action plan for the lcr 08-11

8/14/2019 Action Plan for the LCR 08-11

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Contents

1. Introduction

2. Key Opportunities for the Liverpool City Region

3. Strategic Linkage

4. Economic Priorities for the Liverpool City Region

5. Liverpool City Region Collaboration

6. The Liverpool City Region Economy A Summary

7. Headline Performance Indicators and Targets

8. Summary Financial Information 2008 2011

9. Priority 1 Enterprise Development

10. Priority 2 Business Infrastructure

11. Priority 3 High Growth Business Development12. Priority 4 Skilled Workforce & Working Communities

13. Priority 5 Environmental Performance

14. Priority 6 Sustainable Communities

15. Priority 7 Premier Destination

16. Strengthening the Capacity of the Sub-Regional Partnership (SRP)

17. Risk Analysis

18. Evaluation and Performance Management

19. Ensuring a Sustainable Action Plan

Appendices

Page

NumberTitle

3

4

5

6

7

8

9

10

1114

18

21

24

27

30

3334

35

36

37


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IntroductionThe Liverpool City Region is experiencing an economic renaissance. Significant private and public investment in physical regeneration is

transforming the look, image, and business confidence in the area; employment is growing in a diverse range of sectors and the economy is continuing

to grow strongly. In the past five years we have come a long way, growing 25% to an economy currently worth 17bn. Gross Value Added (GVA) per

head of population stands at 12,448, with 26,655 VAT registered businesses and on both of these indicators we are showing growth above the rest of

England.

There is growing commitment and investor confidence in the economy, underpinned by flagship investments in Liverpool City Centre, the Mersey

Waterfront, and 2008 Liverpool European Capital of Culture. Alongside this, we are developing our internationally significant knowledge-based assetsto create a leading R&D and innovation base through three universities, Daresbury Science and Innovation Campus, National Bio-manufacturing

Centre, Liverpool Science Park, and Liverpool School of Tropical Medicine. Liverpool City Region has a unique portfolio of cultural, leisure and sports

assets making it a destination of choice for growing national and international visitor markets, contributing nearly 1.2bn to the economy.

There is also real excitement about the scale of the opportunity to be realised within the City Region. Ambitious plans have been released for 10billion

investment in Liverpool and Wirral Waters which will transform the Mersey Waterfront. The Mersey Gateway, a second Mersey river crossing will be

delivered by 2014. Our natural resources, combined with opportunities in the environmental technology markets, provide substantial scope for

investment, and the expansion of the Mersey Ports and Liverpool John Lennon Airport present an opportunity for an internationally significant

Superport.

Yet despite these significant improvements, Liverpool City Region still has some way to go to achieve its ambition of being a premier European City

Region by the year 2025. Our wealth per head figure, whilst growing, is still only 73% of the UK average, and having only 68.2% of the working-age

population in work, the City Region still falls short of the UK mark. Our target over the next three years is to further accelerate our growth and add a

further 4bn to the City Regions economy whilst, at the same time, developing strong, sustainable working communities.The Action Plan for the Liverpool City Region sets out our

investment framework to deliver this growth over the period 2008 -

2011. For the purpose of this document the Liverpool City Region

is defined as the six local authorities of Halton, Liverpool,

Knowsley, Sefton, St Helens and Wirral.

The plan gives details of projects and programmes to be

implemented across the Liverpool City Region over the coming

three years. It demonstrates the growing confidence and

investment of the private sector in Liverpool City Region. It also

provides a framework for allocating public sector resources,

identifying major public investments that have already secured

funding as well as the additional resources required to further

accelerate growth and develop the City Regions asset base.

The Action Plan gives a clear statement of priorities that will guide

investment from the private, public and voluntary sectors.

This Action Plan has been coordinated by The Mersey Partnership, in

its role as the sub-regional partnership, following detailed consultation

and input from partners across the City Region. This includes:

The 6 Local Authorities of the Liverpool City Region

LSC Greater Merseyside

Liverpool City Regions three Universities

Merseysides Chambers of Commerce

Merseyside Colleges Association

Job Centre Plus

MerseyTravel and the Local Transport Support Unit

The Voluntary and Community Sector

The Mersey Partnership has over 480 member organisations drawn

from the public, private and voluntary sectors.


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Key Opportunities for the Liverpool City Region

The first steps of the Liverpool City Regions economic transformation and the re-establishment of our status as a premier and

distinctive European city region are underway. Building on a number of key and often unique opportunities will provide the

platform to improve the competitiveness of the city region and make the necessary step-change in economic growth.

KeyOpp

ortunitiesfo

rthe

Liver

p

oolCityR

eg

ion

Liverpool City Centre

Liverpool City Centre is undergoing a radical and dynamicrenaissance through a 2bn investment programme to restore

its status as a premier commercial, cultural and retail centre. It

is also the hub for the City Regions knowledge-based assets.

Liverpool Superport

A vision of a Liverpool Superport has emerged from the

opportunities presented by single ownership and plans to grow

both the Port of Liverpool and Liverpool John Lennon Airport,

major investment opportunities in freight and logistics

infrastructure, and the delivery of the Mersey Gateway. It has thepotential to create a leading global freight / passenger-handling

gateway and national distribution and logistics centre.

Knowledge Economy

The strong and developing knowledge economy includes

biosciences, life sciences and a general science base. It

encompasses outstanding existing assets such as the Liverpool

School of Tropical Medicine, Science Park, Daresbury and the

three City Regions Universities.

European Capital of CultureLiverpools position as European Capital of Culture 2008 is

predicted to produce direct economic impacts across the city

region in 08 with a lasting regeneration and investment legacy

over the years to come.

