Public Document Pack
GREATER MANCHESTER COMBINED AUTHORITY
DATE: Friday, 27th September, 2019 TIME: 10.00 am VENUE: Bury Town Hall, Knowsley Street, Bury, BL9 0SW
AGENDA
1. APOLOGIES
2. CHAIRS ANNOUNCEMENTS AND URGENT BUSINESS
3. DECLARATIONS OF INTEREST 1 - 4
To receive declarations of interest in any item for discussion at the meeting. A blank form for declaring interests has been circulated with the agenda; please ensure that this is returned to the Governance & Scrutiny Officer at the start of the meeting.
4. MINUTES OF THE GMCA MEETING HELD ON 26 JULY 2019 5 - 24
To consider the approval of the minutes of the meeting held on 26 July 2019.
5. MINUTES OF THE GMCA AUDIT COMMITTEE HELD ON 30 JULY 2019 25 - 30
To note the minutes of the GMCA Audit Committee held on 30 July 2019.
6. MINUTES OF THE GMCA RESOURCES COMMITTEE HELD ON 26 JULY 31 - 32 2019
To note the minutes of the GMCA Resources Committee held on 26 July 2019.
7. MINUTES OF THE GMCA WASTE & RECYCLING COMMITTEE HELD ON 33 - 40 12 SEPTEMBER 2019
To note the minutes of the GMCA Waste & Recycling Committee held on 12 September 2019.
8. MINUTES OF THE GMCA STANDARDS COMMITTEE HELD ON 17 SEPTEMBER 2019 - TO FOLLOW
To note the minutes of the GMCA Standards Committee meeting held on 17 September 2019.
9. GMCA OVERVIEW & SCRUTINY COMMITTEE MINUTES OF THE MEETING HELD IN SEPTEMBER 2019
To note the minutes of the GMCA Overview & Scrutiny Committee meetings held in September 2019.
9.a ECONOMY, BUSINESS GROWTH & SKILLS - 13 SEPTEMBER 2019 41 - 52
9.b CORPORATE ISSUES & ENVIRONMENT - 17 SEPTEMBER 2019 - TO FOLLOW
9.c HOUSING, PLANNING & ENVIRONMENT - 23 SEPTEMBER 2019 - TO FOLLOW
10. MINUTES OF THE GREATER MANCHESTER TRANSPORT COMMITTEE HELD ON 13 SEPTEMBER 2019 - TO FOLLOW
To note the minutes of the Greater Manchester Transport Committee held on 13 September 2019.
11. MINUTES OF THE GREATER MANCHESTER LOCAL ENTERPRISE 53 - 58 PARTNERSHIP BOARD HELD ON 16 SEPTEMBER 2019
To note the minutes of the Greater Manchester Local Enterprise Partnership Board held on 16 September 2019.
12. GMCA APPOINTMENTS
i. To approve the appointment of Councillor Bernard Stone (Manchester) to the GM Culture & Social Impact Fund Committee.
ii. To note the appointment of Councillor Ali Illyas (Manchester) as a substitute member to the Health & Care Board.
iii. To note the appointment of Councillor Zahid Chauhan (Oldham) to the Health & Care Board.
iv. To note the appointment of Councillor Zahid Chauhan (Oldham) to the Joint Health Commissioning Board.
13. GMCA AUDIT COMMITTEE - APPOINTMENT OF ADDITIONAL 59 - 66 INDEPENDENT MEMBERS
Report of Councillor David Molyneux, Portfolio Lead for Resources &
Investment.
14. PROGRAMME FOR CHANGE - GREATER MANCHESTER FIRE & RESCUE SERVICE: PROPOSED AMENDMENTS TO OUTLINE BUSINESS CASE FOLLOWING ANALYSIS OF CONSULTATION - TO FOLLOW
Report of Andy Burnham, GM Mayor.
15. A BED EVERY NIGHT - PHASE 2 - TO FOLLOW
Report of Andy Burnham, GM Mayor.
16. GREATER MANCHESTER BREXIT PREPARATIONS UPDATE 67 - 74
Report of Councillor Richard Leese, Portfolio Lead for Economy.
17. CRICKET IN GREATER MANCHESTER 75 - 82
Report of Andy Burnham, GM Mayor.
18. DIGITAL AND CREATIVE FUND 83 - 86
Report of Councillor Richard Leese, Portfolio Lead for Economy.
19. DECARBONISING GREATER MANCHESTER'S EXISTING BUILDINGS 87 - 94
Report of Councillor Andrew Western, Portfolio Lead for Green City Region.
20. GREATER MANCHESTER SPATIAL FRAMEWORK UPDATE - TO FOLLOW
Report of City Mayor, Paul Dennett, Portfolio Lead for Housing, Homelessness & Infrastructure.
21. STOCKPORT MAYORAL DEVELOPMENT CORPORATION DELIVERY PLAN 2019 - 20 - TO FOLLOW
Report of Andy Burnham, GM Mayor.
22. GMCA CULTURE FUNDING 2020 ONWARDS 95 - 140
Report of Councillor David Greenhalgh, Portfolio Lead for Culture.
23. GREATER MANCHESTER TOWN OF CULTURE 141 - 148
Report of Councillor David Greenhalgh, Portfolio Lead for Culture.
24. ALLOCATION OF RESOURCES TO DISTRICT COUNCILS 149 - 152
Report of Councillor David Molyneux, Portfolio Lead for Resources & Investment.
25. GREATER MANCHESTER INVESTMENT FRAMEWORK PROJECT UPDATES 153 - 156
Report of Councillor David Molyneux, Portfolio Lead for Resources & Investment.
26. GREATER MANCHESTER HOUSING INVESTMENT LOANS FUND - 157 - 162 INVESTMENT APPROVAL RECOMMENDATIONS
Report of City Mayor, Paul Dennett, Portfolio Lead for Housing, Homelessness & Infrastrucutre.
27. HOUSEHOLD WASTE RECYCLING CENTRE ACCESS POLICY 163 - 184
Report of Eamonn Boylan, Chief Executive Officer, GMCA & TfGM.
28. EXCLUSION OF THE PRESS AND PUBLIC
That, under section 100 (A)(4) of the Local Government Act 1972 the press and public should be excluded from the meeting for the following items on business on the grounds that this involved the likely disclosure of exempt information, as set out in the relevant paragraphs of Part 1, Schedule 12A of the Local Government Act 1972 and that the public interest in maintaining the exemption outweighed the public interest in disclosing the information.
PART B
29. REVISION TO WASTE DISPOSAL LEVY 2019/20 185 - 188
Report of Councillor David Molyneux, Portfolio Lead for Resources & Investment.
30. STOCKPORT MAYORAL DEVELOPMENT CORPORATION DELIVERY PLAN 2019 - 20 - TO FOLLOW
Report of GM Mayor, Andy Burnham.
31. GREATER MANCHESTER FRAMEWORK AND 189 - 196 CONDITIONAL PROJECT APPROVAL
Report of Councillor David Molyneux, Portfolio Lead for Resources & Investment.
32. GREATER MANCHESTER HOUSING INVESTMENT LOANS 197 - 202 FUND - INVESTMENT APPROVAL RECOMMENDATIONS
Report of City Mayor, Paul Dennett, Portfolio Lead for Housing, Homelessness & Infrastructure.
Membership 2019/20
District Member Substitute Member
Bolton David Greenhalgh (Con) Martyn Cox Con)
Bury David Jones (Lab) Andrea Simpson (Lab)
Manchester Richard Leese (Lab) Sue Murphy (Lab)
Oldham Sean Fielding (Lab) Arooj Shah (Lab)
Rochdale Allen Brett (Lab) Sara Rowbotham (Lab)
Salford Paul Dennett (Lab) John Merry (Lab)
Stockport Elise Wilson (Lab) Tom McGee (Lab)
Tameside Brenda Warrington (Lab) Bill FairFoull (Lab)
Trafford Andrew Western (Lab) Catherine Hynes (Lab)
Wigan David Molyneux (Lab) Keith Cunliffe (Lab)
For copies of papers and further information on this meeting please refer to the website www.greatermanchester-ca.gov.uk. Alternatively, contact the following Governance & Scrutiny Officer:
[email protected] 0161 778 7009
This agenda was issued on 19 September 2019 on behalf of Julie Connor, Secretary to the Greater Manchester Combined Authority, Churchgate House, 56 Oxford Street, Manchester M1 6EU
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GMCA Meeting on 27 September 2019
Declaration of Councillors’ interests in items appearing on the agenda
NAME: ______
Minute Item No. / Agenda Item No. Nature of Interest Type of Interest
Personal / Prejudicial /
Disclosable Pecuniary Personal / Prejudicial /
Page 1 Page Disclosable Pecuniary Personal / Prejudicial /
Disclosable Pecuniary Personal / Prejudicial /
Disclosable Pecuniary Agenda Item 3
PLEASE NOTE SHOULD YOU HAVE A PERSONAL INTEREST THAT IS PREJUDICIAL IN AN ITEM ON THE AGENDA, YOU SHOULD LEAVE THE ROOM FOR THE DURATION OF THE DISCUSSION & THE VOTING THEREON.
1 QUICK GUIDE TO DECLARING INTERESTS AT GMCA MEETINGS This is a summary of the rules around declaring interests at meetings. It does not replace the Member’s Code of Conduct, the full description can be found in the GMCA’s constitution Part 7A. Your personal interests must be registered on the GMCA’s Annual Register within 28 days of your appointment onto a GMCA committee and any changes to these interests must notified within 28 days. Personal interests that should be on the register include: Bodies to which you have been appointed by the GMCA
Your membership of bodies exercising functions of a public nature, including charities, societies, political parties or trade unions. You are also legally bound to disclose the following information called DISCLOSABLE PERSONAL INTERESTS which includes: You, and your partner’s business interests (eg employment, trade, profession, contracts, or any company with which you are associated) You and your partner’s wider financial interests (eg trust funds, investments, and assets including land and property). Any sponsorship you receive. Page 2 Page FAILURE TO DISCLOSE THIS INFORMATION IS A CRIMINAL OFFENCE
STEP ONE: ESTABLISH WHETHER YOU HAVE AN INTEREST IN THE BUSINESS OF THE AGENDA If the answer to that question is ‘No’ – then that is the end of the matter. If the answer is ‘Yes’ or Very Likely’ then you must go on to consider if that personal interest can be construed as being a prejudicial interest. STEP TWO: DETERMINING IF YOUR INTEREST PREJUDICIAL?
A personal interest becomes a prejudicial interest: where the well being, or financial position of you, your partner, members of your family, or people with whom you have a close association (people who are more than just an acquaintance) are likely to be affected by the business of the meeting more than it would affect most people in the area.
the interest is one which a member of the public with knowledge of the relevant facts would reasonably regard as so significant that it is likely to prejudice your judgement of the public interest.
2 FOR A NON PREJUDICIAL INTEREST FOR PREJUDICIAL INTERESTS YOU MUST YOU MUST Notify the governance officer Notify the governance officer for the meeting as soon as you realise you have a prejudicial interest (before or during for the meeting as soon as you the meeting) realise you have an interest Inform the meeting that you have a prejudicial interest and the nature of the interest Inform the meeting that you Fill in the declarations of interest form have a personal interest and the nature of the interest Leave the meeting while that item of business is discussed
Fill in the declarations of Make sure the interest is recorded on your annual register of interests form if it relates to you or your partner’s interest form business or financial affairs. If it is not on the Register update it within 28 days of the interest becoming apparent. TO NOTE: YOU MUST NOT: You may remain in the room participate in any discussion of the business at the meeting, or if you become aware of your disclosable pecuniary Page 3 Page and speak and vote on the interest during the meeting participate further in any discussion of the business, matter participate in any vote or further vote taken on the matter at the meeting If your interest relates to a body to which the GMCA has appointed you to you only have to inform the meeting of that interest if you speak on the matter.
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4 Agenda Item 4
MINUTES OF THE GREATER MANCHESTER COMBINED AUTHORITY MEETING HELD ON 26 JULY 2019 AT OLDHAM CIVIC CENTRE
PRESENT:
Greater Manchester Mayor Andy Burnham (In the Chair) Greater Manchester Deputy Mayor Baroness Bev Hughes Bolton Councillor David Greenhalgh Bury Councillor David Jones Manchester Councillor Sue Murphy Oldham Councillor Sean Fielding Rochdale Councillor Allen Brett Salford City Mayor Paul Dennett Stockport Councillor Elise Wilson Tameside Councillor Brenda Warrington Trafford Councillor Andrew Western Wigan Councillor David Molyneux
OTHER MEMBERS IN ATTENDANCE:
Rochdale Councillor Sara Rowbotham Rochdale Councillor Janet Emsley Tameside Councillor Leanne Feeley
OFFICERS IN ATTENDANCE:
GMCA - Deputy Chief Executive Andrew Lightfoot GMCA – Monitoring Officer Liz Treacy Office of the GM Mayor Kevin Lee
Bolton Tony Oakman Bury Geoff Little Manchester Joanne Roney Oldham Caroline Wilkins Rochdale Steve Rumbelow Salford Charlotte Ramsden Stockport Mark Fitton Tameside Steven Pleasant Trafford Sara Todd Wigan Alison McKenzie-Folan GMCA Claire Norman GMCA Sylvia Welsh GMCA Nicola Ward
Page 5 GMCA 154/19 APOLOGIES
RESOLVED /-
That apologies were received from Councillor Richard Leese (Manchester) – Councillor Sue Murphy attending, Councillor Jenny Bullen (Wigan), Councillor Bev Craig (Manchester), Councillor Mark Aldred (GM Transport Committee), Eamonn Boylan (GMCA & TfGM), Jim Taylor (Salford) – Charlotte Ramsden attending and Pam Smith (Stockport) – Mark Fitton attending.
GMCA 155/19 CHAIR’S ANNOUNCEMENTS AND URGENT BUSINESS
The GM Mayor informed the meeting that the Good Employment Charter had been launched this week and building on that the GMCA Resources Committee had just received a report earlier today advising that the GMCA was the first Combined Authority to virtually eliminate its gender pay gap (0.1%).
RESOLVED /-
That it be noted that the GMCA was the first Combined Authority to virtually eliminate its gender pay gap (0.1%) and that the GMCA record its thanks Eamonn Boylan, Chief Executive Officer, GMCA & TfGM and officers at the GMCA who have enabled this to be achieved.
GMCA 156/19 DECLARATIONS OF INTEREST
RESOLVED /-
That it be noted that Councillor Sue Murphy declared a personal interest in relation to items 17 (Skills Investment – Programme & Priorities) and 19 (Devolution of the Adult Education Budget) as the Chair of the LTE Group (Manchester College and Total People).
GMCA 157/19 GMCA APPOINTMENTS
RESOLVED /-
1. That the appointment of Councillor David Jones (Leader of Bury Council) to the GMCA, following the resignation of Councillor Rishi Shori be noted.
2. That the appointment of that Councillor David Jones as portfolio lead for Young People & Cohesion be noted.
2 Page 6 3. That the appointment of Councillor David Jones (Bury) as a substitute member to the Health and Social Care Board be noted.
4. That the appointment of Councillor Martyn Cox (Bolton) to the Manchester Growth Company Board be approved.
5. That the appointment of Councillors Jude Wells (Stockport), David Molyneux (Wigan) and David Jones (Bury) as substitutes members to the Joint Health Commissioning Board be noted.
6. That the appointment of Councillor Beth Mortenson and Councillor David Jones (as substitute) by Bury MBC to the Greater Manchester Transport Committee be noted.
GMCA 158/19 MINUTES OF THE GMCA MEETING HELD ON 28 JUNE 2019
The minutes of the GMCA meeting held 28 June 2019 were submitted for consideration.
RESOLVED /-
That the minutes of the meeting held 28 June 2019 be approved as a correct record, subject to the removal of Councillor Aasim Rashid and the inclusion of Councillor Faisal Rana (Rochdale) to the list of those in attendance at the meeting.
GMCA 159/19 GMCA OVERVIEW & SCRUTINY COMMITTEES – MINUTES OF THE MEETINGS HELD IN JULY 2019
RESOLVED /-
1. That the minutes of the Economy, Business Growth & Skills Overview & Scrutiny Committee held on 12 July 2019 be noted.
2. That the minutes of the Housing, Planning & Environment Overview & Scrutiny Committee held on 11 July 2019 be noted.
3. That the minutes of the Corporate Issues & Reform Overview & Scrutiny Committee held on 16 July 2019 be noted.
GMCA 160/19 GMCA RESOURCES COMMITTEE - MINUTES OF THE MEETINGS HELD ON 27 JUNE & 12 JULY 2019
RESOLVED /-
3 Page 7 1. That the minutes of the GMCA Resources Committee meetings held on 27 June & 12 July 2019 be noted.
2. That the appointment of Steve Wilson as the GMCA Treasurer, as recommended by the GMCA Resources Committee on 12 July 2019 be approved.
GMCA 161/19 GREATER MANCHESTER TRANSPORT COMMITTEE – MINUTES OF THE MEETING HELD 12 JULY 2019
RESOLVED /-
1. That the minutes of the Greater Manchester Transport Committee held 12 July 2019 be noted.
2. That the decision of the GM Mayor to appoint Councillor Mark Aldred as the Chair of the GMC Transport Committee be noted.
GMCA 162/19 GREATER MANCHESTER WASTE & RECYCLING COMMITTEE – MINUTES OF THE MEETING HELD 18 JULY 2019
RESOLVED/-
1. That the minutes of the Greater Manchester Waste & Recycling Committee held 18 July 2019 be noted.
2. That the appointment of Councillor Alison Gwynne as the Chair of the GM waste & Recycling Committee, as recommended by the Committee be agreed.
GMCA 163/19 GREATER MANCHESTER LOCAL ENTERPRISE PARTNERSHIP – MINUTES OF THE MEETING HELD 15 JULY 2019
RESOLVED/-
That the minutes of the Greater Manchester Local Enterprise Partnership held on the 15 July 2019 be noted.
GMCA 164/19 GREATER MANCHESTER MODEL – WHITE PAPER ON UNIFIED PUBLIC SERVICES FOR THE PEOPLE OF GREATER MANCHESTER
The GM Mayor introduced a report providing Members with an overview of the updated White Paper on Unified Public Services for the people of GM and thanked colleagues across the GMCA for the efforts undertaken within local authorities to progress the GM Model which was based on a shared journey across organisations
4 Page 8 and a joint vision for placed based architecture for early intervention. It had been said that this model had the potential to establish the first population health system in the UK, and the report specifically highlighted its strategic significance in relation to the GM Spending Review submission and the ongoing conversations with Government in relation to pertaining the future freedoms and flexibilities to support its delivery. Members were thanked for their valuable scrutiny of the model, and comments received during the consultation phase had been incorporated into this final draft. Comments had been received specifically from the political group in Stockport and they had been incorporated. The challenge now was to implement the model.
RESOLVED/-
1. That the updated version of the White Paper on Unified Public Services for the People of GM, which actively supported the place-led approach to implementation be endorsed.
2. That the significance of the White Paper as part of GMCA’s spending review submission be noted.
3. That the points made by stakeholders and localities following the extended local engagement and consultation phase be noted.
4. That it be agreed that through existing GMCA arrangements, political leaders and senior officers, take an active role in the decision making around future progress of the model, as set out in the White Paper, in particular agreeing governance structures.
5. That it be noted that implementing the GM Model, as described in the White Paper, does not require, and was not intended for, any transfer of statutory responsibilities from public bodies to the GMCA.
6. That the input and challenge from Stockport MBC politicians to increase political participation in place-based working be welcomed.
GMCA 165/19 GREATER MANCHESTER SCHOOL READINESS PROGRAMME
Councillor David Jones, Portfolio Lead for Young People and Cohesion, introduced a report that provided an update on the school readiness programme and sought approval to use the £2.1m received from the GM Health & Care Partnership Transformation Fund to deliver the programme as outlined in the Delivery Plans.
Members of the GMCA welcomed the investment within early years, and commented that following previous investment outcomes were being realised within the lives of children and young people as they progressed through education, training and into the workplace. Recent figures had highlighted that there were 200 more children
5 Page 9 across GM achieving the school readiness levels at the end of 2018-19 compared to the previous year, further evidencing the importance of early year’s intervention.
RESOLVED /-
1. That it be agreed that the school readiness programme delivery plans for 2019/20 - 20/21 be funded through the £2.1m received from the Health & Care Partnership Transformation Fund.
2. That the allocation of the funding to the programme areas outlined in paragraph 5.2 of the report be approved.
GMCA 166/19 IMPLEMENTING THE GREATER MANCHESTER FIVE-YEAR ENVIRONMENT PLAN
Councillor Andrew Western, Portfolio Lead for Green City Region, introduced a report that provided an indicative budget from retained business rates for approval. The funding identified was clearly insufficient to deliver the ambitious action plan, however it will support opportunities to identify match funding to act as a lever to access other funding sources. An additional recommendation was tabled at the meeting requesting the GMCA to declare a climate change emergency recognising the significance of the issue we are facing. In stating this, the GMCA were further emphasising the need for actions to ensure that our climate change ambitions can be delivered.
GM has already come a long way in tacking the climate crisis, and the Five Year Environment Plan provides a strong platform to tackle the crisis with clear and transparent deliverable actions identified to achieve the 2038 goal for climate change to be reached.
Councillor Brenda Warrington, Leader of Tameside Council and Chair of the Greater Manchester Pension Fund expressed her support of the call to declare a climate change emergency and informed the CA that although the Pension Fund was a separate entity it was strongly aligned to the ambitions of the Environment Plan. Efforts to manage the risk that climate change has on pension investments had already been taken, and an ongoing commitment to responsible investment had been made. Greater Manchester Pension Fund had in fact pledged 2 years ahead of the Government to become 100% net carbon neutral by 2050 at the very latest, but will be continuing to work hard to achieve this sooner. These efforts to date have been recognised by the House of Commons Environmental Audit Committee describing the GM Pension Fund as having the highest levels of engagement of all UK Pension Funds to manage the risks that climate change poses to UK pension investments.
Despite recent discussions with Fossil Free GM, on the 19 July whilst a meeting was taking place, a non-peaceful protest took place outside Guardsman Tony Downes building. Resulting in high levels of distress for those who were in the building, the
6 Page 10 family of Tony Downes and others who witnessed the graffiti and abuse given by the supporters of Fossil Free GM.
The GM Mayor advised that it was important to recognise that the GM Pension Fund supported the ambitions of the GM Five Year Environment Plan. He also condemned the actions of the protestors at the Pension Fund building.
Further members of the GMCA endorsed the Five Year Environment Plan and emphasised the importance of delivering on the actions it sets out to ensure GM can meet its commitments to carbon neutrality. They recognised the key role that the voluntary and community sector had in supporting behavioural change, and the need to scale up the positive work that was already taking place in certain areas of GM. However, Members urged that Government needed to take an active role in supporting GM to deliver this agenda, given the current economic climate and public sector resource constraints it was difficult for local authorities to deliver the Governments 2050 targets, let alone their local targets. The meeting was also reminded that GM had established a strategic policy framework to deliver zero carbon homes by 2028.
Members acknowledged the work of GM Authorities in progressing their green principles. The positive role of the GM Pension Fund and Manchester Airport was also welcomed, further emphasising the credible and advanced position of Greater Manchester in relation to carbon neutrality.
Councillor David Greenhalgh, added his support to the recommendations with a plea that realistic goals and realistic outcomes be established.
Councillor Brenda Warrington was thanked for her work as the Chair of the GM Pension Fund in progressing the carbon neutrality agenda.
Councillor Andrew Western was thanked for his work on this agenda, progressing GM towards the 2038 carbon neutral goal and further supporting the Government’s ambitions.
RESOLVED /-
1. That the release £1m from the retained business rates reserve (over 19/20- 21/22) to support the implementation of the 5 Year Environment Plan be agreed.
2. That authority be delegated to the GMCA Treasurer, in consultation with the Portfolio Lead and Lead Chief Executive for Green City Region, for individual expenditure decisions within this £1m, including approval of any consequent grants to districts from this money where appropriate.
3. That the findings of the Intergovernmental Panel on Climate Change (IPCC) report ‘Global warming of 1.5°’ published on 8 October 2018, be noted in particular:
7 Page 11 That human activities were estimated to have already caused approximately 1.0°C of global warming above pre-industrial levels
That if we continue at the current rate, we are likely to surpass the Paris Agreement target of 1.5°C as early as 2030
That at the current level of commitments, the world was on course for 3°C of warming with irreversible and catastrophic consequences for humans and the natural world
4. That the GMCA believed that:
The impacts of global temperature rise above 1.5°C, were so severe that Governments at all levels must work together and make this their top priority
As well as large-scale improvements in health and wellbeing around the world, bold climate action could deliver economic benefits in terms of new jobs, economic savings and market opportunities
As urban populations increased, greater consideration of how urban systems could develop sustainability would be required
5. That the GMCA declare a ‘climate emergency’ to support the delivery of the GM 5 Year Environment Plan.
6. That it be agreed to establish a Green City Region Board and Partnership Group, building on the existing Low Carbon Hub Board, with a remit to:
Monitor progress against the carbon budgets set out in the 5 Year Environment Plan and to achieve a challenging target date of 2038 for carbon neutrality or earlier if possible
Take a mission based approach to achieving this target date as part of our Local Industrial Strategy agreed with Government, and to ensure we maximise the economic opportunities presented by the move to carbon neutrality
Consider systematically the climate change impact of each area of the GMCA’s activities
Make recommendations and set an ambitious timescale for reducing these impacts in line with the tasks set out in the 5 Year Environment Plan
Assess the feasibility of requiring all report risk and procurement assessments to include Carbon Emission Appraisals, including presenting alternative approaches which reduce emissions wherever possible
8 Page 12 Report to GMCA every six months on progress and actions required to take to address this emergency and how it will work with GM Districts to develop a Mission Based Approach to implementation
7. That it be agreed to task a director level officer with responsibility for reducing as rapidly as possible, the carbon emissions resulting from the GMCA’s activities.
8. That it be agreed to equip staff, particularly those involved with buildings, energy and transport management and procurement of goods and service, with an awareness of the CO2 costs and impacts of everyday activities, and the ability and motivation to reduce emissions.
9. That it be agreed that reducing emissions from aviation was an important international issue, which has been accounted for prior to setting GM’s carbon reduction targets. Since 2015, Manchester Airport’s direct emissions, including those from the airports terminals, infrastructure and owned vehicles, have been carbon neutral. There was a long-term plan to reduce emissions from UK aviation – the Sustainable Aviation Carbon Roadmap. In the future, the aviation industry would be a significant buyer of ‘market-based measures’ for carbon capture and storage. GM will work with Manchester Airport and others to explore the opportunity to provide local carbon sequestration credits, building upon our aspiration of a green economy with enriched habitats.
10. That tackling climate change was everybody's responsibility.
11. That it be noted that the work of the GM Pension Fund (GMPF) in addressing Climate Change, more specifically to become 100% net carbon neutral by 2050 at the latest, was aligned with the additional recommendations tabled at the meeting.
12. That it be noted that the GMPF does not hold any direct holdings in fracking.
13. That the GMCA agree that the recent activity of Fossil Free GM in attacking Guardsman Tony Downes House, GMPF offices, was disappointing and unacceptable, notwithstanding the cost to the public in responding to the incident.
14. That the GMCA record its thanks to Councillor Brenda Warrington for her work as Chair of GMPF in supporting the work to address climate change.
15. That it be agreed that the GM Mayor write to the Prime Minister to inform them that GMCA has declared a climate emergency, with a request from Government to provide the resources and powers necessary to deal with it.
16. That the GMCA record its thanks to Councillor Andrew Western for his work on the Green City Region Agenda, and the implementation of the 5 Year
9 Page 13 Environment Plan which would be a significant contributor towards the achievement of the Government’s low carbon targets.
GMCA 167/19 CLEAN AIR UPDATE
Councillor Andrew Western, Portfolio Lead for Green City Region, introduced a report, which provided an update on the progress in developing the GM Clean Air Plan, summarising the Government’s feedback on the Outline Business Case and outlining plans for the schedule of works to develop the full business case.
Members were advised that GM’s submission, included a series of ‘asks’ of Government to support delivery, including support for the retrofitting of commercial vehicles, and the potential for a scrappage/swapping scheme. Currently similar schemes are already available in London, such as the clean taxi fund that should equally be available for GM.
The Government’s response to the Outline Business Case has been disappointing with a request for further details and evidence. GM was aware that significant action was required to reduce air pollution and the impact on health. However, it has been made clear that support was needed to implement measures to upgrade vehicles before a charge could be introduced given the negative impact on the most disadvantaged communities and small businesses.
The GM Mayor added that there should not be a single business impacted negatively as a result of this scheme and it must be implemented in partnership with Government for it to be successfully integrated across GM. He advised that he would seek a meeting with the Secretary of State and continue to press for meetings on this issue.
RESOLVED /-
1. That the report be noted.
2. That the additional information requested in response from Government to the submission of the Outline Business Case (OBC) was largely already included in the OBC.
3. That it be noted that correspondence with the new Secretary of State had already begun.
4. That it be noted that work will continue to press for meetings with Ministers with a view to seeking Government funding to deliver the Clean Air Plan in a managed way so that there was no impact on small businesses and individuals.
10 Page 14 GMCA 168/19 VOLUNTARY SECTOR ACCORD
Councillor Allen Brett, Portfolio Lead for Community, Cooperatives & Inclusion, introduced a report that provided an update on the work which had taken place presenting information on the policy paper development by the reference group to support for Reform White Paper, Local Industrial Strategy and Health and Care Prospectus. The report also sought a review of the investment in the voluntary, social and community enterprise sector in light of the policy paper including grant funding. towards to implementation of a Voluntary Sector, Community and Social Enterprise Accord. Members were reminded that the deadline for the call for evidence by the GM Co-Operative Commission to inform the Co-operative model for GM was the 1 September, with evidence was still required for transport and housing.
The meeting was also reminded of the significant outcomes where contracts had been awarded to voluntary sector organisations.
The GM Mayor added that the success of ‘a bed every night’ could also be highly attributed to the support of the voluntary and community sectors, and thanked GM colleagues for all the support to the programme throughout phase 1, and continued support as the programme moved into phase 2.
RESOLVED /-
1. That the update provided on progress made to deliver the GM VCSE Accord be noted.
2. That the development of the VCSE Policy Paper be noted.
3. That the role of the Voluntary Sector & Community Enterprises in delivering and responding to the needed of the community be acknowledged.
4. That the proposal to review GMCA investment with VCSE organisations in the light of the evolving GM policy context, including the grant funding which goes into VCSE infrastructure organisations at a GM level, with report to be submitted on completion of this review, be approved
5. That it be noted that the deadline for the call for evidence by the GM Co- Operative Commission to inform the Co-operative model for GM was the 1 September, with evidence still required for transport and housing.
6. That the arrangements for Phase 2 of a ‘Bed Every Night’ programme would be made available following the next meeting of the Homelessness Programme Board.
