Welcome to Greater Manchester Welcome and Introductions Mike Blackburn, OBE, Chairman of the LEP Greater Manchester Overview Lisa Dale-Clough, Head of Industrial Strategy, GMCA Welcome to GreaterManchester

Greater Manchester CombinedAuthority

MADE IN RADICAL GREATER MANCHESTER

A place of Pioneering Thinkers

Social Justice Movements GREATER MANCHESTER INTERNATIONAL METROPOLITAN CITY

Our long-term vision is to become a top 20 global city by 2035

4 THE GREATER MANCHESTERECONOMY

•

2.8m people 1.3m working in GM +240,000 since 2000 +100,000 over next 10 years

Over 100,000 Higher 123,700 businesses Education Students at 4 HE Institutions

Gross Value Added THAN

GREATER MANCHESTER WALES NORTHERN ECONOMY ECONOMY IRELAND ECONOMY £40bn

£66bn BIGGER £62bn MUNICIPALITIES

Wigan Bolton Bury Rochdale 11.6% 10.2% 188,669 216,165 Bury Bolton Trafford 6.8% 283,115 8.4% Oldham Wigan 232,724 323,060 Manchester Tameside Total GM population: 541,263 8.0% Salford 2,782,141 Manchester 19.5% 248,726 Tameside 223,189 Stockport 10.4% Trafford 234,673 Stockport Oldham 290,557 Salford 8.4% 8.9% Rochdale 7.8%

Delivery Agencies working acrossGM

TfGM, MIDAS, Marketing Manchester, MGC, H&SC PartnershipSource: ONS and GMFM ORIGINS OF DEVOLUTION

UK is the most centralised country in Western Europe. MIER (Manchester Independent Economic Review) confirms the economic case for devolution in 2009. The Localism Act allows for the creation of combined authorities (CA), pooling resources and working across a region. In 2011, the GMCA is created – the first Combined Authority. TIMELINE

Transport referendum Greater held (congestion Manchester Marketing RDAs charging) Council Manchester established abolished established

1986 1994 1995 1996 1997 1998 1999 2008

City Pride Partnership MIDAS Manchester New Economy created established Enterprises established Association established of Greater Manchester Authorities and GMPTA/E established TIMELINE

Thematic Commissions First established Growth mayoral Further GMCA & LEP Deal election Fifth Independent Devolution established devolution Prosperity announced deal Review

2009 2010 2011 2012 2013 2014 2015 2016 2001177 2018 2019

Statutory City Devolution Fourth Five Year Region Pilot GM Agreement devolution Environment City Deal New GM Publication deal Plan Health Strategy of the MIER and the Refreshed Spatial TfGM and Social first GM Strategy GM Strategy Framework established Care MoU Consultation What is the Greater Manchester Combined Authority?

• Legal body to facilitate co-operation between Greater Manchester councils and partners • Focus on large-scale strategic projects that are of importance to the whole region, like transport, regeneration and skills • Each of the ten GM councils has one seat on the GMCA, held by the council leader • Mayor joined GMCA as its chair and eleventh member • Council leaders form ‘Mayor’s Cabinet’ and hold GM portfolios/ Greater Manchester Portfolios

Rochdale Bolton Stockport Manchester Trafford Tameside

Wigan Salford Oldham Bury Mayor of Greater Manchester

Andy Burnham Additional Mayoral ‘soft powers’

Soft powers of the Mayor are arguably the most important: ‒ Influencing, negotiating powers ‒ ‘Ear’ of government and key contacts ‒ Relationships with stakeholders ‒ Public persona – media interest, both local and national profile ‒ Network of City Mayors (national and international) - joint lobbying, strength of voice and influence GOVERNANCE ANDFUNCTIONS Policing Transport