Mersey Waterfront

The unique environment of the Mersey coastline is not only of

outstanding natural and heritage value but also creates a majoropportunity to accelerate regeneration. Peel Holdings have

announced over 10bn of investment in Wirral and LiverpoolWaters - 50-year projects that will transform the Mersey

Waterfront and generate outstanding investment opportunities.

Distinctive mix of sports, leisure and cultural assets

The scale and mix of the Liverpool City Region cultural and

sports assets is both a magnet for visitors from all over the world

and part of the areas culture of creativity. We have a unique

portfolio of assets including nationally significant museums,

galleries and theatres; world class sports, leisure facilities and

events.

Strong Economic Performance and growing confidence

The Liverpool City Region is one of the fastest growing regions in

the UK . It is growing by 6% Gross Value Added per annum:

higher than any other region in UK except inner London. In

addition, private sector confidence is growing, evidenced by major

infrastructure investments, regeneration schemes and in

enterprise generation.

Environmental EconomyThe City Region aims to maximise opportunities within one of the

economys fastest-growing sectors. There are major opportunities

to develop innovative solutions for waste management and

recycling; renewable energy technologies; energy efficiency; green

infrastructure; and cleaner production techniques. This includes

the commercial opportunities to exploit the renewable energy

potential of the River Mersey and Liverpool Bay.


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Strategic Linkage

Regional Economic Strategy

The Regional Economic Strategy is the overarching economic development

strategy for the North West. Its three major drivers to increase productivity and

grow the market; to grow the size and productivity of the workforce; and to provide

the conditions for sustainable growth are shared by the Action Plan, which willdeliver a number of key RES actions, provide a mechanism for monitoring RES

progress in the Liverpool City Region and lay the strategic priorities for both

investment and a RES update in 2009/10.

Regional Spatial Strategy

The Liverpool City Region Development Programme sets out a 20 year strategy to

regain our position as a premier European City by 2025. Priorities within the

LCRDP are consistent with those outlined in this Action Plan.

Liverpool City Region Development Programme

The Regional Spatial Strategy will set out the spatial framework for development and

regeneration in the North West over the next 15 years. Within the Liverpool CityRegion, its priority is to maximise the economic potential of Liverpool City Centre and

its surrounding area, by developing the role of Liverpool John Lennon Airport and the

Port of Liverpool, and improving links between deprived neighbourhoods and areas

of economic growth. A key part of the RSS is the Regional Transport Strategy which

provides the framework for local transport plans.

The most up-to-date proposed policies for the Liverpool City Region are included in

the appendices.

The Liverpool City Region Business Case is currently under development. It will

outline a new model of collaborative governance for the City region and highlight

the strength of the Liverpool brand. The proposals are based on our collective

commitment to connect, compete and complete within the overall City Region

Development Programme.

Liverpool City Region Business Case


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Sustainable

Economic

Prosperity

Macro

Environmental

Factors (2)

Knowledgeable

and Innovative

Business

A great place to

live, work and

visitStrong Strategic

Leadership (1)

Skilled

Workforce &

Communities

Premier

Destination

Sustainable

Communities

Strong

Productivity,

Competitiveness,

& Business Base

Environmental

Performance

Enterprise

Development

High Growth

Business

Development

Business

Infrastructure

Economic Priorities for the Liverpool City Region

Prioritisation within the Action Plan for the Liverpool City Region 2008 2011 is underpinned by a sound understanding and analysis

of the economy. Our baseline performance is measured annually by the Merseyside Economic Review and supplemented by

specific studies for evidence base building or forecasting purposes. We have also incorporated a value tree technique to identify

key priorities for the City Region economy over the next three years.

The Liverpool City Region has 7 priorities for development over the next three years. These are Enterprise Development, BusinessInfrastructure, High Growth Business Development, Skilled Workforce and Skilled Working Communities, Environmental

Performance, Sustainable Communities, and a Premier Destination. Throughout the rest of the document we will present

programmes and projects by these priorities.

Priority Driver

(1) Strong strategic leadership

is being progressed via theLiverpool City Region

Business Case which

highlights TMPs role as the

City Regions Economic

Development Partnership.

(2) Macro-environmental

conditions refer to those

economic factors that are

outside of our control, such

as global economic

conditions

Liverpool City Region is also committedto ensuring equality of opportunity and

environmental sustainability across the

Action Plan. Further details can be

found on page 36


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Liverpool City Region Collaboration

This Action Plan builds on the extensive collaborative work of partnerships within the Liverpool City Region over several years.

The following programmes provide the mechanism for joining-up thinking across a range of policies and geographical areas, identifying

and delivering key priorities. The approach in prioritising spend for 2008 2011 has been to build on those programmes that have already

been developed and have contributed to increased productivity for the City Region. In addition there are also some programmes in an

embryonic state that have similar long-term potential. The 18 programmes named below (and summarised in more detail in Appendix 1)

fall into these two categories:

City Employment Strategy

Liverpool City Region Single Inward Investment Agency

Sector Development Programme

Destination Management Plan

Liverpool European Capital of Culture 2008

Digital Opportunities for the Liverpool City Region

Mersey Waterfront Regional Park

Liverpool City Centre Business PlanJoint Municipal Waste Management Strategy for MerseysideNewHeartlands Housing Market Renewal Pathfinder

Local Transport Plan (LTP)

Liverpool City-Region Housing Strategy

Enterprise Strategy for Liverpool City Region

Environmental Economy Programme

SuperportKey Investment Sites

Science, Innovation & Knowledge Cluster

Sports Infrastructure Investment

Existing ProgrammesThese programmes have collaborative

delivery frameworks already in place.