11 Page 15 GMCA 169/19 BREXIT PREPARATIONS UPDATE REPORT
Councillor Sue Murphy, Manchester City Council introduced a report which provided an update on the preparation underway across GM for Brexit and the potential mitigating actions to minimise the impact should the UK exit the EU without a deal. There had been recent rapid changes in relation to Brexit not least the appointment of a new British Prime Minister and the potential of a no-deal exit from the EU seeming more likely. Clarity was still outstanding on the progress of the Shared Prosperity Fund. Any devolution of powers back to the UK needed to be devolved to the regions rather than held centrally by Government.
There were concerns that the potential funding identified for a ‘no deal’ scenario was determined no longer required by Government’s newly appointed Cabinet. Members felt that those funds were necessary more than ever to mitigate the economic position following the result of no-deal Brexit. It was also felt that some residents were not aware of the potential impact of a no-deal Brexit and the GMCA should continue to share its knowledge of the realistic outcomes with communities, businesses and residents.
Councillor David Greenhalgh added that this new cabinet seemed to be more united and had already made it clear to the EU that they would prefer a deal, but would also be prepared to leave without one if necessary. He urged the GMCA to show a collaborative approach to Government in order to achieve the best outcomes for all.
Members asked that future reports to the GMCA regarding Brexit, include specific detail as to the actual impact of a no-deal scenario on the business sectors and residents of GM and that detailed information be sought from Government to assist GM in planning for these outcomes.
RESOLVED /-
1. That the report and the increased likelihood of a ‘No Deal’ announcement and the detrimental impact on the residents of GM and the preparedness work underway be noted.
2. That clarification be sought on funding as soon possible, in particular the Shared Prosperity Fund as a replacement for European Funding, particularly to deal with any economic show that may occur as a result of Brexit.
3. That GM should push for a Devolution Agreement that was fit for purpose to deal with repatriation and those powers that were returning to the UK. Those powers need to be devolved and not held centrally by Government.
4. That the update on the work of a cross-party group undertaken with the LGA be noted.
12 Page 16 5. That future Brexit reports have a specific details on the impact of ‘No-Deal’ Brexit on residents and businesses.
GMCA 170/19 SKILLS INVESTMENT – PROGRAMME & PRIORITIES
Councillor Sean Fielding, Portfolio Lead for Education, Skills, Work & Apprenticeships took Members through a report which set out an approach for bringing forward innovative skills provision linked to employer needs to further strengthen the skills gap and builds upon the sector approach as detailed in the GM Industrial Strategy.
RESOLVED /-
1. That the proposed programme and priorities identified for an “Investment Pot for Skills” be approved.
2. That authority be delegated to the Lead Chief Executive for Skills in consultation with the Skills Portfolio Lead to approve the development of a prospectus.
3. That authority be delegated to the GMCA Treasurer, in consultation with the Skills Portfolio Lead and Chief Executive, to approve individual investment decisions following commissioning.
GMCA 171/19 DEVOLUTION OF THE ADULT EDUCATION BUDGET
Councillor Sean Fielding, Portfolio Lead for Education, Skills, Work & Apprenticeships introduced a report which provided an update on the progress of the devolution of the Adult Education Budget (AEB) to the GMCA from the 1 August 2019 together with an update on the commissioning of AEB provision following the conclusion of the a recent procurement exercise.
RESOLVED /-
1. That the conclusion of the Adult Education Budget commissioning process and the selected providers be noted.
2. That the significant flexibilities that the devolution of the Adult Education Budget has enabled GM to introduce, to improve outcomes for GM resident, as set out in the report, be welcome, including: Ensuring free education and training for all residents without a first level 2 qualification Providing free learning for employed residents earning below the national living wage Providing funded units of advanced training and education at level 3
13 Page 17 Providing free British Sign Language (BSL) provision for residents for whom BSL is their first language, bringing BSL into line with entitlements around English Testing the impact of packages of wraparound support for priority sectors, including licence to practice (LTP) where it is linked to a job outcome Ensuring that all providers delivering GMCA funded AEB provision (including colleges) are Good or Outstanding Better aligning adult skills provision and employment support for residents Ensuring value for money and maximising the funding going to front-line delivery
GMCA 172/19 NIGHT TIME ECONOMY BLUEPRINT
The GM Mayor introduced the GM Night Time Economy Blueprint which outlined the draft GM Night Time Economy Blue Print developed by the Night Time Economy Advisor, Sasha Lord and the draft survey co-developed by TfGM.
The GM Mayor welcomed Sasha Lord to the meeting and invited him to share his vision for the Blueprint who explained that the night-time economy had been classified as any activities taking place between 6pm-6am. There were well- established arrangements in place to support the night-time economy across GM; the role of the Advisor could help to further strengthen those arrangements through a clear focus on the key points of commonality – safety, connectivity, diversity, skills, careers & wellbeing and regeneration & international reputation.
The GM Mayor thanked Sasha Lord and the Panel for their work to date acknowledging the importance of the night time workforce. The Blueprint would support the regeneration of town centres, and members of the GMCA were urged to take up the offer of the bespoke support available from the Night-time Economy Advisor. Some GM Local Authorities had already engaged, resulting in the re- invigoration of their town centre task forces, town centre partnerships and had encouraged new thinking about the local night-time offer including the role of cultural offers to revive town centres.
Members shared some particular night time economy successes such as Altrincham Market (Trafford) and The Fire Within (Wigan) which had been further catalysts for economic growth and aspirations towards purple flag awards.
It was felt that this Blueprint was a strong strategic document that linked across a number of GM ambitions. The GM Mayor requested the Panel consider the role they could play in encouraging night time businesses to sign up to the Good Employment Charter. The potential to dovetail the work with the Town Centre Challenge submissions was also highlighted.
RESOLVED /-
14 Page 18 1. That the content of the Night-time Economy Blueprint be agreed.
2. That the contents of the Night-time Transport Survey be noted.
3. That the GMCA record its thanks to Sasha Lord and GMCA members and officers for progressing work on the Blueprint.
4. That the panel be requested to look at ways to encourage night-time employers to sign up to the Good Employment Charter.
GMCA 173/19 GMCA CAPITAL UPDATE 2019/20
Councillor David Molyneux, Portfolio Lead for Resources & Investment introduced a report that presented an update in relation to the GMCA 2019/20 capital expenditure programme.
RESOLVED /-
1. That the current 2019/20 forecast compared to the 2019/20 capital budget be noted.
2. That the giving of grants to GM Districts where applicable be approved.
3. That the revised budget for the Clean Bus Fund following award of grant allocations for 2019/20, as detailed in paragraph 5.6 of the report, be approved.
4. That Full Approval for the Salford Bolton Network Improvement Salford Delivery Package 4 Pendleton town centre and the associated release of funding of £2.823 million from the Local Growth Deal to enable the delivery of the scheme as detailed in section 7 be granted.
5. That the addition to the Capital programme of four schemes within the Growth Deal minor works programme, as detailed in section 9 of the report, be approved.
6. That the transfers to GM Districts for the Highways Maintenance, National Productivity Fund and Pot-Hole Funding, as detailed in paragraph 10.4 of the report, be approved.
7. That the addition to the Capital programme for Homes Communities Agency Empty Homes Programme, as detailed in paragraph 11.5 to 11.6 of the report, be approved.
8. That the revised budget for the Pankhurst Centre, which will now be spent in 2019/20 and 2020/21, as detailed in paragraph 11.18 of the report, be approved.
15 Page 19 9. That the decision that has been taken by the LEP board in July with regards to management of Local Growth Deal be approved and that authority be delegated to the GMCA Treasurer to amend the funding sources and allocations as set out in Para 11.19, including approval of any consequent grants to districts from this money where appropriate.
GMCA 174/19 GMCA REVENUE UPDATE 2019/20
Councillor David Molyneux, Portfolio Lead for Resources & Investment introduced a report which informed the GMCA of the 2019/20 forecast revenue outturn position at the end of June 2019 that showed a good position with the Controlling Migration Fund being returned back to Local Authorities.
RESOLVED /-
1. That the Mayoral General forecast revenue outturn position for 2019/20 which shows an underspend against budget of £1.6 million be noted.
2. That the Mayoral General – Fire forecast revenue outturn position for 2019/20 which shows an underspend against budget of £1.8 million be noted.
3. That it be noted that the Mayoral General – Fire forecast does not incorporate the potential outcomes of the decision making process on the Programme for Change Outline Business Case.
4. That the GMCA General budget forecast revenue outturn position for 2019/20, which was in line with budget, be noted.
5. That the Transport forecast revenue outturn position for 2019/20, which was in line with budget, be noted.
6. That the GM Waste forecast revenue outturn position for 2019/20, which was in line with budget, be noted.
7. That the TfGM forecast revenue outturn position for 2019/20, as detailed paragraph 4.1 of the report, be noted.
8. That the increase to the Mayoral General – Fire budget of £0.8 million, as detailed in paragraph 3.8 of the report, be approved.
9. That the increase to the GMCA General budget of £24.6 million, as detailed in paragraphs 3.9 – 3.27 of the report, be approved.
10. That the increase to the Transport budget of £5 million, as detailed in paragraph 3.29 of the report, following confirmation of grant balances in earmarked reserves, be approved.
16 Page 20
11. That the adjustment to the Transport Levy, as detailed in paragraphs 3.30 – 3.33 of the report, following the Transport Order approval in April 2019, be approved.
12. That it be agreed that the grants payable to GM Districts would be reduced by the same value of the Transport levy adjustment.
13. That the refunds to GM Districts in regards to Waste, as detailed in paragraph 3.35 of the report, be approved.
14. That the disbursement of £0.85 million between the 10 GM Districts for the Controlling Migration Fund, as detailed in paragraph 5.1 of the report, be approved.
GMCA 175/19 CONCESSIONARY PASS UPDATE
The GM Mayor Andy Burnham introduced a report that sought approval for an annual charge for older people to access the enhanced concessionary travel scheme, which enabled free travel within GM. He reminded the GMCA that the incentive was to provide a comparative charging scheme for other concessionary passes. Bus travel would remain completely free for older people, with the option to access an enhanced scheme that offers free travel on rail and Metrolink for £10 a year. He confirmed that money generated from this charge would be invested into improving bus services.
Members of the GMCA expressed some concern regarding implementing an annual charge for free Metrolink and rail services, however were aware that difficult decisions had to be made in order to ensure bus reform could be delivered, and that this proposal would further bring some parity across concessionary passes. However, Members urged that these type of charges do not mitigate the need for sustainable funding for the public transport network.
Members further added that there needed to be a clear communications plan to ensure passengers clearly understood the scheme.
The GM Mayor summarised that the key to this proposal was equal treatment across all concessionary fares and that at 19p per week for free rail and Metrolink was a relatively cost effective way for older people to travel.
RESOLVED /-
1. That the proposal to introduce an annual charge of £10 for ‘older people’, as defined in paragraph 1.14 of the report, to access the enhanced (Metrolink and train only) local concessionary travel scheme within GM be approved.
17 Page 21 2. That it be noted that this proposal does not change any person’s eligibility for the statutory English National Concessionary Scheme (ENCTS) under the Concessionary Bus Travel Act 2007 that allows free off-peak travel on all local bus services anywhere in England from 09:30 until 23:00 on weekdays and all day at weekends and on Bank Holidays, or the local enhancement that extends the statutory scheme to midnight on weekdays in GM.
3. That it be noted that this was forecast to generate an annual income of c£1.25 million that will be ring fenced for investment in transport services, including, in particular, the bus network and the continued provision and enhancement of local concessionary travel schemes.
4. That it be noted that a detailed delivery plan will be developed. The plan would include an assessment of the development and implementation costs associated with the proposal that would be funded from a top slice from the first year’s (2019/20) income and from existing budgets, with the final allocation being determined in consultation with the GMCA Treasurer.
5. That it be noted that, based on an initial assessment, it was considered that January 2020 was the earliest date that the proposal could be implemented.
6. That authority be delegated to the Chief Executive Officer, GMCA & TfGM and the TfGM Director of Finance and Corporate Services, in consultation with the GMCA Treasurer to approve the required decisions to ensure the delivery of the proposal, including any updates required to the Local Concessionary Travel Scheme.
7. That it be agreed that there was still some work to be undertaken on the public messaging to avoid any confusion.
GMCA 176/19 GREATER MANCHESTER RAIL PROSPECTUS
The GM Mayor, Andy Burnham took Members through a report that informed the GMCA of the plan to publish a GM Prospectus for Rail, including proposed content, timescale and objectives. He reported that rail commitments were now more visible across all political parties, but that substantial Government investment into the rail industry in GM was needed to ensure the delivery of a truly integrated public transport service.
Greater Manchester would like to see fully devolved rail services to the GMCA and Mayor, enabling the development of tram/train services to strengthen and widen the transport offer.
RESOLVED /-
1. That the development of the GM Prospects for Rail be endorsed.
18 Page 22
2. That authority be delegated to the Chief Executive Officer, GMCA & TfGM, in consultation with the GM Mayor to approve the final draft of the prospectus.
GMCA 177/19 HS2 PHASE 2B DESIGN REFINEMENT CONSULTATION – GM RESPONSE APPROACH
The GM Mayor, Andy Burnham introduced a report that provided an overview of the proposed approach to responding to the HS2 Phase 2B Design Refinement Consultation.
RESOLVED /-
1. That the contents of the report be noted.
2. That authority be delegated to the Chief Executive Officer, GMCA & TfGM, in consultation with the GM Mayor and the lead planning authority to approve the final response to the consultations.
GMCA 178/19 GREATER MANCHESTER INVESTMENT FRAMEWORK / GREATER MANCHESTER HOUSING INVESTMENT FUNDS – DELEGATION OF AUTHORITY
Councillor David Molyneux, Portfolio Lead for Resources & Investment, introduced a report which sought agreement to temporarily delegate authority to officers, in conjunction with the relevant Portfolio Holder to approve projects for investment.
RESOLVED /-
1. That authority be delegated to the GMCA Chief Executive Officer and GMCA Treasurer, in consultation with the GM Mayor and the Portfolio Lead for Resources & Investment, to approve GM Investment Framework funding and approve any urgent variations on amounts and terms for already approved loans during the period 27 July to 26 September 2019.
2. That authority be delegated to the GMCA Chief Executive and the GMCA Treasurer, in consultation with the GM Mayor and the Portfolio Lead for Planning, Housing & Homelessness, to approve GM Housing Investment Loan Fund funding and approve any urgent variations on amounts and terms for already approved loans during the period for the period 29 July 2019 to 26 September 2019.
3. That it be noted that recommendations approved under the delegation would be subject to the usual due diligence processes and would be reported to the GMCA at the next available meeting.
19 Page 23
20 Page 24 Agenda Item 5
MINUTES OF THE GREATER MANCHESTER COMBINED AUTHORITY AUDIT COMMITTEE, HELD ON TUESDAY 30 JULY 2019 AT CHURCHGATE HOUSE, MANCHESTER
PRESENT:
Gwyn Griffiths (Chair) Independent Member
Catherine Scivier Independent Member
Councillor Mary Whitby Bury Council
Councillor Colin McLaren Oldham Council
Councillor Sarah Russell Manchester City Council
Councillor Chris Boyes Trafford Council
ALSO PRESENT:
Daniel Watson Mazars External Auditor
Mark Kirkham Mazars External Auditor
OFFICERS:
Richard Paver GMCA Treasurer
Sarah Horseman GMCA Audit and Assurance
Damian Jarvis GMCA Internal Audit
Amanda Fox GMCA Finance
Helen Fountain GMCA Finance
Steve Annette GMCA Governance and Scrutiny
AC 19/52 APOLOGIES
No apologies for absence were received
AC 19/53 DECLARATIONS OF INTEREST
Members were asked to declare any personal or prejudicial interests in relation to any of the items appearing on the agenda for the meeting. There were no items of personal or prejudicial interests declared.
Page 25 AC 19/54 MINUTES OF THE GMCA AUDIT COMMITTEE MEETING HELD ON 18 JUNE 2019
The minutes of the meeting of the GMCA Audit Committee held on 18 June 2019 were submitted.
RESOLVED/-
1) That the minutes of the meeting of the GMCA Audit Committee held on 18 June 2019, be approved as a correct record.
2) That it be noted that Councillor Sarah Russell (Manchester City Council) had been appointed as a Member of the Audit Committee for the Municipal Year 2019/20.
3) That it be noted that in relation to Minute Ref AC/19/44 ‘The Chair to meet the Chair of the GMCA/GMP Joint Audit Panel in the upcoming weeks’, this had not yet happened.
AC 19/55 MINUTES OF THE GMCA/GMP JOINT AUDIT PANEL HELD ON 18 JUNE 2019
The minutes of the meeting of the GMCA/GMP Joint Audit Panel, held on 18 June 2019 were submitted for information.
Richard Paver, GMCA Treasurer, reported that there was one error in the Minutes. He added that he had raised the matter at the GMCA / GMP Audit Panel earlier in the day. It was in relation to the Mayor being in post for the year 2016/17 for a thirteen-month period, which was actually the final period of the Police and Crime Commissioner. The Minutes would therefore be amended accordingly.
RESOLVED/-
1) That the minutes of the meeting of the GMCA/GMP Joint Audit Panel held on 18 June 2019 be noted, subject to the correction identified.
AC 19/56 GMCA 2019/2020 ANNUAL GOVERNANCE STATEMENT
Consideration was given to the GMCA 2018/19 Annual Governance Statement (AGS) attached at appendix A, to accompany the GMCA Statement of Accounts. The draft AGS was considered and endorsed by the Audit Committee at its meeting on 18 June 2019. Richard Paver, GMCA Treasurer reported that the comments, which had been made in relation to draft AGS at the previous meeting of the Audit committee, had been fed back and incorporated. He added that the only point of substance added was around the HMICFRS inspection of the Fire Service and that the AGS had been shared with Mazars, who had reflected on its content as part of the value for money work.
2 Page 26
RESOLVED/- 1) That the GMCA 2018/19 Annual Governance Statement, which is to signed by the GM Mayor and the Chief Executive of the GMCA and published with the GMCA’s Statement of Accounts for 2018/19, be approved. AC 19/57 DRAFT LETTER OF REPRESENTATION Richard Paver, GMCA Treasurer, introduced the Draft Annual Governance Statement, as provided by Mazars. He added that this was a standard letter of representation and there had been no specific amendments made and that he would be signing immediately prior to the audit being completed.
RESOLVED/-
1) That the Draft Annual Governance Statement, as provided by Mazars, be noted. AC 19/58 GMCA AUDIT COMPLETION REPORT – YEAR ENDING 31 MARCH 2019
Mark Kirkham, Mazars External Auditor, introduced the report. He added that the timetable was tight in order for officers to prepare a compliant set of financial accounts and an audit of those accounts completed. He added at this moment it was not anticipated that the accounts would be signed off by 31 July 2019, although it was expected that an unqualified audit opinion and value for money judgment would be given.
Daniel Watson , Mazars External Auditor, provided an update in relation to significant risk that had been identified within the audit plan. He added that in the period between the agenda papers being issued and today’s meeting, some areas had now been resolved, i.e. questions in relation to journals and related parties.
Richard Paver, GMCA Treasurer added that he hoped the risks that had been identified would be resolved in the next few days, subject to no material changes. Details of some of the amendments being proposed were tabled and Members noted that there was nothing that had been identified thus far which would affect the bottom line of the accounts.
It was noted that a debrief and lessons learnt contingency plan would be put in place going forward.
RESOLVED/-
1) That the GMCA Audit Completion Report, year ending 31 March 2019 be noted.
AC/19/59 GMCA ANNUAL STATEMENT OF ACCOUNTS – YEAR ENDING 31 MARCH, 2019 – SUBJECT TO AUDIT
Richard Paver, GMCA Treasurer introduced the Annual Statement of Accounts, Year ended 31 March 2019 and highlighted areas of specific interest to members.
3 Page 27 A number of revised pages of the accounts were circulated to members reflecting the changes needed to reflect pension valuation changes following recent legal cases and a number of reclassifications of income and expenditure RESOLVED/-
1) To note the unaudited annual accounts 2018/19, together with the amendments tabled at the meeting.
2) That Richard Paver, GMCA Treasurer together with the Chair of the Audit Committee be authorised to sign off the accounts, subject to there being no major amendments.
AC/19/60 GMCA ROUTINE AUDIT ENQUIRIES LETTERS – DRAFT RESPONSES TO EXTERNAL AUDITOR Richard Paver, GMCA Treasurer, presented Members with information as part of the audit of the accounts. The External Auditor had requested information from the GMCA Treasurer and the Chair of the Audit Committee in respect of financial accounting arrangements, the risks of fraud and compliance with laws and regulations. Members noted that letters had been produced in response to this request and these had been submitted to Mazars.
RESOLVED/-
1) That the responses to the External Auditor from the GMCA Treasurer and the Chair of the Audit Committee in relation to the GMCA routine audit enquiry letters be noted.
AC 19/61 INTERNAL AUDIT PROGRESS REPORT The Head of Internal Audit and Assurance presented a report, which provided Members with progress to date on the delivery of the Internal Audit Plan. The report also serves as a mechanism to approve and provide a record of changes to the internal audit plan.
RESOLVED/-
That the Internal Audit progress report be noted. AC/19/62 FORWARD PLAN 2019/20 The Head of Internal Audit and Assurance presented a report, which proposed a schedule of business of the Audit Committee and the papers it can expect to receive at each meeting in its calendar. Further items would be added as needed and the attached schedule should be used as a guide to help the committee undertake its role. It is proposed that the schedule is brought to every meeting for information and reviewed and updated annually at the AGM in June.
RESOLVED/-
1) That the Forward Plan 2019/20 be received and noted.
4 Page 28 AC 19/63 DATES OF FUTURE MEETINGS RESOLVED/- 1) That future meetings of the Audit Committee to take place in October 2019, January and April, 2020.
5 Page 29 This page is intentionally left blank Agenda Item 6
MINUTES OF THE MEETING OF THE GMCA RESOURCES COMMITTEE HELD ON FRIDAY 26 JULY 2019
PRESENT:
Mayor of Greater Manchester Andy Burnham (In the Chair) Bolton Councillor David Greenhalgh Manchester Councillor Sue Murphy Salford City Mayor, Paul Dennett Stockport Councillor Elise Wilson Tameside Councillor Brenda Warrington Wigan Councillor David Molyneux
ALSO PRESENT:
Deputy Chief Executive, GMCA Andrew Lightfoot GMCA Monitoring Officer Liz Treacy Governance & Scrutiny Sylvia Welsh
RC/27/19 APOLOGIES FOR ABSENCE
Apologies for absence were received and noted from Councillor Richard Leese and Eamonn Boylan, Chief Executive Officer, GMCA & TfGM.
RC/29/19 DECLARATIONS OF INTEREST
There were no interests declared.
RC/30/19 MINUTES OF THE GMCA RESOURCES COMMITTEE MEETINGS HELD ON 27th JUNE 2019 & 12 JULY 2019
The minutes of the GMCA Resources Committee meetings held on 27 June and 12 July were submitted for consideration.
RESOLVED/-
That the minutes of the GMCA Resources Committee meetings held on 27 June and 12 July 2019 be approved as a correct record.
RC/31/19 ESTABLISHMENT OF A GREATER MANCHESTER HOUSING DELIVERY TEAM
City Mayor, Paul Dennett, introduced a report setting out the detailed structure and proposed remuneration and role profiles for the GM Delivery Team.
1 Page 31 The Committee was assured that potential secondment opportunities from within Districts would be explored, which would support locality buy-in, particularly given the growing budget pressures.
Dialogue with Homes England continues, including the potential for co-location and resourcing at Churchgate House.
RESOLVED/-
1. That the establishment of the GM Delivery Team within the Core Investment Team be approved.
2. That the establishment of the role of GM Delivery Team Director, at a salary in the range of £80 – 90,000 be approved.
3. That the establishment of three roles of GM Delivery Manager, at a salary in the range of £56 – 60,000 be approved.
RC/32/19 GENDER PAY GAP AS AT 31 MARCH 2019
The GM Mayor introduced a report informing the Resources Committee about the legislative reporting arrangements in relation to pay and gender, the report also sought approval and authority to publish the report on the GMCA website site and update the Government Gender Pay Gap (GPG) website. It was confirmed that the gender pay gap information related to the GMCA and GM Fire & Rescue Services, with Transport for Greater Manchester outside the remit of the GMCA Resources Committee. The Management Team were congratulated for their contribution and work towards ensuring the GMCA was the first Combined Authority to virtually eliminate its gender pay gap (0.1%). The Committee was advised there was still some work to be undertaken on other under- represented groups. The meeting was reminded that the gender pay gap reporting system was not perfect, with women undertaking lower paid and part time jobs, which were generally outsourced, distorting the picture.
RESOLVED/-
That the Gender Pay Gap Report for 2019 report be approved for publication on the GMCA website and Government Gender pay gap website.
2 Page 32 Agenda Item 7
MINUTES OF THE GREATER MANCHESTER WASTE AND RECYCLING COMMITTEE, HELD THURSDAY, 12TH SEPTEMBER, 2019 AT MANCHESTER TOWN HALL
PRESENT:
Councillor Alan Quinn Bury Councillor Rabnawaz Akbar Manchester Councillor Shaukat Ali Councillor Ateeque Ul-Rehman Oldham Councillor Tom Besford Rochdale Councillor David Lancaster Salford Councillor Roy Driver Stockport Councillor Helen Foster-Grime Councillor Allison Gwynne (in the Chair) Tameside Councillor Judith Lloyd Trafford
OFFICERS IN ATTENDANCE:
David Taylor GMCA – Executive Director, Waste & Resources Paul Morgan GMCA – Waste & Resources Lindsey Keech GMCA – Waste & Resources Justin Lomax GMCA – Waste & Resources Michelle Whitfield GMCA – Waste & Resources Paul Harris GMCA – Governance & Scrutiny
WRC 19/21 APOLOGIES
Apologies for absence were received and noted from Councillors Susan Emmott (Rochdale), Robin Garrido (Salford), Paul Lally (Trafford), Yasmin Toor (Oldham) and Adele Warren (Bolton).
WRC 19/22 CHAIR’S ANNOUNCEMENTS AND URGENT BUSINESS (IF ANY)
There are no Items of urgent business reported.
WRC 19/23 DECLARATIONS OF INTEREST
There were no declarations of interest reported by any Member in respect of any agenda item.
Page 33 WRC 19/24 MINUTES OF THE MEETING HELD ON 18 JULY 2019
The minutes of the previous meeting of the Committee, that took place on 18 July 2019, were submitted.
RESOLVED/-
That the Minutes of the GM Waste & Recycling Committee, held on 18 July 2019, be approved as a correct record.
WRC 19/25 WASTE & RECYCLING COMMITTEE WORK PROGRAMME 2019/20
David Taylor, Executive Director of Waste and Resources, introduced a report which advised Members of those proposed items for consideration at future meetings of the Committee.
RESOLVED/-
That the contents of the Waste and Recycling Committee work programme be noted.
WRC 19/26 REGISTER OF GMCA KEY DECSIONS
The GMCA Monitoring Officer provided a report which summarised those key decisions on the GMCA Key Decision Register, in relation to waste and recycling matters.
RESOLVED/-
That the contents of the Register of Key Decisions, as set out in the report, be noted.
WRC 19/27 WASTE MANAGEMENT CONTRACT UPDATE
Justin Lomax, Head of Contract Services, Waste & Resources, introduced a report which provided Members with an overview of the performance of the Waste and Resources Management Services (WRMS) and the Household Waste Recycling Centre Management Services (HWRCMS) Contracts. The report also provided updates on key issues currently affecting the waste management services during Period 1 of the new contracts. Details of health and safety matters and an update on facility modifications was also presented.
Members noted that the performance of the new contracts is monitored on a monthly basis, in arrears and in consultation with Suez. The key performance categories for the contracts are set out in the table below:
2 Page 34 Month 1 – Combined Contracts Position Jun-19 Total arisings 92,328 Recycling 44,245 Recycling Rate 47.9% Landfill disposal 4,814 Diversion Rate 94.8% HWRC performance Recycling Rate (Household Waste) 39.5% Diversion (Household Waste) 92.8% Diversion (Total Arising, including rubble) 94% Runcorn CHP RDF to Runcorn 25,983 Longley Lane MRF Rejection of Kerbside Recycling Collections 43 (tonnes) MRF Contamination Rate (Commingled) 17%
A Member welcomed the efforts of Household Waste Recycling Centre (HWRC) staff. He was pleased to note that he had observed site staff welcoming service users to the site, checking their cargo and directing them to the appropriate recycling bay. He also highlighted their concerns about trade waste disposal and was pleased to note the proactive approach to address this. In response, officers noted that the HWRC Access Policy will strengthen the ability to identify trade waste.
RESOLVED/-
That the performance of the new Waste and Resources and Household Waste Services Contracts which commenced on 1 June 2019, be noted.
WRC 19/28 COMMUNICATION AND BEHAVIOURAL CHANGE UPDATE
Michelle Whitfield, Head of Communications and Behavioural Change, introduced a report which provided an update to Members on the Recycle for Greater Manchester Communications & Behavioural Change Delivery Plan and the Joint Communications Plan with Suez.
Members noted that the main focus of the 2019-20 delivery plan is on reducing contamination in household recycling bins by using available data such as rejected loads, sampling, Wrap’s tracker report and visual bin checks to target resources across Greater Manchester and also on increasing recycling at the household waste recycling centres. Members also noted that the communications plan identifies the following five aims:
3 Page 35 • Reduce contamination and improve the quality of recycling; • Encourage waste prevention; • Raise awareness of recycling across Greater Manchester using on and offline channels; • Develop and promote the education service; and • Increase recycling at the HWRCs to 42.4% (average across 20 sites by 2019/20).
A Member suggested that for print advertising of recycling matters the North Manchester Jewish Advertiser has a wide circulation in the Bury community. In response, officers noted that guidance has been sought from Bury Council officers on what publications to use and would feed this suggestion back to them.
A Member suggested that the Schools Environmental Conference is a suitable place to promote how and what to recycle. Young people can advise and influence their parents on how to recycle smarter.
Following an enquiry from a Member, officers noted that they were to meet with Manchester City Council in the upcoming days to discuss the recycling contamination campaign week. In addition, Members noted that all Greater Manchester schools were to be engaged as part of Recycle Week activities.
In response to a comment from a Member, officers explained that work was taking place with Suez to produce a GM compost brand that can be sold at the new Re-use shops. Members noted that legislation regarding peat content in compost was to be explored, as was the potential to supply compost to garden centres.
In welcoming the progress made, a Member reiterated the importance of having clear and consistent messaging on what and how residents can recycle.
Members noted that a new educational resource has been introduced which will enable outreach work to be undertaken within schools.
RESOLVED/-
That the progress made against the Recycle for Greater Manchester Communications & Behavioural Change Delivery Plan and the Joint Communications Plan with Suez, as set out in the report, be noted.
WRC 19/29 CONSULTATION RESPONSE AND NEXT STEPS
David Taylor, Executive Director, Waste & Resources, introduced a report which provided Members with responses to the Government’s four consultations that were released on 18th
4 Page 36 February 2019. The consultations cover Plastic Packaging Tax, Extended Producer Responsibility (EPR), Deposit Return Scheme (DRS) and Consistent Collections. The report also identified the proposed next steps.
A Member suggested that separate collections for garden and food waste was not required and that the existing combined collations in Greater Manchester worked well for districts. In response, officers noted that government research has identified that the anaerobic digestion of food can be utilised to produce fuel. Members noted issues regarding digestion capacity and the seasonal demand for resulting digestate for land spreading.
