WORKING ACROSS BOUNDARIES IN GREATER MANCHESTER ROGER ELLIS, CHIEF EXECUTIVE, ROCHDALE MBC

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WORKING ACROSS BOUNDARIES IN GREATER
MANCHESTERROGER ELLIS, CHIEF EXECUTIVE,
ROCHDALE MBC
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GREATER MANCHESTER - POLITICS
Liberal Labour Democrats Conservative Bolton Ol
dham Bury Manchester Rochdale Trafford Salford Sto
ckport Tameside Wigan
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CITY REGION CONSTITUTION

• Executive Board 10 Council Leaders
• Advised by Business Leadership Council
• 7 Strategic Commissions
• Economic Development and Skills
• Health
• Transport
• Planning and Housing
• Environment and Sustainability
• Public Protection
• Improvement and Efficiency
• Scrutiny - Panel

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THE MANCHESTER MULTI-AREA AGREEMENT

• www.manchester-enterprises.com/documents/
• Manchester_MAA.pdf
• Focus on strategic outcomes
• One means of delivering City Region governance
• Not a City Region LAA
• Primarily economic focus

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AGMA Collaborative Services

• Second Phase (2005 2008)
• Collaborative Services Group
• Bolton Fire Authority
• Bury Waste Disposal Authority
• Manchester Passenger Transport Authority
• Oldham
• Rochdale Blackburn with Darwen
• Salford Blackpool
• Stockport Warrington
• Tameside
• Trafford North West Centre of Excellence
• Wigan

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AGMA Collaborative Working

• Second Phase Services
• Vehicles saving 2.5 million per annum
• Public Protection
• Construction Materials saving 3.7 million per
  annum
• E-Government saving 3 million per annum
• Agency Staffing saving 4 million one off plus
  2.5 million per annum
• Revenues and Benefits saving 8 million per
  annum

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AGMA Collaborative Services

• Second Phase - Principles
• Project Champions
• Business Case to prove potential
• Councils in or out
• No compulsion
• Critical mass

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AGMA Collaborative Services

• Second Phase Keys to Success
• Strategic leadership of projects by senior
  officers
• Better project management
• Better use of consultants
• Pump-priming investment from NWCE
• - 401 Payback

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AGMA Collaborative Services

• Second Phase Difficulties
• Ambivalence about priority
• Requirement to provide the case
• Competing demands on time
• Pace of the slowest

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AGMA Collaborative Services

• The Future
• Seek substantial efficiencies through
  collaboration
• Breakthrough in joint procurement
• Focus on areas of significant spend
• Performance improvement through best practice
• Drive effective implementation

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Areas of Significant Spend

• Customer Contact
• Social Needs Transport
• Adult Social Care
• Childrens Services
• ICT
• Transitional Support Services
• Workforce Planning
• Insurance