Transcript Slide 1

The Greater Manchester Strategy
2013-2020
9 May 2013
Agenda:
Low carbon landscape and overview of the GMS
Low carbon and the GMS – the priorities and the
emerging work programmes
Workshop
Summary and next steps
GM: the low carbon landscape and
the new GMS
Sir Richard Leese
Chair, Low Carbon Hub Board
The case for change: challenges
• A successful transition to a low carbon economy is
fundamental to the future of Greater Manchester
• GM is largest and fastest growing regional economy; and our
population is growing (by 169,000 - 2001 to 2011)
• Population growth brings opportunities and challenges for
public services and infrastructure
– Nearly 250,000 GM households in fuel poverty
– Energy cost rises due to global gas prices most cited barrier to growth
and cost pressure in recent GM business survey
• Implications of climate change:
– Extremes of weather; food and water security; migration
• Impact on GM:
– Threats to infrastructure; disruption to businesses and services; hardship
for residents, particularly vulnerable groups and areas
• Failure to mitigate and adapt = catastrophe
The case for change: opportunities
• But transition to low carbon economy offers opportunities
– GM low carbon and environmental goods sector worth £5.4
billion, generating 37,000 jobs
– Projected sector growth of 4% per annum
– Grow our technological, knowledge and cultural economies
• A reliable, affordable, ‘smart’ energy infrastructure is
– Fundamental to business productivity
– A core factor in international businesses location strategies
– Essential to affordable cost of living and quality of life for
residents
• Over £100 million in energy and environmental research
contracts in GM’s universities
• Develop new skills and strong supply networks – creating
jobs and businesses
Manchester – a pioneering city
• Nature of the challenge requires co-ordinated response –
systemic actions across technology, infrastructure,
investment, partnerships, culture and behaviour
– 25 Nobel prizes, more than any other UK area
– UK leading sustainable and smart brands: Co-operative Group,
Siemens, Peel Energy, Ener G, Tyndall, BT, Airport, football clubs
• Combining the knowledge of GM’s universities with the
innovation of GM’s businesses, under the GMCA’s
governance
– intelligent, collegiate leadership: ownership of collective ambitions
• Low carbon successes:
– Memorandum of Understanding with DECC: £3m Green Deal Go
Early programme; £330k Heat Network Feasibility
– Letter of Intent signed with Nedo for £20m smart heat initiative
– UK’s biggest LG Energy Switching Campaign
– ECO/Toasty
– Metrolink and Sustainable Transport Fund expansion
Centre of excellence
• Climate Change Strategy sets ambitious vision and
targets
–
–
–
–
Rapid transition to low carbon economy
48% reduction in carbon emissions by 2020
Prepared for and adapting to climate change
Embedding carbon literacy
• Moving swiftly to change our culture, develop
technologies, adapt to a changing climate
– Responding to climate change at the heart of our strategy
• Low Carbon Hub a Centre of Excellence to deliver
– Right people around the table to accelerate delivery
– Leaders from business, government, NGO, academia
• A partnership model – empowering others to lead; using
cross sector partnerships (MoU, Green deal, etc)
GMS 2013-2020
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•
•
•
Recession longer and more severe than expected
Economic forecasts repeatedly downgraded
Expansion in the global economy driven by emerging markets
Business models changing – requiring flexible working space,
advanced technology, access to R&D
• Limited public funding available to support growth - smarter ways of
working necessary
• GM a cost centre for the UK
– Requiring £21 billion of public spending
– Generating £17 billion in taxes
• Higher than average levels of worklessness
• Many vulnerable people and families facing a series of complex,
multi-faceted and challenging issues
• Reductions in public spending mean the costs of dependency are
becoming increasingly unaffordable
The Challenge
• To ensure that we create the conditions for growth by
repositioning GM within changing global markets as a place
in which to invest, do business, live and visit
– Addressing market finance failure
– Driving and diversifying business growth
– Creating safe, sustainable and healthy places