A Member highlighted that should additional household bins and collections be required, a clear communications strategy was needed. In response, officers noted that responses were being shared with district colleagues to ensure that consistent messaging is maintained.
RESOLVED/-
That the responses to the Government’s four consultations on Plastic Packaging Tax, Extended Producer Responsibility, Deposit Return Scheme and Consistent Collections, as set out in the report, be noted.
WRC 19/30 FORECAST BUDGET OUTTURN 2019/20 AND FUTURE LEVY ALLOCATION METHODOLOGY AGREEMENT (LAMA) ARRANGEMENTS
Lindsey Keech, Head of Finance, Waste & Resources, introduced a report which presented Members with forecast revenue outturn for 2019/20 for the Waste and Resources Service. The report also set out proposals to allocate the budget requirements for 2020/21 onwards to Districts via a revised Levy Allocation Methodology Agreement (LAMA) following the change in allocation of costs arising from the award of contracts to Suez. Members noted that any change will require the unanimous support from all nine Districts and for this reason, the report also set out recommendations for a formal consultation process to ensure final agreements can be considered for adoption at the January 2020 meeting of the GMCA.
RESOLVED/-
That the forecast revenue outturn for 2019/20 and the future levy allocation methodology agreement (LAMA) arrangements for the Waste and Resources Service, be noted.
WRC 19/31 DATE AND TIMES OF FUTURE MEETINGS
Members were reminded of the future meeting dates for the Committee.
5 Page 37 RESOLVED/-
The following future meeting dates for the Committee were noted:-
Thursday 14 November 2019, 2.00 pm Thursday 16 January 2020, 2.00 pm Thursday 12 March 2020, 2.00 pm
WRC 19/32 EXCLUSION OF PRESS AND PUBLIC
RESOLVED/-
That, under section 100 (A)(4) of the Local Government Act 1972, member of the press and public should be excluded from the meeting for the following items of business on the grounds that this involves the likely disclosure of exempt information, as set out in paragraphs 3 & 5, Part 1, Schedule 12A of the Local Government Act 1972 and that the public interest in maintaining the exemption outweighs the public interest in disclosing the information.
PART B
WRC 19/33 BUDGET AND MEDIUM TERM FINANCIAL PLAN (MTFP) UPDATE TO 2023/24 AND FUTURE LEVY ALLOCATION METHODOLOGY AGREEMENT (LAMA) ARRANGEMENTS
Lindsey Keech, Head of Finance, Waste & Resources, provided a report which set out the forecasted revenue and outturn for 2019/20 for the Waste and Resources Service alongside the Medium Term Financial Plan (MTFP) to 2023/24. Details of the future Levy Allocation Methodology Agreement (LAMA) arrangements were also presented.
Members raised questions in relation to:-
a) Commercial assessments; b) Raikes Lane; c) New vehicles.
RESOLVED/-
That the Budget and Medium Term Financial Plan (MTFP) update to 2023/24 and future Levy Allocation Methodology Agreement (LAMA) arrangements, as set out in the report, be noted.
6 Page 38 WRC 19/34 WASTE MANAGEMENT CONTRACT UPDATE
Justin Lomax, Head of Contract Services, Waste and Resources, provided an update on performance and commercial issues relating to the new Waste and Resources and Household Waste Recycling Centre Management Services Contracts that commenced on 1st June 2019 and close down of the run off contract with Viridor.
Members raised questions in relation to:-
a) Weigh-bridge access; b) Reliance Street facility; c) Raikes Lane facility; d) Insurance; and e) Pensions.
RESOLVED/-
1) That the performance details of the Waste Management Contracts and those key risks, as set out in the report, be noted; and
2) That delegated authority be granted to the Executive Director, in consultation with the Chair of the Committee, to conclude the Notices of Change required for the Reliance Street facility, as set out in the report.
7 Page 39 This page is intentionally left blank Agenda Item 9a
MEETING OF THE GREATER MANCHESTER COMBINED AUTHORITY (GMCA) ECONOMY, BUSINESS GROWTH AND SKILLS OVERVIEW AND SCRUTINY COMMITTEE FRIDAY 13 SEPTEMBER AT 2.00 PM AT GMCA OFFICES, CHURCHGATE HOUSE
Present: Councillor Michael Holly (in the Chair)
Bolton: Councillor Susan Haworth Bury: Councillor Mary Whitby Manchester: Councillor June Hitchen Councillor Greg Stanton (substitute) Oldham: Councillor George Hulme Rochdale: Councillor Daniel Meredith Salford: Councillor Jim King Trafford: Councillor Barry Brotherton Wigan: Councillor Charles Rigby Councillor Michael Winstanley
In attendance
GMCA Marie-Clare Daly, Principal – Cultural Policy GMCA Nick Fairclough, Strategy & Policy Officer GMCA Alison Gordon, Assistant Director of Business Innovation & Enterprise Bolton Councillor David Greenhalgh, Portfolio Holder for Culture GMCA Joanne Heron, Statutory Scrutiny Officer GMCA John Holden, Assistant Director of Research & Strategy Wigan Alison McKenzie-Folan, Portfolio Lead Chief Executive for Culture GMCA Kathryn Oldham, Chief Resilience Officer Salford Jim Taylor, Portfolio Lead Chief Executive for Economy GMCA Lee Teasdale, Governance & Scrutiny Officer
E73/19 APOLOGIES FOR ABSENCE
Apologies for absence were received from Councillors Musadir Dean (Bolton), Luke Raikes (Manchester), Kerry Waters (Stockport) and Stephen Homer (Tameside)
E74/19 CHAIRS ANNOUNCEMENTS AND URGENT BUSINESS
The Chair thanked Cllr Winstanley for having stepped in to cover the last meeting in the chair.
The Chair reminded Committee Members that some of their registered interest forms remained outstanding.
E75/19 DECLARATIONS OF INTEREST
There were no declarations of interest received.
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E76/19 MINUTES OF THE MEETING HELD ON 12 JULY 2019
The minutes of the meeting held on 12 July 2019 were submitted for approval.
RESOLVED:
That the minutes of the meeting held on 12 July 2019 be approved as a correct record.
E77/19 CRICKET IN GREATER MANCHESTER
Jim Taylor (Portfolio Lead Chief Executive for Economy) introduced a report to the Committee which provided them with an overview of the proposed Cricket Strategy for Greater Manchester, the action plan that sat beneath it, and the funding requirements for taking the strategy forward.
It was advised that the Combined Authority had been approached by the England and Wales Cricket Board (ECB), Lancashire Cricket Club (LCC) and other cricketing bodies to agree a long- term partnership to deliver the sport in Greater Manchester (GM) and use it as a tool for delivery of the sport’s long-term ambitions in the city region. The ECB, LCC, Chance to Shine (a cricketing charity), Cheshire Cricket Board and GreaterSport had proposed a partnership and action plan that would use cricket to improve young people’s lives and create stronger, healthier communities in GM. This long-term partnership would allow for the leveraging of expertise, resources and influence of each partner to deliver outcomes that would make cricket flourish within GM’s communities for the next generation.
The action plan focussed on creating a network of community run cricket facilities that would provide access to cricket in urban, non-traditional settings, and also deliver a range of cricket programmes that were focussed upon providing wide ranging benefits to communities across GM.
Over the three years of the partnership, it was proposed that the Strategy would promote the following:
The installation of 100 new non-turf pitches to reduce inequality in access to sports facilities The building of three urban cricket centres that would become sporting and social community hubs The delivery of 14 new Chance to Shine street projects to provide the opportunity for disadvantaged young people to play sport Growing the South Asian Female Activators programme to engage socially isolated women in volunteering The delivery of Chance to Shine to 200 new primary schools to teach young children physical and social skills through cricket Growing the Healthy Hearts schools programme to teach children the importance of healthy lifestyles The delivery of Chance to Shine in 20 new secondary schools to improve resilience and leadership skills in teenage girls The delivery of a suite of employability programmes, including 30 “Volunteer It Yourself” projects at cricket clubs, to support young NEETs through education, training and into employment Page 42
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The provision of 5,000 tickets per year as part of Our Pass to mobilise the next generation into sport The piloting and launching of “The Hundred” clubs and schools programme to give people the opportunity to play a new, exciting format of cricket.
In order to achieve these aims, the programme would require a £600,000 contribution (over three years) from the GMCA, with an additional financial contribution towards the three urban cricket centres from host districts. Together, this funding commitment would unlock over £3 million of investment from the cricketing organisations.
The three urban cricket centres would each repurpose an existing site into a cricket focussed community centre with indoor cricket facilities alongside further spaces that could be used for sport, education, community organisations, health services and any other community service. The partners were looking to accelerate the roll out of these centres in the city region by committing to building the three centres over the next three years. More than three GM districts had expressed an interest in hosting a centre, so the ECB would shortly conduct an exercise to identify the optimum three sites across those districts.
Comments and Questions from Members
Members welcomed the proposal but expressed concern that it could prove to be a ‘vanity project’ without a long-term commitment. Therefore, what was expected to happen once the three years of initial funding had ceased?
It was advised that the action plan included notes on the ‘legacy’ of the Strategy and its sustainability going forward. Each of the urban cricket centres for example would be permanent additions, but there would be a need for each locality to decide how they would continue to sustain them in the long-term. There would of course be a need to keep the ECB’s “feet to the fire” on the legacy going forward.
Members welcomed the comments but stated that given the many constraints in place on local government finances – this may be yet another thing that the authorities find they cannot afford and eventually remove funding to manage budgets.
Nick Fairclough (Strategy & Policy Officer) advised that this had been discussed with the ECB. The intention was for the centres to work towards becoming self-sustaining during the three years by bringing in commercial businesses and looking towards private sponsorship opportunities. It was clear currently from all involved that there was a real desire being shown for a legacy through these opportunities. It was also expected through the bidding process that the bidding authorities were able to show their ability to sustain the projects going forward.
Members referenced the intention to provide Chance to Shine to teenage girls. Whilst this was very encouraging – why was the same offer not being made to younger, primary school aged girls?
It was advised that the focus on teenage girls had come through the ECB, as they had previously initiated a project with primary school aged girls, and now wanted to link that work onto secondary aged girls and not face a ‘cliff edge’ where girls stopped playing.
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Members noted that whilst the proposal for new facilities was good – was there anything proposed to support some of the strong existing cricketing infrastructure in the region?
It was advised that the ECB needed to talk to each individual district about their current offer. It was possible that the urban cricket centres would form part of existing club infrastructures – again this was something that would need to be developed in conjunction with the ECB.
Members welcomed the intention to work with young people who were Not in Education, Employment or Training (NEETs) as this could reap very wide life enhancing benefits if properly implemented.
Members asked if there was a criteria in place for the bidding process for the urban cricket centres, and would these criteria in-turn have a knock-on effect in regards to the 100 non-turf pitch locations?
It was suggested that whilst the location of the 100 non-turf pitch’s would ultimately be the decision of the ECB, the Combined Authority should still have some input into that decision making process. With regards to the urban cricket centres – at the current initial stage there was no set criteria in place, but rather an open process, which still remained open for all ten GM boroughs (six had made submissions to date).
Members sought assurances that when the locations of the three urban cricket centres had been finalised and agreed – that the benefits arising from these would be spread throughout the entire GM region.
It was advised that when the ECB did get to the stage of setting its criteria for funding – this would include the ability to ensure that the benefits were spread much wider than the immediate locality.
The Chair then drew the item to a close with Members expressing broad support for the Strategy and wishing officers every success with taking it forward.
RESOLVED:
1. That the discussions taking place between cricketing organisations, districts and the Combined Authority be noted by the Committee.
2. That the action plan, proposing what would be achieved by the Greater Manchester wide partnership with the ECB, Lancashire Cricket Club and other partners, be noted by the Committee.
3. That the request for £600,000 of funding over three years to support the actions, to be sourced from retained business rates, subject to an agreement between three districts and the ECB to develop three urban cricket centres across Greater Manchester, be noted by the Committee.
4. That Committee Members be asked to engage their own local authorities in the development and delivery of the strategy, including the development of the urban cricket centres.
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E78/19 GREATER MANCHESTER BREXIT PREPARATIONS UPDATE REPORT
Jim Taylor (Portfolio Lead Chief Executive for Economy), together with John Holden (Assistant Director of Research & Strategy) and Kathy Oldham (Chief Resilience Officer), introduced a report that provided Committee Members with an update on the preparations underway across GM for Brexit, and considered possible mitigating actions to minimise the impact should the UK exit the EU without a deal.
A small amount of funding had been awarded to local authorities, the Local Resilience Forum and the Combined Authority to support Brexit readiness. Agencies from across GM had been meeting on a monthly basis to consider possible impacts and to ensure that appropriate preparatory actions were being taken. The meetings of the GM Brexit Preparedness Group had now been increased in frequency to fortnightly as the ‘Brexit day’ neared. The membership of this group included the GMCA; local authority representatives; the AGMA Resilience Unit; Greater Manchester Police; the Growth Company; Transport for Greater Manchester; the NHS; the Greater Manchester Centre for Voluntary Organisation and Manchester Airport.
In addition, a multi-agency Economic Resilience Taskforce had been established, which brought together key GM bodies to try and ensure a coherent and comprehensive package of support to businesses and individuals facing any threat of redundancy should the UK exit under a no-deal scenario, or should an economic downturn occur. To support this work, a dashboard of leading indicators was being developed, to track how the national and GM economy was performing, in order to identify and possible economic shocks as early as possible.
Further preparatory arrangements were provided regarding the following areas:
Borders – Manchester Airport was liaising directly with government. Assurances had been received regarding ongoing operations. Port Salford and City Airport were not considered UK entry points. Transport & Infrastructure – Assessments were ongoing to ensure transport and infrastructure projects continued, with a register of major infrastructure projects (over £10m) across GM was being compiled to assess the risks to their delivery. Health & Social Care – Preparations for the health sector were being led nationally by NHS England and the Department for Health. There had been no requirement set for the local NHS to stockpile any medicines or medical supplies. The reliance on EU workers in the health and social care sector was a particular risk, and work was being undertaken to support them to complete the EU settlement scheme. Food, Water & Energy – Activity would be led by the Local Resilience Forum, liaising with national government as required. There was no anticipation of a food shortage, but there may be some reduction in ‘choice’ depending on arrangements at borders and ports. Business & Economy – Activity was ongoing to support GM businesses and raise awareness of the need to ensure preparations were underway for the changes resulting from Brexit. It had been difficult to hold events for preparedness so far as not many had been receptive. This was a risk, as in the Small to Medium Enterprise sector, around 1/3 to half were estimated to have no preparedness planning in place. Engagement with Government – Regular reporting requirements were expected to increase in volume and frequency as Brexit day neared. Civil Contingencies – Work had been undertaken to understand possible impacts on current and future risk scenarios, in both the short and medium term. Page 45
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Higher Education Sector – Work had been undertaken to understand the possible impacts on the numbers of EU students and lecturers. Organisational Readiness & Impacts – Public sector organisations had been considering the possible impacts on their own operations arising from Brexit, including workforce and legal implications. Data – Under a no-deal scenario, the flow and transfer of personal data could be impacted. Information had been shared with public sector agencies to ensure all were undertaking the necessary preparations and that advice was being passed onto businesses to ensure they could put in place any necessary mitigating actions.
Comments and Questions from Members
Members referred to the part release of the government ‘Yellowhammer’ document. If the government were not willing to provide all the information needed to prepare, then a true resilience package could not be put together. For example, a degree of panic around shortages was already beginning to be seen in pharmacies and health centres.
It was advised that there had been some ‘bottom up’ approaches from government, where they had asked regional leaders what their primary issues were likely to be at the local level. Liverpool was acting as the lead for the North West region and putting all views forward to government. The pharmacy concerns would be added to the local level issues.
Reference was made to how large employers were helping staff to register collectively. Could the ten GM authorities also take a lead role on this?
It was understood that all the GM authorities had been through their employee databases to establish who might need support. There had also been communications around GM to increase publicity around the need to do this.
Members raised data sharing concerns and the possibility of being cut off from the EU databases. What sort of an impact could this have on cross-border policing?
It was advised that the data scenario implications had been known for over a year now. A government led communications campaign had commenced on 1 September. 90% of the actions that would be required before Brexit took place would be companies clarifying how their data was stored and handled. Greater Manchester Police formed a key part of this conversation and were working hard on it.
Members asked if there had been any updates around the UK Shared Prosperity Fund. It was advised that unfortunately at present there was little extra information to provide on this.
Members asked if plans were in place, should there be food or fuel shortages, that plans were in place for the most at risk, such as those reliant on food banks, or care workers who needed fuel to be able to visit their clients.
It was advised that a number of authorities had discretionary funds in place year round for those who may have problems in meeting basic and necessary needs. Unfortunately an element of the planning around food and fuel shortages was ‘crystal ball gazing’ and could not be fully planned for. The food sector in general was used to dealing with resilience issues, such as crop failures Page 46
6 and disruptions in the supply chain. A close liaison would be kept with the food banks and a map of food banks and potential gaps in provision had been established.
Members stated that some of the regeneration projects taking place were due to take 10 years or longer, and the lack of clarity on future prosperity made this an issue. Had the potential impacts upon ongoing regeneration projects been considered?
It was advised that a significant project was underway to get the last of the funding required at present under contact as the government would be looking to utilise any underspend themselves if an economic shock took place. A Manchester focussed paper on prosperity fund positioning had been prepared in 2017 and this would be shared with the Committee.
Members asked if the Combined Authority had a register detailing how much each of the 10 individual boroughs may be prepared or not, in facing the consequences of a no-deal exit.
It was advised that each the individual boroughs were engaged fully in the structural, engagement and dialogue work taking place. Each borough had undertaken a ‘preparedness audit’ and this was considered to be good practice. As with a lot of the positioning right now, there was just not the detail available to know which areas may be worst hit.
Members felt that it was important for the city region Mayor to take a lead in the communications around preparedness. Members felt that at present, with increasing disconnect from Westminster, that the public sought reassurances at a more local level and perspective.
Members referenced road haulage firms that worked internationally. Had GM been working with the locally based ones? It was confirmed that the Growth Company had taken the lead on interactions with local road haulage firms.
RESOLVED:
1. That the update on Brexit preparatory work underway across Greater Manchester be noted by the Committee.
2. That the paper on prosperity fund positioning from 2017 be fed back to the Committee.
3. That the Mayor be asked to take a lead role in GM’s communications around Brexit preparedness.
E79/19 GMCA CULTURE FUNDING 2020 ONWARDS
Councillor David Greenhalgh (Portfolio Holder for Culture), together with Alison McKenzie-Folan (Lead Chief Executive for Culture), Alison Gordon (Assistant Director for Business Innovation and Enterprise) and Marie-Claire Daly (Principal Culture and Creative Policy) – presented a report outlining the proposed Greater Manchester Culture Investment Fund process from 2020 to 2022.
The GMCA Culture and Social Impact Fund (CSIF) had been launched in 2017 and began funding from April 2018, building upon the success of AGMA’s Section 48 scheme. This resulted in an investment of over £7m over two years going to 28 organisations – 11 of which had not received GM Culture Funding previously. The first year had been a particular success with an increase of Page 47
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39% being seen in engagement with GMCA funded cultural organisations as a result of this new investment approach.
The current programme was due to conclude its funding in April 2020, therefore GMCA needed to explore how best to support and invest in culture from this date onwards. A series of proposed amendments had been made to the investment policy to be implemented from April 2020 onwards, these included:
Ensuring balance across art forms and geography in GM and the overall resources available, by limiting the amount of funding any single cultural organisation could receive to no more than 15% of the Greater Manchester Cultural Fund. To top-slice into a separate budget, at the current percentage, non-cultural activity funding that was currently funded via the GM Cultural and Social Impact Fund. The ring-fencing of up to £270,000 of the GM Cultural Fund per annum to GM Culture Strategy priorities where they could not be delivered by a single organisation, but would work through the delivery of multiple cultural organisations and partners, and would increase cultural activity and resident engagement.
Comments and Questions from Committee Members
Members commented that whilst the Culture Investment Fund had been a success – two of GM’s boroughs had seen little or no money from this Fund. How was it ensured that they benefitted going forward?
It was advised that where there was not direct investment into a borough, there were often still benefits to be had through cross-border events. The start of the process saw an open call for applications, and some boroughs did not submit entries for funding. The funding process was also very competitive with 98 submissions made, but only 28 receiving funding. Parity was sought however to try and ensure fair distribution and to make sure that distribution was of sufficient quality.
Members asked if the GMCA worked directly with the local authorities throughout the bidding process. It was advised that during the last application round, officers went out to districts to speak with the local arts officers, who then in turn disseminated the information to their local contacts.
Members stated that the 39% increase in engagement was a fantastic figure – had there been any auditing or verification of these figures to ensure their validity.
Officers agreed that the figure was surprisingly high, and that this level of increase had not been expected until later years. An internal audit had taken place at the beginning of the year – the audit had been passed subject to some recommendations around monitoring, which were now being taken forward. These included writing guides to the monitoring process, and the data collection process, to ensure that both conformed to a formalised approach.
Members asked if there were any difficulties in moving towards a 15% cap on funding for single organisations.
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It was agreed that the move may cause a few issues, however the wording of “we are minded” reflected this – meaning that the 15% was not an absolute.
Members asked about the measures in place to study the potential longer term benefits arising from the funding of these projects – and would future funding streams take into account past performance?
It was advised that the cultural funding had significant longer term impacts in areas such as the health and wellbeing of residents – increasing community cohesion and reducing isolation. A range of outcomes were also considered to ensure that value for money was provided going forward.
Members were pleased to see that all age groups and levels of ability were being included within the fund. Some of the projects had taken place in some of the most deprived wards in GM, and it helped to show that these residents were valued.
RESOLVED:
1. That the impact of the first twelve months of the Greater Manchester Cultural and Social Investment Fund be noted by the Committee.
2. That officers be asked to note the views of the Committee on the proposed 2020-2022 Investment Fund structure and process.
E80/19 GM TOWN OF CULTURE
Councillor David Greenhalgh (Portfolio Holder for Culture) and Alison McKenzie-Folan (Lead Chief Executive for Culture) introduced a report outlining the process for establishing a Greater Manchester Town of Culture from 2020 onwards.
The GM Town of Culture programme arose from a manifesto pledge made by the Mayor. It would provide an opportunity to spotlight and celebrate the distinctive culture of GM towns as well as raising local ambitions for cultural provision, a night-time economy, increasing pride in places and where relevant align with the GM Town Centre Challenge.
There was a full understanding of constrained budgets when it came to entering submissions for this, therefore local authorities would only be expected to submit a single short proposal of no more than five pages – identifying their proposed Town of Culture and the proposed programme of activity by the deadline date Friday 1 November 2019.
An independent panel made up of non-LA members nor representatives from the GM Culture and Heritage Steering Group would select the winning bid by the end of November 2019 – the panel would be co-chaired by Lisa Nandy (MP, Centre for Towns) and Fiona Gibson (GM LEP, Interim Chief Executive of Liverpool Everyman and Playhouse). Subject to GMCA agreement, the £50,000 programming budget would be granted to the relevant LA in April 2020. It was expected that this amount would be matched either in cash or kind with the support of the relevant LA. Places would also be encouraged to approach local businesses and organisations to support the activity.
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Comments and Questions from Committee Members
Members expressed confusion over the definition of a ‘town’ within the remit of the programme. Could this include large, almost city sized conurbations such as Bolton, alongside small 10k population towns in direct competition? Could individual areas of Manchester, such as Didsbury or Wythenshawe be included despite not being towns, but rather areas or places within a larger city?
It was advised that the term ‘town’ was not prescriptive, and that the size of a place would not form part of the proposal criteria. All that would be sought was an identifiable distinction of place.
Members still expressed concern that the naming of the award to include ‘town’ would lead to a sense of identity crisis in some cases, with areas feeling that they cannot be involved, and a possible issue of resentment if an area not considered to traditionally be a ‘town’ were to win the award.
Officers stated that a ‘town of culture’ was a well-established naming convention that people identified with. There had been a lot of talk of “left behind towns” in recent years and this would play a key part in the decision making process. The programme was about highlighting the undiscovered and raising profiles in areas that might otherwise be overlooked, redressing the balance from existing areas of culture.
Members asked about the degree of community involvement in the programme. Could a community group put a bid in themselves?
Officers stated that the key aim of the programme was to develop a front and centre celebration of local communities and it would be expected that the communities would be at the heart of any bids.
Members expressed concern about the chairing of the independent panel. If it was expected to be a de-politicised independent panel – was it wise to have an MP who directly represented one of the potential bidding towns as the co-chair?
It was advised that Lisa Nandy had been chosen based on her position as the MP for the Centre for Towns and politics would not be an issue. However, this concern would be raised with the Mayor.
RESOLVED:
1. That the report outlining the process for establishing a Greater Manchester Town of Culture from 2020 onwards be noted.
2. That the Committee ask that their views on the process and concerns around the naming be taken away for further consideration.
3. That the Committee be kept updated on the progress of the programme and be provided with an evaluation report following its conclusion.
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E81/19 WORK PROGRAMME
Joanne Heron (Statutory Scrutiny Officer) advised that, as per the terms of the Committee, the Mayor would attend the November 2019 and March 2020 meetings. The Chair of the Local Enterprise Partnership would also be attending the November 2019 meeting.
Committee Members sought a site visit to Manchester Airport and arrangements were being put in place for this.
Committee members discussed potential future items for consideration, these included:
Progress of the ‘Northern Powerhouse’ Implementation of the Local Industrial Strategy (included an outside of meeting briefing session) Brexit updates as and when required A detailed item on social and economic outcomes arising from GMCA’s cultural programmes – such as social prescribing of cultural activity to combat mental health issues.
The Chair thanked Members for their input and advised that he would discuss the suggestions further outside of the meeting with the Statutory Scrutiny Officer.
RESOLVED:
1. That the updated work programme be noted.
2. That the Chair and Statutory Scrutiny Officer work together to consider how the suggested items for consideration could be added to the future work programme.
E82/19 ITEMS FOR INFORMATION
There were none.
E83/19 REGISTER OF KEY DECISIONS
Received by the Committee.
E83/19 DATE AND TIME OF NEXT MEETING
Friday 11th October 2.00 – 4.00pm, GMCA Offices
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This page is intentionally left blank Agenda Item 11
DRAFT MINUTES OF A MEETING OF THE GREATER MANCHESTER LOCAL ENTERPRISE PARTNERSHIP BOARD HELD AT 16:00 ON MONDAY 16 SEPTEMBER 2019 AT CHURCHGATE HOUSE, OXFORD ROAD, MANCHESTER
Board Members:
Mike Blackburn (In the Chair)
Lorna Fitzsimons, Amanda Halford, Chris Oglesby, Sir Richard Leese, Mo Isap, Lou Cordwell, Cllr Elise Wilson, Andy Burnham, David Birch, Richard Topliss, Iwan Griffiths,
Advisors:
John Holden (GMCA), Lisa Dale-Clough (GMCA), David Rogerson (GMCA), Matt Berry (GMCA), Lee Teasdale (GMCA), Leila Mottahedeh (GMCA), Gemma Marsh (GMCA), Mark Hughes (The Growth Company), Kate Brown (TfGM) and Suzanne Jones (BEIS)
Apologies:
Apologies were received from Dame Nancy Rothwell, Fiona Gibson, Juergen Maier, Vanda Murray, Eamonn Boylan and Cllr Brenda Warrington
GM LEP/19/46 CHAIR’S ANNOUNCEMENTS
There were no announcements.
GM LEP/19/47 DECLARATIONS OF INTEREST
No declarations were received.
GM LEP/19/48 MINUTES OF THE MEETING OF THE BOARD HELD ON 15 JULY 2019
It was restated that if any Members had future strategic discussion themes for meetings of this Board, to submit these to David Rogerson (GMCA).
RESOLVED:
That the minutes of the meeting held on 15 July 2019 be approved
Page 53 STRATEGY
GM LEP/19/49 SPENDING REVIEW UPDATE
John Wrathmell, Assistant Director, Strategy & Policy, GMCA updated the Board on the recent Spending Round setting out the Government’s spending plans for 2020/21.
This confirmed a real increase in day-to-day spending next year of £13.8 billion, detailing departmental resource settlements for priorities including healthcare, education and tackling crime and laying the foundations for an ‘infrastructure revolution’. However, it was noted this does not reverse the last ten years of spending restraint.
Later in the autumn, the Government will announce its plans for future capital spending, including through the publication of the National Infrastructure Strategy. A full multi-year Spending Review will be conducted in 2020 for capital and resource budgets beyond 2020-21
The Board noted the increased spending commitments, particular in regard of key GM services including police, fire and bus reform although highlighted the need for further engagement with Government on detailed delivery.
From a Local Authority perspective, it appears that the Review is better than expected but only reduces cuts especially in areas such as social care, children’s services and homelessness. Additionally, a single year spending review did not provide the long term certainty necessary for truly transformational change.
It was noted that the Prime Minister had announced the potential devolution of the rail system which could open up opportunities for Greater Manchester and ties in with the city region’s Town Centre approach. The current review of HS2 may also support Greater Manchester’s capital infrastructure plans
It was noted that the Spending Review does not mention the Local Industrial Strategy approach at either a national or local level or Shared Prosperity Fund and that clarity on this funding was needed to support delivery of Greater Manchester’s priorities.
It was reported that the many other LEP chairs shared this concern and that LEP Network had written on behalf of all LEP chairs to request a meeting with the Secretary of State.
RESOLVED:/
That the report be noted.
GM LEP/19/50 INTERNATIONALISATION STRATEGY REFRESH
Iwan Griffiths introduced the report to the Board which proposes an approach to refreshing the existing GM Internationalisation Strategy. It was reported that the
Page 54 2 GMCA and GM LEP agreed the initial three-year internationalisation strategy in September 2017 with a refresh after 18 months. It was highlighted that there has considerable progress since then with significant developments in the local, national and international context.
It was agreed that the fundamental priorities of the strategy are still fit for purpose although there is a need to reflect the priorities of the Local Industrial Strategy and the city region’s key assets and opportunities.
This includes working with key partners with an international profile such as the universities, the Airport and sports clubs but also developing international partnerships to capitalise on Greater Manchester’s strengths.
As well as looking at areas of strength, the refresh should also explore how international partnerships could help support those areas the city region is looking to improve.
The Board noted the progress being made with the NP11 group and the Department for International Trade in developing an approach to boost Northern trade and investment. There may also be an opportunity to engage more closely with the Foreign and Commonwealth office and their ambassador teams.
Action: Mark Hughes to share Trade and Investment prospectus
The Board agreed that the strategy should proceed as planned whilst taking into account the need for flexibility to respond to the dynamic and fast moving environment.
RESOLVED:/
That the report be noted.
GM LEP/19/50 BREXIT UPDATE
John Holden, Assistant Director for Policy and Research GMCA introduced the report summarising the steps being taken to prepare the city region for Brexit with a focus on business support.
The Board noted the Government’s Be Ready Campaign and discussed the possibility of a No Deal Brexit. GMCA is considering how best to support residents and businesses particularly in terms of information, advice and guidance. Officers are currently working with Government on tailoring Brexit preparedness messages for Greater Manchester.