There is a board structure managing each

programme, giving accountability and amechanism for prioritisation

Emerging collaborationsThese are programmes currently underdevelopment within the City Region.


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Liverpool City Region Economy A Summary

Key Economic Indicators for the Liverpool City Region (1)

Total GVA growth (5.6% 2003-04), keeping pace with the UK

(5.9%). GVA per capita growth rate 5.5% (outpacing the North West) Economic activity rate 73.1% in 2005 (an increase of 0.2%,

over the GB growth rate) Business start-up rates 10.7% of stock (above North West

figure of 9.9%) At 68.2% the City Regions employment rate has increased by

0.1% since 2004, whilst GB has decreased by 0.2%. Total revenue generated from tourism in 2005 was 1.2 billion

(up 22.9% from 2002) Population 1.49 million in 2005 (0.1% increase 2004-05)

GVA Performance by spatial area

There is significant variation in the performance of individual boroughs

within the Liverpool City Region.

Underlying the GVA performance figures special attention should be

focused on a number of notable variations within the boroughs.

i) Liverpool

Liverpools economy is expanding rapidly. With GVA per capita rising

to 91% of the Merseyside average in 2003 it is closing the gap with the

UK.

Overall Liverpool GVA 6.9bn accounts for 41% of Merseyside total.ii) East Merseyside

GVA up to 3,812 in 2004 from 3.6bn in 2003.GVA per capita up to 11,676 in 2004 from 11,155 in 2003.

iii) Sefton

GVA up to 3.2Bn in 2004 from 3.0bn in 2003

GVA per capita up to 11,321 in 2004 from 10,742 in 2003.

Borough GVA Total billion

GVA PerCapita

Liverpool 6.9 15,530

Wirral 3.1 9,891

Sefton 3.2 11,321

East Merseyside (Knowsley & St

Helens)

3.8 11,676

Halton and Warrington* 5.4 (2003) 19,766

Total City Region 17.0 12,448

Manchester 40.5 15,934

North West 102.4 14,994

UK 1,044.2 17,451

Challenges

Liverpool City Region economic activity rates at 73.1% in 2005

are lower than any other metropolitan area, with the exception

of the West Midlands (72.9%), and well short of the national

rate of 78.3%

60.8% of the working-age population of the City Region are

qualified to at least NVQ level 2, a rise on the 2004/05 figure of59.5%, but the City Region is still adrift of the England rate, the

North West and comparator areas.

At 22 VAT businesses per 1000 population the City Region

remains well behind the UK figure of 38.1 for 2006 (38.1 for

North West).

(1)Statistics presented here are taken from the Merseyside Economic Review published in March 2007. Liverpool City Region is the six local authority areas of Halton, Liverpool, Knowsley, Sefton,St Helens and Wirral. GVA figures exclude Halton, as no exact data source is available for Halton alone.


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Headline Performance Indicators and Targets

Priority Current

Enterprise

Development

22

600 (5 per 10000population

High Growth Bus.

Develop.

795 (pa)

39.2%

Skilled Workforce &

Communities

21.2%

61%

68.1%

Sustainable

Communities

254 (25.8%)

4,470

31% (women)

1,176M

10.22M

1

4

6

Target 2011 *

23.1

1,000 (6.8 per10,000 population)

Measure

Business density per 1000 people

Net VAT registrations per annum

New jobs from Inward Investment

% employed in high growth sectors

% working-age pop. at Level 4+

% working-age pop. at Level 2

Employment rate

No.and proportion of SOAs in the worst 5% nationally

Net growth in housing stock (pa)

% inactivity rates for women, BME and disabled

Revenue generated from Tourism

Overnight stays by visitors

* Using current UK measure

Total17,001M

5.7%

21,220M

5.7%

GVA

GVA Growth

The following table identifies Liverpool City Regions current baseline position and key performance indicators until 2011. This

is supported through detailed analysis of the economy which is undertaken through the Merseyside Economic Review on an

annual basis. The overall priority is to continue the City Regions strong GVA growth above the UK average.

1,362M

11M

Improvement

4,470

30% (women)

24.2%

65%

70.6%

1400 (pa)

44%

Targets based on time series

analysis of years 1995-2005.

Source: Nomis.

Based on Inward Investment

forecasting information and recent

employment growth trends.

Source: ABI/ONS.Time series analysis of data from

1995-2005. LFS, Nomis. Source:

REFP, NWDA. To be updated

using CES targets once agreed

Based on DMP 2010

targets.

Based on recent growth trends.

NB: not price / population

adjusted

2004 IMD rank by SOA.

Targets to be updated from

the LCR Housing Strategy.

Rationale

Business

Infrastructure

20 per sq ft

5.50 per sq ft2

Commercial Grade A property value

Industrial property value

Maintain levels of

growth (c 32% over 7years)

Environmental

Performance

22.5%

7.33 tonnes

Premier Destination

5

7

Municipal recycling and composting rate

Carbon emissions (CO2) per capita33%

6.6 tonnesJMWMS for Merseyside target

NWCCAP target

3

Composite from various property

market reviews, and City Centre

Commercial Update


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Summary Financial Information 2008-2011

The following tables show headline figures based on our plans for investment over the next three years. This information is

presented by headline priority and by programme. All figures are given in millions.

In order to deliver this Action Plan

investments will be needed from a

range of public and private

stakeholders.

We are looking to secure an

additional 305 from the NWDA

over the three years of this actionplan.

At present our ERDF requirements

of the North West Operational

Programme are 317million.

