding delivers what is needed to deliver GM's growth
ambitions
Area Based Review is underway to ensure a sustainable post 16 sector that
supports learners, employers and GM need.
The devolution of the AEB in 2018 will ensure GM skills priorities are
factored into commissioning.
A
Work with OFSTED, GM Learning Providers Network & GM Colleges Group to share
good curriculum planning practice to make sure that the learning offered in GM
matches what is required by employers and to support GM's growth agenda.
This work is being progressed as part of the GM's Devolution Deal and the
ABR.
GM has received substantial investment in its further education facilities via Local
Growth Funding. This work will ensure that we continue to invest in the estate and
facilities of GM's learning providers to ensure we have the best facilities to train
people in key sectors.
Research underway around 2 sectors: more will come out through High
Growth Strategy
GM now has control over the Skills Capital funding which will be used to
support the outcomes of the ABR to ensure a sustainable, flexible
infrastructure to support both growth and reform.
Disseminate 'deep dives' analysis for GM's nine key sectors (these are advanced
manufacturing, construction, education, financial and professional services, health
and social care, hospitality, logistics, retail, digital and creative) and publish college
learner destinations research
Complete: Deep Dives work published and used to inform skills and
employment work in GM.
G
No update available
G
Further funding (via City Deal) has been allocated to Engineering Futures to
roll out the project across all 10 boroughs building the links between
schools and employers.
G
Influence the commissioning of the National Careers Service to make sure that the
contract delivers the services which will best meet the needs of GM
residents/employers
Work alongside the GM Manufacturing and Engineering Network to raise the profile
of engineering in schools
70
1. Qualification achievement
2. GVA
A
G
GMS 13
(GMS 13) Delivering an employer-led skills programme
Ensure that activities supported by Greater Manchester's European Social Fund
allocation is aligned with work being progressed under the GM Devolution Deal.
Building on last year’s work which has ensured that the design of the 201420 ESF programme provides the tailored support that GM residents need to
help them get a job and remain in work. GM has also secured co financing
status which will give more control over the procurement and management
of ESF projects in GM.
G
Launch intermediary for up to 800 employers of 0-50 staff who do not invest in skills
Skills Review Service, led by GM Chamber, completed in October 2015 and
met the target of 800 Skills Reviews. Evaluation is due before end of March
2016.
G
Use GM's influence over devolved skills funding to increase the number of
apprenticeships offered by GM employers.
The devolved GM AGE launched in April 2016 and to the end of November
2016 had provided grants to 936 SME's who had not employed an
apprentice in over 12 months, a further 850 grants were in the pipeline.
Funding has been verbally confirmed to continue the programme
throughout 2016/17
G
Deliver capacity building plan, including:
- Skills Gateway and associated promotional campaign to employers to try increase
uptake of GM's skills offer
- Working with provider workforce to prepare them future delivery and funding
landscape
ESF funded Skills Gateway has now finished.
Through the City Deal, work to support and develop the provider base is
continuing.
To enable GM residents are able to benefit from key strategic opportunities we have
developed & are implementing skills strategies to including:
- Airport City
- NW high speed rail
Airport City - Skills & Employment Strategy agreed by Enterprise Zone
Board. Discussions around implementation and procurement are ongoing
with MGC.
NW high speed rail - Report produced with 5 clear actions that will feed into
the overall W&S priorities.
Digital Skills Strategy developed with 4 key areas for action.
G
Work with the Skills Funding Agency to incorporate GM's Skills priorities to ensure
that GM's adult skills funding delivers what is needed to deliver GM's growth
ambitions
Area Based Review is underway to ensure a sustainable post 16 sector that
supports learners, employers and GM need.
The devolution of the AEB in 2018 will ensure GM skills priorities are
factored into commissioning.
