Comprehensive Engagement Strategies The Consultation Institute 2008
This last slide shows how all the elements of the Local Area Agreement fit together. It shows the hierarchy of measure in place to monitor its success and the standard ways of reporting this. Each year the State of the City report is produced and is made available to partners and public through the website www.manchesterpartnership.org.uk By analysing our performance we can see where extra work needs to be done and we can identify any new trends that may affect our priorities.
Housing Market Areas from Hincks and Wong 2008
TTWAs from Hincks and Wong
Managing the complex conurbation The Greater Manchester City-Region 7 th December 2010
“ Fundamental questions of constitutional structures, centre-region relations, institutional co-ordination, and public expenditure… are addressed as the perhaps unglamorous dimensions of sub-national government and governance.” (Pike and Tomaney 2004)
Police Local Partnership governance architecture Duty on local councils and other local partners to work together to agree a single set of priorities through a Sustainable Community Strategy and a Local Area Agreement Three year delivery plan: Local Area Agreement (LAA) Council Local Neighbourhoods Local Strategic Partnership Long term Sustainable Community Strategy (SCS) Service Charter Service Charter Health Private sector Community sector Local Neighbourhoods
Barcelona Principles – The Work Foundation i. Don’t waste the crisis, but respond with leadership and purpose. ii. Make the case for continued public investment and public services and the taxes and other sources of investment required. iii. In the long-term: build local economic strategies which align with long-term drivers and identify future sources of jobs, enterprise, and innovation. iv. In the short-term: focus on retaining productive people, business, incomes, jobs, and investment projects . v. Build the tools and approaches to attract and retain external investment over the long-term. vi. Build genuine long-term relationships with the private sector, trade unions, and other key partners. vii. Take steps to ensure the sustainability and productivity of public works , infrastructure, and major developments/events. viii Local leaders should act purposefully to support their citizens in the face of increased hardship. ix. Local economies have benefitted and should continue to benefit from being open and attractive to international populations and capital . x. Communicate and align with national and other higher tier governments .
Role of localities in the recession : political considerations
● London is the region most likely to underperform the national average in a recession, and the South-West the least;
● Major cities outside London such as Newcastle, Leeds and Manchester are likely to do better than the capital.
This research strongly suggests that the most effective way of targeting a response to recession in the places it will make the most difference is to continue with the policies of devolving economic decision-making to which the government has committed itself.
In time of a recession, the need for devolution to sub-regions, including counties, functional economic areas, local council partnerships and individual local authorities becomes more obvious and more urgent.
What are the features of the local governance partnership architecture in the Greater Manchester city region?
How are existing institutions connected?
What are the connections back to National policy agendas?
What other international models are in play?
Is it unique in the UK? If so in what way?
Are the movers and shakers “the good guys”?
Contention; there is something about manchester ; confidence, autonomy, stability, leadership, assertive bargaining stance with the centre (bombast?) (Robson - Mancunian Ways)
“ we use the bits of the SNR which fit our agenda and throw out the bits that don’t”
Features of political landscape in manchester city region
Helpful in explaining why confident city-regional governance may flourish in Greater Manchester
Straightforward, horse-trading politics of this…
Traditional Labour authorities (leader of Wigan/AGMA since 1984)
Entrepreneurial authorities (Manchester/Salford)
Lib-Dem oppositional authorities
Role of non-Executive Cllrs
Role of communities/3 rd Sector
MPs many with LG background
“ we always had better discussions around policy within Labour Group than we do in the PLP…you have to work out how to be effective as an MP whereas in the council your authority is far more direct and tangible”
Regional Planning : The most effective planning scheme is one which is comprehensive in character and not limited by the artificial boundary of a local authority’s area. It’s success depends upon (1) securing an area capable of economic development (2) effective joint action with neighbouring authorities