Strong partnership with the private

sector is at the heart of our

investment plan. The anticipated

private sector investment leveredinto this programme is in the region

of 1.54 billion.

Priority

Enterprise Development

Business Infrastructure

High Growth Sector Development

Skilled Workforce and Working C


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Priority 1 - Enterprise Development

Enterprise

Development

Raising

Enterprise Levels(Start-up)

Enterprise Growth

and Sustainability

Availability of

Funding

New Enterprise

Opportunities

Initial Business

Growth

Mature Business

On going Support

Business Start-

up Programmes

Business Start up

- Quality

Evaluation

Entrepreneurial

Culture

Generating Enterprise

Liverpool City Region has an acute deficiency in the volume of high

value businesses needed to grow the economy to the UK average with

only 22.2 firms per 1000 business density significantly lower than the

averages for the Northwest (32.1) and the UK (38.1). It is estimated thatwe need 11,000 new businesses to bring parity to the UK in terms of

business density (26,655 VAT registered businesses - 2005 figures).

These efforts have manifested themselves in major Enterprise Development

Programmes (c28m), the awarding of LEGI status in two City Region areas

and innovative pilots resulting from the MEC. We have seen short term gains

by increasing the number of business start-ups, particularly those started by

women and by 18-24 year olds.

The challenge in the short term is to grow the business base through

increased business start-ups and improved survival rates. Alongside this weneed to support business growth and increased productivity through links with

the City Regions key sectors, inward investors and wider national and

international markets. Our long term goal is to develop an enterprise culture

throughout the City Region.

Due to this deficiency, Liverpool City Region partners view

enterprise generation as a key priority. Over the past 3

years, partners have stepped up their efforts both to

identify and to rectify the problem. This has included a

high level Merseyside Entrepreneurship Commission

(MEC). The final report of the MEC was facilitated and

produced by the City regions Chambers of Commerce, toinvestigate causes and make recommendations on

solutions, as well as significant financial investment andpartnership arrangements to tackle the issues in a joined-

up way.


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Priority 1 Enterprise Development Programmes and Links

Regional Enterprise and Business Growth ProgrammesThere is currently a complete restructure and simplification of business

support provision on a national scale coupled with initiatives led by the

NWDA to maximise regional enterprise development. This includesthe provision a North West Business Link service. The NWDA are also

commissioning three regional contracts to support business start-ups.

So far, only one contract has been awarded and the current scale of

targeted activity is not commensurate with the scale of the challenge

across Liverpool City Region.

Liverpool City Region Enterprise Strategy

In 2008 2011 Liverpool City Region will need further investment in

enterprise to continue to meet its challenge. This investment will build

on recent successes under the Objective 1 and 2 Enterprise

Development Programmes, funding from which will end in December

2007 in Halton and in July 2008 for the rest of the City Region. It willalso extend work started by the Merseyside Entrepreneurship

Commission and complement Local Enterprise Growth Initiatives.

Liverpool City Region Partners have commissioned an Enterprise and

Business Strategy. This Strategy will direct investment, allowing us to

gain maximum advantage from the current and future portfolio of

funding streams available for enterprise activities, ensuring coherence

and reducing duplication across the City Region.

Links with other priorities

High Growth Business Development

Strong sector networks to provide accurate market

information and link new enterprise with existing networks

and potential supply chains. Inward investment will createmarkets for new businesses.

Skilled Workforce

Changing attitudes to ensure that enterprise is a viable route

out of unemployment. Skills shortages addressed in key

sectors to ensure that growing business have access to

appropriate potential employees. City Employment Strategylinks to pathfinder enabling programme on enterprise, and

the LTP ensures access to employment via the Workwise

programme


Provision of suitable incubation and grow-on space as

required. Digital connectivity is important to ensuremaximum competitiveness of new business.

Sustainable Communities

Specialist support required to promote enterprise in specific

underperforming communities.

A Premier DestinationMarket opportunities arising as a result of expansion of thevisitor economy.

Environmental Performance

Market opportunities arising as a result of expansion of the

environment economy.

Digital Opportunities Strategy for LCRThis strategy aims to raise awareness within local businesses and

organisations of the productivity growth which can be attributed to

the exploitation of digital technology.

Rural Development

Over the next three years we will continue good practice in rural

economy diversification through the ICEP programme and Rural

Economy Action Plan.


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Priority 1 Enterprise Development Financial Tables (m)

In compiling the action plan a number of projects have been submitted and these will be considered for inclusion in the strategy, taking into

account balanced spatial provision and inclusive target groups. The list of projects submitted to TMP is found in the appendices.

1

1

A key priority for Enterprise development in Liverpool City Region is the provision of suitable business start-up, growth and venture capital

funds. Much of this will be met by private sector provision, but further support is needed to meet market failure and provide additional

incentive for high growth provision currently met via Merseyside Special Investment Fund working through a strategic regional approach.

2

2

e

No Project Name

Enterprise Strategy

912 Enterprise and Busines

999 The Gender Agenda


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Priority 2 - Business Infrastructure

Business

Infrastructure

Sites & Premises

Gateway

Infrastructure

Cost & Availability

Liverpool City

Centre Demand

Digital

Connectivity

Digital

Knowledge

Digital Need

Growth Business

Clusters

Grow on Space

Start-up Space

Ports Growth

Strategy

Airport

Masterplan

Mersey Gateway

Transport

Infrastructure

Inter City

Region

Intra City

Region

Creating a Demand-Led Infrastructure

A well-connected City Region is essential to underpin our intended

productivity gains. The Local Transport Partnership has workedcollaboratively to identify key schemes for the City Region, including

the Mersey Gateway, which we will deliver in 2014. Improved links

are being created between the private sector and public sectors, and

partners are continuing to lobby for better links nationally and

internationally to drive up our competitiveness as a City Region.