A
Baseline 2013-14
Target
RAG
71.5%
73.4%
71.6%
31.9%
36.7%
33.6%
% of GM working age individuals with at least a level 2 qualification reaching the
national average by 2020
% of GM working age individuals with a level 4+ qualification reaching national
average by 2020
Grow the gap between the number of GM employers who do not training (31%) and
national average (34%)
31%
tbc
Current
34%
G
A
A
R
KPI changed June 2016 to 'working age' rather than 'employed' individuals for consistency with GMS as written. Targets are current English average.
For the employers who do not train KPI, source is the Employer Skills Survey by UKCES. 2015 LEP level data indicates GM and UK are both on 34%, therefore GM has
deteriorated, hence red indicator.
71
GMS 14
(GMS14) Preventing and reducing youth unemployment
This is the most important labour market challenge facing GM. Even during periods of economic growth, high levels
of youth employment have held our economy back, leaving lasting negative effects on the employment prospects of
young people. Addressing this requires co-ordinated action across a range of organisations, led by the Skills and
Employment Partnership, to broaden young people's opportunities and ensure that they can compete more
effectively in a difficult labour market.
1. Outofworkbenefitclaims
2. GVA
3. Qualificationachievement
4. MedianSalarylevels
Milestones 2015-17
Progress update
Launch GMCVO Talent Match programme for hardest to help young people
Talent Match was launched in early 2014. There are currently (March 2016)
approximately 60 coaches supporting up to 10 young people each. 140
young people have entered employment through the programme
Launch GM Youth Contract Extension, assisting 2500 18-24 long term JSA claimants
to enter and sustain work
Youth Contract Extension launched in Oct 2014. A business case was
submitted to Cabinet Office in autumn 2015 to adapt eligibility to better meet
GM's needs. To January 2015 there were 1579 starts on the programme,
503 job starts and 107 sustained jobs (over 6 months)
Delivery of GM Commitment to Youth Employment - Jobs with Training offer to those
at risk of long term Labour Market Exclusion
The Jobs with Training element of the GM Commitment has been extended
to March 2016 to ensure best utilisation of funding to allow flexibility for LA's
to create programmes that best suit the needs of their local residents and
employers. This has included an ILM type partnership within Manchester.
RAG
G
G
G
Funding from this pot was used to provide a series of NEET support
projects, bridging the gap between ESF funding.
Plans for any post April 16 underspend are currently under consideration
72
Apply ESF to improve outcomes under Sustainable Integration of Young People theme
Contract to be awarded soon
G
Implement GM Careers Education Information Advice Guidance Strategy (CEIAG) to
help young people make better post-16 choices
Activity is expected to end in July and projects are on target. 150 schools
now working towards a quality careers mark and 100 school staff have
completed a bespoke leadership programme to drive cultural change with
regards CEIAG. Evaluations were positive and will inform the next 4 year
plan, as part of the RPA strategy
G
Develop a better understanding of why young people are becoming NEET (not in
education, employment or training) by strengthen tracking across district boundaries
via Cross Client Caseload Information System (CCIS) hub
CCIS hub has majority agreement that is was no longer value for
money. Agreement to develop protocols across. As to share specific
datasets at GM level. Work ongoing.
Establish NEET task force to develop a collaborative approach to working with
NEETs
Amber now due to delays in ESF. Once the contract is awarded the group
will work with the SFA as part of the RPA work
A
A
GMS 14
(GMS 14) Preventing and reducing youth unemployment
Develop GM Raising the Participation Age Strategy
Consulted upon in Autumn 2015 and key changes made to the document.
Final draft and action plan now ready for WLT agreement
Refresh GM Apprenticeship Hub Delivery Plan and implement actions by all partners
including effective deployment of City Deal resource
All City Deal milestones have now been met, with a single piece of
commissioning still to take place to allocate all the funds.
