EU Territorial Cohesion 2011

Advising a UK territorial Authority
Greater Manchester:
Infrastructural Development within the EU
April 2011
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Dr. Olivier Sykes
1
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Advising a UK territorial Authority

Greater Manchester:
Infrastructural Development within the EU
April 2011
200 555 706
Dr. Olivier Sykes
The Gordon Stephenson Building

74 Bedford Street South
Liverpool
Merseyside
L69 7ZQ
2
University of Liverpool School of Environmental Sciences
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Contents
Summary of Paper 4
The AGMA and LEP in Context 8
Policy at the Sub-Regional Level

The Greater Manchester Strategy 9
EU Flagship initiatives 13
Decentralisation and the Localism Agenda 13
A European Context for Greater Manchester: Key Issues 14
Skills and Talent base 17
International Connectivity and Territorial Cohesion 27
A low carbon economy; Transport: smart growth 29
Transport and Connectivity 32
Conclusion:
Cultural Identity: Delivering a Sense of Place in Light of EU Policy Implications 36
Appendix A 41
Appendix B 47
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Summary of Paper
The following paper intends to identify the potential in changing governing political
frameworks as a result of a recent shift in political agendas. The traditionally
centralized form of governance that directed economic growth and development on a
regional scale has experienced a change in governing mechanisms. The intent to
empower more local authorities and sub-regional bodies is underpinned by the
theory of localism and allowing local people to be the benefactors of a more self
governed society.
The Association of Greater Manchester Authorities (AGMA) is used as a container

through which strategies for economic recovery and development and environmental
sustainability are analysed (Fig. a and b shows Manchester‟s location within the UK
whilst highlighting it‟s urban presence within the EU).
The report provides a series of key recommendations advising the AGMA on

potential ways in which to improve social, environmental and economic) aspects of
the City Region in light of the emergence of key European issues. Primary
consideration is given to topics of climate change, territorial cohesion, transport and
cultural policy, before returning to the key mantra of localism and „locally – distinctive‟
policy and place making.
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Fig. a - Source: Google Maps 2011
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Fig. b - Source: The Fifth Report 2010 (p.67)
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The framework below outlines the structure of the following report. After clarifying the
structure and format of both the AGMA and LEP the Greater Manchester Strategy is
considered in the context of EU priorities. Home state activity and the Localism
Agenda are considered in delivering more prosperous city regions. Under each
established field for analysis strategic objectives from the GMS are analysed and
measured against strategic objectives from prominent EU policy. Both sets of
priorities are used to deliver a set of key recommendations for the chosen sectors;
summarised in a final conclusion that considers the importance of regional identity in
the attainment of strategic goals focused on social and economic betterment.
The AGMA and LEP
The Greater Manchester European Union

Strategy Flagship Initiatives
State Participation:
The Localism Agenda
Manchester European
City region Union
Aims and objectives Aims and objectives
Conclusion: Regional Identity and

moving forward
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The AGMA and LEP in Context
The AGMA despite being formed in 1986 has more recently seen a change in its
governing frameworks and collaborative abilities at the sub regional level.1
April 2009 saw the Chancellor of the Exchequer announce Manchester (and Leeds)
as a pilot statutory City Region; with the aim of providing „additional freedoms and
flexibilities‟ in the quest to better deliver localised economic growth and
performance.2
Building on the 2009 pilot scheme, as a result of Whitehall development post the
2010 elections, the Association of Greater Manchester is to evolve to Combined
Authority (CA) status3; working in partnership with public, private and voluntary
bodies with the intent to deliver a collective voice for the people of the explicitly
established City Region. On 28 October 2010 The Government approved business-
led Local Enterprise Partnership (LEP) status for the City Region4, further
encouraging an expedited path to economic recovery. The LEP is designed to
support private businesses and Local Authorities across the conurbation in
overcoming current „barriers to growth‟, ultimately delivering increased levels of job
creation and lasting economic betterment through sustainable, community building
strategies. 5
1
AGMA's Constitution - http://www.agma.gov.uk/about_agma/agma_s_constitution/index.html
2
City Region: Statutory City Region Pilot http://www.agma.gov.uk/about_agma/city_region/index.html
3
Combined Authority – acting as Greater Manchester‟s primary accountable body for resource
allocation and the integration of local authority functions -
http://neweconomymanchester.com/stories/1344-local_enterprise_partnership
4
With a further 23 partnerships that since October 2010 has grown by a further 6 participants
http://www.communities.gov.uk/localgovernment/local/localenterprisepartnerships/ – see appendix
5
Local Enterprise Partnership: LEP Update - January 2011
http://www.agma.gov.uk/local-enterprise-partnership/index.html
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The following map (Fig. c6) details the ten separate Local Authorities across the
Manchester City Region that are considered under a single strategic vision7:
Fig. c
The current Coalition Government Programme states:
"We will support the creation of Local Enterprise Partnerships - joint local authority-
business bodies brought forward by local authorities themselves to promote local
economic development - to replace Regional Development Agencies (RDAs)."8
Policy at the Sub-Regional Level
The Greater Manchester Strategy
Approved on the 31st of July 2009 the Greater Manchester Strategy (GMS) is the
AGMA‟s policy-based corner stone, guiding the direction of strategic betterment to
the year 2020. The AGMA acknowledge the current state of the City region and
suggest a starting point from which to progress in saying:
6
http://www.communities.gov.uk/localgovernment/local/localenterprisepartnerships/
7
http://manchestermule.com/wp-content/uploads/2010/11/aa_greater_manchester_map.png
8
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“Our 2020 strategy reinforces that enduring deprivation, lack of opportunity and a
deficit of basic skills are not simply anathema to a progressive, modern city region:
they limit our aspirations; they will hold us back economically as well as socially. “
The Strategy focuses on a series of eleven points; integral to the goal of economic
growth and vision of a more prosperous greener City Region;
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Strategic points include:
• Early years: Radically improve the early years experience for hard to reach
groups, particularly in the most deprived areas.
• Better life chances: Improve life chances in the most deprived areas by investing
in lifelong skills development and other forms of support so that people can
compete in the modern labour market.
• The highly skilled: Increase the proportion of highly skilled people in the city
region.
• Attracting talent: Attract, retain and nurture the best talent
• Transport: Significantly improve transport connectivity into and within the city
region
• The economic base: Expand and diversify the city region‟s economic base
through digital infrastructure
• International connectivity: Increase the international connectivity of the

