We Asked, You Said, We Did

Below are some of the issues we have recently consulted on and their outcomes.

We Asked

Our Pass will provide 16 to 18 year-olds (12/13th academic year) in Greater Manchester with free bus travel alongside a wealth of sporting, cultural and leisure opportunities.

The pass is a two year pilot starting on September 1, 2019, led by Mayor Andy Burnham and Greater Manchester Combined Authority (GMCA), with support from Transport for Greater Manchester (TfGM). The pass has been developed with Greater Manchester Youth Combined Authority (GMYCA), and a host of other youth organisations, groups, schools and colleges across the city-region who helped with the overall design and name of the pass.

Our Pass has been designed to support young people at a crucial point in their lives and aims to raise aspirations of all young people across Greater Manchester. It is a commitment to the opening up opportunities in the city region to young people.

This survey was used to ask young people across the city-region what opportunities they would like to be available with Our Pass and how opportunities should be allocated. We specifically asked:

  • Which opportunities young people would be most/least likely to take up?
  • What young people are interested in?
  • Which apps young people use the most?
  • Whether opportunities should be discounted as well as free?
  • How opportunities should be allocated?

The survey was open from May, 9 and ran until June, 23 and was promoted across social media channels. Our Pass partnered with GMYCA and other youth work led partners to share the survey across Facebook, Twitter and Instagram.

You Said

The survey received 662 responses overall, 94% of which were received by respondents aged 18 years or younger (the target audience for Our Pass).

The survey results gave an insight into opportunities most and least popular amongst young people. The top three opportunities respondents reported most likely to take-up being indoor leisure complexes, such as cinema and bowling (86%), restaurants (79%) and live music (67%), whereas the least popular included under-18 clubs and bars (58%), museums (44%) and watching sports (44%).

Respondents were also asked to rate their level of interest in a number of commodities. Food, music and clothes were rated the highest (all within 90%), with beauty, computer games and sports rating the lowest (all under 60%).

As well as interest, respondents were asked their thoughts on opportunity allocation. The vast majority of respondents (96%) believe that Our Pass should provide discounted shopping and vouchers, as well as opportunities. Additionally, 87% of respondents said they would be interested in discounted opportunities as well as free opportunities.

We Did

The results of the survey have been collated into a report and sent to the Our Pass Board who ultimately make decisions regarding Our Pass.

We’ve listened to the results and are currently developing Our Pass opportunities based on the results with businesses across Greater Manchester. Using the feedback, Our Pass has already developed a range of opportunities including:

Sports

  • Manchester Giants (Basketball and Netball)
  • Oldham Boxing and Personal Development Centre
  • Challenge 4 Change
  • Helly Henson Watersports Centre

Music and Culture

  • Palace Theatre Manchester
  • Manchester Opera House
  • Parklife
  • Hallé Orchestra

Additionally, as 96% believe that Our Pass should provide discounted shopping and vouchers as well as opportunities, Our Pass have officially partnered with JD Sports who are currently running a £50 gift card competition for young people who sign up for Our Pass before the launch in September and will continue to apply discounts to all Our Pass users.

Our Pass are currently encouraging other businesses across Greater Manchester to get involved for the launch of the pass on September 1.

We Asked

Programme for Change represents a major transformation programme for Greater Manchester Fire and Rescue Service with the aim of ensuring the Service has the right resources in the right places, is well-equipped, well-managed, and well-led.

There is a recognised need for GMFRS to modernise, and there has been ongoing work for some years to develop the Service to ensure that it is in line with today’s risks. The new governance arrangements and the election of a Mayor in 2017, who has responsibility for the fire service, has acted as a catalyst to drive this need for transformation forward.

The Outline Business Case for Programme for Change sets out in detail the challenges faced by GMFRS and our proposals for how the Service might look in the future.

This consultation is the public's opportunity to contribute their views on some of the content of the business case, including -

  • Our proposal to consolidate six fire stations into three brand new, state-of-the-art community fire stations in Bolton, Manchester and Stockport
  • Our proposal to manage our fleet of fire engines, whilst ensuring that we still have a response time that is faster than the national average

The survey was open from March 25 and ran until May 31.

You Said

You can view the full Programme for Change consultation report here.

In total we received 402 responses to this consultation which included 1,286 individual comments. These were received via the online survey and via email.

Members of the public were mainly concerned with the reduction in the overall number of fire engines in Greater Manchester. This concern was evidenced by referencing the emerging risks of moorland fires, high-rise buildings, future building developments and the threat of terrorism

Other feedback included the increase in funding for emergency services and the need for more campaigning at a national level to secure support for GMFRS.

