SNP Forum / Core Strategy 8th December November 9, 2009

Hello All,

The SNP Forum scheduled for 8th December is no more : (

Instead has been Councillor Richard Cowell, Executive Member for Environment, on behalf of Manchester City Council, invites you to attend the Core Strategy Seminar  : ) !!!

So what is the difference?  Unlike a normal SNP Forum there will be some issues covered such as the Airport and Transport and Economy which aren’t aren’t normally discussed.

With the Core Strategy nearing its final stages Planning Strategy are keen to get your views on the Proposed Options document which can be found on the documents page of this website.  For the first time in this process, the Proposed Options proposed policy ideas in line with submissions from the last round of consultation, Refining Options.

The Event will be run in two sessions, one afternoon and one evening – see booking form below for details.

You get to choice which session to go to and which workshops you’d like to attend out of the following:

Housing, District Centres, Environment, Airport, Transport, Economy and General.

If you would like to attend please fill out the attached form:

Pre-Registration Form

It will be assumed that attendees have already read the document or at the very least chapters relevant to the workshops selected to attend.  SNAG members will be issued with a briefing paper which will summarize the content and the emerging policy.

Core Strategy Consultation October 30, 2009

OK we’re almost there now

Welcome to the Proposed Options Stage the Core Strategy for Manchester.  Consultation opens on Monday the 9th of November until 4th January 2009.

I can tell you that Option B was the most popular option following the refined options stage earlier this year (7% of us preferred B), which should please most of you no end.

As ever I’ll be sending a briefing paper to SNAG members ASAP to give you the low down on how the Proposed Option is shaping up.  Certainly none of the headline Spatial Policies have change, but I am yet to see if there is any devil in the detail; I should think not.

So what’s in the option which will lead to the flourishing of Manchester into a green and pleasant, sustainable 21st century haven of well-being and knowledge based industrial excellence?   I’ve only had a quick flick through so these are but my first impressions:

The usual slugs in the pottage include the preference of economic growth over economic development, airport growth (although there are mentions of high speed rail links) over greenbelt protection and a focus on development of the city centre as opposed to effectual sites for employment in the burbs.

I am picking up heightened levels of climate change related activity compared with the previous incarnation of this strategy but the dedicated climate change info measures just 1 small paragraph here and another one there on my climate change policyometer.  The waste management enthusiasts amongst you may find this rather disappointing.

So what’s coming up roses?  If I take number of pages as a proxy to the level of good policy, housing and design are smelling the sweetest.  Economic growth is of course the compost feeding everything in our great Mancunian City.

Watch this space.

Best Wishes, Tim.

SNP Forum – Climate Change Action Plan September 21, 2009

Dear All,

Sustainable Neighbourhoods Partnership Forum

You are invited to the next Forum: which will focus upon:

Climate Change Action in Manchester’s Neighbourhoods.

It will be held on: Wednesday 30^th September, 6-8pm
In: Committee Room 1, Manchester Town Hall.

The Forum will include a presentation from Richard Sharland, Head of Environmental Strategy, Manchester City Council.

The short presentation will be followed by facilitated workshops in which you will be encouraged to contribute constructive suggestions for priorities and actions.

The Green City Team have prepared this outline report about the CCAP.

If you would like to attend the Forum please inform Su Goldthorpe on the below details.

Please also forward this information to others as appropriate.

Best wishes, Tim.

s.goldthorpe@manchester.gov.uk

Tel 0161 234 4125

Manchester Mayor September 3, 2009

Hello Everyone,

By the 22nd September you will need to make a decision as to whether you would like a Manchester Mayor.  I feel that the information produced by the Council is a little misleading and perhaps a little biased and so wanted to take the opportunity to present you with more information so that you can make the right choice for you.

Under the Local Government and Public Involvement in Health Act 2007, Manchester City Council must change the way it is governed by the next local election, which will be in May 2010.

Current System in Manchester:

There are 32 wards within the city of Manchester.  The way the population gets a say in the decision / policy making process is through elected representatives.  Each ward has 3 elected members or councillors that act as citizen representatives to influence the how, where, what and when amenities and services are provided.

The Council in Manchester is made up of 96 elected members (3 from each ward).  The council employs officers (confusingly also known (or commonly referred to) as the council) to administer and provide services.  It is the role of the councillors to influence where and at what level services are provided, the role of the officers is to carry these out.  Officers also advise on policy and legislation (legal issues) to ensure the councillors are informed and up to date and acting within the legal limitations and national framework.

The current governance structure the council operates under is known as the leader and cabinet executive model. (introduced in the Local Government Act 2000) and the leader and executive (the cabinet) are appointed by the council.

The executive has 10 members: the leader, 2 deputy leaders and seven executive members each with a special responsibility for a particular area – Adult Services, Arts and Leisure, Children’s Services, Employment and Skills, Environment, Finance and Human Resources, Neighbourhood Services and Direct Services.