Manchester city region‟s firms, especially to the newly-emerging economies.
• A low carbon economy: Achieve a rapid transformation to a low carbon economy
• The housing market: Creating quality places to meet the needs of a competitive
city region.
• Effective governance: Review city region governance to ensure effective and

efficient delivery mechanisms
Source GMS 2009
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The Document outlines the Vision for the City Region as one pioneering social
inclusion in an economically progressive and environmentally sensitive society; with
the following principles forming key threads within the wider strategy9:
We will secure our place as one of Europe’s premier city regions, synonymous
with creativity, culture, sport and the commercial exploitation of a world class
knowledge base.
• We will compete on the international stage for talent, investment, trade and
ideas.
• We will be seen and experienced as a city region where all people are valued
and have the opportunity to contribute and succeed in life.
• We will be known for our good quality of life, our low carbon economy and our
commitment to sustainable development.
• We will create a city region where every neighbourhood and every borough can
contribute to our shared sustainable future.
• We will continue to grow into a fairer healthier, safer and more inclusive place to
live, known for excellent, efficient, value for money services and transport
choices.
• We will deliver focused and collegiate leadership based around collaboration,

partnerships and a true understanding that together, we are strong.
Source GMS 2009
Such intentions are related to several scales of operation. On a City region or sub-
regional scale the delivery and implementation of strategic plans must consider the
identity of a locale and typographically associated character and people. However,
planning and institutional policy on a national and indeed European level need be
9
Prosperity for All: the Greater Manchester Strategy (GMS)
http://www.agma.gov.uk/about_agma/greater_manchester_strategy/index.html
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considered in order to laterally integrate development initiatives that form cohesive

networks; with the intent to propel the City Region to a truly international location,
capable of cross border operation.
In order to properly assess the Local Enterprise partnership in relation to established

and emerging EU policy the following report takes several sources into consideration.
Several components of the Europe 2020 Strategy are to be analysed discussing
issues on smart growth; energy futures; economic and employment policies; and
growth strategies. Additionally „Investing in Europe‟s Future: A Fifth Report on
Economic, Social and Territorial Cohesion‟ will be used as a reference point to
advise the future direction of the Manchester City Region (MCR). To supplement the
above policy, emerging literature on the theory behind territorial assessment and (EU
level) spatial development shall be used to further develop an idea of potential
growth points for the Northwest sub-regional framework. EU level literature in the
form of the „Culture Programme and Cross Border Cultural Connectivity‟ will also be
used to better marry issues of localism and cultural distinction, with the premise of
emerging into a global community.
EU Flagship Initiatives
The effort to boost job creation and economic productivity has been addressed by
Europe; adopting a series of seven flagship initiatives, targeting both areas. The EU
state that in order for the established initiatives to work coordinated action is required
between state and EU level governance to make efforts „mutually enforcing‟.10
Decentralisation and the Localism Agenda
Prior to the recent government coalition the traditional system of governance was
centralised. The theoretical proposal of a decentralised system provides local
government and sub-regional bodies with a greater deal of self actualizing autonomy;
through which to shape devolved territories on a more geographically specific,
socially focused and flexible scale. The concentration of Government power and
Whitehall dominance now experiences a period of change. Territorially sensitive
politics now comes to the fore of planning and policy making; embracing the idea of a
decentralised form of strategy building while still having to consider the dominant
10
http://ec.europa.eu/europe2020/tools/flagship-initiatives/index_en.htm
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centralised framework that ultimately sets out the devolved territory‟s capacity to
govern (Paun & Hazell 2009). The most apparent example of a centralised
stronghold on a nation undergoing a process of decentralisation is one of taxation
and current austerity measures, implemented by Central Government. The control
over the fiscal capacity of the nation and methods of taxation (with the exception of
Council Tax) does not enable devolved territories to excercise true control over their
economic activity with respect to the collection and redistribution of monies collected
through taxation. This inevitably leaves sub-regional and devolved territories
dependent on government grants, which can be used at the discretion of local
administrative powers(Paun & Hazell 2009).
Despite the increased level of inter-territorial autonomy at the hand of the Localism
Bill, the current situation with Government austerity measures in this sensitive
economic environment seeks to further deepen the schism between the economic
capacities of northern and southern regions. It is therefore important through the
acknowledgement of EU level policy and the potential held throughout the Northwest
and Greater Manchester City Region to provide an advisory statement as to the
issues that should be considered in re-delivering strength and prosperity to a
Northern City Region, resisting further fragmentation of devolved territorial states.
Nick Clegg leader of the Liberal Democrat party and Deputy Prime Minister in his
foreword to the Decentralisation and Localism Bill: A Guide (2010) coins the term
“Liberalism”, charecterised as the “stripping away much of the top-down
bureaucracy”…”reforming the excessively centralised tax system which stifles local
autonomy and innovation.”. The concept and functioning of micromanagement (of
devolved territories) within macro-level political environments forms the basis for
European territorial cohesion.
A European Context for Greater Manchester: Key Issues
The 2020 Strategy for Manchester establishes the growth potential of the region,
however states that at present the City Region „punches below its weight‟ resulting in
„low productivity‟ (GMS 2009). The GMS describes the City Region as an
„agglomeration‟ characterized by a series of concentrations or dispersal of density
points. The building of agglomeration economies and cluster development, proves
advantageous in the structuring of business and social relations and key urban
infrastructure. Benefits of cluster growth include:
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 Better and more cost-effective utilisation of common infrastructure

(e.g.utilities, roads, public transit)
• Availability and diversity of labour and consumer markets
• Easier access for firms to their respective suppliers or customers
• Increasing opportunities for knowledge transfers and innovation
• Environmental benefits via a reduction in urban sprawl and more dense and
energy efficient built-form and community design.
Source GMS 2009
The relation to the compact city model suggests a strong correlation to increased
economic performance with measurable environmental improvements. The
densification of urban clusters encourages more sustainable travel patterns not only
increasing accessibility to urban growth nodes but reducing CO2 emissions; lifting the
general health of the Region‟s inhabitants.
The City Region acts as the single most dominant growth node in the Northwest,
boasting a number of components that contribute to its economic base including:
 Knowledge and educational institutions;

 ICT/Digital industry;
 Creative and new media groups (BBC Expansion);
 Financial institutions;
 And an extensive retail offer. (Source GMS 2009)
Essential to the success of the Regional framework is the harnessing of Trafford