Combined Authority •Legal body to facilitate co-operation between GM councils and partners. •Mayor (chair) and 10 councilleaders. •Council leaders form ‘Mayor’s Cabinet’ Fire & rescue Economy & housing

and hold GM portfolios. FUNCTIONS

Health Waste disposal Local Enterprise Health and Care GMCA

Partnership Partnership BY BY •Oversees devolved healthand •Puts voice of business at the heart of decision-making. caresystem. •Mayor, 10 council leaders, •Oversees localindustrial strategyimplementation. emergency services, NHS, GPs, health commissioners and •9 private sector members, Convening power providers, Healthwatch & Mayor, & 3 councilleaders.

voluntarysector. ENABLED

13 Mayoral Combined Authorities

Tees Valley Greater Manchester Sheffield City Region

Liverpool City Region Cambridgeshire & Peterborough

West Midlands

West of England Mayoral Combined Authorities Greater Manchester has:

• Largest number of constituent authorities

• Greatest powers

Greater Cambridgeshire Liverpool Sheffield Tees West West of Manchester & Peterborough City City Valley Midlands England Region Region Local 10 7 5 4 5 7 3 Authorities GREATER MANCHESTERSTRATEGY THE FUTURE OF GREATER MANCHESTER

TO BE RELAUNCHED IN 2020 FIND OUT MORE

http://www.greatermanchester-ca.gov.uk

@greatermcr

/greatermcr Greater Manchester’s Priorities Looking Forward: Local Industrial Strategy

Mike Blackburn, OBE, Chairman of the LEP The Greater Manchester IndustrialLocal Industrial Strategy Strategy INDUSTRIAL STRATEGY: BACKGROUND

The Industrial Strategy White Paper It also sets out four Grand (November 2017) sets out an ambition to Challenges where innovation and create an economy that boosts productivity investment will position the UK at the and earning power throughout the UK forefront of the industries of the around the “Five foundations of future productivity”. INDUSTRIAL STRATEGY: BACKGROUND

UK Government has been working in partnership with local areas to develop long-term, evidence-based strategies to increase productivity an realise potential of local economies.

Local Industrial Strategies should: • Set out clearly defined priorities for how cities, towns and rural areas will maximise their contribution to UK productivity. • Allow places to make the most of their distinctive strengths. • Better coordinate economic policy at the local level and ensure greater collaboration across boundaries. • Inform local choices, prioritise local action and, where appropriate, help to inform decisions at the national level. • Help local areas in England decide how to use the new UK Shared Prosperity Fund (will replace EU Structural Funds used to boost local economic growth). INDUSTRIAL STRATEGY: APPROACH

Joint policy GM Local Evidence Local development Industrial base consultation with Strategy Government

Joint work around The Greater A broad consultation the foundations of Manchester exercise to ensure a productivity and the Independent high level of input grand challenges – Prosperity from stakeholders, Jointly signed off to develop policies Review provides a including businesses, by GM and HMG. which reflect GM’s robust and CVSE unique assets, independently representatives, and opportunities, and verified evidence civic leaders. base. challenges. GREATER MANCHESTER INDEPENDENT PROSPERITY REVIEW

Diane Coyle (Chair) Professor Ed Glaeser Bennett Professor of Public Policy, Professor of Economics at Harvard University of Cambridge University Intensive nine-month process to update Greater Manchester’s economic evidence-base.

The Review Panel was responsible for:

Stephanie Flanders Professor Henry Overman • assessing progress against the Manchester Head of Bloomberg Economics Professor of Economic Geography at the London School of Economics Independent Economic Review • Reviewing Greater Manchester’s evidence base and current policy response • commissioning new, path-breaking research

Professor Mariana Mazzucato Darra Singh into priority areas Professor in the Economics of Government & Public Sector Lead Innovation at University College at Ernst & Young London • making recommendations for the Greater Manchester Local Industrial Strategy KEY FINDINGS

GREATER MANCHESTER IS GREATER MANCHESTER GREATER MANCHESTER HAS THE BEST PERFORMING IS THE MOST WORLD-CLASS STRENGTHS CITY-REGION OUTSIDE ECONOMICALLY DIVERSE IN ADVANCED MATERIALS LONDON FOR BUSINESS CITY IN THE UK AND HEALTH INNOVATION BIRTHS

