2. Lecture Structure
• Introduction
• Manchester : Original Modern
• Industrial Philanthro-Capitalism
• Post-Industrial Philanthro-Capitalism
• What next?
3.
4.
5.
6.
7. Processes – Definitions?
• Reification
• Philanthro-capitalism
• Gentrification
• Industrial and Post Industrial
• Civic
• Urbis
• Agora
10. agora
agora1n pl -rae [-riː -raɪ](Historical
Terms) (often capital)a. the marketplace in
Athens, used for popular meetings, or any
similar place of assembly in ancient
Greece
b. the meeting itself[from Greek,
from agorein to gather]
11.
12.
13.
14.
15. Post-industrial
Daniel Bell ‘The coming of the Post-Industrial
Society’
"knowledge and information are becoming
the strategic resource and transforming
agent of post-industrial society just as the
combination of energy, resources and
machine technology were the transforming
agencies of industrial society" (Bell, 1974)
16.
17. Knowledge Economy
Extension of the post-industrial argument
Economy focussed on exchange of goods and
services
Think about…
Planning for no commuters, home-working, vide-
conferencing, death of distance because the nature
and location of work is in flux.
18. Post-fordist
• Another economic argument.
• Rooted in a mode of production.
• Ford Motor Cars
• assembly lines
Think about…
Planning for consumption rather than production
(ie shopping rather than assembly lines)
19.
20.
21.
22.
23.
24.
25.
26.
27. Books
• Managing the city: the aims and
impacts of urban policy
Brian Turnbull Robson 1987
• Managing the city
eds Liddle, Diamond, Southern 2007
• City of Revolution eds Ward and Peck
• How Manchester is managed 1925-1939
28. Stories of “Mancunian ways”
• Mancunian Ways : the politics of regeneration
Robson (Chapter 3 City of Revolution)
• Metropolitan Manoeuvres : making greater
Manchester Deas and Ward (Chapter City of
Revolution)
• Greater Manchester – ‘up and going’, 2000
Hebbert and Deas
• Greater Manchester : conurbation complexity and
local government structure Barlow, 1995
• Manchester: Making it Happen Hebbert, 2009
29. Think tanks: Manchester
• Work Foundation : Ideopolis
• Localis : Can Localism Deliver? Lessons from
Manchester
• Policy Exchange : Cities Limited
• NESTA : Original Modern : Manchester’s
journey to innovation and growth
City publications
31. What is Manchester?
• Political
• Economic
• Statistical
• Administrative
• Cultural (music and sport)
Construction
A Brand?
32. Industrial Era Civic
Philanthro capitalism
Key Actors
• Humphry Chetham
• John Rylands
• Richard Arkwright
• Joseph Whitworth
• John Owens
• Duke of Bridgewater
33.
34. Vanity projects?
• Knowledge: University, Libraries
• Culture : Halle Orchestra / Lit & Phil Society
• Infra-structure : Town Hall / Canals (!)
39. Vanity Projects
• Knowledge : Urbis
• Culture : Manchester International Festival
• Infra-structure?? Housing/Regen??
40.
41.
42.
43.
44.
45.
46.
47.
48.
49.
50.
51.
52.
53. • Millenium Communities progress unclear
• Communities minister Ian Austin has confirmed that no long-term
evaluation of the Millennium Communities programme will be
made before its completion in 2012.In a written answer to shadow
communities minister Robert Neill, Mr Austin said the Homes &
Communities Agency is responsible for delivering the bulk of the
programme and DCLG scrutinizes its performance.“The Millennium
Communities is an active programme that is demonstrating how
mixed-use, environmentally positive communities can be created
on difficult, brownfield sites,” he said.
• “It will continue to deliver outputs up to at least 2012. An
evaluation of the longer-term outcomes and cost-effectiveness of
the Millennium Communities programme would be expected to be
undertaken following its completion.”