Park as a primary future growth location; as the largest industrial park in Europe the
facility proves a critical economic asset to the Northwest. Throughout the
development of the major economic base, the notion of simultaneously improving
connectivity to tertiary town centres across the City Region is key in maintaining and
developing cultural identity and connectivity.
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In the wake of the global economic downturn the GMS acknowledges the need to
extend economic growth opportunities to areas of culture and tourism. Such growth
is required in order to deliver a new age strategy that incorporates the growth of
financial and scientific sectors while widening the creative and cultural base in a
more holistic and sustainable fashion; embracing the concept of operating within a
single market.
The continuing expansion of the MCR is therefore faced by the policy challenge of
delivering a smart spatial planning agenda that continues the delivery of essential
infrastructure without reducing the capacity to add to the Regions growing portfolio of
urban assets. This begins with developing the skill set of local people, forming a solid
foundation from which to build stronger communities that in turn lead to a more
sustainable future.
The following categories have been formed as adaptations of GMS priorities and EU
flagship initiatives and will be used to direct comparative issues of spatial planning
between the study area and EU level activity. The arrival at each study area is
detailed below:
European Union
Flagship Initiatives
 Digital Agenda
 Innovation Union
 Youth on the move
 Resource efficient Europe
 Industrial policy for the
globalisation era Chosen Study Areas
 Agenda for new Skills and jobs
 European platform against  Skills and talent base
poverty  International connectivity
and territorial cohesion
 A low carbon economy
The Greater Manchester
o Transport and
Strategy
Smart growth
 Better life chances
 Accommodating the highly skilled
 Attracting talent
 Transport
 Developing the economic base
 International connectivity
 Low carbon economy
 The housing market
 Effective governance
 A sense of place
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Skills and Talent base
The GMS discusses skills development and the creating of lifelong support
frameworks that lead to continued learning and increased access to the employment
and „modern labour market‟ (GMS 2009). The Strategy mentions the need to focus
on the development of children whilst not overlooking the current levels of deprivation
and requirement for adult level support. The conclusion is made that in order to
provide change spanning the City Region all demographics must be considered, with
extended focus on those areas of greater economic inactivity and multi-faceted
deprivation, progressing laterally in a comprehensive and inclusive fashion.
As a part solution to the multifarious causes for socio-economic deprivation, a vehicle

for change in the form of a „new neighbourhood services delivery model‟ has been
created. With the intent of delivering leadership and shared or partnership operation
to the initiative the following strategic objectives are considered:
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1. Improve the economic prospects of adults in our most deprived

communities by substantially improving adult skills levels, particularly
improving the volume of people with economically valuable skills
2. Improve the economic prospects of adults in our most deprived

communities by reducing the number of people with limiting illnesses and
out of work due to ill health
3. Improve the economic prospects of young people in our most deprived

communities by improving Level 2 attainment rates and progression to
higher education – either academic or vocational.
4. Increasing access to employment opportunities in deprived areas
5. Tackling child poverty, in particular focusing on the employment and

income levels of parents, to improve the life chances of the next
generation of Manchester city region residents
6. Improving the quality of life in our deprived areas by reducing crime rates
and levels of antisocial behaviour
7. Improving the liveability of life in our deprived areas by improving the

physical environment.
8. Improve the performance of public services in our most deprived areas by

agreeing a clear set of spatial and community priorities and developing
more integrated multi-agency delivery structures.
Source GMS 2009
While a focus on less skilled residents is required a push to maintain and increase
the current 40% of highly skilled workers employed in the Knowledge Business
Industries is also a primary factor in the development of the City Region‟s economic
base. The need is acknowledged for the development of residents that are able to
integrate into an increasing global economy where employers voice constantly
changing requirements of their employees. This is expressed most notably through
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the Regions global assets in the form of Higher Education Institutions (HEIs);
Manchester Science Park and the recently erected Media City (Fig.1).
Fig.1 - Source: The Fifth report 2010 (p.47)
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The following strategic objectives again ensure that the skill set of residents faces
continual improvement:
1. Increase the number of residents progressing into learning at „Level 4‟

and above.
2. Increase the numbers studying Science, Technology, Engineering,

Mathematics (STEM) and key future languages
3. Increase the level of generic skills among young people and adults (such
as effective communication, team-working and customer care).
4. Increase the proportion of employers engaged in formal workforce

development and leadership training.
5. Improve the quality and relevance of skills provision by strengthening

local strategic powers, planning and partnerships which ensure a
demand-led system of skills provision
6. Increase the number of young people staying in learning and achieving

Level 2/3 qualifications at 19 years old.
Source GMS 2009
The intention is to develop the City Region into a „magnet for the best talent from
across Britain and the World‟ (GMS 2009). In order to reach the critical mass of
skilled and creative people the following strategic objectives have been formed:
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1. Create an institutional infrastructure focused on attracting the most

talented people to the Manchester city region and build an ongoing
relationship between them and the city.
2. Increase the proportion of graduates from Manchester city region‟s higher

education institutions who stay in city region for two years after
graduation.
3. Increase the number of students from the Times Top 30 universities and
the Shanghai Jiao Tong top 20 universities who choose the Manchester
city region as their career destination.
4. Increase the number of knowledge workers and decision-makers working

in the city region, in particular those in the early (25-34) and mid (35-44)
stages of their careers.
5. Strengthen the involvement of universities in the city‟s broader social

capital.
6. Increase the number of innovative entrepreneurs living and working in the

city region.
7. Increase the number of high net worth individuals living in the city region.
Source GMS 2009
Both the Europe 2020 Strategy with its „Agenda for New Skills and Jobs‟ and the
Fifth report on economic, social and territorial cohesion make significant in-roads into
strengthening the skills and employment base (Fig. 2 and 3) on a transnational level.
The baseline aim for the (EU) 2020 Strategy is to raise the employment rate of men
and women to a ubiquitous 75% for the 20 – 64 years cohort; while also reducing the
early school leaving rate to under 10%; while achieving a 40% rate for students in
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higher education or vocational courses. Thirteen „steps-to-success‟ have been

formed in order to deliver the initiative that intends to bring about11:
1. A step up labour market reform to improve flexibility and security of labour

markets ('flexicurity');
2. The ability to give people and businesses the right incentives to invest in
training to continuously upgrade people's skills in line with labour market
needs;
3. Ensuring decent working conditions while improving the quality of

employment legislation;
4. Ensuring the right labour market conditions are in place for job creation
such as less administrative burdens or lowering the taxes on labour and
mobility.
Source The Fifth Report 2010
11
The overarching initiative is supported by a pair of more focused projects the 'Youth on the Move'
initiative, aiding young people in gaining knowledge, skills and experience required to enter the job
market; and the 'New Skills for New Jobs' initiative (2008) relaying the Commission's agenda for
improved skills upgrading. - http://ec.europa.eu/social/main.jsp?langId=en&catId=958
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Fig. 2 - Source: The Fifth Report 2010 (p.29).
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Fig. 3 - Source: The Fifth report 2010 (p.81)
The „Fifth Report‟ takes a similar line to the GMS and wider (EU) 2020 Strategy on
employment policy, placing it at the core of remedial action towards poverty and
social exclusion. Echoing targets stated by the (EU) 2020 Strategy for employment
percentages the Report (Sec. 3.5 Employment) argues the case that holism in skills
development or a system of total integration that includes young and older, lower
skilled cohorts, and the integration of migrants12 can all help achieve the central
cause.
12
To be followed by the EU Agenda for Integration 2011
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The European Employment Strategy (EES) focuses on delivering „well performing