The Board discussed a number of potential issues including ‘day one’ issues arising as we leave the EU together with longer term consequences. These were particularly relevant for smaller businesses that may not have the resources to make fast paced changes.
Page 55 3 Members noted that Greater Manchester’s robust partnership arrangements would provide a strong foundation to a Brexit response including a holistic communications strategy including both top down and peer to peer approaches.
The will help maintain business confidence in the City Region with any communications strategy reflecting the principles of the Local Industrial Strategy emphasising Greater Manchester as a strong, capable place of opportunity.
Action: John Wrathmell to circulate briefing on GM’s key priority messaging
RESOLVED:/
That LEP Members note the activity underway to prepare Greater Manchester for Brexit.
PERFORMANCE AND DELIVERY
GM LEP/19/50 LGF UPDATE
Gemma Marsh, Assistant Director Skills, GMCA introduced the item to the Board, providing an update on the Local Growth Fund (LGF) programme delivery for the Board’s comment and approval.
The 2019/20 LGF delivery plan was reviewed and approved by the LEP board in May 2019. A further update on LGF delivery for the whole programme was agreed to be given every 6 months.
The Board welcomed the progress on LGF delivery along with the activity to drive investment into Greater Manchester. This was illustrated by the overall programme outcomes and case studies demonstrating real impact.
Members noted that there is an opportunity to articulate this information and share these positive messages more widely.
RESOLVED:/
That the contents of the presentation and attached appendix table detailing projects be noted.
GOVERNANCE
GM LEP/19/50 LEP GOVERNANCE UPDATE
John Holden, Assistant Director Research and Strategy GMCA introduced the report which set out a proposal for Board Members to adopt thematic portfolios to drive delivery of the Local Industrial Strategy along with an approach to recruit a new LEP Chair given the current Chair’s term of office expires in March 2020.
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In line with national guidance set out in the 2018 LEP Review, and advice received from Government officials, an open recruitment process is proposed supported by independent recruitment consultants. This will be a similar to the approach taken previously when recruiting new private sector LEP members.
The Board commented that the potential Chairs should demonstrate significant placed based knowledge of Greater Manchester and that it would be crucial to capture the current chair’s knowledge and experience.
RESOLVED:/
i. That the report be noted ii. That the proposed member portfolios be agreed iii. That the procurement of consultants to support the Chair recruitment with the funding to be taken from existing LEP capacity funds be approved
GM LEP/19/51 FEEDBACK FROM OTHER BOARDS
There was no significant feedback to submit at this time.
GM LEP/19/52 FUTURE MEETINGS
Monday 11 November 2019.
GM LEP/19/53 GM LEP AGM:
No public questions received.
Page 57 5 This page is intentionally left blank Agenda Item 13
Date: 27 September 2019
Subject: Appointment of additional Independent Members to the GMCA’s Audit Committee
Report of: David Molyneux, Portfolio Lead for Resources & Investment and Richard Paver, GMCA Treasurer
PURPOSE OF REPORT
To request the GMCA approves the appointment of two additional independent members to the GMCAs Audit Committee in order to mitigate the risk of lack of continuity in membership of the Committee and improve succession arrangements.
RECOMMENDATIONS:
The GMCA is requested to:
1. Approve the increase in the membership of the GMCA Audit Committee by a further two independent members, making membership four members of the Constituent Councils and four co-opted members, who are independent persons.
2. Request constituent councils to consider retaining their elected Member nominations for a minimum of 2 years to allow continuity of Committee membership.
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3. Approve the amended GMCA Audit Committee Terms of Reference included in Appendix 1.
CONTACT OFFICERS:
Sarah Horseman, Head of Audit and Assurance [email protected] 07855 115 164
Richard Paver, GMCA Treasurer [email protected] 0161 778 7004
Risk Management – see paragraph Legal Considerations – see paragraph Financial Consequences – Revenue – see paragraph 2.3 Financial Consequences – Capital – N/A
Number of attachments included in the report: 1
BACKGROUND PAPERS:
GMCA Audit Committee Membership and Terms of Reference
TRACKING/PROCESS Does this report relate to a major strategic decision, as set out in the No GMCA Constitution
EXEMPTION FROM CALL IN Are there any aspects in this report which No means it should be considered to be exempt from call in by the relevant Scrutiny Committee on the grounds of urgency? GM Transport Committee Overview & Scrutiny Committee N/A N/A
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1. BACKGROUND
1.1. In June 2017 the GMCA and AGMA Joint meeting approved the appointment of two independent members to the GMCA Audit Committee for a term of three years each. These appointments were made in order to adhere to the legislative requirements for audit committees of combined authorities set out in the Cities and Local Government Devolution Act 2016 and Combined Authorities (Overview and Scrutiny Committees, Access to Information and Audit Committees) Order 2017.
1.2. As stated in its Terms of Reference, the Audit Committee membership also comprises of five or four co-opted elected members of the Constituent Councils of the GMCA (who are not also Assistant Portfolio Holders).
1.3. The GMCA Audit Committee has operated with membership in line with its Terms of Reference, currently having four elected members and two independent members.
2. RISK IN EXISTING MEMBERSHIP ARRANGEMENTS
2.1. The Constituent Councils nominate members for the Audit Committee on an annual basis. To date there has been a high degree of consistency in members but there is nothing currently within the Terms of Reference to require membership of the Committee is anything other than an annual commitment.
2.2. The Members of the Audit Committee undertook an effectiveness self-assessment exercise in July 2019 and identified that there is a risk of loss of knowledge and experience within the Committee should there be a significant change in membership in any one year, through the rotation of elected members and/or the end of terms of office for independent members.
2.3. Independent members of the GMCA Audit Committee are paid an annual allowance of £1,485, there would therefore be a financial implication of £2,970 if the recommendations in this report are approved.
3. RECOMMENDATIONS
3.1. The GMCA is requested to:
1. Approve the increase in the membership of the GMCA Audit Committee by a further two independent members, making membership four members of the Constituent Councils and four co-opted members, who are independent persons.
2. Request constituent councils to consider retaining their elected Member nominations for a minimum of 2 years to allow continuity of Committee membership.
3. Approve the amended GMCA Audit Committee Terms of Reference included in Appendix 1.
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APPENDIX 1
Audit Committee – Terms of Reference
This GMCA Audit Committee oversees all aspects of GMCA including Mayoral functions. The Mayor has also established an Audit Panel which oversees the control environment of the Chief Constable.
1. Statement of purpose
1.1 The Audit Committee is a key component of corporate governance providing an independent, high-level focus on the audit, assurance and reporting framework underpinning financial management and governance arrangements. Its purpose is to provide independent review and assurance to Members on governance, risk management and control frameworks. It has delegated power to approve the annual accounts and it oversees year-end financial reporting, the Annual Governance Statement process and internal and external audit, to ensure efficient and effective assurance arrangements are in place.
1.2 The Constitution makes the GMCA’s Treasurer responsible for discharging the functions of the ‘responsible financial officer’ under the Accounts and Audit Regulations 2015, including ensuring risk is appropriately managed.
1. Composition and Procedure
2.1 Membership
The Audit Committee shall be appointed by the GMCA and shall have a total of six members, comprising:
Five or four co-opted elected members of the Constituent Councils of the GMCA (who are not also Members or Substitute Members of the GMCA or Assistant Portfolio Holders);
The GMCA will also appoint two substitute co-opted elected members who may be invited to attend as full members of the Audit Committee when apologies have been received. Substitute members will be appointed from the nominations received from constituent councils following their annual meetings and will be politically inclusive.
Four co-opted members, who are Independent Persons.
All members of the Committee will have voting rights.
2.2 Independent Person
For the purposes of paragraph 2.1 above an individual is an Independent Person if that person:
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(i) is not a member, substitute member, co-opted member or officer of the GMCA;
(ii) is not a relative, or close friend, of a person within (i) above; and
(iii) was not at any time during the 5 years ending with their appointment to the Audit Committee a member, substitute member, co-opted member or officer of the GMCA.
[For the purposes of paragraph 2.2(ii) above ‘relative’ has the meaning contained in Article 2(2) of the Combined Authorities (Overview and Scrutiny Committees, Access to Information and Audit Committees) Order 2017.]
2.3 Political Balance
In appointing co-opted elected members to the Audit Committee the GMCA must ensure that the members of the committee taken as a whole reflect so far as reasonably practicable the balance of political parties for the time being prevailing among members of the Constituent Councils when taken together, in accordance with Rule 15.3 of the GMCA Procedure Rules set out in Section A of Part 5 of this Constitution.
2.4 Chairing the Committee
The Audit Committee will be chaired as determined by the Committee.
2.5 Quorum
At least two-thirds of the total number of members of the Audit Committee (i.e. four members) must be present at a meeting of the Audit Committee before any business may be transacted, as required by the Scrutiny Order.
2.6 Voting
Each member to have one vote, no member is to have a casting vote.
3. Role and Function
The overarching functions of the GMCA’s Audit Committee are:
3.1 Reviewing and scrutinising the GMCA’s accounting framework.
3.2 Reviewing and assessing the GMCA’s risk management, internal control and corporate governance arrangements.
3.3 Reviewing and assessing the economy, efficiency and effectiveness with which resources have been used in discharging the GMCA’s functions.
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3.4 Making reports and recommendations to the GMCA in relation to reviews conducted under paragraphs 3.1 to 3.3 above.
3.5 To require Members, including the Mayor, of the GMCA or Transport for Greater Manchester Committee, or senior officers of the GMCA, Transport for Greater Manchester to attend before the Audit committee to answer questions on relevant items.
In particular the functions of the GMCA’s Audit Committee are:
4. Approval of Accounts
4.1 Approve under delegated powers the annual statement of accounts for GMCA including consolidated figures for Transport for Greater Manchester (TfGM]), MIDAS, Commission for New Economy, Chief Constable of Greater Manchester Police and Greater Manchester Accessible Transport Limited.
4.2 Approve accounts for the former Greater Manchester Waste Disposal Authority for the period ending 31 March 2018.
5. Governance, risk and control
5.1 Review corporate governance arrangements against the Code of Corporate Governance and the good governance framework.
5.2 Review the Annual Governance Statement (AGS) prior to approval to ensure it properly reflects the risk environment and supporting assurances.
5.3 Review the effectiveness of arrangements to secure value for money.
5.4 Ensure the assurance framework adequately addresses risks and priorities including governance arrangements in significant partnerships.
5.5 Monitor the GMCA’s risk and performance management arrangements including review of the risk register, progress with mitigating action and the assurance map.
5.6 Consider reports on the effectiveness of internal controls.
5.7 Monitor the anti-fraud strategy, risk-assessment and any actions.
6. Internal audit
6.1 Approve the Internal Audit Charter.
6.2 Oversee Internal Audit’s effectiveness including strategy, planning and process and ensure conformance with Public Sector Internal Audit Standards (PSIAS).
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6.3 Approve (but not direct) the risk-based internal audit plan including resources, the reliability of other sources of assurance and any significant in-year changes.
6.4 Consider reports and assurances from the Treasurer in relation to:-
Internal Audit performance including key findings and actions from audit assignments, significant non-conformance with PSIAS and the Quality Assurance and Improvement Programme.
Annual Assurance Opinion on the adequacy and effectiveness of the framework of governance, risk management and control.
Risk management and assurance mapping arrangements.
Progress to implement recommendations including concerns or where managers have accepted risks.
Provision of assurances over the effectiveness of internal audit functions assuring the internal control environments of TfGM, MIDAS, Chief Constable for Greater Manchester Police, Greater Manchester Accessible Transport Limited and Commission for New Economy.
6.5 Contribute to the Quality Assurance and Improvement Programme, including the external quality assessment of internal audit.
6.6 Consider and comment on the Treasurer’s Annual Review of the Effectiveness of the System of Internal Audit.
6.7 Develop effective communication with the Treasurer and senior audit staff.
7. External audit
7.1 Consider reports including the Annual Audit Letter, assess the implications and monitor managers’ response to concerns.
7.2 Comment on the nature and scope of work to ensure it gives value for money.
7.3 Advise on the effectiveness of relationships between external and internal audit and other inspection agencies or relevant bodies.
8. Financial reporting
8.1 Consider whether accounting policies were appropriately followed and any need to report concerns to the GMCA.
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8.2 Consider the Treasurers arrangements for the maintenance of the Police Fund and the Mayoral General Fund
8.3 Consider any issues arising from external audit’s audit of the accounts.
8.4 Ensure there is effective scrutiny of the treasury management strategy and policies in accordance with CIPFA’s Code of Practice.
8.5 Make recommendations to the Treasurer and Monitoring Officer in respect of Part 6 of the GMCA’s Constitution (Financial Procedures).
9. Accountability arrangements
9.1 Report the Committee’s findings, conclusions and recommendations to the GMCA and the Mayor, as appropriate, on the effectiveness of governance, risk management and internal controls, financial reporting and internal and external audit functions.
Page 66 Agenda Item 16
Date: 27th September 2019
Subject: Greater Manchester Brexit Preparations Update Report
Report of: Sir Richard Leese, Portfolio Lead for Economy and Jim Taylor, Portfolio Lead Chief Executive for Economy
PURPOSE OF REPORT:
To provide an update on the preparations underway across Greater Manchester for Brexit, and considering possible mitigating actions to minimise the impact should the UK exit the EU without a deal.
RECOMMENDATION:
The GMCA is requested to note the update on Brexit preparatory work underway across Greater Manchester.
CONTACT OFFICERS:
Simon Nokes, Executive Director Policy & Strategy, GMCA [email protected]
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1. INTRODUCTION
1.1 The UK is due to leave the EU on 31st October. The Prime Minister has vowed to leave on the 31st October “come what may”. The Government is however facing significant opposition to their current approach and, at the time of writing, the national situation remains extremely uncertain.
2. GM BREXIT PREPAREDNESS
2.1 A small amount of funding has been awarded to Local Authorities, Local Resilience Forum and the Combined Authority to support Brexit readiness. Agencies from across Greater Manchester have been meeting monthly to consider possible impacts arising from Brexit and to ensure appropriate preparatory actions are being taken. Those meetings of the GM Brexit Preparedness Group have now been increased in frequency to fortnightly as we near Brexit day. The membership of the Brexit Preparedness Group includes: GMCA, Local Authority representation, AGMA Resilience Unit, GMP, Growth Company, TfGM, NHS, GMCVO and Manchester Airport.
2.2 As part of the national preparations for EU exit, each Local Authority and Combined Authority has nominated a Brexit Lead Officer. In Greater Manchester we are bringing together these Lead Officers to ensure coordination of activity and consistency in approaches across GM. The district Brexit Lead Officers have joined the wider GM Brexit Preparedness Group.
2.3 In recognition of the potential for short and longer term economic impacts from the on- going uncertainty and potential no deal exit from the EU, a multi-agency Economic Resilience Taskforce has been established, bringing together key GM bodies to try to ensure a coherent and comprehensive package of support as possible is provided to businesses and individuals facing any threat of redundancy should we exit under a no deal scenario or an economic downturn occurs. The membership of the taskforce includes, GMCA and Local Authority representation, the Growth Company, Jobcentre Plus, the Cities & Local Growth Unit, Business representative organisations (including the GM Chamber of Commerce and FSB), GMCVO, Citizens Advice and Trade Union representatives.
2.4 To support and inform the work of the Economic Resilience Taskforce, a dashboard of leading indicators has been developed, to track how the national and GM economy is performing, in order to identify any possible economic shocks as early as possible. The Taskforce (and dashboard) are considering arising impacts in terms of overall economic resilience; business & sector impacts; and, impacts on GM residents. The dashboard is available to view at Annex A, or can be viewed live online here: https://www.gmtableau.nhs.uk/t/GMCA/views/EconomicResilience_v2_3LR/FrontSheet?if rameSizedToWindow=true&:embed=y&:showAppBanner=false&:display_count=no&:show VizHome=no
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2.5 In addition to the Economic Resilience Taskforce, wider preparations are being led by the GM Brexit Readiness Group and the Local Resilience Forum. Preparations are underway or being considered in the following areas:
Borders – Manchester Airport is liaising directly with Government, as a point of entry to the UK. Assurances have been received regarding ongoing airport operations for both passengers and freight. Port Salford and City Airport are not considered points of entry to the UK.
Transport & Infrastructure - Assessments are ongoing to ensure transport and infrastructure projects continue. A register of major infrastructure projects (over £10m) across GM is being compiled; along with an assessment of the risks potentially posed to their delivery.
Health & Social Care – Preparations for the health sector is being led nationally by NHS England and Department for Health. There has been no requirement for local NHS to stockpile any medicines or medical supplies. The reliance on EU workers in the health & social care sector is a particular risk. Work has been undertaken to support health and care workers to complete the EU settlement scheme. As preparations ramp up towards October, local agencies will again engage and align with the national model.
Food, Water & Energy - Activity will be led by the Local Resilience Forum, liaising with national government as required. Specific shortages are not anticipated, regular liaison with the relevant Government departments are underway.
Business & Economy – Additional to the work of the Economic Resilience Taskforce, activity is ongoing to support GM businesses and raise awareness of the need to ensure preparations are underway for the changes resulting from Brexit. Concern has been raised regarding the preparedness of the SME sector specifically. The Growth Company, working with Local Authorities are planning a series of events for businesses to support them to deal with the potential effects of Brexit. They are also working with partners to improve real time information available on companies at risk. The Growth Company is also aware of the need to adapt and flex services in response to changing business needs. Additional to this, the Business Growth Hub is providing: Monthly ‘podcast’ updates to the LA economic development teams – 10 minute updates on the business support and any changes in the info that may have an impact in SMEs Monthly blogs issued – on key topics such as EU Settlement Status, retaining EU talent and supply chain issues. Weekly Brexit news updates onto GC Business Growth Hub Brexit Website Updates via Social media
Government has announced its intention that a UK Shared Prosperity Fund will be put in place following the UK’s anticipated withdrawal from EU Structural Funds. EU Structural Funds have been a key source of locally-responsive funding for regeneration, economic development, and skills and work activity across GM over recent decades. An
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announcement on the design and implementation timeline for the UK Shared Prosperity Fund has been expected for some time and it was anticipated that Government would make an announcement in the September Spending Round. However, no formal announcement was made which creates a risk that there will be delays to the Fund coming on stream.
Engagement with Government - Regular reporting requirements to Government are expected to increase in volume and frequency as Brexit day nears. The Local Resilience Forum and members of the Brexit Readiness Group are engaging with the relevant departments and ensuring information requests are dealt with in a coordinated and timely manner. Engagement across working groups, analysis of impact data released, and direct departmental requests for information and local Brexit planning information have been undertaken.
Civil Contingencies - Work has been undertaken to understand possible impacts on current and future risk scenarios, in both the short and medium terms. Scenario based planning exercises have taken place, and the Local Resilience Forum continues to consider possible impacts arising. Further events will be delivered to test future risk scenarios. Also, work has been delivered to ensure agencies have in place up to date and robust business continuity plans.
Higher Education Sector - Work has been undertaken to understand the possible impacts on the numbers of EU students and lecturers. Early testing of the EU settlement scheme was used in the sector and support continues to be provided to ensure EU citizens apply for settled status. Assurances continue to be sought from Government for future EU research funding.
Organisational Readiness & Impacts – Public sector organisations have been considering the possible impacts on their own operations arising from Brexit, including workforce and legal implications. As Brexit day nears, organisations have expressed concerns regarding potential capacity issues to meet the necessary reporting requirements and take the appropriate actions required. All districts and GMCA now have signposting information on their websites to support EU citizens resident in their area.
Data - Under a no-deal scenario, the flow and transfer of personal data may be impacted. Information has been shared with public sector agencies to ensure all are undertaking the necessary preparations and advice is being passed onto businesses to ensure they can put in place any necessary mitigating actions
3. RECOMMENDATION:
3.1 The GMCA is requested to note the update on Brexit preparatory work underway across Greater Manchester.
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ANNEX A - ECONOMIC RESILIENCE DASHBOARD
Data accurate as at 10th September 2019. Dashboard can be viewed live here: https://www.gmtableau.nhs.uk/t/GMCA/views/EconomicResilience_v2_3LR/FrontSheet?iframeSizedToWindow=true&:embed=y&:showAppB anner=false&:display_count=no&:showVizHome=no Page 71 Page
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Agenda Item 17
Date: GMCA Meeting: 27 September 2019
Subject: Cricket in Greater Manchester
Report of: Andy Burnham, Mayor of Greater Manchester
PURPOSE OF REPORT
This report provides GMCA with an overview of the proposed Cricket Strategy for Greater Manchester, the action plan that sits beneath it, and funding requirements.
RECOMMENDATIONS:
The GMCA is asked to: 1. Note the discussions taking place between cricketing organisations, districts and the Combined Authority. 2. Review the scope of the action plan set out below, and what will be achieved by the proposed GM wide partnership with ECB. 3. Approve the request for £600k of funding over three years to support the actions outlined in paragraph 4.3, to be sourced from retained business rates, subject to an agreement between three districts and the ECB to develop three Urban Cricket Centres across Greater Manchester. 4. Delegate authority to the Combined Authority Monitoring Officer and Treasurer to complete all necessary legal agreements.
CONTACT OFFICERS:
John Wrathmell, Assistant Director, Strategy & Policy [email protected]
Nick Fairclough, Strategy & Policy Officer, Strategy Team [email protected]
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Risk Management – N/A Legal Considerations – N/A Financial Consequences – Revenue – see paragraph 4 Financial Consequences – Capital – see paragraph 4
Number of attachments included in the report: N/A
Response from Overview & Scrutiny Committee: Overall, the Greater Manchester Economy, Business Growth and Skills Overview and Scrutiny Committee welcomed the report. The Committee stressed that it was important for any new initiatives and facilities to link into existing local clubs and programmes. It would be important for local authorities to take a lead role here. It would be important that when developing propositions for the Urban Cricket Centres, districts are mindful of the need for the centres to be sustainable financially. It was also felt to be important that business cases should stress how the Centres will engage people across GM and generate benefits across the city-region. It would be desirable for programmes to extend to all girls and women, not specific sub- groups, where possible.
BACKGROUND PAPERS: N/A
TRACKING/PROCESS Does this report relate to a major strategic decision, as set out in the No GMCA Constitution
EXEMPTION FROM CALL IN Are there any aspects in this report which No means it should be considered to be exempt from call in by the relevant Scrutiny Committee on the grounds of urgency? GMTC Overview & Scrutiny Committee N/A Greater Manchester Economy, Business Growth and Skills Overview and Scrutiny Committee
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1. INTRODUCTION
1.1 The Combined Authority has been approached by the England and Wales Cricket Board (ECB), Lancashire Cricket Club and other cricketing bodies to agree a long-term partnership to develop the sport in Greater Manchester and use it as a tool to deliver our long-term ambitions for the city region.
1.2 This year is a particularly significant one for cricket in Greater Manchester, with an Ashes Test Match, England’s success in the Cricket World Cup and preparation for the launch of the new 100 ball format.
1.3 The ECB, Lancashire Cricket Club, Chance to Shine (a cricketing charity), Cheshire Cricket Board and GreaterSport have proposed a partnership and action plan that would use cricket to improve young people’s lives and create stronger, healthier communities in Greater Manchester.
1.4 By working in long-term partnership, they are seeking to leverage the expertise, resources and influence of their organisations and local government to deliver outcomes that will make Greater Manchester a better place to grow up and get on, whilst ensuring cricket flourishes in our communities for the next generation. GreaterSport, the city region’s sport partnership, will link the proposal to wider sports development work across the conurbation.
1.5 Discussions have been taking place between sports development officers from districts, the GMCA, ECB, Lancashire Cricket Club and Greater Sport to develop the action plan, which is set out in greater detail in the remainder of this report.
2. ACTION PLAN
2.1 The action plan focuses on:
a) Creating a network of community run cricket facilities that will provide access to cricket in urban, non-traditional settings; and
b) Delivering a range of cricket programmes that are focused on providing wide ranging benefits to communities across Greater Manchester.
2.2 Over the three years of the partnership, the partners are proposing to use cricket to:
Strengthen our communities by… • Installing 100 new Non-Turf Pitches to reduce inequality in access to sports facilities • Building 3 Urban Cricket Centres that will become sporting and social community hubs
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• Delivering 14 new Chance to Shine Street projects to provide the opportunity for disadvantaged youngsters to play sport • Growing the South Asian Female Activators programme to engage socially isolated women in volunteering Equip our young people for life by… • Delivering Chance to Shine to 200 new Primary Schools to teach young children physical and social skills through cricket • Growing the Healthy Hearts schools programme to teach children the importance of healthy lifestyles • Delivering Chance to Shine in 20 new Secondary Schools to improve resilience and leadership skills in teenage girls • Delivering a suite of employability programmes, including 30 “Volunteer It Yourself” projects at cricket clubs, to support young NEETs through education, training and into employment Celebrate the city region’s sporting innovation by… • Providing 5,000 tickets per year as part of Our Pass to mobilise the next generation into sport • Piloting and launching “The Hundred” clubs and schools programme to give people the opportunity to play a new, exciting format of cricket
3. URBAN CRICKET CENTRES
3.1 Urban Cricket Centres are a new concept in community sports provision and the flagship initiative within the proposed partnership.
3.2 The principle behind an urban cricket centre is to repurpose an existing site into a cricket focussed community centre with indoor cricket facilities alongside further spaces that can be used for sport, education, community organisations, health services and any other community service. To ensure the centre’s versatility is utilised to best effect, they will be linked to the broader One Public Estate programme in their locality.
3.3 Detailed modelling and supply-demand analysis conducted by the ECB indicates that each centre will be used by over 2,500 people each year across sport and other activities, including people heavily involved in volunteering roles. They will bring communities together and be catalysts for local, community led activities.
3.4 The first urban cricket centre in the UK opened on 26th June this year in Waltham Forest, East London and the scheme is being rolled out nationwide, with two further pilots under development across the country.
3.5 The partners are looking to accelerate the roll out of these centres in the city region by committing to building three centres in Greater Manchester districts over the next three
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years, using assessments of demographic patterns and inactivity levels to identify the most suitable sites.
3.6 Each centre will be unique, depending on the site, requirements of the local community and ambition of the local authority.
3.7 Development of an Urban Cricket Centre would require partnerships between local authorities, the ECB and other local partners on: • Identification of suitable sites (e.g. regenerating former industrial sites) • Financial investment in the build • Identification and support of local community-run projects to be delivered in the centre
3.8 Following a meeting of sports development officers on 16th July, six districts have expressed an interest in hosting an Urban Cricket Centre. These are: • Bolton • Bury • Manchester • Oldham • Rochdale • Trafford
3.9 Given more than three Greater Manchester districts have now expressed an interest in hosting an Urban Cricket Centre, the ECB will shortly conduct an exercise to identify the optimum three sites across those districts. If more than three sites provide a compelling case for investment, there may be an opportunity for further discussions about additional centres in the city region.
3.10 The ECB will work with these districts, and others that express an interest, to understand potential opportunities within their localities and the level of district financial contribution that would need to accompany any ECB investment.
4. FUNDING
4.1 In order to justify the disproportionate investment in the city region from the ECB, compared with other parts of the UK, the action plan as developed would require a financial contribution from Greater Manchester. Whilst options can be scaled as financial considerations require, the current programme would require a £600,000 contribution (over three years) from the GMCA, with an additional financial contribution towards the three Urban Cricket Centres from host districts. Together, this funding commitment would unlock over £3 million investment from the cricketing organisations.
4.2 It is proposed that the GMCA contribution towards the action plan is sourced from retained business rates. Funding for centres from individual local authorities is likely to vary depending on the proposed site and ambition for each facility. Districts interested in
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hosting a centre would need to work with the ECB and other partners to develop a business case, including longer term funding.
4.3 The GMCA contribution towards the strategy will go towards the following actions, on a match-funded basis with the cricketing organisations:
• Delivering 14 new Chance to Shine Street projects to provide the opportunity for disadvantaged youngsters to play sport • Delivering Chance to Shine to 200 new Primary Schools to teach young children physical and social skills through cricket • Growing the Healthy Hearts schools programme to teach children the importance of healthy lifestyles • Delivering Chance to Shine in 20 new Secondary Schools to improve resilience and leadership skills in teenage girls • Delivering a suite of employability programmes, including 30 “Volunteer It Yourself” projects at cricket clubs, to support young NEETs through education, training and into employment
4.4 Whilst the actions listed above will be funded on the basis of a 50-50 split between cricket and the GMCA, it should be noted that four of the ten actions within the plan will be funded in their entirety by the cricketing bodies. These are:
• Installing 100 new Non-Turf Pitches across the conurbation • Growing the existing South Asian Female Activators programme • Provide 5,000 tickets per year to Our Pass • Piloting and launching “The Hundred” clubs and schools programme
4.5 Districts engaging with the strategy will need to work with the ECB to agree the location and maintenance arrangements for the Non-Turf Pitches.
5. EVALUATION
5.1 The cricket organisations have proposed a partnership with a local academic institution to deliver a full impact report on the outcomes and impact of the partnership, to be used as a case study for similar sport-local government partnerships across the country.
5.2 Funding for evaluation is included within the figure quoted above for delivery of the whole programme.
6. NEXT STEPS
6.1 Detailed plans will now be developed to enable delivery of the programmes outlined above from Summer 2020.
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6.2 The ECB will shortly start engaging more formally with districts that have expressed an interest in hosting an Urban Cricket Centre, regarding the potential required financial contribution and selection of the optimum sites for development of a centre.
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Page 82 Agenda Item 18
Date: 27 September 2019
Subject: Digital & Creative Fund
Report of: Sir Richard Leese, Portfolio Lead for Economy and Eamonn Boylan, Portfolio Lead Chief Executive for Investment
PURPOSE OF REPORT
This report seeks Greater Manchester Combined Authority approval to establish a Digital and Creative Fund. This Fund will be established from capital receipts derived from RGF/Growing Places investments.
RECOMMENDATIONS:
The GMCA is requested to:
- Approve the establishment of a Digital and Creative Fund utilising £5m of capital receipts derived from RGF/Growing Places investments.
CONTACT OFFICERS:
Laura Blakey: [email protected]
Risk Management – see paragraph 4 Legal Considerations – see paragraph 5
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Financial Consequences – Revenue – see paragraph 6 Financial Consequences – Capital – see paragraph 7
BACKGROUND PAPERS:
TRACKING/PROCESS Does this report relate to a major strategic decision, as set out in the Yes / No GMCA Constitution
EXEMPTION FROM CALL IN Are there any aspects in this report which means it should be considered to be exempt from call in by the relevant Scrutiny Committee on the grounds of urgency? GM Transport Committee Overview & Scrutiny Committee
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1. INTRODUCTION/BACKGROUND
The GMCA have approved a revised investment strategy for business recommending a sectoral approach to investment, concentrating on those key sectors that have been identified in the Local Industrial Strategy.
It has also previously been agreed that GM would consider creating a fund to both grow indigenous, regionally-based independent production companies and attract larger scale TV, Film and Drama content production companies to relocate to the city region. A Fund focused on this area would strongly support the Digital & Creative agenda for the region.