EDUCATION AND SKILLS, FOR TWO DECADES, ALONGSIDE HEALTH ARE GREATER QUALIFICATION LEVELS ARE AMONG THE MOST MANCHESTER’S IMPROVING BUT 1 IN 10 IN POWERFUL PRODUCTIVITY HAS GREATER MANCHESTER EXPLANATIONS OF CONSISTENTLY STILL HAVE NO LOWER PRODUCTIVITY IN REMAINED AT 90% OF UK QUALIFICATIONS GM. POOR UTILISATION OF LEVEL SKILLS ALSO CONTRIBUTES KEY FINDINGS

THERE IS A NEED TO TRANSPORT DEVOLUTION THE EMPLOYMENT RATE FOCUS ON PRODUCTIVITY HAS ENABLED BETTER OF GM ADULTS WITH IN BOTH FRONTIER GOVERNANCE AND LONG-TERM HEALTH SECTORS AND THE IMPROVEMENTS TO ISSUES IS 13% POINTS ‘FOUNDATIONAL’ TRANSPORT NETWORK LESS THAN FOR THE GM ECONOMY – BOTH HAVE E.G. METROLINK POPULATION AS A WHOLE OPPORTUNITIES AND EXTENSION CHALLENGES

GREATER MANCHESTER’S DISRUPTIVE TRENDS IN GM’S INFRASTRUCTURE 2038 CARBON NEUTRAL TECHNOLOGY, CAPACITY HAS IMPROVED AMBITIONS CAN ALSO BE ROBOTICS, AI AND THE BUT NEEDS TO INCREASE USED TO CREATE SHIFT TO CLEANER IF IT IS NOT TO PLACE BENEFITS FOR GROWTH REQUIRE CONSTRAINTS ON RESIDENTS AND ADAPTION IN THE SKILLS PRODUCTIVITY MAXIMISE SYSTEM QUALITY OF LIFE LOCAL INDUSTRIAL STRATEGY: TWO PRONGED APPROACH

Place: prosperous cities, towns and communities across Greater Manchester through a twin-track approach

Capitalising on GM’s People Advanced Reforming public strengths and strategic Health services and driving opportunities to grow materials and innovation investment and high value, well-paid, manufacturing Infrastructure transformation to productive jobs and improve productivity build leading industries and create an and markets through economy that innovation, investment Digital, Business environment benefits all people and sector creative and Clean growth and places. development. media Ideas STRENGTHS AND OPPORTUNITIES IN FOCUS

Advanced materials and Health innovation: Global leadership manufacturing: A world leading region on health and care innovation, for innovative firms to experiment with, improving population health and develop and adopt advanced materials extending healthy lives in manufacturing, within a ‘Made Smarter’ Ecosystem

Digital, creative and media: A leading Clean growth: A mission to deliver European digital city-region, with carbon neutral living within the city- internationally-significant broadcasting, region’s economy by 2038 media and cyber-security clusters STRENGTHENING THE FOUNDATION OF PRODUCTIVITY

People: Creating an integrated all-age Ideas: driving prosperity and leading skills and work system that ensures industrial, social and environmental everyone reaches their potential and transformation through innovation, employers have the skills to deliver our partnerships and investment industrial strategy

Business Environment: Transforming Infrastructure: Putting in place the businesses productivity by integrated 21st century infrastructure strengthening leadership and needed for digitally-driven, clean and management, increasing innovation inclusive growth adoption, and raising export levels

Places: accelerate economic growth of local areas by building on their unique strengths and assets – for example there are significant clusters of manufacturers in Rochdale and Tameside that could be at the forefront of adopting advanced materials and manufacturing methods IMPLEMENTATION

• Joint ownership: GMCA, Greater Manchester Local Enterprise Partnership and HM Government

• A GM Programme Delivery Executive coordinates delivery locally, chaired by the GM Lead Chief Executive for Economy/Business.