In addition to this public feedback, there was also significant feedback from staff and trade unions, which isn’t featured here, but has contributed to decision making.

We Did

The results of the survey have been collated into a report that has been considered by the GMFRS leadership and the Mayor and Deputy Mayor and has informed potential changes to the initial proposals. The consultation report was also presented at the GMCA Corporate Issues and Reform Scrutiny Committee.

The feedback we received from the survey as well as our engagement with staff have informed a number of proposed amendments to our initial proposals.

Our updated proposals include:

  • The current arrangements around the number of firefighters on fire engines will be maintained for this financial year.
  • Firefighter numbers will remain at or above May 2017 levels for at least the next financial year.
  • Firefighters will see their role around prevention and protection enhanced, in areas around fire safety visits, inspections and enforcement activity. We will allow sufficient time for our firefighters to be adequately trained and equipped to fulfil these duties whilst retaining a number of additional specialist prevention staff to support complex cases.
  • We will develop alternative delivery models for volunteering and cadets and continue our Princes Trust work to allow more time to develop future options.
  • We will maintain a fleet of 50 fire engines for at least this financial year.
  • The fire station mergers go ahead as planned as well, which will see the creation of three brand new state-of-the-art fire stations, alongside ongoing investment in stations, including welfare facilities.
  • The initial requirement to reduce 113 non-uniformed roles has reduced to 60 roles and the service continues to aim for no compulsory redundancies. The service will work with any staff impacted to help them find new roles.

The revised proposals will be considered at the meeting of Greater Manchester Combined Authority on Friday 27 September.

We Asked

Stockport’s Town Centre West has the potential to be a new urban village of up to 3,000 new homes with complementary mixed use development and the social infrastructure required to support a significant increase in the residential population.  Our proposal to create a Mayoral Development Corporation to lead the regeneration of the area came about in response to the Mayor’s Town Centre Challenge and our urgent need to maximise the potential of brownfield sites to accommodate more housing in light of GM Spatial Framework.  The MDC proposal also responds to Stockport Council’s Town Centre Living agenda which looks to redefine Stockport’s residential offer for existing and future communities and make the town centre a residential destination of choice. 

The consultation on the creation of a Mayoral Development Corporation and associated proposals closed March 10, 2019 after an eight week period of public consultation.

During the consultation we asked a number of stakeholders, including local residents their views on a number of areas. Including –

  • Whether or not the development of a Mayoral Development Corporation would be the best way to drive forward long-term regeneration for Stockport’s Town Centre West
  • Whether or not the creation of a Mayoral Development Corporation for the Town Centre West could lead to regeneration and improvements across the rest of Stockport Town Centre as a whole
  • Whether or not respondents felt that the proposed boundary of the Mayoral Development Corporation was appropriate
  • Whether people thought the name ‘Stockport Town Centre West Mayoral Development Corporation’ is an appropriate name for this MDC.
  • Whether people thought that the Mayoral Development Corporation should not have any planning functions in relation to granting discretionary rate relief.

We did a number of things during the consultation to help to promote it and make sure that the right people had the opportunity to contribute. This included –

  • Letters to 530 local residents and businesses in the area
  • Promotion of the consultation through Greater Manchester Combined Authorities communication networks; monthly newsletter to over 4,000 local residents, groups and organisations and social media posts.
  • Promotion of the consultation on Stockport Council’s website and social media
  • Specific invites to respond to key consultees including MPs across Greater Manchester, Homes England, Environment Agency, Historic England, Network Rail, and Highways England

You Said

The consultation received 205 responses, 88.73% of which came from Stockport residents.  11 organisations responded to the consultation representing a variety of sectors and interests including the voluntary sector. 

The overall consultation response to the proposed MDC was very positive.  78% of people either agreed or strongly agreed that the MDC was the best way to drive forward long term regeneration and 81% agreed that the MDC would support and improve Stockport town centre as a whole.   

60% of respondents agreed that the proposed boundary for the Mayoral Development Corporation was appropriate and 47% agreed or strongly agreed with our proposal for planning powers and powers over discretionary business rate relief to remain with Stockport Council.  Only 21% of respondents wanted to see planning and business rates powers granted to the MDC and but 36 comments from respondents argued that our proposals should go further, particularly in terms of the area the proposed MDC should cover.

We Did

The consultation responses were analysed and the overwhelmingly positive response informed the Mayor’s decision to proceed with the creation of a MDC in Stockport.  A report summarising the consultation exercise and result was submitted to Greater Manchester Combined Authority on March 29th recommending that GMCA consider the proposed MDC.  No objections were received from the members of GMCA (which includes the Leader of Stockport Council) and the Mayor then notified the Secretary of State of his intention to proceed and asked Government to prepare the legislation required to formally create the MDC as an independent statutory organisation that will lead regeneration efforts.