This approach to investment has proven to be successful in the establishment of the Life Sciences Fund. The Life Sciences Fund was established in September 2015 in partnership with Cheshire East, Cheshire West and Bruntwood. The Fund is based at Alderley Park and is externally managed by Catapult Ventures. The total fund size is £30.7m and this is expected to be fully committed within the next 12 months.
2. APPROACH
There have been some key learnings from the establishment and success of the Life Sciences Fund which are applicable here:
- the breadth of the focus of the fund needs to be pre-determined and reflect the market gap. The Life Sciences fund is broad in nature and does not seek to support a sector within a sector – this has worked well in supporting the wider ambitions of the Fund which have been to increase the presence of Life Sciences businesses in the region, with a ranging risk profile, in order to promote the wider Life Sciences ecosystem. The proposed Fund noted above has a much narrower focus – this focus should be independently tested and validated. It is therefore recommended that a focus group comprising sector experts, the Manchester Growth Company and the GMCA Core Investment Team be quickly convened in order to debate and agree the area of focus for a GMCA Digital & Creative Fund.
- fund managers who are sector specialists are critical. In areas where there are real sector specialisms, having a fund manager that truly understands the sector is important rather than a generalist fund manager. It is therefore recommended that once the focus of the Fund has been agreed, a sector specialist Fund Manager be procured.
- the larger the Fund the more impact it has and likely the commercial return will be higher. Whilst having a larger Fund allows more companies to be invested in and creates a bigger impact, it also allows the Fund to continue to support successful companies and therefore maximise their ultimate return. It is therefore recommended that the GMCA assign £5m to the Fund to be used as a cornerstone for other investors to participate, with the ambition of having a minimum fund size of £20m. In the event that a larger fund cannot be raised, a revised strategy for the investment of the £5m will be brought back to the GMCA.
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3. INVESTMENT APPROACH
The agreed investment strategy requires that all investments are recycling in nature. Dependent upon the risk profile of the business, depends upon whether it is more appropriate to invest as equity or loans:
- Loan funding – loans are typically more appropriate where the business is established and is generating positive cash flow from its operations. The business plan would need to support that the business can repay the loan over the medium term, and can afford to pay the interest charges. Putting loan funding into businesses that are too early stage, despite this often being a Company’s preference, can hamper their ability to raise funding in the future (as funders don’t want to put money in to repay existing debt);
- Equity funding – equity is more suitable for earlier stage and higher risk businesses. If a business cannot demonstrate its ability to service or repay the debt (from current operations) then equity is usually more suitable. If equity is invested into the business and it is showing signs of success then there is an option to invest further funds as part of future fundraises in order to protect the level of equity held. This is one of the reasons for having a larger fund, to provide sufficient capacity for follow on.
Regardless of the structure of the investment, the ambition should be to utilise the public sector funds to maximise the private sector leverage on an investment by investment basis.
4. RISK MANAGEMENT
The Fund will be governed under the existing investment framework which includes several levels of review and ongoing monitoring of performance. 5. LEGAL CONSIDERATIONS The legal agreement will be based upon the existing templates for the fund, amended for the specific requirements of the individual funding arrangements.
6. FINANCIAL CONSEQUENCES – REVENUE There are no revenue implications.
7. FINANCIAL CONSEQUENCES – CAPITAL The proposed Digital and Creative Fund would be established from recycled funds.
Page 86 Agenda Item 19
Date: 27 September 2019
Subject: Decarbonising Greater Manchester’s Existing Buildings
Report of: Cllr Andrew Western, Green City Region Portfolio Lead
PURPOSE OF REPORT
The purpose of this paper is to present a report, produced for Greater Manchester by the GMCA and an expert working group, with their recommendations for decarbonising Greater Manchester’s existing building stock (retrofit report). The Decarbonising GM’s Buildings report forms one of the key deliverables from the Greater Manchester Green Summit and aims to support GM’s achievement of the Green Summit aspiration for the City Region to be carbon neutral by 2038.
The key recommendations from the Decarbonising GM’s Buildings report have been incorporated into GM’s 5 Year Environment Plan, published and adopted by GMCA in March 2019. The purpose of the Decarbonising GM’s Buildings report (see Annex 02) is to add further detail and justification for the actions proposed in the 5 Year Environment Plan.
RECOMMENDATIONS:
The GMCA is requested to:
1. Note the contents of the Decarbonising GM’s Buildings report.
2. Commend the key recommendations of that report which have already been incorporated into the recently published GM 5 Year Environment Plan.
3. Agree to establish a Low Carbon Buildings Challenge Group (as part of the Green City Region Partnership and Mission approach agreed in the Local Industrial Strategy)
Page 87 providing a means of bringing key organisations together to further examine and take forward the recommendations in this report as appropriate.
CONTACT OFFICERS:
Mark Atherton, Assistant Director of Environment, GMCA [email protected]
BACKGROUND PAPERS:
GM 5 Year Environment Plan https://www.greatermanchester-ca.gov.uk/media/1986/5-year-plan- branded_3.pdf
Greater Manchester Spatial Energy plan http://es.catapult.org.uk/wp- content/uploads/2017/08/Compressed_GMCA_Spatial_Energy_Plan_2016_11_07-LATEST- ilovepdf-compressed.pdf
Page 88 1. Background 1.1. The Green Summit, held in March 2018, set out Greater Manchester’s aspiration to be carbon neutral by 2038, meeting the challenge of climate change and supporting the transition to a low carbon economy. One of the key issues identified is the reduction of carbon emissions produced from the excessive use of energy from GM’s buildings. The Decarbonising GM’s Buildings report sets out where GM is now and where it needs to get to in terms of the energy demand of Greater Manchester’s existing domestic, commercial and public buildings. Based on that, it provides a set of recommendations for taking action.
1.2. In producing the Decarbonising GM’s Buildings report, advice and guidance has been provided by a range of regional and national stakeholders including UK Green Building Council, Carbon Coop, Building Research Establishment, the University of Salford, Skanska, Red Coop and others.
1.3. The Decarbonising GM’s Buildings report contents and conclusions were also tested with a wide number of key partners, through a number of working groups and consultation workshops. These workshops were held in early 2019 and their early conclusions and recommendations were used to inform the development of the GM 5 Year Environment Plan, prior to its launch at the 2019 Green Summit and endorsement by GMCA in March 2019.
1.4. Investing in reducing the energy used in Greater Manchester’s buildings offers a significant opportunity that would bring with it multiple benefits, not just for the city- region’s environmental ambitions. For Greater Manchester’s residents, homes that are warmer, more comfortable and have good ventilation are healthier homes, improving people’s physical and mental health. They are also cheaper to heat, meaning Greater Manchester residents and businesses would spend less on their fuel bills and be more resilient to future energy price rises. For Greater Manchester’s economy, a healthier population means increased productivity and less public spending on healthcare. Businesses that use their energy more efficiently are more resilient to energy price volatility. Investing in Greater Manchester’s building stock also presents an opportunity for growth in jobs and skills in the construction and associated sectors in the city-region.
2. Reducing Energy Demand In Homes
2.1 In Greater Manchester’s homes, continued effort is needed to ramp up actions to help reduce the energy demands for those residents in or at risk of falling into fuel poverty, continuing to maximise the use of national funding streams (particularly Energy Company Obligation – ECO – funding) by using local flexibilities, whilst making the case for greater local influence so that this funding better aligns with Greater Manchester’s ambitions. This funding does not currently provide for the extent and depth of improvements
Page 89 needed in homes to meet Greater Manchester’s environmental and wider ambitions (Recommendation 1).
2.2 At the same time, GM needs to scale up deeper retrofit of homes across Greater Manchester. This presents significant opportunities to realise the benefits set out above – for improving people’s health and increasing wealth. To realise the scale of reduction
in CO2 emissions GM needs from reducing buildings’ demand for energy, GM needs tens of thousands of deeper retrofits every year. At present, deeper retrofit projects are of the scale of pilots of 10s or at most 100-200 homes or are not retrofitting to the depth needed.
2.3 There are barriers which prevent scaling up what has been achieved in these projects and which would need to be overcome to realise domestic retrofit to the extent and depth required. These barriers include: The need to adopt a whole-property (or whole-house) approach to retrofit, understanding what level of reduction in demand (in particular for heating) and
CO2 emissions can be achieved across Greater Manchester’s different types of properties (Recommendation 2). At the same time, a whole-house approach needs to be embedded to make sure that retrofit measures are always carried out as part of an overall plan for that property to avoid piecemeal change or unintended consequences. The need to develop attractive financial offers for homeowners and financial models for investors (in the public and private sectors) to overcome the high up- front capital costs of deeper retrofit (Recommendation 3). Patient finance, such as green mortgages, equity loans and other forms of loan funding (e.g. revolving loan fund), needs to be available at scale to overcome this barrier. The need to develop both the capability (upskilling) and capacity of the supply chain required to deliver deeper retrofit. The supply chain for retrofit will not develop without first seeing, real, evidenced demand emerge, meaning that the supply chain and the stimulation of demand needs to take place in tandem. In particular, the issue of a shortage of a sufficiently large skilled workforce to deliver on this scale needs to be tackled across providers, learning and skills support agencies and trade bodies (Recommendation 4). The need to develop delivery models that build awareness of whole-house deeper retrofit, target those people most likely to be early adopters of it, build trust in delivery and the supply chain and coordinate a smooth customer journey through the process (Recommendation 5).
2.4 Tackling these challenges in a way that then enables the retrofit of domestic properties at the required scale and depth will require innovative approaches to delivery in partnership between the public, private and third sector.
Page 90 3.0 Reducing energy demand in commercial buildings 3.1 The energy demands from commercial buildings in Greater Manchester also needs to see a significant reduction, with modelling informing Greater Manchester’s 5 Year Environment Plan based on a 30% decrease in commercial space heating demand by 2040.
3.2 There are similar barriers to reducing energy demand in Greater Manchester’s commercial buildings. At present, the incentives for and ability of commercial property owners to retrofit their buildings to achieve these level of reductions are mixed. The valuing of energy efficiency in commercial buildings therefore needs to be built up in the market through better measurement and reporting, which would drive improvements. This includes: Building measurement and reporting into new developments using the planning system (Recommendation 6). Setting out a pathway for embedding measurement and reporting for commercial building heat demand, starting with voluntary reporting whilst looking at ways to encourage this (e.g. via nudge) or mandate this in the future (Recommendation 7).
4.0 Reducing energy demand in public buildings
4.1 At the same time, GM’s public sector needs to lead by example in reducing the energy demand of its buildings. GMCA and local authorities have already made commitments around delivering greater energy efficiency of their buildings as part of the 5 Year Environment Plan. This should be adopted by other public sector organisations in Greater Manchester (e.g. health sector, universities) and measurement and reporting standardised to help drive up standards (Recommendation 8). Other organisations beyond the GMCA and local authorities should set ambitions and targets for energy efficiency as a result and deliver improvements against these (Recommendation 9).
5.0 How to take this forward
5.1 Tackling forward this challenge and implementing the recommendations in this report must be a joint effort between the public, private and third sectors. These organisations can each bring different areas of expertise to help take forward these recommendations. In addition, national government has some of the most powerful levers to tackling the issues set out here – this report provides a means of engaging government on Greater Manchester’s needs and priorities for all organisations above.
5.2 Given that, and the ambition of the 5 Year Environment Plan to adopt a mission-oriented approach to its implementation, it is recommended that a Low Carbon Buildings
Page 91 Challenge Group be established in Greater Manchester as part of the Green City Region Partnership, providing a more formal means of bringing these organisations together to take forward the recommendations in this report and drive the change needed in Greater Manchester’s buildings (Recommendation 10). This reflects the complex nature of the challenges faced and the need for coordinated action across sectors.
A summary of the Key Actions of the Report is provided in Annex 01.
6.0 Recommendations
It is recommended that GMCA: Note the contents of this report and its recommendations Note that the key recommendations of this report have already been incorporated into the recently published GM 5 Year Environment Plan.
Page 92 ANNEX 01 Summary of the Report’s Recommendations
The report provides 10 key recommendations to accelerate delivery:
No. Detail
1 Partners across Greater Manchester should develop proposals for and push for changes to current the current ECO framework when it ends in 2022 to better align it with the city- region’s ambitions.
2 Further research should be carried out to identify appropriate space heating demand targets for Greater Manchester property types, informed by the emissions reductions in the SCATTER model. This work would provide a set of indicative targets required from the retrofit of homes to meet Greater Manchester’s ambitions and that can be feasibly delivered at Greater Manchester’s property types.
3 The GMCA, key partners and investors should work together to develop commercially attractive business models for investment in retrofit of social and private housing. At the same time, GMCA, working with key partners and government (to consider this as part of national policy and green finance initiatives), should develop options for the potential use of council tax as a “nudge” to increase energy efficiency.
4 The GMCA, learning and skills support agencies, providers, innovation hubs and existing trade bodies should come together to understand the future needs and opportunities presented by whole-house deep retrofit and develop packages of work to tackle the issues this identifies.
5 Partners in Greater Manchester should collaborate to develop a delivery model to build up local markets for whole-house deeper retrofit. This should build on the findings of recent work in this area, including government funded pilots like People Powered Retrofit and RetrofitWorks.
6 GMCA and local authorities should explore the potential for introducing requirements for new developments to report on operational energy performance, and as part of that, on space heating demand.
7 Working with key partners, GMCA should develop and implement a pathway to lead to an increase in the measurement, reporting and improvement of energy efficiency in commercial buildings, and as part of that, on space heating demand.
8 GMCA, local authorities and the public sector across Greater Manchester should ensure standardised measurement and annual reporting (as part of reporting against the 5 Year Environment Plan) on the energy efficiency of their buildings, including their Display Energy Certificate ratings and a measure of space heating demand.
9 GMCA and local authorities should work to deliver agreed targets for the energy efficiency of their buildings, including their Display Energy Certificate ratings and developing a measure and targets for space heating demand, and encourage other public sector organisations to do likewise.
10 Put in place Greater Low Carbon Buildings Challenge Group, which, through establishing specific task and finish groups, would provide cross-sector approach to tackling the systemic challenges associated with retrofit across all building types.
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Page 94 Agenda Item 22
Date: 27 September 2019
Subject: GMCA Culture Funding 2020 Onwards
Report of: Cllr David Greenhalgh, Portfolio Lead Leader for Culture and Alison McKenzie-Folan, Portfolio Lead Chief Executive for Culture
PURPOSE OF REPORT
This report summarises progress of the first year of the GM Cultural Portfolio and outlines a proposed revised approach to GMCA investment in culture, to support delivery of the Greater Manchester Culture Strategy: Grown in Greater Manchester, Known Across the World, from April 2020 onwards.
RECOMMENDATIONS:
GMCA is asked to: Note progress to date within the GM Cultural Portfolio, in particular the increase of 39% in engagement with GMCA funded cultural organisations as a result of a new investment approach agreed by GMCA for 2018-2020.
Approve the proposed revised approach to GMCA investment in culture from April 2020 onwards, namely: o continuation of GMCA investment in cultural organisations and activity across GM; o that criteria for cultural organisations bidding for GMCA Culture Fund remain the same as 2018-2020 programme (set out in paragraph 3.3); o top-slicing into a separate budget, and at current percentage, non-cultural activity funding currently funded via the GM Cultural and Social Impact Fund; o Ring-fence up to £270,000 of the GM Cultural Fund per annum to GM Culture Strategy priorities where they cannot be delivered by a single organisation, but will work with multiple cultural organisations and partners to increase cultural activity and resident engagement.
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o Agree that, in line with current practice, the portfolio and programme management costs should be found from within the GMCA Cultural Fund budget. o That the GMCA Culture Fund programme should be in place for two years (2020/21-2021/2022) o That, in reaching final recommendations about the portfolio of grants to award, consideration will need to be given to issues of balance (across art form and geography) and overall resources available. As part of this process GMCA is minded to consider limiting the amount of funding any single cultural organisation can receive to no more than 15% of the Greater Manchester Cultural Fund
CONTACT OFFICERS: Alison Gordon, GMCA ([email protected]) Marie-Claire Daly, GMCA ([email protected])
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1 BACKGROUND
1.1 In 2016, GMCA established a new Culture, Arts and Leisure Portfolio, recognising the importance of culture to the economic growth, social well-being and attractiveness of Greater Manchester. 1.2 The GMCA Culture and Social Impact Fund (CSIF) was launched in 2017 and began funding from April 2018, building on the success of AGMA’s Section 48 scheme. The new portfolio saw GMCA investment of £7m over two years go to 28 organisations, 11 of which had not received GM Culture Funding previously. 1.3 GMCA agreed the requirement for a Greater Manchester Cultural Strategy, to identify and articulate priority activity and to inform future investment. The Greater Manchester Culture Strategy was agreed by GMCA in March, 2018. 1.4 The first year of the strategy (2019-2020) is being delivered by GMCA’s Culture and Social Impact portfolio and using investment from Arts Council England and National Heritage Lottery Great Place project funding and leveraged match funding for Great Place. This paper proposes an updated investment approach to support Cultural Strategy delivery between April 2020 and March 2022. 2. CURRENT INVESTMENT 2.1 The portfolio now includes 28 organisations, 11 of which have not received GM Cultural Funding previously, saw increased levels of investment in Rochdale (Cartwheel Arts) and Salford (Art with Heart), and was able to fund for the first time an organisation based in Wigan (Wigan STEAM). The new portfolio also includes investment in visual arts for the first time (Centre for Chinese Contemporary Arts) and allows GM to support young contemporary popular and jazz musicians for the first time through investment in Brighter Sounds, as well as increasing our support for cultural festivals. GMCA investment in activity delivered by Manchester Jewish Museum for the first time not only supports the only museum of Jewish history outside of London, but also supports a bespoke programme of engagement with BME communities across Greater Manchester. The portfolio also sees a more balanced spread of investment across art-form delivery as well as increasing the delivery of culture to those from protected characteristic groups across GM. 2.2 Analysis of the first year’s performance of the GM Culture and Social Impact recipients shows that GMCA investment supported 4.6m cultural engagements in the first 12 months; a 39% percentage point increase on the final year of the AGMA Section 48 grant programme which it replaced. 59% of these were with GM residents and 41% were visitors to our city region. This indicates that diversifying the portfolio to support more organisations resulted in increased engagement.
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2.3 Quality of engagement has remained high and is spread well throughout Greater Manchester. A draft full annual review, which will be shared with local and national stakeholders, is provided as Appendix A. 2.4 The GM Cultural Portfolio has also benefited from Great Place project funding (as agreed by GMCA in January 2019), which has allowed the Portfolio to embed and grow the role and impact of culture in GM communities and wider public sector institutions. Great Place has levered in financial support in a variety of strategic projects that cannot be delivered by a single organisation and require a strategic, rather than delivery focus, and in projects that deliver activity not already supported through the Culture and Social Impact Fund. These include: a research partnership with MMU to identify excellence and further develop world- leading practice in Arts and Health; development of an online portal to signpost residents to cultural opportunities across GM; a partnership with the i-THRIVE programme to embed arts practice into childrens’ and adolescent mental health services; collaboration with the Health and Social Care Partnership and Action Together Tameside to embed the cultural sector into a GM social prescribing offer; activity with TfGM including support for Our Pass and roll out of a programme that uses yellow school buses to create access to cultural opportunities for GM school children; consolidation of GM as a world leader in Ageing Well through partnership with the GM Ageing Hub and including the roll out of ageing and culture activity across GM; establishing a national centre for Ageing and the Imagination in GM; a major GM-wide commission commemorating Peterloo; and a partnership with GM Libraries to establish libraries as autism friendly cultural hubs, including a programme of staff training and the development of a new, autism friendly cultural activity, contributing to the delivery of the GM Autism Strategy. 2.5 Other activity in development or being delivered to support the GM Culture Strategy, includes the Greater Manchester Music Review, support for Greater Manchester’s Night Time Economy Adviser, a music and technology festival - Distractions, Greater Manchester Town of Culture, research looking at culture-led regeneration in Greater Manchester and a culture campaign being delivered by Marketing Manchester. 2.6 The current programme of Culture and Social Impact funding will end in April 2020. Great Place funding finishes at the same time. GMCA needs to explore how best to support and invest in culture from April 2020 onwards, to secure the implementation of the GM Culture Strategy. This is against the backdrop of securing the legacy of the Great Place project and more recent changes including the Independent Prosperity Review and the development of the Local Industrial Strategy, which highlights the creative industries as a key growth sector
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for Greater Manchester. Since GM established a culture portfolio in 2016, we have moved from a direct funding relationship through Section 48, to a mix of direct funding, strategic co-investment direct commissioning and co-development. Tables 1.1 and 1.2 show the growth and diversification in GM’s approach to investment and support for culture and demonstrates the range of partners the GMCA Culture team collaborate with on a regular basis.
Table 1 – 2015/18 AGMA Section 48 Investment (AGMA funded £3.3m p.a.)
Strategies Greater Manchester Strategy Direct Investment Contact Theatre Dance Manchester GM Arts GMCVO
Greater Sport Halle Home M6 Theatre
Madlab Manchester Camerata Manchester International Festival Bolton Octagon Oldham Coliseum PANDA Peoples’ History Museum Proud Trust Quays Culture (The Lowry) Royal Exchange Theatre Water Adventure Centre
Table 2: 2018/19 GMCA Culture Portfolio Greater Manchester Strategies GMS Culture Strategy Local Industrial Strategy Spatial Framework Digital Strategy Internationalisation Ageing Strategy Population Health Plan Reform White Paper Autism Strategy Strategy Greater Manchester Partners Health & Social Care GM LEP GM Growth Hub Marketing Manchester TfGM Partnership Bridge GM NTE Advisor Ambition for Ageing GM Libraries GM Archives GM Ageing Hub MIDAS National Partners National Heritage Lottery DCMS Arts Council England Historic England Creative and Cultural Skills Fund UK Music I-Thrive Big Lottery Delivery Partners Centre for Arts, Health University of Manchester MMU Curious Minds Manchester Museum and Social Change Manchester International Live Well Make Art Action Together Tameside Belle Vue Productions Sound City Festival FutureEverything Rose Marley Management GM Arts Company Chameleon Manchester Histories Modern Designers Liverpool City Region CA Salford CVS Bolton at Home Trafford Housing Trust Queen Mary University, UMNHSFT Creative Tourist Micra London Direct Investment Art with Heart Brighter Sounds Cartwheel Arts CCCA Contact Theatre Dance Manchester Gaydio GM Arts GMCVO Greater Sport Manchester Histories Halle Home Madlab Manchester Camerata Festival Manchester Jewish MIF Manchester Jazz Festival Music Action International Bolton Octagon Museum Page 99
Oldham Coliseum People’s History Museum Royal Exchange The Lowry The Proud Trust Water Adventure Centre Wigan Steam Strategic Projects Town of Culture Distractions Our Pass Yellow School Buses GM Music Review Deeds not Words Peterloo Culture Champions Relative Values People’s Palace Projects Museum, Arts and Culture Marketing Manchester Artivists Historic Environment TP Enterprise Advisors Festival Culture Campaign Meet Your Future RLWC Festival of Festivals
3. INVESTMENT APRIL 2020 ONWARDS 3.1 Cultural investment proposals below are driven by the evidenced success in increasing engagement in culture as a result of the decision made by Leaders in 2017/8 to increase and diversify the number and range of cultural organisations benefiting from GM cultural investment. 3.2 As demonstrated in Table 1.2, the reach and influence of the GM Portfolio has increased significantly, with a range of recently-established partnerships and projects developed, both as part of the Great Place project, and as strategic interventions that deliver GMS and Mayoral priorities, like digital and creative festival Distractions, Town of Culture, yellow school buses taking school children to cultural activity and significant activity around Arts and Heath and Ageing. These are projects that cannot be delivered by a single organisation. Below is set out how, without an additional financial ask, the GM Culture portfolio can continue to support cultural organisations directly, as well as resourcing strategically important partnerships and projects that benefit the widest possible group of residents, businesses and places across Greater Manchester. 3.3 In 2017, GMCA agreed a set of criteria to assess bids for the GM Culture and Social Impact Fund 2018-2020. As Table 3 below shows the criteria used in 2018-2020, align well with the majority of GM Culture Strategy outcomes, therefore it is proposed that the criteria for Culture Fund investment remains the same.
Table 3: GM Culture Fund Criteria alignment with the 11 GM Culture Strategy Outcomes
GM Culture Fund Criteria 1 - Contribute to the recognition of Greater Manchester locally, nationally and internationally to attract new investment, new visitors and new talent to Greater Manchester
Increased international recognition of Greater Manchester as a cultural destination, evaluated Culture Strategy Outcome 5 in partnership with Visit Manchester
Improved communication of Greater Manchester’s culture and heritage offer that reflects the Culture Strategy Outcome 11 diversity of our people and places, evaluated through press coverage and resident surveys
GM Culture Fund Criteria 2 - Make a positive contribution to improving skills and employability of residents in Greater Manchester, including support for the creative education, expression and ambition of young people across Greater Manchester
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Culture Strategy Outcome 1 Increased engagement with culture to 70%, as demonstrated by the Active Lives Survey
Increased the uptake of cultural subjects at GCSE, A-Level and in cultural and creative Culture Strategy Outcome 7 apprenticeships and degrees.
Developed our reputation as an international leader in arts, heritage, health, wellbeing and Culture Strategy Outcome 10 ageing, evaluated through number of academic studies, conferences and international collaborations.
GM Culture Fund Criteria 3 - Play a strong role in developing strong and inclusive communities and an improved quality of life for residents, particularly those residents at risk of disengagement or social isolation
Culture Strategy Outcome 1 Increased engagement with culture to 70%, as demonstrated by the Active Lives Survey.
Achieved parity in engagement across all our boroughs, as demonstrated by the Active Lives Culture Strategy Outcome 2 Survey.
Achieved parity in engagement levels from protected characteristic groups, as demonstrated by Culture Strategy Outcome 3 the Active Lives Survey.
Developed a cultural output more reflective of Greater Manchester’s people, places and Culture Strategy Outcome 8 history, evaluated through press coverage.
Improved communication of Greater Manchester’s culture and heritage offer that reflects the Culture Strategy Outcome 11 diversity of our people and places, evaluated through press coverage and resident surveys
GM Culture Fund Criteria 4 - Be able to evidence how the project will make a positive contribution to improving residents’ health and well-being and meeting our equality duties.
Developed our reputation as an international leader in arts, heritage, health, wellbeing and Culture Strategy Outcome 10 ageing, evaluated through number of academic studies, conferences and international collaborations.
GM Culture Strategy Outcomes to be delivered outside of GM Culture Fund Outcome 4 - Increased the number of people working in the Creative Industries in Greater Manchester as demonstrated by UK Labour Market statistics. Outcome 6 - Increased the number of creative businesses in Greater Manchester, as demonstrated by the UK Business Survey. Outcome 9 - Increased our international reputation as international leader in co-commissioning and creation and people understand how to access opportunities.
Social Impact organisations 3.4 The GM Cultural and Social Impact Fund investment 2018-2020 reflected the legacy of the AGMA Section 48 funding it replaced by supporting non-cultural activity and included investment in GMCVO, Greater Sport, the Water Adventure Centre and the Proud Trust at a cost of £460,024 p.a., or 13.1% of the current £3.5m annual budget. 3.5 In order to move on from Section 48 and provide clarity on GMCA funding for Culture, it is proposed that for 2020-2022, the same percentage of financial support (13.1%) is top-sliced from the GM Culture Fund to support non-cultural activity, the delivery of GM’s VCSE Accord and delivery of strategic support for sport across GM and LGBTQ activity across Greater Manchester. Growing the portfolio of cultural fund beneficiaries
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3.6 A Greater Manchester Culture Fund, which provides direct investment to cultural organisations is still the most appropriate way to support culture across Greater Manchester. 3.7 The evidence of increased engagement by growing the number of cultural organisations is set out above, however this does not provide an indication of the quality and value for money of each engagement. It is therefore proposed that applicants will be able to set out a more sophisticated composite measure of value for money covering quality, depth and breadth of engagement as part of the application process.
3.8 In reaching final recommendations about the portfolio of grants to award, consideration will need to be given to issues of balance (across art form and geography) and overall resources available. As part of this process, GMCA is minded to consider limiting the amount of funding any single cultural organisation can receive to no more than 15% of the Greater Manchester Cultural Fund
Strategic co-investment 3.9 Over the past two years, as resource and activity to support the GM Cultural Portfolio has increased, so too have significant opportunities to grow, support and sustain culture in GM. This includes the activity undertaken by the Great Place project which is working with and across the public sector to embed the essential role of culture in meeting a broad range of Greater Manchester priorities. 3.10 The demonstrated track record of Great Place in securing national and local partnership funding represents an opportunity to grow the strategic impact of the Greater Manchester Culture Strategy, whilst not increasing the financial ask to GMCA. The current model of the GM Cultural Fund does not allow for seed-funding, match funding or partnership building activity to increase GM cultural activity and resident engagement that goes beyond what a single Cultural Fund beneficiary can deliver. 3.11 Partnerships developed over the past two years, including Arts Council England, Heritage Lottery Fund, CC Skills, Screen Skills and BFI, alongside partnerships within the GMCA family (TfGM, Marketing Manchester, GM Health and Social Care Partnership) are now well placed to co-develop co-funding approaches which will better deliver all our strategic aims. 3.12 It is proposed that GMCA ring-fences £270,000 of the GM Cultural Fund per annum, to deliver GM Culture Strategy priorities where they cannot be delivered by a single organisation.. A snapshot of the type of project supported by these strategic funds currently provided by the Great Place project, in which partners have indicated a desire to co-invest, include; Culture Champions, networks of older engaged residents who encourage peers to take part in cultural activity across Greater Manchester to increase engagement in culture.
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Town of Culture – an opportunity to shine a spotlight on the diverse culture of Greater Manchester’s towns, again increasing access to culture for GM residents Distractions – an annual event to position Greater Manchester at the forefront of international thought leadership around the interface between digital and creative, delivered in partnership with FutureEverything and Manchester International Festival. Continuation of the yellow school buses scheme, working with Transport for Greater Manchester, using yellow school buses at times not in use to transport Greater Manchester school children to museums, galleries, theatres and cultural activity across the city region, removing a significant barrier to increasing in-school engagement with culture. 3.13 Evidenced leverage from Great Place and ongoing positive discussions with partners indicates this ring-fenced amount would deliver additional match funding of up to £1m of investment a year to support the delivery of the GM Culture Strategy. 3.14 Additional funds would be invested in supporting a number of strategic projects which supports cultural organisations and increased resident engagement through 2019/20 and 2020/21. Programme management costs 3.15 Programme and portfolio management costs of the GM Culture Fund would remain at the same level as the current programme at £70,000 per annum and will be found from within the GM Culture Fund as is the case with the current GM Culture and Social Impact Fund programme. Lifespan of GM Cultural Fund 3.16 Currently the GM Cultural and Social Investment Fund is a two year programme, this allows adequate time for beneficiaries to plan an impact programme of activity to support the priorities of the investment. However, the majority of the cultural organisations supported also receive a level of support from Arts Council England (ACE), who currently operate on a four year funding cycle – 2018-2022. 3.17 Arts Council England is in the process of developing its next ten-year strategy, which will run between 2020-2030. Should the GM Cultural Fund investment be available to support cultural organisations for four years rather than two, this would work well for Arts Council England, who are keen to develop and test new approaches to place-based funding, ahead of its next investment round, which will commence in 2022. 3.18 It is proposed that the programme beginning April 2020 should run for two years, with a future proposal coming to GMCA for a four year cultural investment programme from 2022/3 to align with Arts Council England funding cycle. 4. Recommendations 4.1 The recommendations can be found at the front of the report.