64. What is regeneration?
• “’Regeneration seems to offer an almost infinitely
inclusive canopy under which all may be persuaded
to shelter and find agreement, yet vital issues
remain beyond the pale” (Furbey 1999) pg 440
• “…so urban regeneration is in principle a floating
signifier but in practice it does not float very far. It is
ubiquitously used to a fairly standard set of policy
goals and outcomes ”(Lovering 2007) pg 344
65. HO PSA Delivery
PSA PSA PSA 2 (Joint PSA PSA PSA PSA
5 3 OCJR) 1 4 7 6
IND NOMS OCJR CRCSG Communities N
A
T
I
O
Policing Policing Crime N
NASS Prisons Probation CJS ASB Drugs CCU, REU, F ACD
Policy Standards Reduction A
L
Prisons Probation
HMIC R
Inspectorate Inspectorate
E
Individual Regional Offices
GOEM G
I
(43Staff)
5 Police Forces; 9 DATs; O
40 CDRPs; 49 Local Auth’s N
A
L
One City
Police Partnership CJIP
LCJB CDRP NDC DAT
Authority (LSP) Compact
L
O
Notts Police Probation C
CPS Courts HMP A
Service L
Nottingham
Voluntary & Community Sector
Nott BCU YOT City Council
9 Area Committees
66. drivers and levers
• Change mechanisms = interactions between
relevant policy drivers and levers.
• Policy drivers = the general aims of government
in specific policy areas
• Policy levers = are the instruments available to
government to effect change in public policy and
services.
67. drivers and levers :
theory of change
Selection of policy drivers and levers is informed
by the interaction of actors exercising political
judgement about priorities. As governance
systems rely on human interactions attempts
at steering are likely to be met with
unexpected and unintended though not
necessarily unwelcome reactions and
outcomes. (CLG, Sullivan 2008)
70. Manchester’s LAA
• It’s a three-year plan to deliver our Community Strategy
• It drives partners to achieve targets related to our priorities
• It stimulates innovation
• It builds accountability and stronger relationships
• It forms a constructive relationship with the Government
74. Think tanks re: recession
• LGA from recession to recovery: the local
dimension
• CLES toward a new wave of local economic
activism
• Work Foundation: Recession and Recovery:
How UK cities can respond and drive the
recovery
76.
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.
79. The manchester case
• 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”
80. 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/3rd 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”
81. what have they created?
• Using an MAA bidding process (first in the
queue)
• Building on AGMA, radically reformed
• Incorporating TIF
• Linking through to LAA structures
• Stretching democratic mandate (!)
• Working with business leaders (6/7)
A “Commission” model (QMV, delegated
authority comparable to EU commission)
• 7 City Regional Thematic Commissions
• Economic one central and fully formed
others immanent (?!)
Compare and contrast with readiness in other
MAA areas ?
82. Organigramme I ; the MAA
Public Housing
Transport Improvement Health Economy Environment
Protection & Planning
83. • Interactions between separate tiers
• MAA self organising autonomous
governance network
• LAA statutory output based
performance framework
84. How Manchester is managed, 1935
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
103. Summary : Urban Policy
Urban Policy “Laboratory” fast moving and
complex
policy areas dynamic and in tension
Regeneration and economic development
Local Government Modernisation
Performance Management and Measurement
104. Summary : Policy mechanisms
• Underlying logics re: fragmentation and
strategic oversight in tension with democratic
accountability, political oversight show up in
various mechanisms
• PSA regime (National)
• MAA/EPB/SCR (City Regional)
• LAA (Locality plus)
105. Summary : Recession
• Recession offers new challenges for city and
locality leaders
• Barcelona Principles could underpin responses
• As could increased sub-national working
106. Summary : Manchester
• Manchester Governance is an atypical case
• Current city regional interest builds on
longstanding partnership activity
• Greater Manchester City Region and the roles
of Manchester Enterprises, the Commission
and AGMA have changed rapidly
107.