In parallel with the formal legal process to create the MDC, Stockport Council (as the Local Planning Authority for the Mayoral Development area) is working up a Strategic Regeneration Framework (SRF) which will set out in detail how we think the area could be transformed over the long term to become Greater Manchester’s newest, greenest, and coolest affordable urban neighbourhood.  The regeneration framework is currently being finalised and will be published for public consultation over the summer to ensure that all stakeholders in the area have the opportunity to see, comment on, and influence the vision and the type of development that comes forward in the area. 

We Asked

We asked people across Greater Manchester to tell us about the role and impacts of alcohol in their communities.

We know that alcohol-related harm is costing Greater Manchester’s public services over £1.3bn a year – the equivalent of £500 for every resident. And beyond the visible impacts, hidden harms are experienced by more people of all ages and backgrounds than is commonly recognised.

But alcohol plays an important part in our region’s close communities and vibrant towns and cities. Our night life is celebrated around the world. The vast majority of people who drink enjoy doing so safely and responsibly.

This was not looking into people’s individual behaviour. We wanted to find out what residents and businesses understand about the scale and nature of alcohol harm in our city region, and how – and indeed if – things should change when it comes to the way we drink.

You Said

Through broad engagement with the public, and targeted activities with more than 80 local voluntary, community and social enterprise (VCSE) organisations, more than 5000 people joined in the Big Alcohol Conversation.

We are now analysing everyone’s contributions, through our online surveys, one-to-one interviews and focus groups.

What is immediately clear is that people see a wide range of issues linked to alcohol in their local areas, from crime and anti-social behaviour to homelessness to personal health issues. There is support for more action to tackle these impacts, and low awareness for measures already in place.

We Did

Watch this space…

Later this year we will reveal the full results of our Big Alcohol Conversation, alongside the launch of a Greater Manchester ‘Ambition for Alcohol’. This will be our statement of intent, co-designed by people across the city region.

Our ambition will set out how we could do things differently – whether through developing new policies or inspiring social change. And how together we could realise our vision for Greater Manchester as a place where everyone can have the best start in life, live well and age well, protected from the harms caused by alcohol.

We Asked

We asked people whether they agreed with the Mayor and Deputy Mayor’s proposal to raise the policing element of council tax by £24 per household over the course of the year.

This proposed funding would be used to:

Increase the police force by recruiting at least 320 officers; this would include:

  • 220 neighbourhood police officers
  • 50 police officers dedicated to policing the transport network
  • 50 police officers to create a proactive forcewide team

Continue to improve the 101 service

Tackle serious and violent crimeTackle violence against women and girls

Increase, for 2019/20, the amount of funding allocated to the local authorities for community safety initiatives. 

You Said

There were more than 850 responses to the consultation on GM Consult.

Feedback included:

  • 59% support the proposal of a £24 increase of council tax – or believe it should be increased by more than £24 over the year
  • 63% support the proposal to recruit 320 police officers

Additional comments include support for recruiting warranted police officers, not PCSOs, and a desire for an increase in visible police presence in neighbourhoods.

We Did

The proposal was presented at a special meeting of GMCA on 15 February 2019 by Deputy Mayor, Bev Hughes. The proposal, to increase the policing element of the council tax by £24, has been backed by the Police and Crime Panel.

The report and minutes from the Police and Crime Panel can be accessed here: https://www.gmcameetings.co.uk/meetings/meeting/645/police_and_crime_panel

The press release announcing the increase is available here: https://www.greatermanchester-ca.gov.uk/news/greater-manchester-communities-to-benefit-from-additional-police-officers/

 

We Asked

This consultation asked for views on the vision, themes and commitments in the draft Greater Manchester Drug and Alcohol Strategy.

The proposed vision for the strategy was:

To make Greater Manchester a place where everyone can have the best start in life, live well and age well, safe from the harms caused by drugs and alcohol: 

  • A place where children, young people and families have the best start in life and future generations grow up protected from the impact of drug and alcohol misuse.
  • A place where people who drink alcohol choose to do so responsibly and safely.
  • A place where people are empowered to avoid using drugs and alcohol to cope with adversity and the stresses and strains of life.
  • A place where our services and communities work together to build resilience and address the harms caused by drugs and alcohol.
  • A place where individuals who develop drug and alcohol problems can recover and live fulfilling lives in strong resilient communities.