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Page 104 GREATER MANCHESTER: OUR YEAR IN CULTURE 2018/2019
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Page 107 CONTENTS 1) INTRODUCTION
2) CULTURE AND SOCIAL IMPACT FUND
3) GREAT PLACE
4) LOOKING AHEAD
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Page 109 INTRODUCTION
Culture is essential to our identity in Greater Manchester. We have always understood the value of it here. In an ever-troubled and changing world, culture is a foundation in what it is to be Greater Mancunian, outward facing, welcoming and diverse; to express ourselves and forge our place in the world.
Culture and creativity has become more prominent in our work over the last year than ever before. Sometimes, culture can be viewed as a ‘nice-to-have’, a ‘bolt-on’ but we take a different view in Greater Manchester; we see culture and creativity as fundamental to who we are, but also essential to the success of our economy and a key enabler for our residents to fulfil their full potential.
The Independent Prosperity Review, the largest economic review we’ve undertaken in ten years, highlighted creativity and digital as key areas for economic growth in Greater Manchester, and we must build on this to see our economy and residents flourish. Whilst we can’t know what employment opportunities might look like in ten, 20 or 50 years, we can ensure that our residents have the creative skills necessary to adapt and develop to the jobs of the future.
Equally, beyond Greater Manchester, our international reputation, and subsequent visitor economy, is driven by our position as a leading cultural destination. This report outlines how far we have come in the last year, and the hard work of the brilliant 28 organisations we fund through our Culture and Social Impact Fund. This report also outlines our progress over the last year, our plans for the future, what we hope to achieve, and how we ensure world- leading arts and culture reaches every corner of Greater Manchester and beyond.
Andy Burnham, Mayor of Greater Manchester Culture and creativity help us to understand our place in the world and express who we are and the creative and cultural sector make a significant contribution to the economy of Greater Manchester. We want everyone in Greater Manchester to have access and opportunity to express their own creativity; making, participating, contributing to, enjoying and celebrating the distinctive cultural landscape that makes Greater Manchester a great place to live, visit and invest in. We already have a high quality cultural offer. Greater Manchester is a place where artists and cultural organisations deliver high-quality culture that is reflective of our talent and maintains the height of our ambition, whilst positioning Greater Manchester as one of the leading centres for culture regionally, nationally and internationally. David Greenhalgh, Leader Bolton Council, Greater Manchester Portfolio Lead, Culture
We are rightly proud of our rich cultural heritage and thriving cultural sector, from grass-roots community and heritage groups to internationally significant cultural organisations and cutting edge digital festivals, Greater Manchester has a diverse and distinctive offer. We understand that culture and creativity aren’t just the preserve of professional artists and cultural organisations. Creativity can be found throughout Greater Manchester, in our homes, on our streets, in our nurseries, schools, colleges, workplaces and in our care settings. Alison McKenzie-Folan, Chief Executive, Wigan Council, Greater Manchester Portfolio Lead, Culture
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PURPOSE OF DOCUMENT 2018/19 was a phenomenal year for culture across Greater Manchester, with world-class activity taking place on our stages, in our galleries and museums and in our schools, streets and care settings. The year saw the establishment of the Greater Manchester Culture and Heritage Steering Group, the initiation of the Greater Manchester Music Review, inclusion of culture and creativity in a number of key GM strategies, including GM’s Local Industrial Strategy and Greater Manchester Culture Strategy and was published on 22 March, 2018, and sets out our ambition that ‘Greater Manchester will be one of the best places in the world to create, participate and engage with culture and heritage.’ ‘Significantly, the ten councils do not see the arts as an add-on. Culture, heritage, and creativity will be included in other Greater Manchester strategies, including its industrial, internationalisation and aging strategies. Ambition runs through the entire strategy – even the title - Grown in Greater Manchester. Known Around The World – suggests that this is more than a municipal talking point but a project which has its eyes on international horizons.’ Patrick Kelly, Arts Industry
GMCA CULTURE AND SOCIAL IMPACT FUND
In December 2016, the Greater Manchester Combined Authority agreed to undertake the formal closure of the Section 48 AGMA Grants programme and to the development of a new funding programme for culture under GMCA. The Culture and Social Impact Fund was designed as the replacement fund.
The Greater Manchester Grants Scheme, known as Section 48, was established in 1986. Over that period, priorities and criteria for the scheme have changed, but its core purpose - to support organisations to deliver cultural, social or community activity and services across the ten districts of GM - has remained. A formal consultation launched and ran in Summer and Autumn 2017. The new GMCA Culture and Social Impact Fund was agreed by GMCA in September 2017 and opened for applications in October 2017.
The new portfolio has seen increased investment in Rochdale (Cartwheel Arts) and Salford (Art with Heart) and for the first time ever, an organisation based in Wigan (Wigan STEAM). The new portfolio has also seen significant diversification into visual arts for the first time (Centre for Chinese Contemporary Arts) and young musicians (Brighter Sound). The portfolio also now supports the only Jewish history museum outside of London (Manchester Jewish Museum) and understands the importance of the relationship between digital, creative and business, resulting in a near-doubling of funding for digital-creative organisations.
Over the next few pages, we’ll highlight some of the amazing activity delivered through Greater Manchester’s Culture and Social Impact Fund between April 2018 and March 2019. This is just a snapshot, designed to give a flavour of the type of work we have supported. So much activity, supported directly by Greater Manchester Combined Authority, our individual districts and by national partners, has taken place. We can and should celebrate and be proud of our rich cultural offer, the creativity of our people and the vibrancy of our places.
Page 111 In year one of the fund, we saw…
£3.5m invested
4.6m cultural engagements with funded organisations
39% percentage point increase in annual engagement with GM-funded cultural organisations
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Page 113 ART WITH HEART Art with Heart are a not for profit CIC based in Salford who create high quality, accessible artistic experiences. 2018/19 saw the company develop Stan, a new play for children which explores communication, friendship, identity, the family unit and dinosaurs. Named after the T-Rex at the Manchester Museum, Stan tells the story of a blossoming friendship between a boy who is struggling to cope with the departure of his father, and a deaf girl. A bilingual production performed in English and British Sign Language (BSL), Stan positively demonstrates how we can overcome language barriers, and challenges preconceptions of deafness, presenting a strong deaf character in a lead role.
Art with Heart also developed and undertook a national tour of Declaration, described as ‘a fun, frank and fearless exploration of ADHD, mental health and diagnosis’. Developed in consultation with medical professionals and mental health support groups, it has collected 5 star reviews. The British Theatre Guide calls Declaration “a terrific piece of work—charming, funny, playful and genuinely poignant” as it examines the faces we wear to fit in, and what happens when we dare to stand out. Across 18/19 Art with Heart shared their holistic mobile wellbeing room SPACE and discussion based Equalities workshop to every district across Greater Manchester.
BRIGHTER SOUND Brighter Sound is a pioneering music charity based in central Manchester. Their work paves the way for the music makers of the future, rebalancing the music landscape so that diversity and creativity can flourish and be celebrated. Support from GMCA’S Culture and Social Impact Fund allowed Brighter Sound to deliver high-profile projects that promote the amazing talent within Greater Manchester
Supported activity included the Hexagon Project, part of Great Exhibition of the North, Manchester Hill, A commemoration of the WW1 battle with young, emerging and professional musicians from Greater Manchester, Disruption & Emergent a young musician’s commission, including a commission of a young disabled musician, Modul Meets, a course in digital improvisation and collaboration for young adults aged 18-25, Junior Jam, a monthly creative music making for children aged 4 to 8 and LGBTQ awareness training for music facilitators working with young people who identify as LGBTQ.
CARTWHEEL ARTS Rochdale-based Cartwheel Arts promotes social inclusion, cohesion, diversity and regeneration through community participation in vibrant, innovative, high-quality arts projects. GMCA Culture and Social Impact funding supported Cartwheel Arts to develop projects in Rochdale, Oldham, Bury, Wigan and North Manchester and to promote the development art and examples of good practice across the North West. Cartwheel’s focus is on participation, enabling people who may have had little experience of the arts to explore and develop their creativity and talents, generating a sense of ownership and pride. In July, 2018 Cartwheel delivered The Natural Festival. The festival was developed with Chrysalis, a disability organisation who run a day centre for young adults with multiple and complex needs.
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Page 115 CENTRE FOR CHINESE CONTEMPORARY ART For over 30 years CFCCA has been at the forefront in bringing Chinese contemporary art to a UK audience, contributing to the recognition of Greater Manchester as the leading UK region in connecting with China, bringing international art to reflect back an interest in Chinese culture that attracts Chinese investment, tourists and artists. GMCA Culture and Social Impact investment has supported continued delivery of their award winning talent development and artist residency programme, strengthening Greater Manchester’s status as pioneers in talent exchange and international artistic research, bringing new talent to the city. CFCCA continues its research into social isolation and loneliness in the Manchester Chinese Community, exploring the role of art within well-being, working with and having a tangible positive impact on local community organisations such as Chinese Health and Information Centre, Manchester Chinese Centre, Tung Sing Housing Association and Wai Yin Community Centre; vitally identifying challenges faced by the community and the opportunities to reduce levels of loneliness through arts and culture.
CONTACT THEATRE Contact is the leading national theatre and arts venue to place young people at the decision- making heart of everything, delivering a programme that is diverse, accessible and exciting. Across the year Contact delivered an ambitious programme of shows, events and festivals outside of its building while it was undergoing full expansion and refurbishment, reaching over 47,000 people. Culture and Social Impact investment supported Contact to develop a new piece of circus-inspired theatre that saw young people from Manchester and Rochdale work with the internationally-renowned aerial company, Ockham’s Razor, and beat-boxer-musicia/ Bellatrix, to create a beautiful piece of movement-based theatre. Investment also supported the development and performance of “Oh Man!’ in a site-specific location in Salford. Oh Man! Was an exploration of masculinity based on interviews with men of all ages from across Greater Manchester, and received a 4* review in The Guardian. The company also produced ‘I am because we are’, a new production which toured to 14 GM venues including churches, community centres and support groups, as well as to healthcare professionals in Rochdale, Tameside and Wigan, exploring HIV stigma within black African communities in the UK.
DANCE MANCHESTER Dance Manchester represents Greater Manchester by attendance at and engaging with the National Dance Network, alongside a range of other national organisations, profiling the GM dance offer, alongside organisations such as the Royal Opera House, Sadlers Wells and more. The company recently worked with the Dance of the African Diaspora section of One Dance UK in 2018 as an advisory partner for a commission to an artist/company working in dance forms of the African Diaspora.
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Page 117 GAYDIO Manchester-based Gaydio is the world's biggest gay radio station, staffed by around 150 registered volunteers. GMCA funding has supported core staff to train to better support those volunteers.
Many Gaydio volunteers choose to spend time at Gaydio because it’s a place they feel safe and unjudged. The youngest volunteer, 14, who is being home schooled because of bullying, volunteered at Gaydio to have a safe space to interact with others. That volunteer is now a valued member of the team who has grown in confidence and technical ability. Having his first pieces aired meant a huge deal to both him and his family. One volunteer wrote “The cultural project has given me my confidence back! I volunteered at Gaydio to bulk up my CV but feel so overwhelmed with the education I’ve had. For free. I used to worked for BBC Wales but I lost my confidence. Since I’ve been at Gaydio that confidence is coming back. For some things in life you don’t need a paycheck. With Gaydio I’m paid in experience and knowledge”.
GM ARTS
GM Arts works with communities across all ten districts of Greater Manchester, delivering activity in the heart of neighbourhoods that speaks of them and to them. GMCA investment supports GM Arts to develop and deliver cross-borough activity, as well as investing directly in local cultural provision and increasing the reach and scale of existing activity. In 2018/19, GM Arts supported 94 projects across all 10 districts of GM. Activities took place in over 60 wards and were enjoyed by almost 400,000 Greater Manchester residents.
Greater Manchester organisations and events commissioned and supported by GM arts included Global Grooves, Circus Sensible, Illuminos, ARC – Arts for Recovery, Cabasa, Carnival Arts, Oldham Theatre Workshop, Hack Oldham, Manchester Literature Festival; Unity Radio; Journeys Festival (Mcr); Creative City; Young Identity, HerArt, Journeys Festival, MadTheatre, Bolton Film Festival and more. Impact on the residents has been hugely positive; “I love coming here, it gives me a reason to get up…” (Sense of Place participant Tameside).
GREATER SPORT
GreaterSport is a charity with a strategic alliance with the GM Health and Social Care Partnership and Sport England. Their vision is to change lives through physical activity and sport and help to make Greater Manchester (GM) the most active region in England. By 2021 Greater Sport aims to get 2 million Greater Manchester residents moving (30 minutes or more of physical activity per week). Working with partners across Greater Manchester, Greater Sport develops and delivers numerous key strategic projects. Between April 2018 and March 2019, these included a project to get military veterans more active, a project to promote workplace wellbeing across Greater Manchester, a programme of early years activity.
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Page 119 HALLE The Hallé has a reputation for artistic excellence, ranking it amongst the world’s top symphonic ensembles. Now in its 161st season, the Hallé continues to seek ways to enhance and refresh what it undertakes, with aspirations to provide leadership through performance standards, education, understanding and training. Between April 2018 and March 2019 Culture and Social Impact funding supported 30,000 participants’ involvement in The Halle for Youth Come, and Play concerts, approximately two thirds of whom were from Greater Manchester. Of the 59,000 people involved in the Halle’s Education Programme 45,000 were under 19, approximately two thirds of whom were from Greater Manchester. The Halle also had number of, very favourably reviewed, large-scale projects such as the Damnation of Faust and Siegfried. The Orchestra continues its regular visits to festivals such as the BBC Proms and the Edinburgh Festival and to broadcast regularly for the BBC, giving national and international profile to the culture of Greater Manchester.
HOME HOME is a landmark multi-arts venue that boasts five cinemas, two theatres and three galleries, as well as bars, restaurants and retail space. 79% of the visitors experiencing art at HOME in 2018/19 were from Greater Manchester. HOME continued to raise the profile of the region on the international cultural map in October 2018, when it was selected to host the London Film Festival’s UK Premiere of Mike Leigh’s Peterloo. HOME worked with partners Counterpoints and Community Arts Northwest to create and deliver a hugely successful Refugee Artist Festival in June at HOME as part of Refugee Week. More than 23,000 GM residents participated in engagement activity which included the launch of AMP (Accessible Music Productions) a project for music lovers, makers and shakers aged 18-25 with different abilities and additional needs. HOME’s Inspire scheme, a nationally renowned initiative to engage new audiences, went from strength to strength in 2018/19 with tickets being used by GM based community groups & voluntary organisations, including BAME groups, LGBTQ+ groups, refugees & asylum seekers, housing, homelessness, poverty, carers, rehabilitation, complex lived experience & more. MADLAB MadLab is a grassroots innovation organisation that develops and delivers projects across Greater Manchester, with a focus on science, technology, arts and culture. Culture and Social Impact funding supported the organisation to work on high-profile programmes focusing on digital making, learning, and innovation - as well as several nationally and regionally significant cultural programmes. Most notably, investment supported MadLab to expand its community venue network for grassroots events in areas of high deprivation. This included events in Portland Basin Museum (Tameside); The Landing, The Lowry (Salford); Fred Aldous (Manchester); Stockport Central Library; St John’s Centre (Trafford); The Museum of Wigan Life, Leigh Hackspace (Wigan); Touchstones (Rochdale); Gallery Oldham; Bury Art Museum and Sculpture Centre (Bury); All Souls, Breightmet Library (Bolton).
Page 120 MANCHESTER CAMERATA Culture and Social Impact investment supported Manchester Camerata in its work redefining what an orchestra can do. Famous for innovation, the orchestra pops up in all sorts of places, from concert halls to care homes, and collaborates with a spectrum of artists, from classical superstar Martha Argerich to iconic band, New Order. Throughout 2018-19, Manchester Camerata has engaged with multiple dementia support groups across Greater Manchester to capture and tell the stories of younger people living with dementia. Dementia Voices is a new theatre piece has been created through a programme of public engagement and creative enquiry into the lived experience of young onset dementia. Shining a light on both the positives and negatives of living with dementia, the groups have considered how it affects someone of a younger age and their family and friends.
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Page 122 MANCHESTER HISTORIES Manchester Histories continues to develop work around the Peterloo 2019 programme with the themes of Protest, Democracy & Freedom of Speech. The main highlights of the year included Manchester Histories Festival in June 2018, and the development of the different strands of activity for Peterloo 2019. Manchester Histories Festival 7–11th June 2018 offered a packed long-weekender of discovering histories and heritage through music, film, debate, talks, theatre, performance, walking tours, arts and much more. The hub of the festival was located in the iconic Manchester Central Library. 2018 saw Manchester Histories Festival feature a brand-new format, with a programme of work curated by Manchester Histories, alongside partner events happening across Greater Manchester, and all inspired by the festival themes of protest, democracy and freedom of speech.
MANCHESTER INTERNATIONAL FESTIVAL While the first year of GMCA Culture and Social Impact funding did not fall on a festival year, that does not mean there hasn’t been significant activity, around Greater Manchester, supported by this investment. This globally significant Festival continues to contribute to Greater Manchester's status as a world-class cultural city-region with its internationally renowned reputation for quality and innovation. It drives economic development by raising the profile of the city-region, drawing in tourists and attracting inward investment by positioning the region as an international centre for culture. An increasing amount of creative engagement activity is growing year round, building an active and invested community of residents in MIF leading towards the Factory. Projects like Festival in My House, which invites Greater Manchester residents to host their own micro- international festival at home is a prime example. The programme has helped people present everything from slam poetry to classical music in homes across Greater Manchester.
MANCHESTER JAZZ FESTIVAL Manchester Jazz Festival is the longest running music festival in Manchester and is unlike any other event on the jazz festival circuit. Award-winning and renowned throughout Europe for their uncompromising commitment to commissioning and presenting new music, MJF develops local and regional talent and pioneers advances in art form and audience development. Manchester Jazz Festival takes place over the last week of May. MJF is accessible to all, with multiple free events that include contemporary jazz from the Northwest, the UK and abroad, as well as national premières of original work. Culture and Social Impact funding goes to support the week-long festival, as well as developing and delivering a year-long programme of artistic opportunities across Greater Manchester, working with partners such as colleges, youth jazz orchestras, recording studios, local venues, and pubs and clubs across the region.
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Page 124 MANCHESTER JEWISH MUSEUM MJM is only Jewish museum outside of London, sharing stories of Jewish Manchester to as broad an audience as possible and in doing so actively promoting an appreciation and understanding of all faiths and cultures. They tell stories of flight and sanctuary, migration and identity – then, and now. Together, they use the past to build a more tolerant, culturally rich future. GMCA funding will be used on a strand of activity - a two year outreach programme with schools and BAME community groups across Greater Manchester. Highlights from the first year of activity Monthly food workshops at Cheetham Hill’s community drop-in centre, the establishment of a Muslim Jewish Textile group, a series of ESOL (English for Speakers of Other Languages) sessions, a two-week live art and performance festival about leaving, loss and legacy called the ‘Festival of Leaving’; the most ambitious programme ever staged at the museum, with more than 50 artists from across the UK staging 15 events, 2 installations and a podcast.
MUSIC ACTION INTERNATIONAL Manchester-based Music Action International are people from around the world using the power of creativity to transform lives devastated by war, torture and persecution. They design and deliver creative programmes with refugee, asylum seeker and Roma people, connecting and communicating with local people in ways that would otherwise not be possible. Their specialist approach and multi-lingual team of artists use music to reduce the effects of trauma and to bring people together, producing high-quality, thought-provoking and inspiring performances making residents proud of Manchester as a City of Sanctuary. Culture and Social Impact funding was used to deliver Harmonise, a national schools programme inspiring empathy between refugees and children from all backgrounds and increasing well-being. In 2018/19, the programme reached over 2000 primary school children in Salford, Bolton, Manchester, and Stockport, culminating in performances in local schools and at The Bridgewater Hall. Through Harmonise, refugee and local children make friends, gain confidence and create their own music in different languages together. A study in 2019 evidenced that Harmonise increases the well-being of all children participating and in some cases, an increase in well-being of 250%. OCTAGON THEATRE BOLTON Octagon Theatre Bolton connects with the people of Bolton and beyond through theatre. The Octagon makes quality, exciting, enriching theatre inside, outside and online, ensuring that every young person can enjoy theatre and the arts and that people are given space to develop and achieve their potential. In 2018, the Octagon closed for a transformational capital project that will open up the building and make it fit for the future. The theatre’s programme has not diminished, however, with acclaimed shows taking to the streets, parks, and football grounds of Bolton and programmes of engagement throughout Bolton, including youth groups, groups for the over 50s, groups for adults with additional needs and a scheme offering reduced entry to Octagon shows, delivered in partnership with Bolton at Home. One of the most successful schemes is the Octagon’s Women’s Group for asylum-seekers and refugees, providing opportunity to develop drama skills and make new friends in a relaxed and friendly environment. “It helps me keep my mental wellbeing healthy and active. I have found that I am not alone.” Farjana
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Page 126 OLDHAM COLISEUM Oldham Coliseum Theatre delivers a comprehensive and diverse programme of work for visitors to the city-region and its residents. It plays a pivotal role in engaging diverse audiences, artists and participants through theatre, other art forms, community engagement and participation. During 2018/19 the Coliseum delivered a programme of seven shows made in Oldham or with national partners, three of which were world premieres, two of which were commissions especially for the Coliseum and two of which toured nationally. It continued to actively engage with communities in Oldham and across GM, working to address community cohesion, social isolation and health issues such as dementia. It actively supported young people into work and further education through the Teaching Theatre Pathways programme, helping them to develop the skills and confidence. Last year the Coliseum worked with 44 schools and colleges through the Children’s Shakespeare Festival, curriculum enrichment programme and secondary partnership. As part of its artist development programme, the Coliseum hosted the Cultivate festival, welcoming 200 artists from across GM for a week of workshops and opportunities to learn new skills. PEOPLE’S HISTORY MUSEUM The People’s History Museum (PHM) believes in a future where democracy, equality, justice and co-operation are thriving; one where people are engaged, involved and actively playing their part. The museum continued to thrive in 2018 with the Represent! Voices 100 Years On, commemorating 100 years since some women and all men got the right to vote. PHM worked intensively with a number of partner organisations including Safety4Sisters, Digital Women’s Archive North, Manchester Pupil Referral Unit and Falinge Park High School in Rochdale. ‘I loved learning about the great origins of Rochdale’ ‘Some people have bad opinions about Rochdale, whereas what we create is happy, creative and symbolic.” During the year, PHM appeared on BBC Breakfast, the One Show, Who Do You Think You Are?, BBC National News and more. PHM also continues to receive awards, including Best Exhibition at the first Manchester Culture Awards for Never Going Underground in 2017. ROYAL EXCHANGE The Royal Exchange is an award-winning producing theatre with audiences and communities at the heart of everything it does. Throughout 2018/19 RET delivered a programme with 11 brand new productions and co-productions ranging from Maxine Peake starring in ‘Happy Days’ to Christmas show ‘The Producers’ and ‘Queen Margaret’. In 2018/19 their Young Company delivered a year-round training programme for 110 young people aged 14-25 with 95% of all participants coming from GM. Throughout the year their Local Exchange programme focussed activity in the GM boroughs of Rochdale, Tameside and Wigan. Working in partnership with other cultural organisations such as Touchstones (Rochdale), Portland Basin Museum (Tameside) and Turnpike Gallery (Wigan) they delivered community events and activities in libraries, churches and other cultural venues in GM. RET also partnered with GM housing associations in a project that saw One Manchester residents living in high-rise flats create a work in response to the Grenfell fire.
Page 127 ilm. Page 128 QUAYS CULTURE As part of GMCA Culture and Social Impact activity, Quays Culture hosted a Greater- Manchester wide art exhibition, in partnership with the University of Salford. Celebrating the breadth of digital talent across Greater Manchester, one artist representing each of the 10 boroughs showcased a unique artwork incorporating digital techniques. The team worked closely with cultural officers from each borough to identify artists for this opportunity. The free month-long exhibition was displayed in the public foyer of the MediaCityUK campus and the University subsequently requested to retain two of the artworks for longer term display, paying the artists an additional fee. The exhibition was well received by audiences, achieved significant local coverage and successfully raised the profile of the artists involved.
In June 2018, Quays Culture presented a free outdoor performance of Charge by Motionhouse on MediaCityUK Piazza. Quays Culture collaborated with Motionhouse to adapt the digital performance for an outdoor space which attracted an audience of more than 2000 people. The programme was expanded to include a family-friendly performance by Max Calaf Seve in the build-up to the event. Quays Culture hosted a YES (Youth Employability & Skills programme) participant during the installation of the event, sharing knowledge of technical outdoor installations. A targeted marketing campaign was delivered to attract an audience with low cultural engagement, including increased spend on digital marketing. A social media competition in collaboration with commercial partner The Alchemist generated significant broad interest and successfully reached new audiences.
THE PROUD TRUST The Proud Trust is a life-saving and life-enhancing charity supporting lesbian, gay, bisexual and trans people (plus those with related identities such as non-binary and intersex – known as ‘LGBT+ people’). They work directly with over 20,000 people each year, 80% of whom are Greater Manchester residents. Their mission is to end stigma and fear of stigma through group and 121 work directly with LGBT+ young people, as well as supporting and influencing wider communities, professionals and society.
WATER ADVENTURE CENTRE The Water Adventure Centre (WAC) is a registered charity with a play/youth work ethos delivering canoeing and water play activities with local communities and groups from Greater Manchester. Since 1977 they’ve delivered work designed to accommodate and attract hard to reach young people to canoeing i.e. people with educational and behavioural difficulties, not in education, employment or training, looked after young people and those from low socio-economic backgrounds. They deliver kayak/ canoeing sessions to young people and a wide range of community groups i.e. LGBTQ, people with disabilities, young parents, ethnic minority groups, womens’ groups, asylum seekers and refugees. The renovation WAC’s Clubhouse in 2018 has improved access and comfort levels for everyone as well as enabling the organisation to deliver group work simultaneously to training. Improved non-gendered changing rooms has given us the necessary space to minimise safeguarding issues where people can change more flexibly.
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Page 130 WIGAN STEAM Wigan STEAM is a future focused collective of artists, scientists, engineers and creative technologists, delivering a programme of high quality creative activity for children, young people, and the wider community. Their ambitions for the future are clear and strategic, with outcomes that are sensible, measured and achievable. They deliver strategically designed projects including immersive installations, e textiles, coded music, kinetic art projects and creative invention sessions. In August 2018 artworks from the 'I'm From Wigan, Me' exhibition were selected to be displayed on Millgate, one of the main thoroughfares in Wigan Town Centre. being viewed by more than 10,000 residents and visitors. In October 2018 Wigan STEAM CIC partnered with Wigan Libraries Arts Council England supported D Circus Project to deliver the Wigan and Leigh Light Night Project. This project utilised an innovative approach to community co- creation alongside commissioned artworks. The Natus Gallery and Commissioning programme has commissioned new artworks by new and emerging artists from the national and international Sci-Art sector. These artists include Cat Scott, Claire Phelan and Keith Bloody Mary. The Natus programme continues to challenge perceptions about digital art and to provoke discussion about art, science and ethics. The Art Lab programme has worked with more than 600 children and young people to develop art works and installations inspired by the STEM subjects. It has also offered opportunities for participants to improve their creative and digital skills, and accredit their learning with Arts Award and iDea Award. In September 2018 Wigan STEAM CIC became an Artsmark supporter, supporting schools to achieve and retain Artsmark accreditation. Z- ARTS Z-arts is Greater Manchester's venue for children and families, offering best practice in CYP (children and young people)'s creative provision, nationally. Their mission is to inspire and enable generations of young people from Greater Manchester and beyond to use creativity to maximise their potential. They have specialised in delivering excellent participatory creative activities in all art forms for ages 0-13 for almost 20 years. Their vision is to provide an artistic programme that reflects and stimulates a 21st century family, embracing all its diversity. Over several years Z-arts has increasingly played a key role developing children’s theatre nationally. “Through Z-arts Big Imaginations network, they reached 5,932 audiences across six boroughs. The company delivered 112 education projects across all ages of education, against a target of 86, across eight GM boroughs. This includes running a START project with 360 school children in Tameside, delivering workshops in drama, drawing, hat-making and visual art as well as trips to the theatre and other cultural engagement visits to partner heritage sites in Tameside. Z-Arts has also delivered 543 creative learning activities for children and young people, across GM. “Most dance & drama has not been accessible for my daughter and barriers have been put up to due her disability. The attitude here is so different, I can see my daughter relaxing and growing in confidence because people believe in her." “My child loves coming to Z-arts as the staff are so nice, welcoming and supportive. The classes are creative and enjoyable. My child was so scared to dance elsewhere and loves it only in Z-arts. She is much more confident."
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Page 132 GREAT PLACE
Funded by Arts Council England and National Lottery Heritage Fund, the Great Place scheme was designed to enable cultural and heritage organisations to make a step-change in how they work together, and with other organisations in other sectors, in order that arts, culture and heritage contribute more to meeting local social and economic objectives.
New partnerships and ways of working are the cornerstone of the programme. We are building evidence primarily by working with residents to understand how they engage with arts and culture and why it is important to them. We are also focusing on new ways to support the sustainability of the cultural sector, creating new links between culture and other sectors in GM and testing and evaluate new models of local delivery within the city region.
One of the first projects of the Great Place programme was a mass consultation, taking to the streets, markets and shopping centres of Greater Manchester to see what our residents enjoy and would like to see more of. Conversations were led and recorded by Belle Vue and fed-in to the development of the Greater Manchester Culture Strategy.
“Culture to me means coming together. Having things we can do, and get to, together.” “The most successful civilisations are the most diverse ones, so we should encourage culture in all its forms.” “For me it’s all about the music scene and having a good time.” “Culture gives me a sense of my place in history.” “We’re very proud of our arts and culture. It’s one of the reasons I’ve not disappeared to London.” “Greater Manchester is a great place to be if you’re interested in art or interested in creating art.” “Culture is about coming together and expanding your mind. Seeing or experiencing something you’ve not seen or done before.” “Dancing makes me feel important, like I have some sort of skill and I can make people feel some kind of emotion with it.” “Artists making music are a voice for us. What they are saying is truthful and they say things we might not be able to.” “It’s about spending quality time with your friends and family” “I use culture to show my children that if you work hard and do well you will stand out” “Our old buildings are really beautiful”
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Page 134 GREAT PLACE – DIVERSITY AND INCLUSION GMCA is committed to the idea that culture is not just “nice to have” but a vital part of the lives of our residents. For example, by working in partnership with the library sector across Greater Manchester, the Great Place programme is opening up opportunities for autistic people, whatever their age, to express their creativity and identity and to enrich the cultural life of the city region. This initiative was announced as part of the launch of GM’s Autism Strategy.
