In a personal reflection for the Manchester Evening News, Sir Richard Leese, who led Manchester City Council for 25 years and served as deputy mayor of Greater Manchester from 2017 to 2021, looks back on nearly two decades of working with Andy Burnham. Leese was one of the principal architects of Greater Manchester's devolution settlement and worked closely with Burnham during key moments of his mayoralty, including transport reform, homelessness initiatives, and the Covid-19 pandemic.
Early Interactions and Ministerial Support
Leese's first serious interactions with Burnham occurred when Burnham was a minister. At the Department for Culture, Media and Sport, Burnham was supportive of the Royal Opera House of the North, an idea that eventually became the Factory. Later, as Health Secretary, he helped bring the Bio-Medical Research Centre to Manchester.
Journey into Devolution
As Shadow Secretary of State for Health, Burnham was initially less than enthusiastic about the health devolution deal between the ten Greater Manchester councils and the NHS. However, this marked the start of his journey into devolution. Leese notes that Burnham came to recognize that a Combined Authority with devolved powers could achieve what central government could not, and that this was an area where politicians could make a real difference. Health devolution began to work, and Burnham started to see a future outside Westminster.
Intense Period of Collaboration
The most intense period of working together was from Burnham's first election as Greater Manchester mayor in 2017 until Leese stepped down from Manchester City Council in December 2021. As deputy mayor, Leese had weekly meetings with Burnham to discuss major issues. Burnham was clear from the beginning that he would deliver on his manifesto. While the commitment to "eradicate homelessness" was undeliverable, Burnham was determined to take action, leading to the "A Bed Every Night" initiative.
Learning and Adapting
Burnham brought some Westminster habits, such as announcing policy before considering details. This nearly happened with the Good Employment Charter, but Leese argued that employers and employees needed to be involved in its design. The resulting charter, much imitated elsewhere, was stronger for it. Burnham learned the importance of co-design and co-production, which became a standard part of his approach. He also embraced partnership working across public, private, and voluntary sectors, as evidenced by the Independent Prosperity Review and the Greater Manchester Industrial Strategy.
Bus Re-regulation and Covid-19 Response
Leese highlights bus re-regulation as a key achievement, noting that Burnham saw it through despite hostile bus companies scrutinizing every step and seeking legal action. During the Covid-19 pandemic, Leese switched to the health portfolio, and meetings became daily. Fights with the government were driven by an understanding that remote, centralized decision-making was harming Greater Manchester residents. Leese emphasizes that Burnham's approach is guided by the "Makerfield test": how a policy improves lives in communities like Makerfield and across the country.
Myth Busting and Final Thoughts
Leese dispels the myth that Burnham takes credit for others' work. Burnham has consistently credited Howard Bernstein and Leese for Manchester's economic growth and regularly praises others publicly. Leese also defends changing one's mind, arguing that an intelligent politician should adapt as circumstances change. While acknowledging that Burnham is not perfect and working with him was not always easy, Leese concludes that Burnham has learned a collaborative, team-based, and consensual way of working, proving that devolution works. Leese suggests Westminster would be better if it adopted similar practices.