 The six themes for the strategy were: 

  • Prevention and early intervention
  • Reducing drug and alcohol related harm
  • Building recovery in communities
  • Reducing drug and alcohol related crime and disorder
  • Managing availability and accessibility
  • Establishing diverse, vibrant and safe night time economies

You Said

Over 450 responses were received; of these:  

  • 92% of respondents agreed the vision was right (56% strongly agreed and 36% agree). 
  • 91% of respondents agreed the themes were right (46% strongly agreed and 45% agree). 

The feedback made it clear that drugs and alcohol should be seen as everybody’s business and that the focus should be on encouraging people to behave safely and responsibly. There was also support for our approach which emphasises people’s strengths and assets and the need for services and communities to work together to address drug and alcohol problems inclusive of criminal related activity. Respondents welcomed that the strategy included children and young people and placed emphasis on prevention and early intervention.

There were some concerns expressed about whether we have the resources to deliver the strategy.  These realistic concerns underline the need to continue the process of public sector reform that the strategy emphasises and ensure that all our services work better together. 

There was also concern that the strategy does not give consider the specific needs of communities of identity and interest (e.g. sexuality, gender identity, ethnicity), therefore we have made sure this is considered in the main narrative of the strategy and will ensure it is a key feature in the strategy’s implementation plan.

Many respondents took the opportunity to share that they feel unsafe at night in areas where pubs and clubs are concentrated and on public transport.  Alongside this there was support for a conversation with businesses about responsible trading and social accountability with many saying we should require, enforce or regulate this. 

We Did

Our vision and themes were positively received and are contained in full in the final version of the Greater Manchester Drug and Alcohol Strategy which was approved by the Greater Manchester Combined Authority on 29 March 2019. It combines emphasis on addressing the underlying causes of drug and alcohol problems, ensuring that the information we provide around drug and alcohol use is accurate and credible, and reducing stigma that may deter those with problems from seeking help. 

The final strategy can be accessed here: https://www.gmcameetings.co.uk/meetings/meeting/668/greater_manchester_combined_authority

We Asked

We asked people for their views on three broad areas within the draft Cultural Strategy. These were -
 
People - Health, Ageing and Families
  • Promote the importance of engagement across the life-course, recognising the value of intergenerational relationships and exchange in enriching lives and increasing levels of participation.
  • Capitalise on Greater Manchester’s status as the UK’s first age-friendly city region, enabling and promoting later life creativity and talent.
  • Champion culture’s role in improving health and wellbeing, capitalising on opportunities offered by the devolution of health and social care.
  • Empower our residents to take responsibility for their own creativity by improving the visibility of opportunities and removing identified barriers to engagement.
  • Create a joined-up approach to volunteering in the cultural sector, recognising the benefits of volunteering on people’s health and wellbeing.
Economy - Education, Skills and Jobs
  • Advocate for the importance of engagement with culture in ensuring our young people are school ready.
  • Ensure that cultural education, inside and outside of the curriculum is accessible to all young people, regardless of background.
     
  • Create a GM-wide approach to ensuring our residents have the skills required to drive and contribute to the growth of the cultural sector.
  • Work with employers in the cultural sector and creative industries to develop and promote good jobs and opportunities that pay fairly and are meaningful.
  • Work with cultural organisations and artists to develop entrepreneurial activities that improve the sustainability and strength of the sector.
  • Capitalise on our position at the heart of the Northern Powerhouse, working with partners across the North to strengthen and promote our collective offer and ensure that Greater Manchester is a world leader for Arts and Culture.
  • Work with our Universities to build Greater Manchester's reputation as an international centre of excellence in research and knowledge about the creative and cultural industries.
Place - Regeneration, Environment and Communities
  • Empower and support cultural organisations, artists and communities to understand and advocate for the intrinsic value of culture to a place and its role in articulating identity and attracting investment.
  • Work with cultural organisations to ensure that all venues in Greater Manchester are safe, accessible, and welcoming to all.
  • Create opportunities for people to reflect on, and forge their place in the world, locally, nationally and internationally and use culture to develop and promote social and community cohesion.
  • Promote the diverse and distinctive cultural offer in Greater Manchester, from clusters of activity in our city and town centres, to more dispersed activity taking place in our rural and semi-rural communities.
  • Recognise the importance of creativity in the planning of our places, from ensuring culture is considered in spatial planning, to promoting the importance of good design in the public realm.
  • Work with Marketing Manchester, GM's Night Time Economy Adviser and UK Music to cement and promote culture's position at the heart of Greater Manchester's visitor and night time economy.

You Said

There were more than 200 responses to the consultation.  Feedback was received from the online consultation, emailed responses, face-to-face consultation sessions and from members of the GM Culture and Social Impact Monitoring Committee and GM Economy, Business and Growth Scrutiny Committee.