A GM Apprenticeship Strategy is in development to set the agenda going
forward and ensure joining up across all Work and Skills priorities
Baseline 2013-14
JSAclaimantrate(aged18-24)tonationalaverage(2228fewerclaimants)Thismeasurenow
includesUniversalCreditclaimantsofworkingage
4.2%of18to24
6%of18to24yearoldsin yearoldsinGM
GMhaveclaimedeither haveclaimed
JSAorUCinMarch2014 eitherJSAorUC
inMarch2016
Reduce16-18NEETproportionto2.7%(2756fewerNEETS)
Numberof16-24yearoldapprenticeshipstartsbyGMResidentsincreaseby10%per
annumto2017-18
6.0%(averageofmonthly
ratesApril2013toMarch
2014)
16870in13/14academic
year
Target
3.9%by2020
18,557number
neededto
achievea10%
increase
Current
G
G
RAG
Thecurrentperformanceof4.2%
of18to24yearoldGMresidents
claimingJSAorUCcomparesto
2.9%nationally-agapofabout
3,600youngpeople.
A
5.3%(averageofmonthlyrates
April2015toMarch2016)
A
R
16709in14/15academicyear
*All GM's youth employment programmes are performing far better than they were but not quite to target. However, in a climate of slightly increasing youth unemployment,
this represents significant progress and lessons learned from these need to be built into future activity.
*Although Apprenticeship numbers have decreased slightly on the previous year for the 16 - 24 age group, we have seen an increase overall (to approx. 30,000 for all ages)
in the number of starts. Work is currently underway to develop a Greater Manchester Apprenticeship Strategy in line with the Governments targets for 3 million
apprenticeships over the life of the current parliament. This will focus on all ages, with an emphasis on progression and career development towards higher level skills in our
priority sectors.
*NEET data is likely to change from September 2016. 18 year olds no longer have to be tracked, but services still have to be provided for them. There are large differences
in local authority reporting habits around NEETS. As a consequence there are large unexplained swings in the data.
73
GMS 15
74
(GMS15) Delivering an integrated approach to employment and skills
For GM to reach its economic potential, we need to support more unemployed residents into work and enable them
to progress into higher skilled (and higher paid) roles. Economic inactivity rates -mainly ill-health related - amongst
the working age population is one key cause of GM's productivity gap.
1.GVA
2.Outofworkbenefitclaims
3.Businessstartup&survival
4.Qualificationachievement
5.MedianSalarylevels
Milestones 2015-17
Progress update
Delivery of Working Well via strong local service integration
Launched in March 2014. Devolution deal allows expansion of Working Well
programme to support a further 50,000 people (aged 16-65) into sustained
employment.
Expansion is now live and will support a further 17,000 residents: Work &
Health Programme from 2018 will be co-commissioned with GM & DWP.
RAG
G
Work with other cities, LGA, prime contractors and DWP to shape future Whitehall
plans for mainstream programmes
Part of devolution deal allows GM to co-commission a the new work
programme with government which will go live in Oct 17.
G
Co-design and launch GM Mental health and Employment pilot with DWP and DH
Pilot approved by CLG: £5.2m project will be delivered alongside
devolution: Now Live in March 2016. This work is giving Working Well
Clients access to mental health support talking therapies.
G
Finalise plans for investment of £12m of BIS skills budget to improve outcomes via
Access to employment theme.
Skills for unemployed is now live with high referrals in the first few months
which is promising. The Skills Funding Agency has commissioned
Manchester Growth Company to deliver a Skills for Employment Service
that is also aligned with the Working Well Expansion.
G
Define and promote a minimum skills requirement as part of the specification for the
successor to the Work Programme
GM Devolution agreement allows GM to be a joint commissioner for the
next phase of the work programme. The Devolution of the Adult Skills
Budget in 2018 will allow for this to be commissioned together.