Liverpool City Regions port and airportinfrastructure provides a major competitive

advantage and a platform on which to base futuregrowth. Long term plans are underway to expand

the Mersey Ports to deliver 3.1bn to the economy

by 2025. Furthermore, the increased capacity of

Liverpool John Lennon Airport Masterplan will

deliver 12.3m passengers by the year 2030. The

combination of these plans, along with existing

strengths in freight and logistics, will provide the

City-Region with a major strategic opportunity to

develop a Superport of international significance.

Liverpool City

Centre

Substantial progress has been made over the past five years in

providing a suitable supply of investor-ready sites and premises,including high quality office and public realm improvements in

Liverpool City Centre. A key challenge is to continue to provide the

right conditions for further investment, both to new inward investors to

strengthen our existing business base, and to speculative property

developers.


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Priority 2 Business Infrastructure Programmes and Links

Liverpool City CentreLiverpool City Centre is the principal economic driver for the Liverpool City Region

conurbation, generating benefits in terms of employment, leisure, transportation

and culture for the whole sub-region. Over the next three years an extensive

package of existing developments, including new high-quality commercial officespace, Grosvenor's 1bn Liverpool One Development, the further development of

the Liverpool Waterfront as an international visitor destination, development of

cultural assets and a City Centre Movement Strategy will come on stream to

strengthen Liverpools offer as both a premier destination and a compelling

proposition for inward investment. In addition, further investments identified as part

of a Business Plan for the City Centre Business delivered by Liverpool Vision will beprogressed.

Superport

Delivery over the next three years will concentrate on existing plans for port andairport growth and the further development of the freight and logistics sector. This

includes major private sector investments in multimodal facilities at Parkside, St

Helens and 3MG, Ditton. Further collaborative work will be undertaken to explore

the long-term opportunities afforded by the integration of air, port, logistics and

other relevant facilities and assets. Influencing local, regional and national policies

and the need to develop the core assets will be essential to the ultimate goals.

Delivery of Key Investment Sites

Further investment is needed to create the conditions for the private sector todevelop and deliver important strategic and employment sites across Liverpool City

Region.

Local Transport Plans

Liverpool City Regions internal transport links will serve and facilitate the priority

areas of Liverpool John Lennon Airport, Mersey Ports, Liverpool City Centre and

key important employment sites, particularly via the Workwise programme, as well

as supporting the visitor offer around Liverpool Capital of Culture 2008.


Enterprise Strategy

Provision of low cost incubation space for newenterprise.


Sector needs and inward investment

intelligence to guide the selection and

prioritisation of sites. Appropriate space

provided including grow-on premises for

science, high quality, flexible office space, and

tailored creative industries and digital space.

Sustainable CommunitiesProvision of employment opportunities within

deprived communities, or linked via good public

transport.

A Premier Destination

Commercial components in key visitor economy

schemes.


Investment in and promotion of public transportto reduce carbon footprint. Good practice in

built environment, including all new industrial

and commercial space provision. Negative

impacts of port and airport growth.


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Page 16

Priority 2 Business Infrastructure Financial Tables (m)

Continued overleaf

1

Details of projects to be delivered through the Liverpool Vision transitional programme are found in the appendices (p40)1

Ref

No


921 Liverpool Vision Transitiona

909 Liverpool Vision (Programm


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Priority 2 Business Infrastructure Financial Tables (m)

Important Sites for the Cit

7 Atlantic Park Phase 5 Infras19 Business Crime

20 Business Crime Fighters - C30 Chalon Way Enterprise Par

50 Creative Space51 Cronton Colliery

72 Edge Lane Developments (


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Page 18

Priority 3 - High Growth Business Development

High Growth

business

Development

Inward

Investment

Existing Business

Base

Development

InvestmentProcurement

Investment

-Positioning

Investment -Targeting

Access To Capital

Quality Employee

Pool

Quality Supply

Chain

Investment

-Selling

InvestmentProposition

Suitable

Investment

Infrastructure

Local Procurement

Bespoke Market

Delivery

Expertise

Value Chain

Market

Positioning

Sectoring /

Clustering

Innovation /

Research &

Development

Catalyst

Companies

In order to accelerate GVA growth in the City Region it is imperative to

significantly increase levels of inward investment in our target high value

sectors. This increase can only be achieved through a combination of

product improvement and effective promotion and selling of this improved

product in target growth markets where we can offer a competitive valueproposition.

Investment Growth in High Value Sectors

Liverpool City Regions product has significantly

improved over recent years with improvement in skills

levels, development of key innovation, knowledge and

science assets and a much enhanced property offering.

It is critical that we continue to invest in the

improvement of our product in order to maintain a

competitive advantage.

Together these improvements will help not only to improve the offer to

prospective investors, but also to sustain and grow the existing business

base. We must harness the potential of our high-value clusters to enhance

the economic performance of the City Region.

Alongside this we are also looking tostrengthen our knowledge and innovation

assets in the City Region.

The universities, local authorities, companies and

intermediary agencies recognise that they can do more to

develop this aspect of the economy and raise the profile of

the Liverpool City Region as a leading centre for such

investment in the North West. We will build on the

Liverpool Research Alliance proposal to take forward amore broadly-based growth strategy which is coherent andunified.