The executive is responsible for setting the budgetary and policy framework and has full authority in this respect. This means that most of its decisions do not need (full) council approval.  The other 86 councillors have opportunities to sit on a variety of committees and scrutiny panels to ensure their involvement.

The current Lord Mayor represents the city at ceremonial and social events, meets important visitors, and chairs council meetings. The role is non-political and they cannot make decisions about council business.

An elected Mayor would be responsible for the day-to-day running of local services, and provide political leadership to the council and the community.

The two options and how they are different from the current situation.

Manchester City Councils website has this explanation of the two options:
http://www.manchester.gov.uk/site/scripts/home_info.php?homepageID=447

I will add the differences under each bullet point (in brackets)

Option A: The ‘new-style’ Leader and Cabinet Executive:
This option is very similar to the current set-up. However, the role of the ‘new-style’ leader would be strengthened. (and the council weakened?)

• The leader would be appointed by the council and would be one of the 96 elected councillors.  (The current system employs an annual appointment of leader and cabinet, the main change would be duration.)

• The leader would have a fixed term of four years, but could be removed by the council earlier. (Main change; The introduction of a fixed term; The ability to be removed currently exists but in limited circumstances, the new model will expand on circumstances for removal; Fixed term is also dependant on time remaining i.e. if term is due to expire in 2 years the leader can only lead for two years)

• The leader would appoint a cabinet of at least two and up to nine councillors, one of whom would be appointed as deputy leader.   (It is currently the full council that decide on the cabinet (executive), there is no compulsion now to have deputies;  The (new) leader would be obliged to appoint one member of the executive to be deputy leader. The deputy would act as leader if the leader is unable to act. The same time limit of 4 years, or till end of current term applies to deputy also. However, the leader could remove the deputy leader.)

• The leader could either decide to carry out the council’s executive functions or delegate executive functions to the cabinet, a committee of the cabinet, individual members of the cabinet, or council officers.  (It is currently the (full) council that decide on the functions (via the selection of the cabinet).  The new structure would put this decision in the hands of the leader.)

• The cabinet would recommend the budget and major policies to the council, but the full council could change this by a simple majority.  (Under the current system the council’s policy framework and budget would be agreed by the full council following proposals from the executive. The executive would then be charged with implementing the agreed policy framework. Overview and scrutiny committees, which may co-opt people who are not councillors onto their committees, would be charged with holding the executive accountable for that implementation. It is not obvious if / how this would change)

• There would be no additional cost.  (At least not the obvious additional financial cost of running a separate election for a Mayor)

Option B: The Elected Mayor and Cabinet Executive:
The elected Mayor would only represent the city of Manchester and not the Greater Manchester region, unlike in London, where their Mayor represents the whole of Greater London.

• The Mayor would be elected by local electors in a separate election and would be in addition to the 96 elected councillors.  (There would be a directly elected person leading the council instead of an indirectly elected one. This person could be from a political party or a non partisan independent.)

• The Mayor would hold office for four years and could not be removed by the council.  (This is an interesting position. Unlike the leader, who having been selected by the council could be removed by the council (criteria dependant) it would be not so (easy) with an elected Mayor. It is possible though (as it is currently possible to remove any elected representative) depending on the reasons. There is a codes and protocol section of the councils constitution that elected members have to abide by (an elected Mayor would technically be classed the same as a councillor in respect of this) breaching these could result in standards committee intervention. The constitution is available to view Here:)

• The Mayor would appoint a cabinet of at least two and up to nine councillors, one of whom would be appointed as deputy Mayor.  (As option A: There is no difference between the models here, only how the person making the decision got to be in that position.)

• The Mayor could either decide to carry out the council’s executive functions or delegate executive functions to the cabinet, a committee of the cabinet, individual members of the cabinet, or council officers.  (As option A: There is no difference between the models here, only how the person making the decision got to be in that position)

• The cabinet would recommend the budget and major policies to the council, but the full council could only change this by a two-thirds majority.  (The size of the majority needed to change budgetary / policy issues is increased from a simple majority to two thirds (64 or more). With the current partisan make-up of the council being; Con=1, Lab=62 and Lib=33 it would require a collaboration across parties)

• This option would require an increase in cost for an election and a greater special responsibility allowance for the Mayor.  (The additional cost for elections is an extra. We currently have an election in three out of four years.  The special responsibilities allowance – There already are special allowances paid to the leader and two deputies. Only having one of each (leader/mayor plus one deputy) will reduce the current amount. How much a Mayor would be paid is not yet decided (or a ‘new style’ leader for that matter))

The ‘new’ Leader / Mayor and cabinet executive differs from the existing Manchester model in a number of ways. Where the council used to decide:

• the Leader/Mayor would determine the size of the executive. (limited to a maximum of 10 members)

• the Leader/Mayor would appoint the members of the executive and could remove them at any time, effectively enabling mid-term “reshuffles”

• the Leader/Mayor has to appoint one member of the executive to be deputy Leader/Mayor. The deputy will act as Leader/Mayor if the Leader/Mayor is unable to act. The same time limit of 4 years, or till end of current term applies to deputy also. However, the Leader/Mayor can remove the deputy Leader/Mayor.