A
GMS 15
Develop consistent measure of GM low pay, no pay with JCP
No Update Available
(GMS 15) Delivering an intergrated approach to employment and skills
Develop consistent measure of GM low pay, no pay with JCP
No Update Available
Develop an enhanced Local Support Services Fund pilot with DWP for
implementation in GM from 2015
A pilot was developed with the DWP to embed Local Support Services
Fund across GM. The successful pilot is now complete with lessons learned
being embedded ain GM commissioning
G
Shape National Careers Service contract to best meet needs of individuals and
employers in GM
ESF will enhance the current NCS offer focusing further on GM priorities
G
Secondary
Key Performance
Indicators
Develop an enhanced
Local Support Services
Fund pilot with DWP for
Baseline
2013-14 withTarget
Current
A pilot was developed
the DWP to embed
Local Support Services
implementation in GM from 2015
Shape National Careers Service contract to best meet needs of individuals and
GM’s
gap with
the national average for the proportion of the working age population
employers
in GM
claiming key out of work benefits will have reduced by 1 percentage point to 2.2
Secondary
KeybyPerformance
Indicators
percentage
points
2020
GM’s gap with the national average for the proportion of the working age population
claiming key out of work benefits will have reduced by 1 percentage point to 2.2
percentage points by 2020
Fund across GM. The successful
pilot was
is now complete with lessons learned
The target
being embedded ain GM commissioning
for the
In November 2014 the
proportion of
proportion of the
In August 2015, 12.2% of the
benefit
ESF will age
enhance
the current NCS offer focusing further on GM priorities
working
population
working age population in GM
claimants in
in GM claiming these
were claiming key out of work
GM to be at
benefits
was2013-14
12.6%,
Baseline
Targetin 2015. benefits
Currentor unemployment15.3%
while for GB this was
The target was based Universal Credit. For
9.8%. The difference is
GB the proportion was 9.4%.
The
for the
2.8
percentage
points.
The difference is still at 2.8
corresponding
In November
2014
the
proportion of
percentage
points.
figure
proportion of the
In August 2015,
12.2% of the
benefitfor GB
was
11.6%
working age population
working age population in GM
claimants in
in GM claiming these
were claiming key out of work
GM to be at
benefits was 12.6%,
15.3% in 2015. benefits or unemploymentwhile for GB this was
based Universal Credit. For
9.8%. The difference is
GB the proportion was 9.4%.
The
2.8 percentage points.
corresponding The difference is still at 2.8
percentage points.
figure for GB
was 11.6%
RAG
G
G
G
RAG
G
75
GMS 16
(GMS16) Encouraging resilience and reducing demand through public service reform
Much of the money spent by public services in GM goes on tackling problems and issues after they happen; services
react when a problem occurs. For example, there are significant costs to dealing with anti-social behaviour for the
Police, Council enforcement teams, schools and environmental clean ups. GM is trying to change how we spend
money so that instead of dealing with symptoms, we tackle the causes of problems or issues that people in GM face,
or the needs that they have. So in the example of anti-social behaviour, instead of spending money on punishment,
rehabilitation and clean-up, we would focus instead on support for young people and their families at risk of antisocial behaviour, helping them into education, training or work and supporting wider needs around health and other
factors which might be influencing their decisions.
1. Gross value added (GVA)
By focusing our spending on improving opportunities for work, on improving health and attainment, evidence has
shown that we can reduce overall public spending as well as improving quality of life for GM residents.
76
2. Out of work benefit claims
3. Crime and reoffending rates
4. Qualifications
5. Number of children achieving a good level of
development against the EYFS profile
6. All age all cause mortality
Milestones 2015-17
Progress update
RAG
Place-based integration: we will develop a plan, based on evidence and our
learning so far, which delivers integrated services based around a place.
We have produced a framework and begun to implement the approach in
two neighbourhoods in Wigan and Tameside.
We will start to implement similar models in neighbourhoods across GM
during 2016/17.
We have evaluated the two pilots so far and this suggests we can achieve
significant financial savings.
Justice and rehabilitation: we will make the case for greater devolution of powers
relating to justice and rehabilitation from central government to GM.
In March 2016, GM and central government agreed the devolution of a set
of responsibilities to GM relating to justice and rehabilitation.