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Priority 3 High Growth Business Development Programmes and Links

Single Inward Investment Agency

A single inward investment agency, embedded within The Mersey Partnership, has

been established to lead the challenge of growing the high value clusters in the

Liverpool City Region through inward investment. Supported by the six Local

Authorities, NWDA, LSC, three Universities and Liverpool Chamber of Commerce,this represents an outstanding opportunity to collectively champion the Liverpool

City Region, both nationally and internationally. Inward investment is a highly

competitive market, with substantial resources being committed in some of the City

Regions competitor locations. To secure the significant levels of investment

required to grow the economy, this new investment vehicle requires a level of

resources commensurate with the task.

Cluster Development

Cluster Development in the City Regions high value science, knowledge and

innovative sectors is an urgent economic priority. Effective cluster development

requires investment in infrastructure, networks and skills to achieve a shared visionfor each cluster. The Cluster Programme for Liverpool City Region aims to deliver

this in association with regional programme and Business Link North Wests RES

sector broker teams. Particular focus will be in high value-added sectors such as

Life Sciences, Digital and Creative Industries, Maritime and Financial and

Professional Services, whilst continuing to support high employment sectors such

as Tourism, Food and Drink, Business Services and Automotive. The emerging

Environment and Energy Technologies cluster will also be supported.

Science, Innovation and Technology Assets

A range of projects have been identified to develop our science, technology andinnovation assets, based around our three Universities, Daresbury Science Park

and the Liverpool Science Park sites at Liverpools University Edge and on Edge

Lane. In addition, discussions are required with NWDA to shape further investment

on the development of a strong and strategic programme of business facing

activities, aimed at increasing the City-Regions market share of opportunities

aligned to its strengths in science and innovation.



Sub-regional Enterprise Strategy to place priority on

development of new start-ups and growth initiatives thatare focused on defined high value sectors.

Skilled Workforce

A City Region Employment and Skills Board will emerge

from the existing City Employment Strategy to address

the development skills in the growth sectors and, in

particular, of level 4+ and improving graduate retention

levels.


Expansion of Liverpool John Lennon Airport, the buildingof the Mersey Gateway and establishing improved air and

rail links will each drive up the Inward Investment offer, as

will a step-change increase in the stock of quality office

space in the City Centre and space appropriate to the

growth sectors.


The further development of Liverpool City Regions

tourism, cultural and leisure assets, as well as an

improvement in quality of life, will enhance ourattractiveness to investors and potential employees.

Major schemes such as the Arena and Conference

Centre Liverpool and Liverpool One will also contribute to

image improvements.


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Priority 3 High Growth Business Development Financial Tables (m)

Ref

No Project Name

Single Inward Investment905 Single Inward Investment Ag

Sector Development1

1

Subject to further

discussions with NWDA

to maximise investment

in the Bio-medical

research centre


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Page 21

Priority 4 - Skilled Workforce & Working Communities

Skilled Workforce

& Skilled working

communities

Development of the City Region economy is also hampered by acute concentrations of

worklessness that rank as some of the worst in the UK (activity level of 73.1%).

Joining-up Employment and Skills

The Liverpool City Region has made significant improvements in its skills levels over the

past five years, with consistently high growth in performance from school level through to

Higher Education Institutions, which currently attract 50,000 students per year. In relative

terms, however, our performance is poorer than the national average, with an above-

average percentage of the population qualified at Level 2 or less, and a percentage at

Level 4 and above which is below the UK average.

Significant progress has been made across the City Region to align and coordinate our

response to skills and employment challenges. Close links between the City Regions

employment and skills agencies, including the LSC and Job Centre Plus, and key growth

sectors in the economy have led to the development of good practice, including sector-

specific skills initiatives, employment routeways and the operational success of the

Skillworks programme. These have led to both gains in existing business competitiveness

and a stronger inward investment package. Engagement with the private sector remains

central to the City Regions plans for skills and employment intervention over the next three

years, alongside strong engagement with targeted local communities.

Retention & work

based upskilling

Workforce

Development

Age 14 19

Provision

Level 4+

ProvisionGraduate

Retention

Employability

Transition to

Work /

Enterprise

Community

Engagement &

IAG

Employer

Demand and

Engagement

The link between skills and productivity is clear a

message reinforced by the Government in its Leitch

Review of 2007. Tackling worklessness and improving

our skills levels across the whole range of

qualifications is essential to underpin our move toward

a knowledge- based and innovative economy and is

one of our key priorities for the next three years.

Collaborative progress has also been made though the development of a City Employment Strategy. The strategy aligns

efforts to address worklessness across Liverpool City Regions most disadvantaged areas and provide a continuum forindividuals to progress once in work. It is a forerunner to a wider Employment and Skills board that will coordinate efforts

across the full range of skills and employment initiatives, including higher level skills.


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Priority 4 - Skilled Workforce & Working Communities Programmes and

Links

Sector DevelopmentLocal Skills Agreements have been developed in particular growth

sectors, in collaboration with the Learning & Skills Council. Some are

underpinned by infrastructure investments such as the Maritime Institute,

Partnership for Learning and ICDC. Projects are needed to build on and

support skills development across the 9 growth sectors and, in particular,

those within the Science & Innovation cluster which is a critical

productivity driver for the sub-region.



New business generation providing additional

employment opportunities, including high growthsectors for graduates.


Meeting the skills needs of existing business and

potential inward investors, particularly in LCRs key

sectors.


Local Transport Plan links areas of high unemployment

to key employment growth areas. Provision of key sites

to stimulate employment opportunities.


Engaging local people to meet skills needs of

business, and take up additional job opportunities

created by growth.


Provision of key sector skills requirements.


Provision of key sector skills requirements.