labour markets‟ seeing them as a solution to both social and economic betterment. A
flexible job market is advocated for that builds a well trained/skilled population,
resilient to economic fragility and job redundancy; both considering increased
productivity and changing lifestyle requirements and needs and the time constraints
placed on modern family units.
Together with increased employment (Sec. 3.6) education is seen as a cornerstone

to increased levels of enterprise and innovation. The EU initiative aims to encourage
life-long learning between Member States, acknowledging that in order to fully
penetrate all social spheres regional and local level support and action is required.
In the lead up to 2020 a series of targets have been established between Member
States with the intention to guide increased educational participation:
 at least 95% of children between the age of four and starting compulsory
primary school should participate in early childhood education;
 the share of 15-years olds with inadequate abilities in reading, maths and
science should be less than 15%;
 an average of at least 15% of people aged 25–64 should participate in

lifelong learning;
 the share of early leavers from education should be less than 10% (Fig. 4);
 the share of 30–34 year olds with tertiary education should be at least 40%.
(The last two points also serve as Europe 2020 headline targets).
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Fig. 4 - Source: The Fifth Report 2010 (p.40)
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Key Recommendations
 Tap into the 75 EUR billion allocated under Cohesion Policy (in the current
programming period) to the implementation of employment initiatives and the
raising of human capital;
 Assist access to the labour market through lifelong learning initiatives and
active aging schemes;
 Create active inclusion policies that overcome barriers to employment while

promoting socially cohesive values;
 Promote the concept of „flexicurity‟ (Lisbon Strategy 2000) making the

transition between job posts easier in this sensitive economic time while
matching skill sets with employment pathways – resisting long term
unemployment;
International Connectivity and Territorial Cohesion
The GMS although admitting the importance of extending the skills base of GM
residents and enhancing the mass of critical infrastructure throughout the region,
admits that the ever globalising context of the Region cannot be lost. The integration
into international networks aids in boosting the competition, trade and productivity of
the City Region; proving more attractive to foreign investors (GMS 2009).
One part of the solution to increasing transnational connectivity is to increase the

number of firms that trade on an international basis. The Netherlands Environmental
Assessment Agency in their 2009 publication „A Territorial Impact Assessment of
Territorial Cohesion for the Netherlands‟ explain how regional governing bodies
should draw on their respective territorial capital in order to „pursue strong economic
development and a higher quality of life.‟; with the help of the EU in concentrating
and guiding investment (with the intent of satisfying aims set out in the Lisbon
Strategy13 – Chapter 4).
13
The Lisbon Strategy EU Council March 2000
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This in turn relates to transport links from the Region to the EU block allowing a
more direct route to business locations. The question is raised as how best to make
the services and firms available throughout the City Region international.
Furthermore the question is raised as to how best encourage productivity and the
application of best practice in business operation throughout the City Region; the
following strategic objectives have been produced as a guide to commercial
expansion and territorial integration:
1. Increase the level of international business, imports and the rate of

international business travel of the city region‟s firms
2. Provide a single point of access to business support services in the

Manchester city region aimed at improving productivity aimed at large
firms as well as SMEs.
3. Target firms in the city region with the highest potential to expand
internationally.
4. Increase the catalytic impact of Manchester Airport with regard to

exporting companies and inward investors.
5. Increase the level of foreign direct investment (FDI), from all possible
destinations, into the city region.
Source GMS 2009
The Fifth Report on policies of cohesion emphasizes the term stimulating

endogenous development and „providing support to areas of comparative advantage‟
(p.19 – 20). The Report highlights Cohesion Policy as being a key player in „boosting
competitiveness of more advanced regions as well as less-developed ones‟;
accepting the fact that the economic crisis led to ad hoc stimulus strategies that
ultimately did not aid the long-term macroeconomic stability of Member State
regions. It is therefore the task of the (EU) 2020 Strategy to restore this stability post
(economic) crash supporting public investment through co-financing and funding
methods.
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However a fragmented approach to investment is resisted; where the Report

highlights that only a coordinated effort to investment strategies, considering
transport infrastructure, education, environmental and additional sectors in a joined-
up fashion will provide the only proper solution to wide spread economic betterment
(p.22). The Report champions (local) Government structurally considered resource
distribution, supporting growth on a macro EU scale while also tackling internal
regional and sub-regional disparities.
Key Recommendations
 Promote technology transfer and innovation through knowledge exchange

with similar high quality functioning commercial regions on a European scale;
drawing influence from more qualitative methods of analysis such as the
building of case study portfolios;
 Develop the knowledge economy throughout the Region; investing in

institutional facilities and upgrades; matching increased competition as a
result of changing funding dynamics, increased institutional autonomy and
therefore increased competition between students and academic centres on a
domestic and global level;
 Provide a support framework for Small to Medium Size Enterprises (SMEs)

to navigate micro-credit acquisition and barriers to development within the
EU; facing multiple legal systems, tending to offset the EUR 70 billion
allocated under Cohesion Policy (in 2007-2013 – The Fifth Report 2010
p.175) to increase firm competitiveness within a single market (drawing
influence from the Commission of the Small Business Act June 2008 – Fifth
Report 2010);
A low carbon economy; Transport: smart growth
The need to adjust to a low carbon way of functioning is crucial. The fundamental
need to adapt to changing climates and global environmental agreements is of
paramount importance. The GMS announces a CO2 footprint of 15.8 million tones
per year (p.43) with the intent of reducing this to below 10 million by 2020 and 4
million by 2050. In order to honour the commitment made towards these targets the
following points have been established:
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 A 30-50% cut in absolute emissions which contributes to economic

growth and improves quality of life (Fig. 5 current levels of CO2
emissions across Europe).
• A transportation network that optimises economic, environmental and health

outcomes
• A highly skilled workforce actively engaged in developing innovative systems

and products to drive sustainable economic growth.
• A commitment to spatial design which fosters liveable and sustainable

communities
Source GMS 2009
• A UK/World leader in research, development and adaptation of new science

and technology for a low carbon economy, securing inward investment in
sustainable industries.
Fig. 5 - Source: www.pertolog.typepad.com14
14
http://petrolog.typepad.com/climate_change/2009/08/eu-infrastructure-to-store-carbon-dioxide.html
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The Strategy suggests that an additional £1 billion is required in order for the MCR to
reach 2020 targets, with the cost of inactivity reaching in excess of £20 billion. The
climate change phenomena however poses potential market opportunities for the
City Region and Northwest as a whole; where the Region occupies the third largest
share in the renewable and environmental industries15, worth £107 billion and
employing 86, 000 people across 5, 100 companies (Fifth Report p.44). The following
strategic objectives have been formed in order to deliver a step change in the
environmental sector:
1. Establish Manchester city region as an internationally recognised research

and consultancy centre in low carbon technologies and services and position
firms as pioneers of low carbon business diversification.
2. Apply cross cutting sustainability principles to procurement, transport, spatial