G
Intensive Community Orders: ensure the use of ICOs as an alternative to custody
for young men at risk of a custodial sentence, recognising that up to 3 out of 4 young
adults sentenced to less than 12 months in prison are reconvicted within 2 years.
Between April 14 and Dec 15 933 people successfully started an ICO
(against a target of 650 per year). 449 offenders are due to complete their
orders post September 2015. Offenders continue to be sentenced to ICO
orders at an approximate rate of 50 – 55 per month.
G
Support for Women Offenders: By 2017, support 3,000 women per year via our
nine Women’s centres which have been established across GM. The centres offer
integrated packages of support to women offenders with the aim of reducing
reoffending rates.
1,120 women were successfully supported through the GM women
offenders programme in 2015. We expect this figure to rise going forward in
line with the estimated referral target of 3,000 per year by 2017; as a result
of the expansion of police triage, engagement with young women and
BAMER, inclusion of civil prosecutions and continued funding.
G
G
GMS 16
(GMS 16) Encouraging resilience and reducing demand through public service reform
Integrated Offender Management: Develop IOM, a multi-agency project, involving
joint management and supervision of offenders in the community, who are
considered as being highly likely to re-offend.
1,180 people are currently supported through IOM. IOM is currently under
review and there will be a different approach for the selection of IOM.
Troubled Families: Continue to deliver the national Troubled Families programme
within GM (as an early adopter of phase 2 of the programme).
GM agreed to work with an additional 630 families bringing our total to
5,254 for the year. GM has engaged 100% of this allocation.
Ensure that the learning from the Troubled Families approach informs the
development of integrated, place-based working.
GM has made claims for supporting 1,337 families to make significant and
sustained progress in their lives (no target set).
Engage with 4,624 families during 15/16.
Since the expansion of the TF programme (Sept 2014), GM has engaged
9,334 families. This equates to 100% of our allocation of families.
Employment and skills
An update against this area of work is provided under GMS15.
Services for Children: integrate the Early Years programme with the Health and
Social Care integration programme.
The Early Years programme was incorporated into the health and social
care integration and devolution process. An Early Years strategy is in
development.
Explore with Government the potential for a more fundamental review of all services
for children.
G
Spotlight offenders going forward.
In Summer 2015, GM and Government agreed a fundamental review of
services for children, covering 7 areas: Early Help; Youth Offending;
Integrated Health Commissioning; Looked After Children; Education;
Complex Safeguarding; Quality Assurance.
G
G
Decisions on next steps in this review are expected in April with an
implementation phase beginning in May.
GM-Connect: Develop proposals for the creation of an integrated approach to
addressing data sharing challenges that exist across public services.
GM has developed a business case for the establishment of a GM wide
data sharing organisation, GM-Connect. This proposal was approved by
GMCA in January 2016. An implementation plan is now in development.
Substance misuse: During 2015/16, GM will develop proposals for an integrated
approach to substance misuse commissioning, reflecting the importance of this
service area in tackling issues of complex dependency.
During 2015/16:
This work will focus on developing common standards and proposals for
commissioning at a GM level where appropriate across early help, targeted
interventions, recovery and community and treatment.
Proposals for a revised approach to substance misuse commissioning
across GM were produced in line with GM PSR principles. This work fed
into the GM Commissioning Strategy (approved by the H&SC Strategic
Partnership Board in March 2016). An implementation plan for this work will
be developed during 2016/17.
G
G
This is a new milestone for 2015/16.
77
GMS 16
(GMS 16) Encouraging resilience and reducing demand through public service reform
Aligning Reform: Develop proposals for the alignment of reform activity at GM and
locality levels. This work will support capacity for ongoing coordination as we scale
up wider reform activity and develop plans for implementation of Health and Social
Care Reform.