108.
109. MONDAY, 24 OCTOBER 2011
KIO Launch new creative company!!!
KIO-CREATIVE have just completed a branding, signage and lighting scheme in the new
Avenue/North development in Spinningfields Manchester. The project is now completed
and
the new mall that links Bridge Street to The Avenue shopping destination is due to open
Thursday 27th October. This mixed use development offers food, leisure and office space.
The food and retail units run along the lower level mall and the offices occupy the space
above in the tower. This iconic Spinninfields building formally known as 'Manchester House'
has now been named 'TOWER 12' , and we think that the name change is as iconic as the
building!
The Avenue/North TOWER12 new signage and lighting installation works really well with the
new Oast House in Spinningfields, designed and development by Paul Danson Imagineering
and Allied london Properties. The rusty steel, illuminated branding, new glass facade and
wooden slatted interior all complement each other and bring a different feel to
Spinningfields.
Architects Sheppard Robson and KIO-CREATIVE have delivered a solution that brings the
building into its new developed surrounding environment of Spinningfields.
Critique of Fordism Also Anthony Giddens Lewis Mumford Big question time space distanciation or time space compression
Point 1 - The three-year agreement is between Manchester City Council, its partners and government. It was developed with all agencies in the partnership and it includes priorities and actions based on what residents and local intelligence told us were the most important things that must be done if the vision is to be achieved by 2015. Point 2 - All the targets are measurable and the performance of partners in achieving those targets is reported on regularly. Transparency in delivery enables gaps to be identified at an early stage and any hurdles preventing targets being achieved can be identified. It keeps the LAA programme on track. Point 3 - Manchester’s issues are profound. We are getting better at resolving some of these, but we need to do so in new and different ways - and we achieve results faster. We need to be more innovative in the way we work and in the way we commission things. Point 4 - Statutory changes this year now mean that ALL the partners are now accountable for their contribution to the targets. This strengthens our working relationship. They way we report on performance identifies partners that are failing to achieve for whatever reason. Point 5 - Thanks to the LAA we now have an agreed consistent approach around what WE in the city think is important for Manchester.
This slide shows who is involved in the delivery of the Local Area Agreement . The Manchester Board owns the actual agreement, while the Public Service Board acts as the management group. A variety of other bodies are responsible for delivery against the targets. Manchester Partnership – the people involved The non-executive Manchester Board drives partners’ work and challenges their contribution to improving residents’ quality of life. The Public Service Board makes sure that the targets set are being met, so that the vision for 2015 is achieved. The Core Thematic Partnerships focus on specific themes and targets, but work in a cross cutting way. The Private Sector Engagement Group is in development and, at present, is included on specific topics. The Agenda 2010 Steering Group ensures improved race equality is integral to all the work of the thematic partnerships. The Performance and Resources Subgroup analyses quarterly data and makes recommendations to the Public Service Board.
This illustration captures the concept of how change will occur in order to achieve the vision by 2015. The three arrows at the centre of the diagram are the core drivers. They show how the aspiration for economic success, described on the left, can deliver the improved outcomes for Manchester people as described on the right. The arrows are called ‘spines’ because they form the framework for our priorities and they support the actions needed to address those priorities. Looking at these in more detail:- - The first of the three spines connects more local people to our economic success by supporting them to achieve their full potential through education, skills and employment. - Recognising that as people reach their potential they often choose to leave the city, the third spine will build green sustainable communities where people choose to live and stay because of the quality of life on offer. - The middle spine connects and supports the other two. This recognises that public services on their own cannot achieve these things – everyone has a part to play but some of people may need support so that they can play a fuller part than they currently do. In that context, partner agencies will facilitate and support individuals and communities to achieve their full potential, to raise ambitions and to develop mutual respect for themselves as individuals and their communities. The outcome we seek is a happier, healthier, wealthier population.
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.