• To improve the productivity of our labour market
– Aligning the GM skill base with jobs generated through economic
growth to increase the productivity of businesses
– Increasing self-reliance and reducing demand for public services to
help GM residents get back into work and remain in work
• Strategic priorities developed around the twin pillars of
growth and reform
VISION
By 2020, the Manchester city region will have pioneered a new model for sustainable economic growth based around a more connected, talented and greener city region
where all our residents are able to contribute to and benefit from sustained prosperity
Strategic Priorities
OUTCOMES
We will:
secure our place as one of Europe’s premier city regions, synonymous with creativity, culture, sport & the commercial exploitation of a world class knowledge base
compete on the international stage for talent, investment, trade & ideas
be seen & experienced as a city region where all people are valued & are able to fully participate in & benefit from the city-region’s success
be known for our good quality of life, our low carbon economy & our commitment to sustainable development
create a city region where every resident, neighbourhood & every borough can contribute to & benefit from our shared sustainable future
continue to grow into a fairer, healthier, safer & more inclusive place to live, known for excellent, efficient, value for money services & transport choices
deliver focused & collegiate leadership of Greater Manchester based around collaboration, partnerships & a true understanding that through collective & individual leadership
we are strong
OUR PRIORITIES
GROWTH
REFORM
Creating the Conditions for Growth
Worklessness and Skills
Diversify our economic base in response to the changing market
Develop a market facing investment strategy
Create a blue-print for our town centres, applying creative approaches to
redevelopment of the offer
Review land supply to support growth in those locations most attractive to the market
Deliver an employer-led skills system
Broaden the opportunities available to young people to reduce youth unemployment
Implement an integrated and flexible approach to the provision of employment and
skills support to enable jobless residents to enter work and progress
Attract and retain talent by creating places where people want to live through
stimulation of the housing market and delivery of a high quality residential offer
Masterplan and deliver the investment necessary in the existing and critical
infrastructure required to support growth
Improve Greater Manchester's connectivity locally, nationally and internationally
Leverage Greater Manchester's science and technology assets
Strengthen the global distinctiveness and world ranking of Manchester as a place to
invest, live and visit
Encouraging Self-Reliance and Reducing Demand for Public Services
Co-design with Whitehall a ‘shadow’ place settlement from April 2013 with the
potential for a full settlement a year later or to coincide with the next spending review,
based on the following principles:
• Taking a GM-wide approach which clearly adds value to reform at district level,
particularly to those issues identified in our Community Budget proposals to reduce
current and future dependency: early years, troubled families and transforming justice;
Supporting Business
Grow the business base by providing integrated and effective support through the
business-led growth hub
Improve the international competitiveness of Greater Manchester's firms
• Reform of the health and social care system based on significantly improving
outcomes from specialist acute services, and delivering a substantial reduction in
unplanned admissions to hospital and other care institutions; and
Seize the economic growth potential of the global drive towards a low carbon economy
• Deployment of common tools and techniques to support cross public service
and increased resource efficiency
leadership at scale, including cost benefit analysis, investment agreements and data
sharing.
Low Carbon and the Greater
Manchester Strategy
Mark Atherton
GM Director of Environment
GMS vision
“By 2020, the Manchester City Region will
have pioneered a new model for sustainable
economic growth based around a more
connected, talented and greener city region
where all our residents are able to contribute
to and benefit from sustained prosperity.”