In 2018/19 GM Libraries began rolling out bespoke, autism awareness training to staff in every GM library and Library Autism Champions being identified in each GM district. Champions will work together and with autistic young people and their families, to promote libraries as autism friendly cultural spaces.
The next step In 2019/20, will be to launch a new programme of autism friendly cultural activity, co-produced with and for autistic young people in libraries across the city region.
GREAT PLACE – AGE FRIENDLY CULTURE Culture is a key component of the GM Ageing Well Strategy and Great Place is helping to mainstream culture within ageing priorities and practice. We share a commitment with the Ageing Hub that cultural engagement is a key tool for reducing isolation and loneliness in older age and have a joint focus on promoting cultural engagement by those least likely to participate.
We share a second joint commitment to enable and promote later life creativity and talent and two meet both these goals have rolled out the Culture Champions project to six districts across Greater Manchester.
Culture Champions is a large-scale cultural activism and leadership scheme. In each district, the project is actively engage older people with age friendly cultural activities and events in their local area and working to ensure that older people are reflected in and have influence over the local cultural offer. Activity includes; co-producing new, local arts activities specifically for older poeple; developing older people as arts producers and an artist in residence scheme for older artists. Culture Champions is currently working in the following areas:
Manchester (Royal Exchange) Bolton (Bolton at Home) Trafford (Stretford Public Hall) Salford (Salford CVS) Bury Art Museum in partnership with the Met, Bury Transport Museum, Bury Fusilier Museum and Age UK Bury Stockport (Stockport Council)
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Page 136 GREAT PLACE – CULTURE, HEALTH AND WELLBEING
Greater Manchester’s expertise combined with the freedoms afforded by devolution of our Health and Social Care budgets, makes us ideally placed to lead international and national developments in creative health and ultimately contribute to improved health outcomes for the people of Greater Manchester. By working together to generate thought leadership and opportunities to do things more creatively, we will contribute to the resilience and prosperity of Greater Manchester communities.
Through Great Place, GMCA is building on established collaborations between the cultural, CVS and health sectors and developing new approaches and partnerships and in 2018/19 we achieved the following:
- A one-year partnership post with MMU to pinpoint culture, health and wellbeing best practice across GM and where this can be scaled up; identify where investment can have most impact; and make recommendations for sector development. Recommendations will be incorporated into GM Cultural Strategy delivery plans and future partnership working with the Centre for Arts, Health and Social Change at MMU.
- A partnership with the Greater Manchester i-THRIVE programme to embedded arts and culture activity into mental health provision for children and young people across GM. This includes developing training for mental health professionals and arts professionals, commissioning pilot activity and exploring effective outcome measures.
- Working with Action Together Tameside, we began an action research project to increase access to creative activity as part of the social prescribing service in Tameside.
- Great Place has funded a series of professional development and networking events, micro grants and professional development opportunities with the aim of strengthening networks and stimulating new activity in culture, health and wellbeing. This has been delivered through a partnership with Live Well Make Art; a social movement connecting health, arts and heritage professionals and activists.
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Page 138 LOOKING AHEAD APRIL 2019-MARCH 2020 Over the next year, alongside the continuation of the great work undertaken by Culture and Social Impact Fund Recipients, the GM Culture Portfolio has a number of key partnerships and projects, set to take place over the next twelve months Distractions Distractions is a three-day summit in Manchester that debates the future of entertainment – a long weekend of debates, talks, panels, content and new music showcases with some of the world’s leading tech companies, artists and producers. Town of Culture An annual opportunity to shine a spotlight on the very best arts and culture taking place in one of Greater Manchester’s many towns. Protest Academy Protest Academy is a beautifully decorated service vehicle that will travel around the 10 Greater Manchester districts, to market places, housing estates, gatherings, and events. The Academy will be a hub for local information, a platform for performers and artists and will promotes opportunities for democracy, freedom of speech and protest. Deeds Not Words A pan-European project, developed and delivered in collaboration by Greater Manchester Combined Authority and Liverpool City Region, Deeds not Words will see the two North West authorities lead a conversation around gender equality in art and music. The project will culminate with an event at the Ambassador’s Residence in Brussels in Autumn, 2019. New Investment Approach To support delivery of the Greater Manchester Strategy for Culture and Creativity, GMCA will develop a revised investment approach that builds on the successes outlined in this document. The new investment approach will be launched in Autumn, 2019. GM Creative Improvement Districts Developed in collaboration with Greater Manchester’s Night Time Economy Adviser Sacha Lord and Arts Council England, GM Creative Improvement Districts will test different approaches to culture-led regeneration of GM’s town centres and high streets. By bringing together local intelligence and national and international best practice, GM Creative Improvement Districts will provide places and creatives with a framework to develop local plans with creativity firmly at their heart. Yellow School Buses Transport for Greater Manchester currently owns 87 yellow school buses, which are leased to private operators who bid and tender for commercial purposes. These vehicles are largely only used for journeys to and from school meaning that during a large period of the day – the vehicles are unused. GMCA, TfGM and Curious Minds are co-developing a costed approach to test with operators, schools and cultural organisations, where these school buses will be available to schools and cultural organisations to use. Our Pass Our Pass offers free bus travel for all 16-18 year olds in Greater Manchester, as well compelling offers on apprenticeships, work, sport, cultural and leisure. This is a huge audience development opportunity for cultural organisations in GM and we are working with Curious Minds to further develop these offers with the cultural sector.
Page 139 This page is intentionally left blank Agenda Item 23
Date: 27 September 2019
Subject: Greater Manchester Town of Culture
Report of: Cllr David Greenhalgh, Portfolio Lead Leader for Culture and Alison McKenzie-Folan, Portfolio Lead Chief Executive for Culture
PURPOSE OF REPORT
This report sets out a proposal for an annual Greater Manchester Town of Culture programme as set out in The Greater Manchester Strategy and the GM Cultural Strategy.
RECOMMENDATIONS:
GMCA is requested to:
1. Approve the proposal for an annual Greater Manchester Town of Culture programme as set out in Section 3 of this report. 2. Subject to GMCA agreement to the proposed GM Culture Fund (also on the agenda), approve a programming budget of £50,000 per year for 2020 and 2021. 3. Approve the timescales set out in Section 4 of this report.
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CONTACT OFFICERS: Alison Gordon, GMCA ([email protected]) Marie-Claire Daly, GMCA ([email protected])
Risk Management – see paragraph Legal Considerations – see paragraph Financial Consequences – Revenue – see paragraph Financial Consequences – Capital – see paragraph
Number of attachments included in the report:
One – The Year in Review
TRACKING/PROCESS Does this report relate to a major strategic decision, as set out in the Yes GMCA Constitution
EXEMPTION FROM CALL IN Are there any aspects in this report which means it should be considered to be exempt from call in by the relevant Scrutiny Committee on the grounds of urgency? GM Transport Committee Overview & Scrutiny Committee
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1 BACKGROUND
1.1 The refreshed GMS and recently adopted GM Culture Strategy set out an ambition for a Greater Manchester Town of Culture. This report proposes a GM Town of Culture programme following extensive engagement with stakeholders including LA arts Leads, national funding organisations and other city-regions already delivering similar activity. 2 PURPOSE 2.1 A GM Town of Culture programme will provide an opportunity to spotlight and celebrate the distinctive culture of GM towns and places as well as to raise local ambitions for cultural provision, a night-time economy, increase pride in our places and where relevant align with the GM Town Centre Challenge. 2.2 The Town of Culture programme will also help better understand existing cultural provision in GM towns, increasing GMCA and LAs ability to support activity in local areas and that local residents care about. 3 PROPOSED TOWN OF CULTURE PROGRAMME 3.1 In order to build momentum, create a recognisable brand and competition, it is proposed Greater Manchester creates an annual Town of Culture programme. This will allow a regular opportunity to highlight the distinctive culture of towns. 3.2 Local authorities will be invited to put forward a single proposal for Town of Culture within their borough. This short proposal should set out the proposed programme, ambition and impact of securing Town of Culture for their nominated town. It will be the responsibility of the local authority to identify their preferred town or place – there will not be a formal definition of “town”, rather it should be a place that has a distinct identity within a borough. 3.3 To ensure a focus on the town when the very best activity is happening, LAs will be able to nominate the length of their programme (min. 3 months, max. 6 months), providing flexibility if a place has a particularly strong summer, autumn or winter programme. 3.4 The GM Town of Culture will build on existing cultural strengths within the selected town, as well as being able to work with GM Culture Fund recipients (28 current recipients including the Halle, The Lowry, Bolton Octagon, The Royal Exchange, Oldham Coliseum, etc) to build a programme of activity. 3.5 An independent panel made up of non-LA members or representatives from the GM Culture and Heritage Steering Group would select the winning bid, based upon the bids ambition, impact and additionality. This group will be co-chaired by Lisa Nandy MP (Centre for Towns) and Fiona Gibson (GM LEP, Interim Chief Exec, Liverpool Everyman and Playhouse). 3.6 Terms of reference and membership of the GM Culture and Heritage Steering Group is set out in Annex A.
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3.7 Subject to GMCA agreement on the future GM Culture Fund elsewhere on the GMCA agenda, the successful Town of Culture borough would be awarded up to £50k programming budget, allocated from the strategic projects element of the GM Culture Fund. It is expected that this amount would be matched either in cash or kind with the support of the relevant local authority. Places will be encouraged to approach local businesses and organisations to support activity. 4. TIMESCALES 4.1 The first Town of Culture will be in 2020. 4.2 Local authorities will be able to submit a single short proposal (no more than 5 pages) identifying their proposed Town of Culture and the proposed programme of activity by the deadline of Friday 1st November 2019. 4.3 The independent panel will consider proposals and the selected proposal announced by early December 2019. 4.4 Subject to GMCA agreement of the GM Culture Fund, the £50,000 programming budget will be granted to the successful local authority in April 2020. 4.5 The first year of GM Town of Culture will be evaluated and any learnings will inform the process and timescales for the second annual Town of Culture in 2021. 4. RECOMMENDATIONS 4.1 The recommendations can be found at the front of the report.
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Annex A Terms of Reference Greater Manchester Culture And Heritage Steering Group
V0.2 Date agreed Version By whom February 2019 V0.1 GM Culture and Heritage Steering Group Updated August V0.2 GMCA Culture 2019
Purpose Greater Manchester is rightly proud of its rich cultural heritage and thriving cultural sector, from grass-roots community and heritage groups to internationally significant cultural organisations and cutting-edge digital festivals, Greater Manchester has a diverse and distinctive offer. Culture helps us understand and express who we are and makes a significant contribution to the wellbeing of our residents while contributing to the economic prosperity of our city region. Feedback from the Greater Manchester Strategy consultation indicated that one of the main reasons residents like working, living, learning, doing business or visiting Greater Manchester is because of its rich culture and arts offer. While there is much to celebrate, there are significant challenges we must address, including improving the diversity of the sector, increasing access for all residents and ensuring our organisations are robust and ready for the future. In recognition of the importance of culture and heritage, Greater Manchester was the first devolved authority to establish a culture portfolio, tasked with setting the strategic direction for cultural provision and investment across the city region, ensuring culture and creativity are accessible to all our residents and raising the profile of our considerable cultural offer.
Roles and Responsibilities The Greater Manchester Culture and Heritage Steering Group brings together artists, local and national partners to provide expert advice on the needs of the sector and to act as critical friends. Members of the group are asked to;
Give insight into issues affecting culture and heritage in Greater Manchester, drawing on personal experience, but also looking beyond it to what actions and policies will make Greater Manchester the best place to enjoy, create and participate in cultural activity
· Highlight opportunities and offer advice on how Greater Manchester might best address locally and nationally significant issues
· Help Greater Manchester to shape policy and activity that ensures that all have access to the very best cultural activity and that their creative expression is supported and encouraged
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Relationships with other GM groups and boards
Accountability The GM Culture Steering Group is accountable to the GMCA.
Ways of Working The following ways of working are agreed: The Chair may invite guests appropriate for the agenda. Any member of the Group may propose an agenda item for consideration with a minimum of a fortnight’s notice. In addition there will be a standing “Any Other Business” item on the agenda for brief items to be raised. Recorded actions of the meeting will be distributed to all Group Members. A quorum of at least five Group Members is required to agree decisions and actions at a Group Meeting. Decisions require the support of the majority of meeting attendees. The Chair or Deputy Chair will the GM Culture and Heritage Steering Group at the GMCA. At discretion of the Steering Group Chair, working groups can be created to work on specific tasks and report back to the Group. Urgent decisions needing resolution between Steering Group meeting dates can be resolved via email with the agreement of the Chair or Deputy Chair.
Meeting dates The Steering Group will meet quarterly with dates set 12 months in advance.
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Membership The membership of the Steering Group is necessarily broad, reflecting sector interests, programmes and individuals. Membership is: Chair: Councillor David Greenhalgh, Leader of Bolton Council and GMCA Culture Portfolio Lead Member Deputy Chair: Councillor Janet Emsley, Rochdale Council and GMCA Culture Portfolio Deputy Lead Member Supported by: Andy Burnham, Greater Manchester Mayor Lead officer: Alison McKenzie-Folan, Chief Executive of Wigan Council and GMCA Culture Portfolio Lead Officer. Board members:
Abid Hussain – Director of Diversity, Arts Council England Adrian Mills, General Manager, BBC North Abigail Ward – Manchester Digital Music Archive (Co-Founder), Drake Music (Project Manager), Musician/DJ Anthony Missen – Artistic Director, Company Chameleon Dave Moutrey, CEO, HOME, Director of Culture, Manchester Fiona Gibson, Greater Manchester Local Enterprise Partnership Helen Williams / Kate McGavin, Deputy Directors, Arts, Libraries and Digital Culture, Department for Culture, Media and Sport Julia Fawcett, CEO, The Lowry, Director of Culture, Salford Keisha Thompson, Writer, Performer, Young Peoples’ Producer Contact Kwong Lee – Producer and Curator Linda Merrick, Principal, RNCM Nathan Lee – Head of Region, North West, Heritage Lottery Fund Darren Grice – Chair, Greater Manchester Arts Sacha Lord – MD Warehouse Project/Parklife, Greater Manchester Night time Economy Adviser Sally Macdonald – Director, Museum of Science and Industry Sarah Maxfield, Area Director, North, Arts Council England Sheona Southern – Managing Director, Marketing Manchester Shirley May, Poet, Director Young Identity
Support / Secretariat The Steering Group will be supported by the GM Culture team at the GMCA.
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Page 148 Agenda Item 24
Date: 27 September 2019
Subject: Allocation of Resources to District Councils
Report of: Cllr David Molyneux, Portfolio Lead for Resources & Investment and Richard Paver, Treasurer to GMCA
PURPOSE OF REPORT
The report seeks approval to reallocate resources relating to Retained Business Rates from the GMCA to District Councils. Although this proposal is being made several months prior to the GMCA formally considering its various budgets, it will aid District Councils in their work of formulating their own budget strategies.
A separate report on the Part B agenda covers proposed changes to the Waste Disposal levy for 2019/20.
RECOMMENDATIONS:
To note and approve the reallocation of £20m of retained Business Rates which were generated in 2018/19 to District Councils, as set out in paragraph 1.3 of the report.
CONTACT OFFICERS:
Name: Richard Paver, Treasurer to GMCA Telephone: 0161 778 7004 E-Mail: [email protected]
Name: Amanda Fox, Group Finance Lead (AGMA/GMCA) Telephone: 0161 778 7004 E-Mail: [email protected]
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Risk Management – N/A
Legal Considerations – N/A
Financial Consequences – Revenue consequences as described in the report.
Number of attachments included in the report: 0
BACKGROUND PAPERS:
Report to Greater Manchester Combined Authority: ‘GMCA Revenue Update 2018/19’ 15 February 2019.
TRACKING/PROCESS Does this report relate to a major strategic decision, as set out in the No GMCA Constitution
EXEMPTION FROM CALL IN Are there any aspects in this report which N/A means it should be considered to be exempt from call in by the relevant Scrutiny Committee on the grounds of urgency? GM Transport Committee Overview & Scrutiny Committee N/A N/A
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1. BUSINESS RATES INCOME
1.1 As part of the 100% Business Rates Pilot which applies to the GMCA, the Authority receives a share of retained business rates to fund GM Strategic Priorities. As part of the review of the 2018/19 budget, and the commitments which then existed, the GMCA agreed that £25m of business rates be returned to districts on the basis of a formula which had £12.5m pro-rata the business rates growth generated in each area and £12.5m pro-rata population, thereby ensuring that the benefits of growth across GM were shared more widely than just where the growth arose.
1.2 The earlier report anticipated that a further £30m might become available to the GMCA from 2018/19 receipts and following closure of District accounts for the year, this has now been confirmed at £35m
1.3 Whilst a full assessment of GMCA commitments against this sum will be reported as part of the 2020/21 budgets, it is currently envisaged that a minimum of £20m will be available for reallocation, using the same basis applied for 2017/18 receipts. In order to help districts assess the resources available in setting their own budgets for the next year, it is proposed that, at this stage, the GMCA agree that the following distribution of monies be made:
£10m £10m Business Business Pilot Rates Rates Proceeds return on return on Total to GMCA Growth Population Return £000 % Split £000 £000 £000 Bolton 1,586 4.53% 453 1,015 1,468 Bury 2,248 6.42% 642 676 1,318 Manchester 9,785 27.95% 2,795 1,947 4,742 Oldham 1,619 4.62% 462 838 1,300 Rochdale 2,398 6.85% 685 782 1,467 Salford 5,391 15.40% 1,540 905 2,444 Stockport 2,313 6.61% 661 1,037 1,698 Tameside 1,278 3.65% 365 801 1,166 Trafford 4,601 13.14% 1,314 840 2,154 Wigan 3,796 10.84% 1,084 1,159 2,244
Total 35,015 10,000 10,000 20,000
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Page 152 Agenda Item 25
Date: 27 September 2019
Subject: GM Investment Framework Project Updates
Report of: Councillor David Molyneux, Portfolio Lead Leader for Investment and Resources and Eamonn Boylan, Portfolio Lead Chief Executive for Investment
______PURPOSE OF REPORT
This report seeks Greater Manchester Combined Authority (“Combined Authority”) approval for an equity investment into Miribase Limited (“Shopblocks”), a loan to Worthington Mancap LLP (“Mancap”) and an equity investment to Immersify Education Limited (Immersify”). The investments will be made from recycled funds.
Further details regarding the investments are included in the accompanying Part B report to be considered in the confidential part of the agenda due to the commercially sensitive nature of the information.
Due to there being no GMCA meeting in August, a loan to Kartell UK Limited was approved under delegated authority. The details of this loan are included in section three of this report for information.
RECOMMENDATIONS:
The Greater Manchester Combined Authority is requested to:
1. Approve the funding applications for Miribase Limited (equity investment of up to £350,000), Worthington Mancap LLP (loan facility of up to £6,050,000) and Immersify Education Limited (equity investment of up to £150,000) and progress to due diligence;
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2. Delegate authority to the Combined Authority Treasurer and Combined Authority Monitoring Officer to review the due diligence information in respect of the companies, and, subject to their satisfactory review and agreement of the due diligence information and the overall detailed commercial terms of the transactions, to sign off any outstanding conditions, issue final approvals and complete any necessary related documentation in respect of the investments at a) above; and
3. Note the loan to Kartell UK Limited approved under delegated authority.
CONTACT OFFICERS:
Eamonn Boylan: [email protected] Richard Paver: [email protected] Bill Enevoldson: [email protected]
BACKGROUND PAPERS:
TRACKING/PROCESS Does this report relate to a major strategic decision, as set out in YES the GMCA Constitution
EXEMPTION FROM CALL IN Are there any aspects in this report which NO means it should be considered to be exempt from call in by the relevant Scrutiny PUBLIC DOMAIN RELEASE DATE: 27 SEPT 2034 Committee on the grounds of urgency? GM Transport Committee Overview & Scrutiny Committee
Equalities Implications – n/a
Risk Management – see paragraph 4
Legal Considerations – see paragraph 5
Financial Consequences – Revenue – see paragraph 6
Financial Consequences – Capital – see paragraph 7
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1. INTODUCTION AND OVERVIEW
1.1 The Combined Authority maintains and develops a pipeline of projects submitted by applicants seeking funding from either the Combined Authority’s Regional Growth Fund Programme or Growing Places Fund allocation. These projects are assessed against criteria based on the GM Investment Strategy, developed to underpin the economic growth of GM.
1.2 This assessment incorporates:
a) an appraisal by the GM Core Investment Team; and b) a review by a sub group of GM Chief Executives.
2. INVESTMENTS RECOMMENDED FOR APPROVAL IN PRINCIPLE
2.1 Miribase Limited (“Shopblocks”), Stockport. Sector: Digital and Creative
The business case in respect of Shopblocks (an equity investment of up to £350,000) has been submitted to, and appraised by, the Core Investment Team and subject to the outcome of the due diligence is recommended to the Combined Authority for conditional approval.
Shopblocks is based in Stockport and builds websites for SMEs for an upfront build fee and monthly subscription fee. The company is expected to create 37 jobs in Stockport over 3 years (from a current level of 20 employees).
2.2 Worthington Mancap LLP (“Mancap”), Manchester. Sector: Commercial Development
The business case in respect of Mancap (a loan facility of up to £6,050,000) has been submitted to, and appraised by, the Core Investment Team and subject to the outcome of the due diligence is recommended to the Combined Authority for conditional approval.
The development is a BREEAM Excellent building, providing c114,000 square feet of Grade A office space, above 11,000 square feet of associated retail space on the ground floor.
The shell and core construction phase of the development is complete and the purpose of the loan facility is to finance the fit-out works for occupation. A mezzanine loan facility of £12.1m is being recommended to fund the refurbishment of the building of which 50% will be funded by Evergreen 2 with the remaining 50% being funded by the GMCA in a syndicated facility.
2.3 Immersify Education Limited (“Immersify”), Salford Sector: Digital and Creative
The business case in respect of Immersify (an equity investment of up to £150,000) has been submitted to, and appraised by, the Core Investment Team and subject to the outcome of the due diligence is recommended to the Combined Authority for conditional approval.
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Immersify Education is an e-learning platform which seeks to bridge the gap between theoretical and practical learning by utilising augmented reality and animation to present interactive 3D models, to be used in subjects which require practical application – the first of which is dentistry.
2.4 Summary appraisal notes on the investments are included as a more detailed report, considered in the confidential part of the agenda due to the information relating to the business affairs of the companies.
3. DELEGATED AUTHORITY UPDATES 3.1 Kartell UK Limited (“Kartell”), Wigan.
Kartell heads a group of companies that manufacture and distribute radiators and a wide range of bathroom products to plumbers’ merchants and bathroom product retailers. The group consists of two recently merged groups – Kartell and Just Trays.
Kartell has a distribution and logistics hub in Wigan, alongside manufacturing sites in Bedford and Leeds. The investment will help to secure the future of the Wigan site as part of the Group’s strategy, with 105 employees currently employed. Approval was given under delegated authority for a loan of up to £1,500,000.
Further detail on the investment into Kartell has been provided in the confidential part of the agenda due to the commercially sensitive nature of the information.
4. RISK MANAGEMENT The investments noted in this paper will be governed under the existing investment framework which includes several levels of review and ongoing monitoring of performance.
5. LEGAL CONSIDERATIONS The legal agreements will be based upon the existing templates for the GM Investment Fund, amended for the specific requirements of the individual funding arrangements.
6. FINANCIAL CONSEQUENCES – REVENUE There are no revenue implications.
7. FINANCIAL CONSEQUENCES – CAPITAL The proposed investments will be made from recycled funds.
Page 156 Agenda Item 26
Date: 27 September 2019
Subject: GM Housing Investment Loans Fund – Investment Approval Recommendations
Report of: Paul Dennett, Portfolio Lead Leader for Housing, Homelessness and Infrastructure and Steve Rumbelow, Portfolio Lead Chief Executive for Housing, Homelessness and Infrastructure
PURPOSE OF REPORT
This report also seeks the Greater Manchester Combined Authority’s (“Combined Authority”) approval to GM Housing Investment Loans Fund loans detailed in the recommendation below.
This report also sets the details of a GM Housing Investment Fund loan which was approved during August under the delegation agreed by the Combined Authority at its meeting on 26 July 2019.
RECOMMENDATIONS:
The GMCA is requested to:
1. Approve the GM Housing Investment Loans Fund loan in the table below, as detailed further in this and the accompanying Part B report;
BORROWER SCHEME DISTRICT LOAN Wiggett Homes Ltd. Perseverance Mill Bolton £2.126m Hollins Homes (Lostock) Ltd Hartley’s Farm Bolton £3.121m Wigan Pier 3 Ltd Wigan Pier Wigan £1.134m
2. Delegate authority to the GMCA Treasurer acting in conjunction with the GMCA Monitoring Officer to prepare and effect the necessary legal agreements; and
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3. Note the details of the loans for the following scheme which was approved under delegated authority:
BORROWER SCHEME DISTRICT LOAN Lawrence Barrie Homes Ltd Rectory Gardens Wigan £0.967m
CONTACT OFFICERS:
Bill Enevoldson: [email protected] Andrew McIntosh: [email protected]
BACKGROUND PAPERS:
Housing Investment Fund (report to GMCA, 27 February 2015) GM Housing Fund – Updated Investment Strategy (report to GMCA, 27 July 2016)
TRACKING/PROCESS Does this report relate to a major strategic decision, as set out in YES the GMCA Constitution
EXEMPTION FROM CALL IN Are there any aspects in this report which NO means it should be considered to be exempt from call in by the relevant Scrutiny Committee on the grounds of urgency? GM Transport Committee Overview & Scrutiny Committee
Risk Management – see paragraph 4
Legal Considerations – see paragraph 5
Financial Consequences – Revenue – see paragraph 6
Financial Consequences – Capital – see paragraph 7
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1. INTRODUCTION & OVERVIEW
1.1 In line with the agreed governance process for the GM Housing Investment Loans Fund (“the Fund”), the Combined Authority is asked to approve the loans detailed in section 2, which have been recommended for approval by the Fund’s Credit Committee.
1.2 The Combined Authority is also asked to note the two loans approved under delegation in August detailed in section 3.
1.3 The total value of offers of loans from the Fund approved by the Combined Authority to date, including the loan agreed under the delegation in August, is £436.4m, and the total value of equity investments made by the Fund is £2m1. If the recommendation set out in this report are agreed, the value of loan offers will increase to £442.8m.
1.4 Affordable housing and section 106 agreements are dealt with at a local level in line with local policies, national planning legislation and the government’s National Planning Policy Framework. As agreed at the December 2018 meeting of the GMCA, the majority of the surpluses generated from the Fund will be ring fenced to support provision of additional housing affordable to GM residents, supporting the Mayors Town Centre Challenge and tackling issues such as rogue landlords, empty homes and improving standards within the Private Rented Sector.
1.5 The GM Housing Vision was approved via the GMCA in January 2019. This sets the context for housing delivery within GM and paved the way for the GM Housing Strategy and a revised GM Housing Investment Loans Fund Investment Strategy that will be brought to the GMCA for approval in the following months. Alongside the launch of the GM Spatial Framework, the agreement to these strategic documents will be a pivotal point in shaping the way housing is brought forward across Greater Manchester and setting the objectives and focus of future investments made from the Fund.
2. NEW LOAN APPROVALS SOUGHT
2.1 Wiggett Homes Ltd is seeking a loan of £2.126m from the GM Housing Investment Loans Fund for the construction of 35 houses on the site of the former Perseverance Mill, Westhoughton. The Fund has to date provided three loans to the company, two of which have been repaid, the third scheme currently being on site. Planning permission was granted in October 2018. There is no affordable housing provision within the development, but a minimum Section 106 contribution of £20k is to be made, which can increase subject to a viability appraisal.
2.2 Hollins Homes (Lostock) Ltd is seeking a £3.121m loan from the GM Housing Investment Loans Fund to finance the construction of 38 houses and 18 apartments on a site in Westhoughton. Planning permission was granted in September 2018. The loan will support a GM-based SME developer bringing forward the scheme, with 18 of the units to be set aside
1 These figures exclude loans approved but subsequently withdrawn. Page 159
for affordable housing. A Section 106/Community Infrastructure Levy payment of £435k is also to be paid.
2.3 Wigan Pier 3 Ltd, which will deliver the development under the “Step Places” brand, is seeking a loan of £1.134m from the GM Housing Investment Loans Fund for the construction of 8 modular-build townhouses on a site at Wigan Pier. Planning permission was granted in July 2019. The loan will support a GM-based SME developer which the Fund has previously provided a loan to bring forward the first element of a wider masterplan for mixed-use development at Wigan Pier, which represents a regeneration priority for the local authority. There is no affordable housing requirement within the scheme, in line with Wigan housing policy to only consider this for schemes of 11 units or more, but a Section 106 contribution of £2,500 for the planting of trees to replace those that will be removed to deliver the development is to be made.
2.4 Further details of the schemes and proposed terms of the loans are included in the accompanying Part B report, to be considered in the confidential part of the agenda on account of the commercially sensitive nature of the information.
3. LOANS APPROVED UNDER DELEGATION IN AUGUST 3.1 Lawrence Barrie Homes Ltd sought a loan of £0.967m from the GM Housing Investment Loans Fund for the construction of 10 houses on a scheme known as Rectory Gardens, Aspull, Wigan. Planning permission was granted in December 2018 and the loan will support an SME developer to bring forward the redevelopment of a brownfield site. There is no S106 payment or affordable housing requirements relating to the scheme in line with Wigan housing policy to only consider this for schemes of 11 units or more.
3.2 Further details of the scheme and approved terms of the loan are included in the accompanying Part B report, to be considered in the confidential part of the agenda on account of the commercially sensitive nature of the information.
4. RISK MANAGEMENT
4.1 The structure and security package proposed for the loans in order to mitigate lending risks are given in the accompanying Part B report.
4.2 The loans will be conditional upon a satisfactory outcome of detailed due diligence and ongoing confirmation from Monitoring Surveyors acting on the Fund’s behalf that the scheme is being delivered satisfactorily.
5. LEGAL CONSIDERATIONS
5.1 A detailed loans facility and other associated legal documentation will be completed for each scheme ahead of the first loan payment.
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6. FINANCIAL CONSEQUENCES – REVENUE
6.1 The borrowers will be required to meet the Fund’s legal, due diligence and monitoring costs and there is no requirement for additional revenue expenditure by GMCA in addition to the approved Core Investment Team budget.
7. FINANCIAL CONSEQUENCES – CAPITAL
7.1 The proposed loans will be sourced from the £300m GM Housing Investment Loans Fund, including the recycling of loans repaid to the Fund.
8. RECOMMENDATION
8.1 The Combined Authority is recommended to approve the loans in line with the terms set out in the accompanying report, and note the loan approved under delegation during August.
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Page 162 Agenda Item 27
Date: 27th September 2019
Subject: Household Waste Recycling Centre Access Policy
Report of: Eamonn Boylan, Portfolio Lead Chief Executive for Green City Region
PURPOSE OF REPORT
To inform members of the current measures that are in place to deter trade waste abuse at the Household Waste Recycling Centres (HWRCs), provides details of schemes in operation elsewhere and recommends a policy for enhanced measures and a timetable for implementation.