Work progressed at significant pace to deliver on the commitments GM
made in signing an MoU with Government for Health and Social Care
devolution (see GMS17 for further detail). Aligning our approach to reform
and the development of integrated implementation plans has been an area
of growing focus during Q4 of 2015/16, as evidenced by the jointly
developed Commissioning for Reform strategy.
A
Alignment of reform will be a key priority for 2016/17, ensuring coordination
in the implementation of new service models and integration arrangements.
Baseline 2013-14
Target
Current
ReoffendingratesamongICOcohort
29.5%*
Notarget
18.9%(April14-Dec15)
ReoffendingratesamongWomenOffendercohort
18.5%**
Notarget
GMprovenre-offendingdata
availableinAugust16.
SignificantandsustainedprogressinfamiliessupportedthroughTFprogramme
Notargetsweresetforlevelsof
significantandsustainedprogress
achieved.However,GMfigures
(1,337todate)compare
favourablywithnational
comparators.
RAG
G
G
*Re-offendingrateof18-25malesin2014NorthWestrate.**Nationaladultwomenre-offendingrate2014
2015/16 has been a year of significant change in relation to public service reform. The reform programme has expanded into new areas and work has increasingly focused
on alignment of workstreams within the programme and with Health and Social Care reform.
During the year, work associated with the GM Reform Programme has influenced further devolution, the outcome of the Spending Review process, and progress towards
taking charge of the Health and Social Care system.
In March 2016, GM and Government agreed to establish a Life Chances Investment Fund. This will see our approach to investing in reform continue to evolve during
2016/17 (with the Fund due to being operating in 2017).
While the KPIs highlighted above provide a snapshot of the impact specific reform programmes are achieving, the broader impact of reform in GM can be found in the
savings GM public services continue to achieve, the improved ways of working being implemented across the conurbation, and the improved outcomes for GM residents,
communities and businesses highlighted throughout this report.
78
79
GMS 17
80
(GMS17) Health and Social Care:
Health and social care services represent one third of GM's public services and are central to our plans for service
reform and improvement. We have the opportunity to promote greater independence, improve wellbeing and build
stronger communities. We want families and individuals to have greater control of their own lives with better levels of
health and improved access to quality services delivered by the right staff, doing the right things, and the right time
and where possible closer to home. The overarching vision is to ensure the greatest and fastest improvement to the
health and wellbeing of the population of GM.
1. Out of work benefit claims
2. All age, all cause mortality
Milestones 2015-17
Progress update
Taking Charge - GM Strategic Plan Final Draft agreed - December 2015. The
Strategic Plan provides a framework for transforming health and care services across
GM.
"
• Listening period Jan - March 2016
• Final Strategic Plan approved
• Implementation plan in development outlining the key milestones and
deliverables by locality (district) and GM theme and programme.
Commissioning for Reform - GM Commissioning Strategy - March 2016
• Final draft agreed in March 2016
• 3 month listening period - April to June 2016
• Draft implementation plans being refined Apr to June 2016 and will align to
the implementation of the GM Strategic Plan
Healthier Together decision – agreement to implement a single service delivery
model for urgent and emergency care, acute medicine and general surgery in GM
• June 2015 - decision taken to move to four sites
• July 2015 - four sites announced.
10 Locality Plans produced to support transformation of health and care services at a
locality level. They have been produced in response to the recognition that the
improvement of health outcomes and financial and clinical sustainability cannot be
achieved solely through a top down approach, or by a health and care system
working in isolation of broader public services.
• Final drafts produced for March 2016
• Significant work is now ongoing with localities (districts) to test the
strategic financial and population level opportunities, to build
implementation plans and ensure they are reflective of the broader public
service reform agenda - not solely commissioning strategies.
• Implementation plans in development, along with the first wave of
proposals to be assessed for Transformation Fund monies.
Greater Manchester Mental Health Strategy agreed. This commits organisations
across GM to work differently and collaboratively to deliver better services in the right
place and at the right time to GM residents. It was produced as a GM response to
significant health inequalities and fragmented service provision, addresses national
concern about parity of esteem and to enable GM to adopt a system wide response
to transformation.