• The Leader/Mayor would determine the arrangements for the delegation of executive functions which can be personally discharged by the Leader/Mayor or delegated to:-

1. the whole executive;
2. a single member of the executive;
3. a committee of the executive;
4. an officer of the authority

To cast your vote please see: http://www.manchester.gov.uk/itsyourmanchester

Transforming Places August 3, 2009

In July 2008, the Department for Communities and Local Government (DCLG) published their draft Framework for Regeneration known as ‘transforming places; changing lives’. Following a consultation period Urban Forum produced this document which sets out how the government is taking forward the delivery of a new national framework to shape the way that regeneration is carried out in England.

This document can be seen here UF Transforming Places

Latest EAP July 24, 2009

Hello,

Well a very short meeting but one attended at least by the Leader Sir Richard.  It always makes me a little happier when the big guns turn up.

Right so what happened?  Er…  I have to say not very much sadly.  In a nut shell “The main thrust of the discussion centred around the divide between focus on mitigation at the expense of adaptation or we can and should do both because they are so interlinked it wouldn’t work any other way.” At the end of the meeting I couldn’t help that many were still on the fence or were slightly confused as to whether a decision had been made.

There were no matters arising from the previous minutes and they were passed as a true and accurate reflection of the previous session.

There was a very short talk through the minutes of the ESPB meeting held on 9th July to which the only comment from the panel was to question the dedication of ESPB officers sitting on the Board due to apologies given and/or deputies sent.  It is worth mentioning here that there a very many number of other meetings – meetings with contractors, developers, GONW, service providers which may very well take priority over business meetings because no attendance would slow delivery.  There are also great efforts going into informing officers of potential and significant initiatives such as the Deep Geothermal seminar which was held in a full Lord Mayor’s Parlour.

There followed a question as to the scrutiny of  environmental strategy with suggestions the OSC should be doing more perhaps to drive the agenda forward as should input from opposition councillors.  Sir Richard answered accordingly that OSCs don’t drive forward anything – they scrutinise; neither do opposition councillors, so perhaps engaging with both the executive and the party in power might be a more successful method of driving any agenda.

The last item on the agenda was “the role and remit of the 5 thematic groups” but this seemed to be abandoned in favour of discussing mitigation vs adaptation.  Arguments included but were not exhaustive of:

• the headline aim of the CCAP is to reduce emission by a minimum of 1m tonnes;
• focus on mitigation but where ever possible include adaptation issues if they do not detract from the emissions reductions;
• focus on mitigation but remember that some mitigation exercises will direct us away from a the end goal of low carbon lifestyles…

Although I failed to see any concrete adoption of any of the above – I sensed that the the second argument got the most votes in people’s minds.

Obviously from a Transition point of view, it is important to start from a vision – the end goal and working backwards plan each and every move so that all mitigation and adaptation can be planned to achieve the vision.  I think the problem here is that we have until mid September to sort something out.  Time is a luxury right now that we can’t afford.  So mitigation first, then with more time on our side, construct the adaptation plans (which as was pointed out are largely determined by what happens in Copenhagen anyway) post December.

Worth mentioning that adaptation here = climate change adaptation such as flood defense and not behavioural adaptation – which is a worry.  Other points to develop at a later date are international connections and interactions, using the core cities to progress national transition thinking and peak oil.  (I did plant the question of peak oik and where its related issues fits into the CCAP; the response was that CCAP Energy Group will cover this, to which I responded it’s not really an energy issue it’s re-skilling and behavioural change issue.  A debate perhaps for another time…?).

Thoughts on a postcard please… you know the address, Tim.

Notes from SNP Board Meeting July 22, 2009

Board held Thursday 17th July (postponed from 17th June)

SNP Board Papers Review

16^th July 2009 (postponed from 17^th June)

Item 1 – Welcome and Apologies

Richard Sharland has excepted his appointment onto the SNP Board in his capacity as Head of Environment Strategy.

Item 2 – Minutes of the last Meeting

No matters arising from previous minutes.

Item 3 – SNP Forum Report

Report Noted and Cllr Andrews commented that it was well attended and very useful.

Item 4 – Consultation and Delivery of the Housing Strategy

Housing have commissioned a number of thematic focus groups to feed into the delivery of this strategy from the thematic partnerships, including children’s, adults’, crime & disorder. Northwards Housing in their capacity as the city’s ALMO¹ have been commissioned to produce a report on the “Golden thread” of Housing Policy – from National to Local, with the intent to produce a report and recommendations this September.