planning and investment activities, and prioritise the retrofit of existing
domestic and commercial stock to underpin the transition to a low carbon
economy, which is resilient to a changing climate.
3. Develop a robust understanding of critical infrastructure, strengthen

accountabilities and improve the security of supplies and by investing in
measures to make it fit for purpose for a low carbon, resilient and growing
economy.
4. Enhance the role of transport infrastructure in enabling sustainable lifestyles,

and develop an integrated approach to transport network and demand
management across all modes that optimises use of the network, provides
users with a full range of affordable low carbon transport options, and
reduces their need to travel.
5. Develop pioneering approaches to solving key low carbon economy

challenges via establishing low carbon economic areas.
15
See Appendix B
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Transport and Connectivity
An efficient and well integrated transport network serves as an integral component of

a City Region that functions on a domestic and transnational scale. Social and
commercial mobility and the evolution of green living, education and economic
development are dependent on the ability to travel with relative ease delivering
openness to the accessing of markets and delivery of goods and services16. A
combination of a dispersal of development across the City Region and lack of
substantial investment in existing (rail and Metro Link) public transport networks has
led to a reduction in preference when measured against the private car. Furthermore,
with direct reference to personal health the infrastructure is not present nor provides
enough of an incentive to encourage a cultural shift towards walking and cycling to
key destinations (GMS 2009 p.29).
Literature detailing the importance of transport infrastructure in relation to economic

growth (in the City Region) has most recently been documented in the mini-Stern
review concluding that:
“Investment in transport infrastructure improvements could lead to the

development of a more environmentally friendly and connected system. The City
Region is already in a good position to leverage its current strengths in
infrastructure and connectivity, particularly through its excellent multi-modal
transport links.”
„Mini Stern‟ for Manchester - Delloitte. 2008
In order to continue with the building of prosperous economic trends the following
strategic points have been made:
16
See Appendix B
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1. To prioritise cost-effective major transport interventions that will create

maximum economic benefit to the city region, subject to positive social
and environmental outcomes overall.
2. To improve access from residential areas, particularly housing growth

points, to key education and employment areas, particularly the Regional
Centre and town centres, Trafford Park and other strategic employment
sites.
3. To improve the efficiency and reliability of the transport networks
4. To improve surface access to Manchester Airport
5. To improve road safety
6. To enhance personal safety and security
Source GMS 2009
The Fifth report considers the issue of extending transit networks and environmental
concerns on a European level. The Report (Sec. 2.2) announces the focus of
extending transport networks based on the attainment of set objectives rather than
aiming to reduce regional disparities; this however bodes well for a City Region that
boasts such a great deal of growth potential. EU transport policy has the completion
of the Trans European Transport Network (TEN-T) at its core; focusing on the
smooth functioning of an internal market and increased economic activity17.
In order to establish a proficient territorial balance a growing, interconnected road

network is required to be supported by an extended rail or public transit network that
further considers a significant reduction in transport emissions. Furthering this The 6th
EU environmental policy Action Programme covering the period 2002-2012 has been
implemented with the intent of furthering the EU Sustainable Development Strategy
(SDS). Sec 3.10 on Climate details two main aims of EU policy – „to reduce green
17
Since 1996 an estimated EUR 400 billion has been spent on the expansion of the network with an
approximate third being input from EU sources. (The Fifth Report 2010 p.182)
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house gas emission18 and to adapt to the consequences of future climate change.‟;
the Commission White Paper concerned with adaptation to climate change reiterates
the responsibility to regional and sub-regional governance to encourage an
adaptation to climate sensitive strategies. 19/20
Key Recommendations
 A shift to a low carbon economy requires the encouraging of a fundamental

shift in consumer behavior – enthused by structural improvements to public
transit networks and urban environments;
 Promote innovative incentives to change traditionally energy intensive travel

patterns – personal health; fiscal benefits or otherwise;
 Utilise prevalent academic centres in developing innovative practices that

advance the implementation of climate sensitive practices; and research into
energy production and distribution;
 Effectively utilize existing (commercial and residential) urban assets and

infrastructure upgrading and retrofitting where possible; helping adhere to
emerging emissions and consumption targets21;
 Improve and promote the enhanced connectivity of the MCR through key
national and international transport gateways;
 Target new transit infrastructure to effectively link urban centres; expediting

travel time, encouraging a consumer shift;
 Capitalise on renewable wind energy due to exposure to coastal zones (Fig. 6

Map 1.77- Fifth report p.128); where the UK according to EU 2020 targets
must increase its share of renewable by 12.7% (Fifth report p.127)
18
See Appendix B
19
Commission of the European Communities: White Paper; Adapting to climate change: Towards a
European framework for action Brussels 2009
20
Also see appendix for sec. 3.2 of the Fifth Report „Limiting future climate change‟ and European
Council 2020 targets (p.7)
21
Consider the trading of carbon credits between member states; the Clean Development Mechanism;
and „Kyoto Protocol Flexibility Mechanisms‟ as noted in the Fifth report 2010 (p.126) - ( See Appendix B
for Kyoto goals and comparative data)
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Fig. 6 - Source: The Fifth Report 2010 (p.127).
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Conclusion:
Cultural Identity and Delivering a Sense of Place in Light of EU Policy

Implications
In discussing the importance of place the GMS describes a Regional identity as a

tool for marketing the growth potential within an area. The Manchester City Region
must develop its assets in order to build a marketable portfolio that satisfies the
needs and requirements of residents while appealing to trans regional and globally
networked tourist cohorts and potential commercial investors.
The internal feelings of the City Region are crucial in reflecting a positive living and
working environment. The Economist Intelligence Liveablity Index (2009) marked
Manchester as superlative in stability, healthcare, education, infrastructure, culture
and environment sectors; outperforming all UK cities including London (GMS 2009
p.53).
All ten districts of the City Region are equally important in providing a holism in place
making and the establishing of a regional identity; where each district is considered
from the city centre to periphery areas.
When considering the ability for the central core of the city region to facilitate
commercial expansion and media and/or sporting related activities the GMS states
that:
“Manchester has become the second best city outside London in which to do
business. It is also ranked as the best city overall for locating new headquarters and
back office functions. In the European Cities rankings in 2007 we were
acknowledged as having the best conference city in the UK, and in 2008 Manchester
was ranked as the best city in the world for sport (Sport Business Annual Awards).
Offering an attractive city centre location on the global scale is, of course, the most
competitive of markets to be in and it is for this reason that we cannot afford to stand
still but must continually improve, develop and reinvent ourselves (p.54).”
To underpin the ubiquitous building of a sense of place the following strategic

objectives have been formed:
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1. Deliver a stronger city region „experience‟ and a better quality of life
a. The continued and measurable improvement in satisfaction levels

amongst the city region‟s residents with regard to public services
that relate to sense of place and quality of life.
b. A spatial framework to allow for the collaborative development and
improvement of our district centres with a better quality of life as a
clear focus.
c. An across-the-board improvement in the development and
management of the city region‟s public realm,
d. The delivery of a groundbreaking cultural strategy and cultural
investment and improvement programme,
e. The development of a „smart‟ scheme to provide a technically
innovative and easy-to-use integrated ticketing mechanism
2. Continue the development and improvement of the regional centre
a. Launching a dedicated programme to boost levels of business,

b. Investing in and improving the centre‟s critical infrastructure
c. Supporting key development programmes and masterplans
d. Supporting programmes to improve the regional centre‟s „buzz‟
3. Increase civic identity, social capital and wellbeing
a. Increase levels of social capital

b. Strengthen and if possible roll-out further the pilot projects being
carried out as part of the City of Manchester‟s wellbeing project,
Happy Now,
4. Develop an integrated brand communications campaign for the city region
a. Conceive and launch an over-arching marketing strategy.