RECOMMENDATIONS:
To approve the access restriction scheme set out at sections 4.0 and 5.0.
CONTACT OFFICERS:
David Taylor, Executive Director Waste and Resources Team Email: [email protected]
Risk Management – see paragraph 8.0 Legal Considerations – see paragraph 6.0 Financial Consequences – Revenue – see paragraph 7.0 Financial Consequences – Capital – N/A
Number of attachments included in the report: 4
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BACKGROUND PAPERS:
TRACKING/PROCESS Does this report relate to a major strategic decision, as set out in the Yes GMCA Constitution
EXEMPTION FROM CALL IN Are there any aspects in this report which means it should be considered to be exempt from call in by the relevant Scrutiny Committee on the grounds of urgency? GM Transport Committee Overview & Scrutiny Committee Housing Planning & Environment - 12 September 2019
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1.0 INTRODUCTION
1.1 As part of the contract specification for Lots 1 and 2 in the recent GM waste procurement, GMCA stipulated that the successful contractor must have robust trade waste prevention measures in place at the Household Waste Recycling Centers (HWRCs). This is in response to the apparent levels of trade waste inputs being received across the Household Waste Recycling Centre (HWRC) network which is increasing tonnages received and pushing up costs. Trade waste should not be deposited at these sites, the traders should be complying with their legal obligations and duty of care and paying for disposal. The level of trade throughputs cannot be quantified in tonnage terms as none of the sites have weighbridges for recording incoming vehicle weights. However, visual checks on the number of small vans as well as use of Automatic Number Plate Recognition (ANPR) systems to track repeat visitors indicates that there is abuse occurring on a regular basis that is estimated equate to c. 10% of the 300 ktpa throughput across the network of sites.
1.2 In order to address this level of input, as well as the Lot 1 and Lot 2 contractor control measures proposed by Suez Recycling and Recovery UK (Suez), GMCA will require a set of policy measures to support Suez and access control measures. This report sets out the background to existing arrangements, examples of local authority arrangements in operation elsewhere and proposals for control measures at GMCA sites to be operated by Suez.
1.3 It should also be noted that GMCA is now in the minority amongst local authorities with most other authorities that operate HWRCs having access restrictions in place to control trade waste. All of the neighboring authorities (Lancashire, Derbyshire, West Yorkshire, Merseyside, Cheshire East and Wigan) have permit schemes in place that restrict access for vans, trailers and other commercial type vehicles. The absence of a scheme in Greater Manchester will currently be contributing to movement of trade waste into the GMCA sites from these neighboring areas and therefore needs to be addressed.
2.0 CURRENT ARRANGEMENTS AND CONTRACT REQUIREMENTS
2.1 If commercial waste is allowed to enter HWRC sites it can cause a number of problems including:
congestion on site, which may deter other site users; difficulties of segregating commercial and household waste, and associated reporting; additional service vehicles being required on site; the costs of additional disposal; effects on the morale of site staff if they know abuse is taking place and they are not supported in taking preventative action; and commercial waste not being segregated into different recyclable streams, thereby affecting the recycling rate of the affected HWRC facility.
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2.2 The current access controls at the 20 HWRCs in Greater Manchester only restrict by vehicle height through the use of a 2 metre height barrier at the entrance and exit to each site and no restrictions on trailers. This means that all small vans and even twin axle trailers can use the sites. Any vehicle which cannot access the sites due to the height restriction is redirected to a main weighbridge site where the vehicle can tip off subject to confirmation that it is carrying household waste. In order to establish the category of waste being carried is from domestic householder sources, there is a requirement for drivers of over height vehicles to produce documents at the weighbridge, either a Council Tax Bill or recent utility bill relating to the property where the waste is from, and to declare the materials have not been produced from commercial activity. In addition to the above, residents using hired vehicles need to produce the hire agreement document. ANPR records are used to track repeat visitors and challenge the nature of the waste being delivered. In these instances, site users are requested to sign a Disclaimer document to declare that their waste is from a domestic household source and not the product of any commercial activity.
2.3 There are a number of key requirements in the Lot 1 and Lot 2 contract specifications that will require Suez to develop and implement appropriate trade waste control measures at the HWRCs. These include:
The Contractor shall ensure that the first experience of each Service User at a WRMS HWRC shall be pro-active and helpful ‘meet and greet’ assistance by a member of the WRMS HWRC staff in respect of which the Contractor shall ensure that:
- each Service User is a resident of the Administrative Area (ie Greater Manchester). If this is not the case, then the driver of the vehicle shall be redirected to similar sites operated by the local authority in which they are resident; - Trade Waste does not enter the WRMS HWRC and, to the extent that it comprises Allowable Trade Waste, is redirected to an appropriate Reception Point; - each Service User discloses the nature of Waste they have brought to the WRMS HWRC; - Waste that cannot be accepted at the WRMS HWRC is identified and the Service User re-directed to an appropriate facility or service; and - each Service User is directed to the appropriate area of the WRMS HWRC and receptacles for the Contract Waste and items of Contract Waste they brought to the WRMS HWRC.
The Contractor will be responsible for the operation of vehicle access restrictions in accordance with the Authority’s Policies in order to prevent the deposit of Trade Waste at WRMS HWRCs, all in accordance with the HWRC Plan.
The Contractor shall operate the WRMS HWRCs using the ANPR system and CCTV to enable the logging and recording of all Service User and all other vehicles and linking the vehicle registration to an electronic register of the delivered loads.
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The delivery of proactive measures and assistance by WRMS HWRC staff to encourage and promote Service Users to place Contract Waste or items of Contract Waste in the correct receptacle to facilitate (in order of priority) Re-use, Recycling, Composting, Beneficial Use in priority to the generation of Residual Waste, and energy Recovery and other diversion from Landfill in priority to Landfill.
3.0 ACCESS CONTROL EXAMPLE SCHEMES
3.1 Many other local authorities operate sites with enhanced commercial waste control measures in place. A number of examples are set out at Appendix A.
3.2 Most of the approaches taken elsewhere involve the use of some form of permit scheme to limit access by certain vehicle types and to restrict access to residents of the administrative area of the local authority. Based on discussion with officers, all schemes reported no increase in flytipping in the vicinity of sites once these schemes had been introduced. In all of the examples in Appendix A where permit schemes are operated, the number of sites, annual tonnage throughputs and number of households in the administrative area are all significantly lower than Greater Manchester. Developing a workable permit scheme for over 1 million households is likely to have significant administration costs and complexity and a permit scheme may therefore not be the right approach.
3.3 Ultimately, to control commercial waste inputs to the Greater Manchester HWRCs, an access restriction scheme will be required but this does not need to be based on a permit type scheme. The alternative approach proposed by Suez is based on use of ANPR to track specific vehicle visits against pre agreed limits.
4.0 SUEZ PROPOSALS
4.1 In accordance with the Lot1 and Lot 2 contract Specifications, Suez will introduce a meet and greet process at the HWRCs. All Suez site staff will have customer service training. The meet and greet operatives will undertake regular random resident checks, recording postcodes of site users who are delivering waste into the HWRCs. The meet and greet operative may also ask further questions if they have any suspicions regarding the source of the material delivered.
4.2 Site users may be asked to sign a disclaimer that the waste they are delivering is from their household. This would then be reported to GMCA and tracked and recorded on a site by site basis. Suez will train site staff to challenge any suspicious activity in a competent and professional manner. Suez will operate HWRCs using the ANPR system and CCTV to enable the logging and recording of all vehicles and linking the vehicle registration to an electronic register of the delivered loads. Suez will utilise ANPR data and interrogate it to highlight the top 30 offenders for accessing the HWRCs. When trade waste is turned away from a HWRC, SUEZ will use data from the ANPR system to relay information in real time on to other HWRCs and reception points.
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4.3 Suez will install and use electronic display boards that will supplement the already installed ANPR system, with the boards displaying registration numbers and vehicle authorisation. Suez will install the electronic display boards within the first 3 months of the contracts. The ANPR system (and CCTV systems) will be monitored by staff located at the Higher Swan Lane site in Bolton. The system will record all site users visiting the HWRC. The system will record these records on the ANPR database. The data base will be able to track and record the numbers of visits by any vehicle. The database will have three differing vehicle statuses on the system:
1. “Green list”- these are vehicles that are not flagged for investigation and have not exceeded any threshold levels of visits to any of the HWRCMS HWRC sites. No additional action would be taken in this event;
2. “Amber List” - these are vehicles which have reached threshold levels of numbers of site visit or where indications have been made by site staff of reasonable suspicions that the vehicle may be carrying potential trade waste (for instance if multiple disclaimers have been issue previously). These will be subject to challenge/ investigation; and
3. “Red”- these are vehicles that have been identified as Traders or who have exceeded the thresholds and are now to be treated as Allowable Trade waste or redirected to a 3rd party facility.
4.4 In summary the proposed threshold levels are:
Cars and cars with single axle trailers – threshold level of 52 visits per year;
Cars with twin axle trailers and all vans and pick up trucks to be considered as trigger vehicles and subject to enhanced checks; and
Proposed Trigger vehicle visit thresholds:
- Up to 3.5t gross vehicle weight – 18 visits per year - Above 3.5t gross vehicle weight – 12 visits per year - Car plus double axle trailer – 18 visits per year - All trigger vehicles limited to no more than 5 bags of rubble per visit.
4.5 The public will not have to apply for a permit, and the Suez IT system (through the ANPR database) will count the number of visits per vehicle. The display boards on site will flag vehicles that have reached 10 visits in a month and site staff would distribute leaflets to the drive making them aware of the access restrictions and controls. Any further visits by these vehicles would then be subject to additional checks and if they were determined to not be bringing household waste, would either be classed as chargeable trade waste or be refused access and redirected away from the HWRC site.
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4.6 Suez will allow a maximum of five bags of rubble to be delivered by members of the public per visit. This will be recorded on site through PDA or Smartphone technology. Any member of the public requiring disposal of more than the five bags of rubble would be redirected to the nearest chargeable trade waste reception point and charged for this material. Plasterboard and asbestos will still be received at the main reception sites only and not on the HWRCs.
4.7 Suez will work with GMCA and the WCAs to help promote a consistent message regarding fly-tipping across relevant media, including websites and via printed material. Suez will also encourage and facilitate multi agency checks on suspected traders and their vehicles at the HWRC sites. Appendix B sets out a flow chart of the proposed process to check site users and identify potential traders.
5.0 GMCA HWRC ACCESS POLICY
5.1 Any access scheme will need to be supported by a number of other policy measures. These will include:
Parking restrictions being introduced on the public highway in the vicinity of HWRC sites to reduce the ability for traders to park outside and walk waste in. This will need to be implemented by the relevant highways authority in each locality;
Rebranding of the sites to give greater emphasis to recycling and reuse eg Community Recycling and Resource Centres;
Review of the half tonne minimum charge for commercial waste delivered to weighbridge sites, once the access restriction scheme has been in operation for a period of 6 months;
The above measure will need to be accompanied by awareness raising amongst commercial companies of their duty of care obligations for waste disposal and alternate available disposal facilities using the Environment Agency website and Dsposal website (https://dsposal.uk);
Enhanced security measures for staff including the use of body cams and CCTV along with additional training on customer care and managing aggressive behavior;
Continued use of the commercial waste disclaimer and follow up actions with suspected traders until the scheme is fully implemented; and
Development of an enforcement approach for repeat offenders and for any fly tipping activity in the vicinity of the HWRC sites.
5.2 The following key principles are required to underpin the access policy:
1. The access restrictions will apply consistently to all GMCA HWRC sites;
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2. Access to HWRCs is for Greater Manchester (excluding Wigan) residents only;
3. ANPR and CCTV will be used to identify suspect behaviour and potential commercial waste inputs;
4. On a balance of evidence basis, if commercial waste abuse is suspected vehicles will be banned from further access to sites. Individuals that are residents of Greater Manchester will not be banned (only the vehicle) as they have a right to continue to deposit household waste (see also note 5 below);
5. Anyone using a hire vehicle will need to produce a copy of the hire agreement and the waste will be inspected to confirm it is household waste. Any individual repeatedly delivering suspected commercial waste in hired vehicles or other vehicles will be banned from site regardless of residency if it is proven on the balance of evidence that they are disposing of commercial waste;
6. Violent and abusive behaviour by site users towards staff will be not be tolerated and will result in individuals being banned from accessing sites;
7. Details of suspected commercial waste inputs and sources will be shared with the Environment Agency and other relevant authorities; and
8. Districts will need to commit resources to support these measures for example through parking restrictions being introduced in the vicinity of sites, investigating any fly tipping adjacent to sites and participating in multi agency enforcement events at sites to target suspected commercial waste operators. An example of this kind of multi agency approach that has implemented with Tameside is set out at Appendix C.
5.3 The decision to implement a HWRC access restriction scheme will be a key decision under the GMCA constitution. This will require the decision to be progressed through the appropriate governance process including overview and scrutiny. The proposed timetable is set out below:
Phase Suez GMCA 1. July 19 to Sept 19 Recruit additional HWRC staff Waste and Recycling Committee July 19 Build and test ICT system Training of HWRC operatives Housing Planning and Environment Overview and Scrutiny Committee Sept 19
GMCA decision Sept 19
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2. Sept 19 to Dec 19 Advertise legal requirement on Publication of data on trade waste producers waste inputs and cost impact Advertise introduction of access restriction scheme Advertise introduction of access restriction scheme Continued advertising of incoming access restriction scheme
3. Jan 20 Launch access restriction Launch access restriction scheme scheme 4. Feb 20 onwards Enforce access restriction Publish annual review of scheme system
6 monthly reminders in local 6 monthly reminders in local papers/social media alternating papers/social media with GMCA reminders
5.4 It is proposed that a task and finish group composed of WCA waste officers and GMCA officers be established to develop the communication strategy and also to monitor the effectiveness of the scheme with reviews scheduled for 6 months and 12 months after the implementation date. A draft communication plan is set out at Appendix D.
6.0 LEGAL
6.1 HWRCs are provided for the deposit of household waste by householders in the administrative area. Under the Environmental Protection Act 1990 (EPA 1990), commercial waste must be disposed of at appropriately permitted facilities for a reasonable charge and anyone transporting such waste is subject to the requirements of duty of care (set out at section 34 of the EPA 1990).
6.2 The proposals set out in sections 4.0 and 5.0 of this report will assist in ensuring that illegal deposits of commercial waste are restricted and controlled.
7.0 FINANCIAL
7.1 Commercial waste inputs to HWRCs increase the running costs of the facilities and also constrains the ability of the operator to achieve high recycling rates due to increased waste throughputs and volumes of traffic. Failure to achieve the recycling rate will increase costs of landfill disposal or energy from waste recovery.
7.2 The Suez contract commitments in relation to HWRC recycling performance are based on trade waste access control measures being in place. In the event that a scheme to control
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trade waste deposit at HWRCs is not agreed then financial consequences will flow through increased disposal costs and loss of recyclate revenues.
8.0 RISKS
8.1 There are a number of potential risks associated with the introduction of an HWRC access restriction scheme:
Reputation – in the early stages of the scheme, complaints will increase as commercial operators are challenged and turned away from sites. A clear communications programme will require implementation well in advance of the scheme commencement, combined with new arrangements for charging for commercial waste. A draft communications programme is set out at Appendix D. GMCA will need to ensure that the complaints handling procedure is appropriately implemented and resourced;
Staff safety and resilience – site staff will be placed in potentially confrontational and abusive situations. The success of any such scheme will to a certain extent rest on the diligence of the site operatives for implementation and enforcement. Staff will therefore need to be demonstrably supported by the contractor and GMCA through clear enforcement policies, training, use of body cams and training with any site users that use abusive or threatening behavior towards staff being banned from site. The 6 month and 12 month reviews of the effectiveness of the policy will also need to monitor any such incidents; and
Flytipping in the vicinity of HWRCs – there is a risk of increased flytipping if commercial operators are turned away from an HWRC. This is likely to only be from a small minority, flytipping is a serious offence and most individuals will not escalate from free tipping at an HWRC to flytipping. Support will be required from districts in monitoring the areas around the HWRCs post scheme introduction and then investigation and enforcement activity will be required. Information on suspected traders and offenders will be shared with the Environment Agency for investigation.
8.2 As set out in paragraph 3.2 previously, all other authorities contacted that have implemented access control schemes stated that they did not record an increase in flytipping activity as a result of introducing the controls.
8.3 The Waste and Resources Action Programme (WRAP) recently undertook a study of 55 local authorities that operate trade waste control measures at their HWRCs. The results of the study were reported at the Local Authority Recycling Advisory Committee (LARAC) National Civic Amenity Site conference in June 2019. Only 4 authorities reported an increase in flytipping in their areas with the increases being in line with national trends.
8.4 Further details from 2 schemes were also reported at the conference and these provide data on the implementation. West Sussex operate 11 HWRCs and implemented an access control scheme in 2018. Over the first 10 months of the scheme, they received 52 compliments, 307
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enquiries, 28 complaints and one referral to the Local Government Ombudsman (LGO). Cheshire West and Chester operate 7 HWRCs and introduced an ANPR scheme similar to that proposed by Suez for the GMCA sites in 2018. This scheme is reported as delivering a 13% reduction in residual waste throughputs at the sites. In the region of 20,000 waste declaration forms (similar to the disclaimer used by GMCA) were completed in the first year, 6 Fixed Penalty Notices (FPNs) were issued and 25 individuals restricted from accessing the sites.
8.5 For all schemes introduced, a number of key lessons learnt have been identified that facilitate successful implementation:
Clear communication plans; High levels of engagement by staff at the entrance to the site; Training and support of site staff; Clean and consistent application of scheme rules; Clear instruction on site; Robust approach to implementation and enforcement; Training and information provision for businesses in relation to their obligations for waste disposal; Information sharing with other agencies; and Joint approach to enforcement.
8.6 All of these principles will be incorporated into the GMCA scheme and built in to the communications plan and operational delivery.
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Appendix A – Examples of Permit Schemes Operated by Other Local Authorities
West Sussex County Council (WSCC) introduced a requirement for a permit for certain vehicles from October 2018. A permit must be applied for online to WSCC and can only be for an address in West Sussex. The permit can be printed at home or issued by WSCC. Photo ID to confirm residency may also be required on entry to the site. Some vehicles are being banned completely including box vans, twin axle trailers, tippers and horse boxes. In addition, two of the smaller sites will ban the use of any trailer, i.e. trailers will need to use other sites. Full details can be found at:
https://www.westsussex.gov.uk/land-waste-and-housing/waste-and-recycling/van-pickup- and-trailer-waste-permit/
Somerset County Council (SCC) via the Somerset Waste Partnership operates a permit system for a range of vehicles including vans, pick-ups and trailers. These are applied for on- line and are only available to Somerset residents. A number of vehicle types are banned including vans with trailers, twin axle trailers, box vans, horse boxes and tippers. SWP go further and charge for some waste streams including asbestos & plasterboard, gas bottles, soil & hardcore (greater than a single carrier bag) and tyres. Further details can be found at:
https://www.somersetwaste.gov.uk/apply-for-a-permit/
London Borough of Sutton (LBS) operate a system whereby all vehicles require a permit. Permits are issued on each HWRC site on production of two forms of photo identification that includes proof of residency, with only LBS residents able to receive a permit. Vans and trailers are not permitted to use sites on Sundays and Bank Holidays. Further details can be found at:
https://www.sutton.gov.uk/info/200449/waste_and_recycling/1147/reuse_and_recycle_c entre_rrc/2
Barnsley Council operate a permit scheme for all vehicles accessing the HWRCs where photo identification with a Barnsley address is required to access the sites. Vans require a special permit. Car permits can be obtained at the HWRCs on production of a V5. The permit is a window sticker that must be clearly displayed. Van permits entitle the recipient to a maximum of 12 visits per year. Further details are available at:
https://www.barnsley.gov.uk/services/bins-rubbish-and-recycling/permits-for-waste-and- recycling-centres/
Telford & Wrekin Council operate a scheme whereby only specified vehicles require a permit (any vehicle with a trailer, 4x4 with no rear windows/seats, pick up trucks, vans). The permit is issued to the householder rather than the vehicle and permits allow up to 10 visits per year. Staff on site have access to an electronic system showing who has a permit and how many visits they have remaining. A member of the public visiting with a vehicle requiring a
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permit has to show their driving licence as proof of address which the site operatives check against their electronic system. Members of the public can check how many visits are left on their permit by logging into their account on the Council website. Further details are available at: http://www.telford.gov.uk/info/20380/household_recycling_centres_hrcs_and_e- permits/3399/e-permits
Kirklees Council operate a scheme that requires all vehicles accessing sites to have a permit and up to 2 vehicles per household can be registered. This is an electronic system with site staff checking vehicle registrations against an electronic register on arrival at the site. Certain vehicle types are banned including box vans, pickups and horse boxes. Certain waste types are also not accepted including rubble, hardcore, ceramics, soil and turf. Further details are available at: http://www.kirklees.gov.uk/beta/your-property-bins-recycling/household-waste-recycling- centres.aspx
Cumbria County Council operate a permit scheme for vans and trailers with permits only issued to residents. CCTV is used to monitor site activity and any aggressive situations. Banning individuals from site is used as a last resort for continued commercial waste abuse. Cumbria operate 14 sites with total throughput of c.60ktpa. The stated cost for administering the permit scheme was £160kpa with 2.5 FTE staff responsible for this. Further details are available at: https://www.cumbria.gov.uk/planning-environment/waste- management/permitscheme/default.asp
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Appendix B – Proposed Trade Waste Control System
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Appendix C – Joint Enforcement Team Example
A multi agency event was carried out in March 2018 and involved officers from Tameside Licensing and Enforcement Team, GMCA Waste and Resources team, Greater Manchester Police, the Environment Agency and the Vehicle and Operator Services Agency (VOSA).
This involved stopping suspected trade vehicles on the road network around the Ash Rd HWRC, Droylsden and the Bayley Street HWRC, Stalybridge.
During the course of the day 14 vehicle stops were carried out resulting in 4 follow up actions by the Environment Agency due to lack of compliance with Duty of Care requirements. Four fixed penalty notices (FPNs) were also issued for vehicles being overweight and for various vehicle faults.
One vehicle was found to be stolen and was carrying a stolen mini digger. The driver was also found to be disqualified from driving and was remanded in custody.
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Appendix D – Draft Communications Plan
Household Waste Recycling Centre Access Restrictions Communications Plan September 2019 Executive Summary There are 20 household waste recycling centres (HWRCs) located across Greater Manchester, which are free to use for residents living in any of the nine out of the 10 Greater Manchester boroughs (excluding Wigan). The sites are only closed on Christmas Day and New Year’s Day, sites are open on all other bank holidays. Trade waste is not permitted and although fixed height barriers have been installed at all sites set at 2 metres high to prevent traders from entering sites, evidence suggests that a large amount of trade waste is being deposited at the sites unlawfully. All businesses must pay for the disposal of trade waste; the HWRCs are for household waste only. Under the Environmental Protection Act 1990 (EPA 1990), trade waste must be disposed of at appropriately permitted facilities for a reasonable charge and anyone transporting such waste is subject to the requirements of duty of care (set out at section 34 of the EPA 1990). If trade waste is allowed to enter HWRC sites, it can cause a number of problems;
congestion on site, which may deter other site users; difficulties of segregating trade and household waste, and associated reporting; the costs of additional waste disposal as trade waste tends to mixed unsorted waste; effects on the morale of site staff if they know abuse is taking place and they are not supported in taking preventative action; and trade waste not being segregated into different recyclable streams, thereby affecting the recycling rate of the affected HWRC facility.
Trade waste inputs to HWRCs increase the running costs of the facilities and constrains the ability of the contractor to achieve high recycling rates due to increased waste throughputs and volumes of traffic. Failure to achieve the recycling rate will increase costs of landfill disposal or energy from waste recovery. ANPR data shows that sites are generally busy, whilst the network average is around 800 visits per site per day; the busiest sites receive over 1,000 visits most days. Waste compositional analysis data carried out at the HWRCs indicates that of the waste deposited in the general waste container, on average 18% is black bag waste, which contains 58% of items that could have been recycled. The purpose of the proposed access policy is to restrict traders from using HWRCs in order to reduce the operating costs, increase recycling and provide an improved service for residents. In addition, the policy will provide guidance to traders to ensure they are being responsible businesses. Recently a new page was created on the Recycle for Greater Manchester website regarding how to dispose of business waste. From April to July 2019, the page received over 2,000 hits demonstrating that traders are seeking information and advice.
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This compares to a new page about plastic waste, which received 1,500 hits over the same period despite extensive media coverage about plastic.
In summary the proposed threshold levels are: Type of vehicle No of visits per year
Cars and cars with single axle trailers 52
Cars with a double axel trailer 18
Vehicles up to 3.5 tonne gross vehicle weight 18
Vehicle above 3.5 tonne gross vehicle 12 weight
In addition, all vehicles will be limited to no more than five bags of rubble per visit. The number of visits will be monitored by ANPR and CCTV cameras on site and these will be linked to a central system at the SUEZ regional office in Bolton. Digital display boards at each HWRC will show the number of visits a vehicle has made each month. Objectives
To communicate the HWRC access restrictions to traders to prevent them from using the HWRCs unlawfully; To raise awareness of traders duty of care to ensure they understand how to dispose of their waste via commercial weighbridges or by setting up a commercial collection; To raise awareness of a householder’s duty of care to ensure they understand their responsibility to dispose of household waste appropriately and to ensure that any
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waste generated by tradesmen undertaking work for the householder at their property is also disposed of appropriately and not at the HWRCs; To run a Greater Manchester wide fly tipping campaign to target fly tipping hotspots and to reinforce traders and householders duty of care; and To communicate HWRC access restrictions to residents to encourage them to use the sites for the disposal of correctly sorted household waste and recycling, thereby increasing recycling and reducing contamination of recycling and waste containers.
Key messages for Traders
HWRCs are for the use of Greater Manchester residents only (excluding Wigan); As a trader you have a responsibility to dispose of your waste either by taking it to a commercial weighbridge where you will be charged, or by setting up a commercial waste collection service which is chargeable or by paying for a skip; This applies to all traders and businesses no matter how large or small; If you carry waste from your business, you must be registered with the Environment Agency and have a waste carriers licence, (lower tier waste carriers licences are free); and If you carry out building work for a householder, you must remove the waste you produce and include the charge for waste disposal in the job and pay for disposal at a suitable permitted facility, not via the HWRCs.
Key Messages for Residents
HWRCs are free to use for Greater Manchester residents only (excluding Wigan); For the majority of householders in a standard car, you will be restricted to one visit per week on average regardless of which site you use. This rule applies even if you use different HWRCs; Separate your waste before you visit to make it easier to recycle. This helps us to keep costs down and operate the site more efficiently maintaining the service for all residents; You can recycle approximately 40 different types of waste items at the HWRCs including electrical items, batteries, wood, lightbulbs, cardboard etc; If you are recycling rubble, you will only be allowed to bring 5 bags per visit; and Understand your duty of care - If you have building work done on your house by a professional trader, they are responsible for removing the waste and they will charge you accordingly.
Behaviour Change Below are the key steps in a behaviour change campaign
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All residents and traders will have different motivations to change their behaviour based on their own knowledge, behaviours, attitudes, habits and routine. The campaign will take this into account by developing a range of different messaging and using social norming techniques to encourage behaviour change. Segmentation data identifies six segments in Greater Manchester, which are: Segment 1: What’s in it for me?; Segment 2: Nice and neighbourly; Segment 3: Community conscientious; Segment 4: Rule abiders; Segment 5: Global ideals; Segment 6: Indifferent; and Segment 2 residents will recycle because they care about their local area, segment 4 do it because they like to follow the rules and separate their waste correctly. Each person in Greater Manchester will fall into one of these segments. This provides us insight into common motivations for changing behaviour, which will be used to develop the messaging.
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Actions Activity Date Comments Target Audience - Traders Produce trade waste pack to advise traders of their duty of September care which can be given out at HWRC 2019 Update R4GM website business waste pages to provide Sep 2019 clear information on traders duty of care Run joint awareness raising campaign with key stakeholders Oct 2019 Key stakeholders include Suez, Local council to advise traders of their duty of care enforcement officers, Business Growth Hub, Chamber of Page 182 Page Commerce, Dsposal Implement fly tipping campaign (Lets Scrap Fly-tipping) with Jan 2020 Hertfordshire CC have developed a toolkit of resources local councils and partners available for use by any local authority to use. More details below.*
Target Audience - Residents Implement customer service training to Suez HWRC staff at Start Suez are recruiting additional HWRC staff per site all staff September 2019 Produce leaflet to be handed out at HWRC site to explain Jan 2020 residents duty of care, new restrictions and how to use the HWRC to recycle as much of their waste as possible Install community noticeboards displaying the recycling rate Sep 2019 Recycling rate will be shown for each site on the R4GM for each site website and social media will be used to thank residents for recycling Update R4GM website with clear guidance on the restriction Jan 2020 policy, explain why the restrictions have been introduced. Produce a video explaining how to use the HWRC, including Jan 2020 top tips, plan your visit, and separate your waste before your visit.
Carry out survey online and at site to ask residents how they Oct This will be used as a way of monitoring customer rate their visit 2019/March feedback 2020 Social media advertising to raise awareness of new Jan 2020 Social media toolkit will be provided to all councils restrictions. Advertising in local newspapers, council magazines, e- Jan-March newsletter to promote the changes to the HWRCs 2020 Press release to inform residents of the changes Rebrand HWRCs as Community Recycling Centres – update Jan 2020 Rebranding HWRCs will help to define the sites as signage and website community sites for residents only. Trade waste is not permitted Continue educational tours for schools and community Ongoing groups
Page 183 Page Stakeholder Engagement Briefing note for all ward Councillors with a list of FAQs Briefing note for all call centre staff at councils, council Standard response will be provided and residents will be officers directed to Suez to log complaints or queries Briefing for GMCA waste and resources team and all Suez staff Internal communications for GMCA, Fire, TfGM and council Many staff are also residents of Greater Manchester staff
*Let’s Scrap Fly-tipping
The Hertfordshire Fly-tipping campaign toolkit has been designed by Hertfordshire Waste Partnership which include 11 local authorities, the Environment Agency, Police and Keep Britain Tidy. To date 63 local authorities across England and Wales have successfully implemented the campaign. The campaign has been designed so it can be used by any local authority. The pack of resources can be tailored by adding appropriate logos. Resources include:
Householder leaflet; Social media toolkit; Banner for HWRC; Vehicle livery suitable for refuse collection vehicles and street cleansing vehicles; Adverts, posters; Template press release; and Warning stickers.
The campaign website is www.hertfordshire.gov.uk/flytipping In addition, two videos have been produced below. These informational films cover small scale (possibly unintentional fly tipping) and can be tailored to a Greater Manchester wide campaign https://www.youtube.com/watch?v=dLGfUGVD8NU&feature=youtu.be https://www.youtube.com/watch?v=1E8nQkOb3Eo&feature=youtu.be
Monitoring and Evaluation The following KPIs will be monitored throughout the campaign:
Recycling rate at each HWRC; Waste arisings at each HWRC; No of incidents of fly tipping; Number of traders identified and refused entry from HWRCs site; Number of complaints; Number of vehicles visiting each site; and Results of site and online customer survey.
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