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The Greater Manchester Strategy 2013-2020

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

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The Greater Manchester Strategy 2013-2020

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  1. The Greater Manchester Strategy2013-2020 9 May 2013

  2. Agenda:Low carbon landscape and overview of the GMSLow carbon and the GMS – the priorities and the emerging work programmesWorkshopSummary and next steps

  3. GM: the low carbon landscape and the new GMS Sir Richard Leese Chair, Low Carbon Hub Board

  4. 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

  5. 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

  6. 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

  7. 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)

  8. GMS 2013-2020 • Recession longer and more severe than expected • Economic forecasts repeatedly downgraded • Expansion in the global economy driven by emerging markets • Business models changing – requiring flexible working space, advanced technology, access to R&D • Limited public funding available to support growth - smarter ways of working necessary • GM a cost centre for the UK • Requiring £21 billion of public spending • Generating £17 billion in taxes • Higher than average levels of worklessness • Many vulnerable people and families facing a series of complex, multi-faceted and challenging issues • Reductions in public spending mean the costs of dependency are becoming increasingly unaffordable

  9. 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

  10. Strategic Priorities

  11. Low Carbon and the Greater Manchester Strategy Mark Atherton GM Director of Environment

  12. 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.”

  13. 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

  14. 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

  15. Low carbon reflected throughout the GMS

  16. Low carbon reflected throughout the GMS

  17. GMS and Climate Change Strategy Growth potential of low carbon economy Diversify economic base Review land supply Stimulate housing market Masterplan infrastructure Improve connectivity Science and technology assets Rapid transition to low carbon economy Reduce carbon emissions by 48% Adapt to climate change Embed carbon literacy

  18. Sub-groups’ role in delivering GMS SCP Build on ENWORKS programme NCG Invest in green and blue infrastructure, adaptation Buildings Improve energy performance Transport Improve connectivity Skills Develop skilled workforce for global market Sector growth Support growth through diversification 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.

  19. Workshop discussion

  20. 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?

  21. 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?

  22. Next steps

  23. 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

  24. 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

  25. What does GMS mean for the Low Carbon Hub? • Our draft work plans are owned by the sub-groups • They already begin to articulate how we can deliver the GMS • Sub-groups central to delivery of GMS priorities • Delivery of GMS will require combined and integrated efforts of all stakeholders • Consider how we can contribute across the GMS priorities

  26. www.agma.gov.uk/gmca/gms_2013

  27. Low Carbon Hub priorities 2013/14 Buildings Green Deal and ECO Public sector projects for Joint Venture with GIB All Exploring potential of public sector procurement Developing common framework for carbon metrics Developing GM Energy Enterprise Communication with wider stakeholders Energy GM Energy Enterprise Heat trials and feasibility Energy procurement SCP Business engagement and investment tools Measuring carbon footprint Sector growth Supporting Joint Venture, Green Deal and NEDO procurement Transport Establish emissions baselines and explore interventions to deliver carbon reduction Skills Analysis of the skills requirement Developing courses to match market need Natural Capital Ambassador for natural environment Map our existing activity

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