b. Sell the Manchester city region‟s story and our cultural offer more
effectively,
c. Improve our ratings and performance on all key international
indices. (Source GMS 2009)
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The key to building and maintaining a regenerated and transnational-networked city

region is one of balance, across a series of spectrums; to be handled in a variety of
ways:
 Networked transit systems that consider the movement of people on both

locally networked and transnational scales;
 Locally distinct socially cohesive environments and social policy that
considers a global population;
 Economic development with the intent to preserve natural environments.
Networks and free movement are crucial to Regional development and success on a
global scale. The promotion of regional development and growth must now be done
through the concept of a „European space‟, a shared European identity; both through
physical and virtual networks (Sykes 2011).
The growing functioning of the Single Market pushes the progression of overcoming
Member State borders; increasing permeability both through the extension of transit
veins and international communication. Adopting an integrationist approach to the
way in which EU Member States interact promotes the development of Trans
European Networks (TENs). On a physical level this integration encourages
increased operability between methods of transit; with specific reference to the
European rail network, where a more efficient service with increased capacity implies
a marked reduction in CO2 emissions with the movement of people and goods;
potentially optimising the environmental dynamic of networks.
Where the West Coast Mainline and Manchester Airport utilized by the MCR offer
extended mobility alluding to a state of hyper mobility, locally focused, innovative
initiatives must address intraregional connectivity and accessibility (see Action Plan
on Urban Mobility 2009).22
The White Paper: Roadmap to a Single European Transport Area – „Towards a

competitive and resource efficient transport system‟ (2011), (sec. 2.2. „multimodal
22 Communication from the Commission to the European Parliament, the Council, the European
Economic and Social Committee and the Committee of the Regions - Action Plan on Urban Mobility
{SEC(2009) 1211} {SEC(2009) 1212}
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connectivity‟) outlines the importance of providing better modal choices that come as
a result of better integration of modal networks: airports, ports, railway, metro and
bus stations23. Multimodal transit hubs not only increase the ease of undertaking a
multi stage journey but also boost passenger confidence in the ability of the
integrated network to perform efficiently; where hubs form use friendly environments.
Furthermore methods of urban transport cause approximately a quarter of CO2
emissions from the transport sector; the compact city, integrated multimodal hub
therefore has valid case in the hunt to reduce the use of depleting natural resources,
green house gas emissions and increasing levels of health among the residents of
the City Region (sec. 2.4. clean urban transport and commuting).24
Integration on a physical level must be supplemented by integration of culturally

understood dynamics. The preservation of Member States as being unique must be
upheld while a shared appreciation for the individual identity of countries should be
acknowledged and celebrated.
The fostering of intercultural dialogue is now seen as a potential path to economic

growth. Adopted in December 2006 The EU Culture Programme 2007 – 2013 carries
the controlling objective of „contributing to the emergence of a European citizenship
through the promotion of cultural co-operation in Europe, by bringing to the fore the
cultural area Europeans have in common, with its shared heritage and rich cultural
diversity.‟ (p.4). The Programme outlines a number of ways in which „cross-border
cultural cooperation‟ has the potential to be improved in light of the £400 million
Euros allocated for the implementation of cultural and artistic projects.
City marketing schemes like the Objective 1 part-funded Capital of Culture initiative,
sees the promotion of culturally distinctive aspects of a city region that highlights a
local identity while inviting a global audience. This form of cultural synthesis operates
on both local and transnational platforms acting as drivers for local socio-economic
betterment and wider development and expansion with regard to inter regional and
indeed international investor interest.
23
See Appendix B
24
„Ten Goals for a competitive and resource efficient transport system – sec. 2.5. „Towards a
competitive and resource efficient transport system‟ (2011) - see appendix
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When aiming to expand the potential of a single functioning market we must do so

with environmental consideration as a prerequisite. Sec. 4.1of the Fifth Report on a
Single Market explains the intentions of single market policy to remove barriers to
competition enabling EU members to access the opportunities available to a market
consisting of approximately 500 million people across 27 countries (p.192).
The continued development of a European internal market relies on the continual

evolution of free movement of people and goods, the creation of a European
dialogue and the betterment of regional level areas of Member States that hold
significant growth potential, much like the Manchester City Region. A measured
balance of these components could serve as a catalyst for further expansion on both
national and cross border interests.
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Appendix A
How AGMA Works

The Executive Board
The Executive Board is the decision making body for sub regional governance in
Greater Manchester. It consists of the ten Leaders of the Greater Manchester local
authorities and also representatives of the Greater Manchester Fire and Civil
Defence Authority, Integrated Transport Authority, Police Authority and Waste
Disposal Authority.   The diagram below provides an outline of the governance
arrangements and structure presently in place for AGMA:
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Commissions
The Constitution gives the Executive Board the power to establish strategic
commissions. These are designed to discharge the functions of the Executive Board
in respect of particular areas of work.
There are currently six commissions in operation:
• Commission for the New Economy
• Environment
• Improvement & Efficiency
• Health
• Planning & Housing; and
• Public Protection
Combined Authority (CA)

From April 2011 the Manchester City Region is to receive new powers from Whitehall
to work more effectively on significant issues including transport, regeneration and
economic development. Ministers have agreed plans to create the Greater
Manchester Combined Authority - the first of its type in the country.
Local Enterprise Partnership (LEP)