Development of the City Employment Strategy is a collaborative

approach by partners in addressing worklessness. Programmes are

being developed to support the three key objectives: -

Increase supply of suitably skilled labour to meet demand from

growth and for replacement labour. Build skilled working communities, eliminating child poverty and

increasing opportunities for social mobility. Create opportunities for businesses and communities through

European Capital of Culture in 2008.

LSC Mainstream Programme

The LSC invests approximately 250 million per annum in employment

and skills activities via its mainstream budgets. This includes investment

in employer responsive programmes such as the Train to Gain service

and provision for 16-19 via FE colleges and work-based learning and

through Business Link North Wests core activity. In addition, LSC will

add value to this mainstream provision via new ESF co-financing plans.

The City Employment Strategy will direct funding priorities for the ESF

complementary strand, ESF via LSC and JCP co-financing plans, ERDF

and a significant amount of Local Authority funding to deliver a co-

ordinated package of skills and employment initiatives to agreed priority

groups and areas


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Page 23

Priority 4 - Skilled Workforce & Working Communities Financial Tables (m)

A Single Investment Framework for the City Employment Strategy is currently under development. This

will provide full details of projects to be prioritised and supported. Details of projects that were submitted

to TMP in the compiling of this action plan are found in the appendices.

1

1

Reflects major capital investments by the LSC in learning facilities

3

These figures my differ from actual co-finance plans, as they take into

account an estimate for 2011. Current plans include only spend until the

end of 2010. Revised profiles will be developed from 2010 - 2013

2

e

No Project Name

City Employment Strat916 City Emploment strateg

940 LSC Co-finance plan (P918 LSC Co-finance plan (P

2

3

P i it 5 E i t l P f


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Priority 5 - Environmental Performance

Improving performance, maximising opportunities

In addition, the review pointed out that the economic

opportunities are substantial. Recent research shows that

British business could benefit by as much as 30bn over

the next 10 years, and the environmental technologiesmarket alone could be worth 250bn globally.

In 2006 the Government commissioned an independent review to assess the evidence and build an understanding of the economics

of climate change. The report found that the scientific evidence that climate change is happening is overwhelming, that the net

benefits of strong early action are positive, and that the Business as Usual position could cost as much as 20% of global

consumption.

The City Region shares the vision laid out in the North West

Climate Change Action Plan to be Low carbon and well-adapted by the year 2020. The Action Plan sets a framework

within which the Liverpool City Region will operate to address

the challenges presented by climate change.

In this context the challenge for the Liverpool City Region is

two-fold: To take action to address the causes and impacts

of climate change, and to maximise the economic

opportunities that mitigation and adaptation could present.

Conditions within the City Region are favourable to meet these challenges. Our carbon footprint is relatively low, in part due to our

relatively low industrial base. We also have highly favourable natural assets that can be exploited to generate economic

opportunities. A recent report from the Sustainable Development Commission Turning the Tide identified the Liverpool City Regionas one of the top UK sites for tidal power, presenting strong opportunities for a number of tidal power projects. A Joint Municipal

Waste Management Strategy for Merseyside provides the platform on which to realise the benefits from implementing sustainable

waste management, including waste prevention, shifting our focus towards sustainable consumption and production and the

recovery of more energy from materials which cannot be recycled. The Green Infrastructure of the North West already supports a

wide and diverse range of jobs and business worth up to 2.6bn GVA and 109,000 jobs. Liverpool City Region has a strong GreenInfrastructure offer, and a well planned and managed GI strategy will provide a basis for good quality of life and set the scene for the

City Region as a great place to live, work and invest.

Priority 5 Environmental Performance Programmes and Links


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Priority 5 Environmental Performance Programmes and Links

Northwest Climate Change Action Plan

The Liverpool City Region is a partner in the delivery of the North West Climate

Change Action Plan, and subscribes to the ambition for a low carbon well

adapted economy by the year 2030. We are currently developing our own role

for delivery of the plan in order to complement and add value to those initiatives

being delivered regionally.

Environment Economy Programme

A working group of the sub-regional partnership has been established to

develop the City Regions approach to maximising the economic opportunities

within the environment economy. This includes: Establishing a vision for the

City Region, identifying key opportunities, undertaking feasibility works and

ensuring partners are aligned in delivery. Initial investment by NWDA has been

identified to develop this programme. Future investment will be required to

make these ambitions a reality in future years, particularly to realise the benefit

of the River Mersey, to enhance the environmental technologies sector, and todeliver green infrastructure improvements.

Green Infrastructure StrategyGreen infrastructure brings together organisations and agencies to work on

agreed priorities, backed up by a sound evidence base and ongoing research.

The proposals in this document include work to improve the image of the city

region by reducing levels of derelict land and grot spots as well as taking full

advantage of the tourism opportunities that our natural environment can provide

all of this backed up by a sector with increasing skills and productivity throughbetter training and business development.

Joint Municipal Waste Management Strategy for MerseysideThe benefits from implementing sustainable waste management need to be

realised, including waste prevention, shifting our focus towards sustainable

consumption and production and the recovery of more energy from materials

which cannot be recycled.



Sound green business advice leading to more

sustainable practices. Sustainable procurement

potential to drive business growth.


Significant productivity gains and inward investment

potential through the environmental economy sectors,including waste management and renewable energy.

Skilled Workforce

Employment potential in environment sector. Sector

needs assessed and addressed within environment

economy programme.


Transport is a major contributor to carbon footprint,

The LTP travel wise programme is a key contributorto improving our performance, particularly on air

quality. Sites and premises to meet the needs of a

growing sector. Energy and waste considerations of

capital investment. Negative impacts of port and

airport.


Improved green infrastructure and public realm.