I explained that during consultation on the Core Strategy, SNAG members had raised the issue of utilizing city centre apartments for use by older people due to the many benefits they provide for older people and asked if this had been examined by Housing in their own research. Gail Heath² explained that it had been raised, but that older people found it more important to live in areas with a sense of community. If a strong older people’s community could be established in the centre then city apartments would be ideal. Gail added that further work was to be carried-out around the inter-relation between older people in large homes and fuel poverty. This work would be in tandem with work being progressed by VOP on fuel poverty. Further consultation will target key business areas using partners as the conduit for this process.

Overview and Scrutiny (Housing Sub-group) remain committed to the 60% target in owner-occupier by 2015 (this may be altered to 60% or 50,000 new owners) due to the recession.

SNAG have been asked to make comment on the Housing Strategy and comments must be submitted by the end of August. I shall issue a questionnaire which will enable you to pass comment fairly easily and quickly.

Item 5 – Neighbourhood Focus Strategy

Vicky Rosin stated that more work is being carried out on the outcomes of the Neighbourhood Focus Strategy before work can begin on its implementation. Vicky Rosin is to brief the CEOs of many of the Council’s partners such as the RSLs³ PCT⁴ and members of thematic partnership boards with the aim to report to the Executive in September. This is one of the most important customers strategies in the Council’s framework.

SNAG to be issued with a briefing paper ASAP.

Item 6 – LAA Quarter 4 Performance Report

Vicky noted that in future there may be a case for performance reporting by thematic partnerships to be conducted at different scales depending on the level of the indicator i.e. 1, 2, 3 or 4.

Item 7 – SNP Action Plan (draft).

The draft action plan highlights a number of quick fire actions which the SNP can deliver straight-away. It also highlights some larger actions which need special devotion. It will be important to the efficiency of the process for SNP partners such as the PCT to illustrate areas of best practice e.g. world class commissioning, so that SNP can replicate the processes.

1Arms Length Management Organisation

2Standing in for Paul Beardmore – Head of Housing

3Registered Social Landlords

4Primary Care Trust

Manchester Becomes Ethical Shopper July 3, 2009

Manchester City Council has released its Sustainable Procurement Policy and takes another step towards transistion.  In brief the new document gives preference to goods, services and products that are better for the environment, for society and for the local economy.  Preferences are given to small to medium enterprises (SMEs) and community and voluntary sector (CVSs) businesses and those which are magority owned by groups protected by legislation such as disabled, women and older people.   For greater detail please read the SPP Statement of Intent.

Draft Climate Change Action Plan Structure June 22, 2009

Hello Everyone,

The Green City Team have produced  a draft version of the structure of the Climate Change Action Plan.  When finalised this structure will dictate how the Action Plan will be constructed, who will be involved and what themes will be concentrated on.

If you have any comments or suggestions, please let me know by Thursday morning.  The agenda for this meeting is here.  Again comments by Thursday morning please.

Best Wishes, Tim.

ESPB and EAP Update June 11, 2009

Session 2 of the Environmental Advisory Panel met on 4th June to continue cross sectoral talks on the advancement of the Climate Change.  It was a really useful, frank and open discussion with a presentation by Marc Hudson on the Call to Real Action.  Discussion focused mainly on the direction in which the formulation of the Climate Change Action plan.  It was understood that marketing was key in it’s delivery and that working groups should be set up with specialist from across the CVS, the public sector and private business. These groups would be tasked with the writing of topic specific sections of the plan.

Following on from this, members of Manchester Climate Forum met with Councillor Cowell on 10th June to discuss matters further.  The result of this is that the council is adopting the C2RA model for developing the Action Plan.  MCC are producing a ‘grid’ of themes which is to be produced via the EAP Forum http://eap.beproudlovemanchester.com/ The themes are to include areas such as behavioral change, technology and infrastructure.

The initiation of the process will begin immediately with suggestions for the themes being submitted to the EAP Forum (membership is closed however, nominations for new members are welcome – please get in touch for list of members or to nominate); these will be decided upon and published in the next two weeks.  The working groups as mentioned above will be established to write each of the themed sections.

The Action Plan is not to become a policy document – it will be a working document with the aim of competing for a larger share of the mainstream MCC budget and will also be used to lever larger contributions from MCC partners.

The responsibility of writing the Action Plan will lie with MCC, with the final sign off being from within the council.  Although there is a desire from Councillor Cowell that the ownership will be wider than the council and the names assigned to each theme will not be inclusively councillors.

The Environmental Strategy Programme Board met for the 6th time on Monday 8th June.  SNAG notes from this meeting can be viewed here.  Official council minutes are available here.

Best Wishes, Tim.