• A joint Government-Greater Manchester Implementation Group will be established, comprising senior officials from both government and GM.

• Annual presentation to the national Industrial Strategy Council, chaired by Andy Haldane (Chief Economist, Bank of England).

Greater Manchester’s International Ambitions and FDI Successes

Andrew Toolan, Head of Strategic Partnerships, MIDAS MIDAS

Andrew Toolan, Head of Strategic Partnerships February 2020 MIDAS

• Established 25 years

• Greater Manchester’s inward investment agency

• Strategic Priorities

1. To attract Inward Investment into Greater Manchester 2. To support the expansion of existing investors in the region 3. To promote Greater Manchester as a leading business location

• Principle funding comes from local government, have also leveraged Government (DIT) funding for delivery of account management programmes and private sector funding for enhanced campaign and marketing activity

• Principle output/measured - job creation Services

Marketing and PR support Relocation Research including Expansion support benchmarking support

Recruitment Financial Property solutions Networking and training solutions Supporting Mayoral Agenda

Digital

GreenAdvanced CityManufacturing

Inclusive Growth Sectors Focus

Creative, Digitaland Tech

FinancialAdvanced &Manufacturing Professional

Advanced Manufacturing

Life Sciences Our key markets

Marketing and PR support Research including benchmarking Japan

Financial Property solutions solutions Recent Investors Investor Case Study

• MIDAS have worked with Handelsbanken for 10+ years, first supporting them during the growth of their branch network and also their first HQ at Manchester Airport

• In 2018, the bank decided to expand, taking 40,000 sq ft of new office space in central Manchester

• In 2019, expanded by 11,000 sq ft in 101 Barbirolli Square

• MIDAS supported on business case and property searches, working with their agents to help identify the property

• The Manchester office is part of Handelsbanken’s plan to create a UK subsidiary which will invest in infrastructure, systems, and “further UK- based expertise”, which the bank said would be set up “as a result of Brexit”. Thank you Victoria Braddock, International Marketing Director, Marketing Manchester Visit, Invest, Meet, Study Welcome to Manchester Marketing Manchester 02 Promoting Greater Manchester on the national and international stage 03 Marketing Manchester overview

To market Greater Manchester to visitors To promote Greater Manchester as a place to invest, do business, live and study To undertake marketing and communications on behalf of the Manchester Growth Company, Marketing Manchester’s parent company

49 International Markets

Prime markets USA China Europe (DE, FR, NL, ES IT) UAE India

Opportunity Markets Australia Japan

50 Marketing Plan & Partners 19/20

UK China US India Europe GCC

GMCA, MIF, TFGM, CTRIP, MCFC Virgin Atlantic Cox & King Ryanair & Easyjet Wego BID

April –March Year Round May – October Year Round May-October March

Unmissable Weekends Adventure, F&D, Heritage & Shopping Sport, Heritage Culture, Sport Shopping, F&D Unmissable Sport Culture Marketing Plan & Partners 19/20

UK China US India Europe GCC

GMCA, MIF, TFGM, CTRIP, MCFC Virgin Atlantic Make My Trip Ryanair Wego & Taste of Dubai BID

April –March Year Round May – October Year Round Feb - March March

Unmissable Weekends Adventure, F&D, Heritage & Shopping Sport, Heritage Culture, Sport Shopping, F&D Unmissable Sport Culture Segmentation –Themes & Markets

Heritage

Culture Music Sport LGBT Brand: Campaigns: Visit, Meet, Invest, Study

• Audience: Inward Investment • Audience: Tourism Leisure

54 Insert Video

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UK Campaigns Partners: MM Performance Highlights 18/19 Any questions? #onenorth

The Northern Powerhouse The North today Benefits of Agglomeration Employment distribution across the North The North’s current employment density Distribution of key capabilities A transformed Northern economy A transformed North #onenorth

Transport for the North Our role and remit The North’s transport network How do we travel– an inconvenient truth?