The Government approved AGMA‟s proposal for a business-led Local Enterprise
Partnership (LEP) and officially encouraged Greater Manchester to establish the
Partnership.
LEPs are designed to support business and local authorities to grow the local private
sector, tackle major barriers to growth and develop shared strategies for the local
economy to increase job creation.
The intention is that the LEP will “wrap around” the CA and “provide private sector
leadership and expertise with a sharp focus on creating high value and sustainable
jobs, increasing trade and investment, tourism and marketing and supporting supply
chains” whilst the CA will be the statutory body which will provide a single focus and
public accountability for economic development, regeneration and transport. The CA
will take on the role of managing the relationship with the LEP on behalf of the 10
districts.
http://www.agma.gov.uk/cms_media/images/governance_structure.gif
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City Region
Statutory City Region Pilot
In April 2009 the Chancellor of the Exchequer announced that the Manchester and
Leeds City Regions had been selected as the two pilot statutory city regions. The aim
of the pilot is to see how Central Government giving groups of local authorities
additional freedoms and flexibilities can help them better drive economic growth and
contribute to sustainable development. It will help us to tailor programmes at a local
level to meet our own economic, social and environmental needs and to have a
direct and more dynamic hand in the future of our city region.
After a period of intensive negotiations, the first phase of proposals was agreed at a
meeting in July 2009 between Ministers and the leadership of AGMA. These
proposals centre on reforming public services so that they are better able to support
long term economic growth and citizens‟ life chances. The agreement includes that
Greater Manchester will pilot a number of projects, including on children's services,
skills, young people, housing, science and research. It was also agreed to explore
how Greater Manchester could assume increased responsibility and influence on
transport.
The key priorities for the city region pilot are based around the strategic priorities
identified in the Greater Manchester Strategy.
They are:
1.Radically improve the early years experience for hard to reach to groups
particularly in the most deprived areas.
2.Increase the proportion of highly skilled people in the city region.
3.Attract, retain and nurture the best talent.
4.Improve life chances in the most deprived areas by investing in lifelong skills
development and other forms of support so that people can compete in the
modern labour market, and by incentivising integration across agencies.
5.Significantly improve transport connectivity into and within the city region.
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6.Improve the housing market, creating quality places to meet the needs of a
competitive city region.
7.Rapid transition to a low carbon economy.
8.Increase the international connectivity of Manchester‟s firms, especially to the

newly-emerging economies.
9.Expand and diversify the City Region‟s economic base by creating the best
conditions for innovation accelerated by next generation digital infrastructure.
http://www.agma.gov.uk/about_agma/city_region/index.html
AGMA's Constitution
While AGMA has existed since 1986, its governance arrangements have been
reviewed in recent years so that they reflect:
• the ambitions which the 10 authorities in Greater Manchester have expressed in

terms of collaborating more effectively at a sub regional level on issues where they
agree this is necessary;
• a legal framework which shows both a readiness to manage strategic development

and financial resources delegated from either a national or regional level; and
• a need to link the functions and work which are done at a strategic sub regional
level into a system of democratic accountability, both at a sub regional and individual
local authority level.
The current Constitution and associated governance structure were agreed by the
Executive Board in January 2010. A copy of the Constitution is available in the
related documents section of this page.
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The Constitution sets out the principles under which AGMA will operate, and the
powers and functions of the Executive Board which the 10 Districts have agreed it
can provide on their behalf. The Constitution also enables the establishment of the
Business Leadership Council and Commissions.
The key principles are set out in section 1 and include:
• The objective of providing governance arrangements which aim to provide

streamlined decision making; excellent co-ordination of services across the
combined administrative area; mutual co-operation; partnering arrangements, and
added value in the provision of shared services.
• The principle of not seeking to create a separate 'AGMA' local authority; but
commitment to retaining the existing structure of 10 metropolitan districts within
Greater Manchester and the exercise by any of the local authority members of their
statutory functions.
• A commitment to open and transparent working and proper scrutiny and challenge
of the work of the Executive Board.
• A commitment to ensure that any decisions, proposals, actions whether agreed or

considered at the Executive Board carry with them an obligation upon the local
authority leaders to report these to their own authorities
http://www.agma.gov.uk/about_agma/agma_s_constitution/index.html
45
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Fig. I LEP Partnerships: http://www.bis.gov.uk/assets/biscore/economic

development/images/lepsmapupdated.pdf
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Appendix B
3.2 Limiting future climate change
In 2007, the European Council adopted an integrated approach to tackling climate

change and increasing energy security while strengthening EU competitiveness,
with the aim of transforming the Union into a highly energy-efficient, low carbon
economy. To this end, a number of targets (so-called ‟20-20-20‟ targets)
were set to be met by 2020:
•• a reduction in EU greenhouse gas emissions of at least 20% below 1990
levels8;
•• 20% of EU final energy consumption to come from renewable sources;
•• a reduction in primary energy use of 20% from projected levels to be achieved
by improving energy efficiency.
Binding legislation to implement the 20-20-20 targets was agreed by the

European Parliament and the Council in December 2008 and became law in June
2009. There were four elements to this: 1 A revision of the Emissions Trading
System (EU ETS), with the number of emission allowances available to large
emitters being progressively reduced from 2013 to 21% below the 2005 level
by 2020 and the free allocation of allowances replaced by auctioning. 2 An „Effort
Sharing Decision‟ governing emissions from sectors not covered by the EU ETS,
such as transport, housing, agriculture and waste, under which each Member
State committed to a binding national emissions limitation target for 2020 taking
into account GDP per head (Fig ii.). These national targets should reduce the
EU‟s overall emissions from these sectors by 10% by 2020 on 2005 levels. 3
Binding national targets for renewable energy which collectively should increase
the share across the EU to 20% by 2020. 4 A legal framework to encourage the
development and safe use of carbon capture and storage (CCS)
The Fifth Report 2010 Sec. 3.2 Climate Change
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Fig. ii - Source: the Fifth Report 2010 (p.12).
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Ten Goals for a competitive and resource efficient transport system:

benchmarks for achieving the 60% GHG emission reduction target
Developing and deploying new and sustainable fuels and propulsion
systems
(1) Halve the use of „conventionally-fuelled‟ cars in urban transport by 2030;

phase
them out in cities by 2050; achieve essentially CO2-free city logistics in major
urban
centres by 203010.
(2) Low-carbon sustainable fuels in aviation to reach 40% by 2050; also by

2050 reduce EU CO2 emissions from maritime bunker fuels by 40% (if feasible
50%11).
Optimising the performance of multimodal logistic chains, including by
making
greater use of more energy-efficient modes
(3) 30% of road freight over 300 km should shift to other modes such as rail or
waterborne transport by 2030, and more than 50% by 2050, facilitated by
efficient
and green freight corridors. To meet this goal will also require appropriate
infrastructure to be developed.
(4) By 2050, complete a European high-speed rail network. Triple the length of
the
existing high-speed rail network by 2030 and maintain a dense railway network
in all
Member States. By 2050 the majority of medium-distance passenger transport
should go by rail.
(5) A fully functional and EU-wide multimodal TEN-T „core network‟ by 2030,
with a
high quality and capacity network by 2050 and a corresponding set of
information
services.
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(6) By 2050, connect all core network airports to the rail network, preferably
high-speed; ensure that all core seaports are sufficiently connected to the rail
freight and, where possible, inland waterway system.
Increasing the efficiency of transport and of infrastructure use with

information
systems and market-based incentives
(7) Deployment of the modernised air traffic management infrastructure