Low Carbon in the GMS
• Part of the vision:
– “sustainable economic growth”, “greener city region”
• A key outcome:
– “known for our quality of life, our low carbon economy
and our commitment to sustainable development”
• A stand-alone priority:
– “seize the economic growth potential of the global
drive towards a low carbon economy and increased
resource efficiency”
• And, more importantly, attempt to thread
throughout the growth priorities
The low carbon priority: seize the economic growth
potential of the global drive towards a low carbon
economy and increased resource efficiency
• Develop GM as a low carbon hub; reduce our emissions by 48%
• Build on partnerships, apply new technologies, innovate and
improve
• Improve energy performance of existing and new buildings
• Create local market demand and infrastructure through pipeline of
projects for Joint Venture with Green Investment Bank
• Build on ENWORKS to support businesses and supply chain
• Change how we use and buy energy
• Engage with people in Greater Manchester to improve carbon
literacy
• Support sector growth
• Review and implement findings of EcoCities work on adaptation
• Invest in green and blue infrastructure
• Develop skilled workforces, equipped to access low carbon jobs
• Integrate data and information management systems
Low carbon reflected throughout the
GMS
Priority
Low carbon contribution
Diversify our
economic base
Highlights growth rate of low carbon sector; GM will support firms to
expand in growth sectors
Review land supply
Future approach to meeting housing and employment land needs
will consider transport and other infrastructure implications
Stimulate the
housing market
Refers to improvements to existing and new housing stock in
context of low carbon economy
Masterplan
infrastructure
‘Future proof’ investment for next generation energy requirements
and support resilient low carbon growth
Improve
connectivity
Reducing emissions from transport, new technologies, cycle
strategy, electric vehicle programme, active travel
Science and
technology assets
Understand our current expertise and technologies (eg. smart
energy networks) and focus on core strengths to commercialise
Low carbon reflected throughout the
GMS
Priority
Low carbon contribution
Town centres
blueprint
Link to green and blue infrastructure, creating places people want
to visit; adaptation link
Global
distinctiveness
Manchester’s reputation as green city, creating a place that people
want to live in, work and visit
International
competitiveness
Export of knowledge and goods from the low carbon sector;
working to create an advantage for GM sector
Grow the business
base
Our package of business support includes programmes like
ENWORKS
GMS and Climate Change Strategy
Growth potential
of low carbon
economy
Diversify
economic base
Masterplan
infrastructure
Rapid transition
to low carbon
economy
Review land
supply
Improve
connectivity
Reduce carbon
emissions by
48%
Stimulate
housing market
Science and
technology
assets
Adapt to climate
change
Embed carbon
literacy
Sub-groups’ role in delivering GMS
NCG
Invest in green
and blue
infrastructure,
adaptation
Buildings
Improve
energy
performance
Skills
Develop skilled
workforce for
global market
Transport
Improve
connectivity
Sector growth
Support
growth through
diversification
SCP
Build on
ENWORKS
programme
Energy
Change how
we generate,
use, distribute
and trade
energy
Underpinned by low carbon hub, 48% target, integrated data management, Joint Venture
with Green Investment Bank, carbon literacy work.
Workshop discussion
GMS consultation
• Is the GMS vision ambitious enough and
achievable?
• Does the GMS accurately reflect our low carbon
ambitions?
• Are the priorities identified the right ones?
• Are the actions described in each priority area
the right ones? Is anything missing?
• Are there any policy conflicts? How can they be
addressed?
GMS consultation – sub-groups
• Does the GMS reflect the right priorities in the
view of the sub-group?
• Does your draft work plan align with the GMS?
Where are the gaps?
Next steps
Implementation of GMS
• Implementation plans for each strategic priority against
which progress towards agreed actions and outputs can
clearly be measured
• Clear lines of accountability, including a decision-making
process led by the GM Combined Authority’s ten leaders
acting as Portfolio Holders with responsibility for delivery
through Lead Chief Executives reporting to Wider
Leadership Team
• Lead delivery agencies established and wider partners
and their role identified
• Linked to the budget setting and financial management
process to ensure that investment is aligned to agreed
deliverables and the achievement of performance
objectives
Next steps for GMS
• 12 week consultation period: 25 March – 17
June
– online consultation materials and questions
– existing governance structures used to obtain
feedback
• Consultation summary report and revised GMS
for consideration and approval by the GMCA: 26
July
What does GMS mean for the Low
Carbon Hub?
• Our draft work plans are owned by the subgroups
• They already begin to articulate how we can
deliver the GMS
• Sub-groups central to delivery of GMS priorities
• Delivery of GMS will require combined and
integrated efforts of all stakeholders
• Consider how we can contribute across the
GMS priorities
www.agma.gov.uk/gmca/gms_2013
Low Carbon Hub priorities 2013/14
Buildings
Green Deal and ECO
Public sector projects for Joint
Venture with GIB
SCP
Business engagement and
investment tools
Measuring carbon footprint
Transport
Establish emissions baselines and
explore interventions to deliver
carbon reduction
Natural Capital
Ambassador for natural
environment
Map our existing activity
All
Exploring
potential of
public sector
procurement
Developing
common
framework for
carbon metrics
Energy
GM Energy Enterprise
Heat trials and feasibility
Energy procurement
Sector growth
Supporting Joint Venture, Green
Deal and NEDO procurement
Developing GM
Energy
Enterprise
Communication
with wider
stakeholders
Skills
Analysis of the skills
requirement
Developing courses to match
market need