% of trips in the North

Using roads in the North Other

59% 26% 9% 2% 2% 2% <1% by other by car by walking by bus by bicycle by taxi by rail/metro Pan-Northern transport objectives

Transforming Improving inclusivity, economic health, and access to performance opportunities for all

Promoting and Increasing efficiency, enhancing the built, reliability, integration, historic, and natural and resilience in the environment transport system Transport connectivity and the economy

How does transport impact the economy:

• Faster, more frequent, more reliable journeys – reduced commuter and business costs (both welfare and real)

• Better matching of people to jobs (increasing quantity and quality of employment)

• Enabling dense urban centres of employment (agglomeration)

• Land-value uplift, bringing forward investment into housing, commercial and urban realm A more flexible future?

Future Climate Future of Places Prosperity North Connectivity emergency work? Housing

Distribution of key capabilities Strategic Development Corridors Major Road Network for the North

Journey Reliability

Network Efficiency

Network Resilience

Journey Quality HS2 and Northern Powerhouse Rail Pipeline of strategic rail investment Connectivity benefits, journey time improvements, capacity enhancements, and reliability improvements

Ordsall Chord, Great North Manchester Victoria North West Rail Project Station and electrification Castlefield Corridor improvements

Liverpool City Region Calder Valley upgrades upgrade Northern and TransPennine Express franchises – £1.5 billion investment

Over 500 new £60 million Franchise train carriages investment in investment and refurbished stations trains

40% increase in 2,000 extra capacity for services a 40,000 more week by passengers per 2019 day Reducing journey times further and increasing capacity between Manchester, Manchester Airport, Huddersfield, Leeds, York and Selby, and beyond to Liverpool, Hull, Scarborough, Middlesbrough and Transpennine Newcastle. Route Upgrade

40% increase in Enable better capacity for 40,000 journeys for more passengers passengers from per day 2022. HS2 is a central part of the rail proposition for the North.

Building both legs will New hub stations deliver the strategic planned at Piccadilly, reductions in journey High Speed 2 Leeds and Crewe, times and extra with improvements capacity, and support to stations beyond Northern Powerhouse the core network Rail

Birmingham to Phase 2a to Crewe Manchester in 40 in 2027 minutes Phase 2b to Yorkshire, North Liverpool to London East and North in 96 minutes West in 2033 Bring Manchester Airport within 90 Provide more minutes reach for 3 90 capacity for million more people passengers

By 2050 1.6 million will Free-up space on be able to access existing lines and local multiple places within services Northern an hour by 2050 Powerhouse compared with just Rail 52,000 today.

Integrate with HS2 and Better connect the other rail schemes to North’s economic maximise benefits for 90 assets and clusters the North + Northern Powerhouse Rail aligns closely with the development plans of the towns and cities Increasing the value of 64,000 daily road trips being served by the place, creating uplifts off the road = 800m network. Some of these in residential property road kms per year locations already have Northern in the region of up to significant commercial Powerhouse 5.4% for local areas and residential Rail that are very well development already in connected by rail. place or planned. Potential to bring Total expected uplift or forward new increase in value in the commercial and residential property residential market is estimated at development by £2.9 billion in a single making places more year (based on 2017 attractive for private Unlocks 300 hectares property values). sector investment of development through improved potential. accessibility. TfN Investment Programme

Four components of the Investment Programme: • Committed Interventions • Specific Interventions before 2027 – Already in Industry Processes • Specific Interventions before 2027 – Additional TfN Priorities • Further Potential Interventions TfN Investment Programme

Additional funding Further funding may be required once work programmes have completed

£21 – 27 billion Additional required for transformational strategic transport

£39 – 43 billion Continued levels of strategic transport funding

TfN is seeking to move to the position where it becomes responsible for a combined transport settlement for the North #onenorth @transport4north transportforthenorth.com