(SESAR12) in Europe by 2020 and completion of the European Common
Aviation Area.
Deployment of equivalent land and waterborne transport management systems
(ERTMS13, ITS14, SSN and LRIT15, RIS16). Deployment of the European
Global
Navigation Satellite System (Galileo).
(8) By 2020, establish the framework for a European multimodal transport

information, management and payment system.
(9) By 2050, move close to zero fatalities in road transport. In line with this
goal, the EU aims at halving road casualties by 2020. Make sure that the EU is
a world leader in safety and security of transport in all modes of transport.
(10) Move towards full application of “user pays” and “polluter pays” principles
and
private sector engagement to eliminate distortions, including harmful subsidies,
generate revenues and ensure financing for future transport investments.
(Towards a competitive and resource efficient transport system. European

Commission 2011: Sec 2.5)
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Source for all graphical data: Investing in Europe‟s Future: A Fifth Report on
Economic, Social and Territorial Cohesion EU Commission. 2010
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List of figures: Maps
Fig. a Manchester: Location 5

Fig. b Degree of urbanization 6
Fig. c Greater Manchester authorities 9
Fig. 1 Employment in high technology sectors 19
Fig. 2 Employment rate 20-64 and distance to European target 23
Fig. 3 Unemployment rate 2008 24
Fig. 4 Early school leavers aged 18-24 in 2007-2009 and distance
from European target 26
2
Fig. 5 CO emissions across Europe 30
Fig. 6 Wind energy potential onshore full load hours 2000-2005 35
Fig. I LEP Partnerships 46
Fig. ii GDP per head (PPS) 2007 48
Bibliography
Action Plan on Urban Mobility

Communication from the Commission to the European Parliament, the Council, the
European Economic and Social Committee and the Committee of the Regions -
{SEC(2009) 1211} {SEC(2009) 1212}
AGMA's Constitution
http://www.agma.gov.uk/about_agma/agma_s_constitution/index.html
City Region: Statutory City Region Pilot

http://www.agma.gov.uk/about_agma/city_region/index.html
DCLG: Local Enterprise Partnerships

Decentralisation and Localism Bill: A Guide HMSO. 2010
The EU Culture Programme 2007 – 2013 EU Commission. 2006
Europe 2020 Strategy

http://ec.europa.eu/europe2020/tools/flagship-initiatives/index_en.htm
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Greater Manchester Strategy

Prosperity for All: the Greater Manchester Strategy
Hazell, R. & Paun, A. Centralised Power and Decentralised Politics in the Devolved
UK University College London. 2009
Investing in Europe‟s Future: A Fifth Report on Economic, Social and Territorial

Cohesion EU Commission. 2010
The Lisbon Strategy EU Council March 2000
Local Enterprise Partnership: LEP Update - January 2011

http://www.agma.gov.uk/local-enterprise-partnership/index.html
The Manchester Mule Accessed: 17/04/11 13:22

http://manchestermule.com/wp
content/uploads/2010/11/aa_greater_manchester_map.png
„Mini – Stern‟ for Manchester: Assessing the economic impact of EU and UK climate
change legislation on Manchester City Region and the North West – Final Report
Deloitte. September 2008
New Economy Manchester – Greater Manchester‟s primary accountable body for

resource allocation and the integration of local authority functions -
http://neweconomymanchester.com/stories/1344-local_enterprise_partnership
New Skills for New Jobs EU Commission. 2008

http://ec.europa.eu/social/main.jsp?langId=en&catId=958
Prosperity for All: the Greater Manchester Strategy (GMS)

Sykes, O. (Lecture Presentation) “Networks within the European Union” University of

Liverpool. April 2011
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A Territorial Impact Assessment of Territorial Cohesion for the Netherlands

The Netherlands Environmental Assessment Agency 2009
White Paper; Adapting to climate change: Towards a European framework for action
Commission of the European Communities Brussels. 2009
The White Paper: Roadmap to a Single European Transport Area: Towards a

competitive and resource efficient transport system EU Commission. 2011
Youth on the Move EU Commission. 2009
55

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Advising a UK territorial Authority

200 555 706

Dr. Olivier Sykes

Advising a UK territorial Authority

200 555 706

Dr. Olivier Sykes

The Gordon Stephenson Building

The AGMA and LEP in Context 8

Policy at the Sub-Regional Level

Decentralisation and the Localism Agenda 13

A European Context for Greater Manchester: Key Issues 14

Skills and Talent base 17

International Connectivity and Territorial Cohesion 27

A low carbon economy; Transport: smart growth 29

Transport and Connectivity 32

The Association of Greater Manchester Authorities (AGMA) is used as a container

The report provides a series of key recommendations advising the AGMA on

Fig. a - Source: Google Maps 2011

Fig. b - Source: The Fifth Report 2010 (p.67)

The AGMA and LEP

The Greater Manchester European Union

Conclusion: Regional Identity and

The AGMA and LEP in Context

The current Coalition Government Programme states:

Policy at the Sub-Regional Level

The Greater Manchester Strategy

Strategic points include:

• Attracting talent: Attract, retain and nurture the best talent

• International connectivity: Increase the international connectivity of the

• A low carbon economy: Achieve a rapid transformation to a low carbon economy

• Effective governance: Review city region governance to ensure effective and

Source GMS 2009

• We will deliver focused and collegiate leadership based around collaboration,

Source GMS 2009

considered in order to laterally integrate development initiatives that form cohesive

In order to properly assess the Local Enterprise partnership in relation to established

Decentralisation and the Localism Agenda

A European Context for Greater Manchester: Key Issues

 Better and more cost-effective utilisation of common infrastructure

• Availability and diversity of labour and consumer markets

• Easier access for firms to their respective suppliers or customers

• Increasing opportunities for knowledge transfers and innovation

Source GMS 2009

 Knowledge and educational institutions;

Essential to the success of the Regional framework is the harnessing of Trafford

Skills and Talent base

As a part solution to the multifarious causes for socio-economic deprivation, a vehicle

1. Improve the economic prospects of adults in our most deprived

2. Improve the economic prospects of adults in our most deprived

3. Improve the economic prospects of young people in our most deprived

4. Increasing access to employment opportunities in deprived areas

5. Tackling child poverty, in particular focusing on the employment and

7. Improving the liveability of life in our deprived areas by improving the

8. Improve the performance of public services in our most deprived areas by

Source GMS 2009

Fig.1 - Source: The Fifth report 2010 (p.47)

1. Increase the number of residents progressing into learning at „Level 4‟

2. Increase the numbers studying Science, Technology, Engineering,

4. Increase the proportion of employers engaged in formal workforce

5. Improve the quality and relevance of skills provision by strengthening

6. Increase the number of young people staying in learning and achieving

Source GMS 2009

1. Create an institutional infrastructure focused on attracting the most