Feedback and recurring comments which have shaped the final document included -

  • Need for greater clarity on the purpose of the strategy and how it will be delivered
  • Need for clearer narrative about the definition of culture for the purpose of the strategy
  • Need for heritage to feature more prominently
  • Need for reduction in number of priorities – first draft aimed to do too much
  • Need to be clearer on what success might look like
  • Need to be more explicit in how culture links to other portfolio areas
  • Need for strategy to be more ‘distinctly GM’
  • Greater resident voice
  • What are the opportunities and challenges distinct to GM?
  • What specific powers to we have at our disposal to achieve our vision?
  • Need for an implementation plan to understand what activity might be delivered

We Did

We have incorporated the feedback and the final proposed version of the Cultural Strategy is going to the Combined Authority on the Friday, March 29, 2019 to be approved.

We Asked

Building on our first consultation on the development of a Good Employment Charter, which took place in Spring 2018, we asked for views on the Charter model that had been developed up to that point. This included:

  • The suitability of the proposed tiers of the Charter:
    • Supporters
    • Members
    • Advocates
  • How Charter membership is assessed
  • How the success of the Charter will be evaluated

You Said

Feedback was received from the online consultation, emailed and posted responses, face-to-face consultation sessions with employers across the city-region and from members of the Greater Manchester Economy, Business and Growth Scrutiny Committee and Business Advisory Panel.

Feedback and recurring comments about the Charter included:

  • More than 95% of consultees thought that employers should be able to sign up as Supporters of the Charter.
  • More than 90% agreed or strongly agreed with the proposal for Membership of the
    Charter.
  • More than 95% agreed or strongly agreed with the proposal for Charter Advocates.
  • The need for a stronger and clearer narrative around diversity and inclusion within the Charter.
  • The need for clarity around the flexible working characteristics and what this meant for zero hours contracts.
  • The need for clarity around whether the criteria for Charter membership must be met across an organisation or only for employees based in Greater Manchester.
  • Discussion of the role of well-being in the Charter.
  • Points around the relevance of the Charter to workers, as well as direct employees.
  • The importance of marketing and creating a brand for the Charter.
  • The potential role of ‘anchor’ institutions in spreading the Charter to supply chains.
  • Ways in which the Charter could be evaluated.
  • A large number of proposed sources of support for employers.

We Did

Based on the feedback received we have further developed the Good Employment Charter model and addressed a number of the comments raised. The model itself, incluidng the three tiers, was agreed by the Combined Authority at its meeting on 1st March 2019: https://www.gmcameetings.co.uk/download/meetings/id/4279/12_gm_good_employment_charter 
 

The first of the tiers, suporter membership, was launched on 22 July 2019. You can find out more, and register your interest here: http://www.gmgoodemploymentcharter.co.uk/

We Asked

This consultation asked respondents to consider how Greater Manchester can create a more productive and inclusive economy, where all residents can benefit from and contribute to the city-region’s growth. Specifically, consultees were asked to give their views on the following:

  • What the main focus of our local industrial strategy should be
  • What our globally competitive strengths and main growth assets are
  • What support is needed to grow the economy
  • How we ensure all residents can access opportunities
  • How we capitalise on the opportunities created by global changes such as decarbonisation and digitalisation

You Said

We received feedback via the online consultation, face-to-face consultation sessions, emailed and posted responses and via the Greater Manchester Economy, Business and Growth Scrutiny Committee, Business Advisory Panel and Local Enterprise Partnership. Feedback on the strategy included:

  • Strong agreement that Greater Manchester has global strengths in health innovation and advanced materials.
  • The need to ensure  that high employment sectors are not neglected in the strategy.
  • The need to help residents develop careers; not just obtain qualifications.
  • The need to join-up skills provision across the life course.
  • The need to promote increased collaboration between business and universities.
  • The need to embrace the role of hospitals and the health system in driving business innovation.
  • The need to prioritise Investment in public transport.
  • The need for additional hospitals, schools and housing investment.
  • The need for new sites of economic growth.
  • The positive impact of business support in Greater Manchester and the need for it to be marketed in a more joined-up way.
  • The need for social enterprise to feature in the strategy.
  • The importance of Manchester Airport as a significant asset for the city-region.
  • The importance of education and skills provision in improving Greater Manchester’s economic performance.

We Did

We used the consultation feedback extensively when drafting our Local Industrial Strategy. The strategy was jointly launched with the Government in June 2019, and can be accessed here: https://www.greatermanchester-ca.gov.uk/what-we-do/economy/greater-manchesters-local-industrial-strategy/