• Strategy agreed 26th Feb 2016
• Governance arrangements to support implementation agreed 29th April
2016
• Implementation plan in development
G
GM Governance arrangements developed and agreed to support delivery of the GM
Health and Social care Memorandum of Understanding (February 2015) and GM
Health and Social Care Strategic Plan.
All 37 organisations engaged in new decision making structures
• Operating in shadow form from October 2015.
• December 2015 - agreed
• Moved from shadow to live status in March 2016 and full operational from
1st April 2016.
G
7 day primary care access launched in June 2015
Full roll-out in progress. To be complete by December 2017.
G
RAG
G
G
G
A
GMS 17
(GMS 17) Health and Social Care
MoU agreed with Public Health England, with a focus on creating a unified public
health leadership system.
• MoU Signed in July 2015
• Prevention and Early Intervention Board was created to support delivery
• January 2016 - Prevention and Early Intervention Board and PSR
Leadership Group merged in recognition that wider determinants of health
are non-health related
• GM Reform Board established from 1st April 2016.
Health Innovation Manchester established
Launched in September 2016.
G
Learning Disability Fast Track launched. GM was one of five pilot areas in England to
be awarded fast track funding to accelerate the implementation of the Winterbourne
View report findings.
• Agreed by GM and November 2015 - Fast Track funding announced
• 2016/17 a transformation programme/strategy for LD will be developed
G
Dementia United Partnership launched - programme to improve the lives of people
with dementia and their carers
Launched in November 2015.
GM Health and Social Care submission to the Comprehensive Spending Review
(CSR) – August 2015.
Completed and resulted in a GM place-based settlement of £450m to
support transformation and the delivery of GM transformation theme,
programme and locality plans to ensure that the GM health and social care
system is able to be clinically and financially sustainable over the time of the
CSR settlement.
New relationship with national bodies including regulators (such as NHS England)
• March 2016 - Accountability Agreement agreed with NHS England setting
out what NHS England functions and budgets will be delegated to GM from
April 2016.
• GM NHS Improvement and CQC roles to be agreed and JDs are in
development.
• Process to ensure the GM health and social care system is able to
respond to a place-based assurance approach in development – to be
agreed by September 2016.
Aligning the health and social care system far more widely with wider public sector
(education, skills, work and housing)
G
G
G
A
Work to establish the synergies and alignment with existing GM PSR
programmes, and develop joint governance and support structures has
commenced.
81
GMS 17
(GMS 17) Health and Social Care
Baseline 2013-14
Target
A dashboard of KPIs is currently being developed
Current
RAG
G
• The actions agreed in the GM Health and Social Care MoU have all been delivered.
• A GM Business case to demonstrate how the health and care system in GM can be clinically and financially sustainable within 5 years has been written and approved by
the GM Strategic Partnership Board (SPB) in December 2015 - this is the GM health and social care strategic plan.
• The governance at a GM level has been established and is operational to support decision-making across the 39 organisations and we have appointed a Chief Officer.
• The focus of the work for 16/17 is to:
o develop clear implementation and delivery plans for all our GM transformation themes and locality plans;
o to develop and agree a process to allocate and manage GM Transformation Fund monies;
o to demonstrate delivery of our year 1 priorities across provision and commissioning and
o to develop a place-based approach to assurance and delivery.
Additional Information
There are 4 strategic objectives for the GM health and social care system:
• Transforming the health and social care system to help more people stay well and take better care of those who are ill
• Aligning our health and social care system to education, skills, work and housing
• Creating a financially balanced and sustainable system
• Making sure our services are clinically safe throughout.
There are a number of KPIs that the health and social care system need to deliver:
• The delivery of the NHS Constitution and Mandate standards at an aggregate (GM) level
• Delivery of financial balance across GM
• Delivery of the 7 outcomes in the GM strategic plan
82
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06 GMS Annual Performance Report

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