Behavioural change within households across

Liverpool City Region.


Sustainable practices with visitor economy

f ( )


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Page 26

Priority 5 Environmental Performance Financial Tables (m)

A green infrastructure plan for Liverpool City Region will be developed

supported by the Natural Economy North West Programme.

1

RefNo Project Name

Joint Merseyside Waste M

923 MWDA Waste Management

Im ortant Sites for the Cit

1

Priority 6 Sustainable Communities


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Priority 6 Sustainable Communities

Delivering Sustainable Communities

Sustainable

Communities

Place Making

Quality of Life

Quality Housing

Affordability

Location

Local

environmental

quality

LocalServices

Community

Participation

Range

Safe

Neighbourhoods

'Sustainable Communities' covers a range of social,

environmental and economic issues. It includes both physical

place-making the things which make an area an attractive place

to live and quality of life factors such as the range and

standard of local services which affect peoples lives on a day-to-

day basis.

The work currently being undertaken within

Sustainable Communities across the City Region

includes strategy development (e.g. Liverpool City

Region Housing Strategy), broader area based

investment programmes (e.g. NewHeartlands

Housing Market Renewal Pathfinder) and project-led

investment, such as the developments proposed forKirkby Town Centre and Anfield.

Progress has been made in aligning and integrating service delivery through the Local Strategic Partnerships,

although there is still work to be done in tackling the remaining areas of acute deprivation and empowering

communities in these areas to develop and implement local regeneration for themselves. Development of the

Liverpool City Region Housing Strategy Action Plan will prioritise interventions and set out detailed proposals to

support economic growth with deliverable actions in the Sustainable Communities sector.

In addition to this, collaborative approaches are underway to build

capacity within the voluntary and community sector, though

programmes that strengthen the capacity of the exiting infrastructure

organisations. This supports national government policy to provide an

enabling framework to support front-line deliverers.

Priority 6 Sustainable Communities Programmes and Links


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Page 28

Priority 6 Sustainable Communities Programmes and Links



Utilising particular strengths within

communities such as creativity, culture and

digital skills to generate new business.


Meeting skills needs from within local

communities. Linking communities to newemployment opportunities, particularly inward

investment.

Skilled Workforce

City Employment to have a large impact on

Communities - outreach and engagementactivities targeted in specific deprived areas.

Strategy also to addressing barriers to

employment including financial inclusion, carer

responsibilities and poverty.


Provision of employment opportunities within

deprived communities, or linked via good

public transport.


Improvements in green infrastructure and

public green space within communities.

Raising awareness to affect behavioural

change.

NewHeartlands Housing Market Renewal

The NewHeartlands Housing Market Renewal programme aims to transform

neighbourhoods in the inner core of Liverpool, south Sefton and eastern Wirral,

improving the housing offer to meet the needs of local people, support economic

growth, combat disadvantage, secure community cohesion and create increased

opportunities for people to access support, training and employment locally.

Liverpool City Region Housing Strategy

This sets out the policies and interventions needed to support the economic growth

ambitions of the City Region, to meet emerging household needs, and to plan for

sustainable, balanced housing markets. An Action Plan (to be completed by the end of

2007) will prioritise the Strategy's proposals, and set out in detail the feasibility,

timescales, costs and responsibilities for their implementation.


The opportunity exists over the next three years to enhance Liverpool City Regions

sporting assets and, at the same time, provide wide-ranging spatial regeneration and

improvements to the visitor offer. Public investments will be made in Anfield and StHelens to complement the work underway in stadium redevelopments, and discussions

are at an advanced stage for a new stadium for Everton Football Club in Kirkby.

Merseyside Changeup

Key strategic projects for enhancing capacity within the voluntary and community

sectors have been identified by Voluntary, Community and Faith sectors. This includes

a proposal to add value to the Governments Community Assets Fund over the next

three years.

Digital Opportunities for the Liverpool City RegionThis project seeks to maximise the use of new technologies within communities, to

provide greater access to public services and promote community engagement.

Spatial Regeneration Schemes

A range of spatial regeneration initiatives have been identified for delivery over the next

three years. These will maximise opportunities to lever in private investment, or to

deliver required public realm improvements and regeneration via Local Authority

Neighbourhood Renewal.

Priority 6 Sustainable Communities Prioritisation


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Page 29

Priority 6 Sustainable Communities Prioritisation

e

No Project Name

NewHeartlands HMR Pathfi370 NewHeartlands Housing Mark

Merseyside ChangeUp Con

91 greater merseyside communi

Priority 7 Premier Destination


30/47

Page 30

y

A Premier

Destination

LiverpoolWelcome

Events

Conferences

Other Events

Leisure Offerings

Access to and

From Events

Information

Special

Transportation

Arrangements

Other

Transformational

Projects

Tourist Attractions

08 Capital of

Culture

Other Events

Attack BrandDevelopment

Customer Services

Southport Classic

Resort

Liverpool City

Centre Attractions

Mersey Waterfront

Park

Liverpool City Region has experienced considerable growth

in the tourism sector in recent years and currently contributes

1.2bn to the local economy. Whilst Liverpool itself alreadyhas an international profile and major events such as the

Open Golf continue to raise the profile of the City Region, in

tourism terms it is now presented with the most significant

opportunity to date with Liverpools status as European

Capital of Culture 2008.

Grasping the Opportunities, Exploiting the Assets

2008 will showcase the City Regions unique and

outstanding cultural and sporting heritage. Part of

the legacy of 2008 will be further investment in ourcultural infrastructure, including new museums,

theatres and sports-related infrastructure.

In addition, with the development of the Arena and Convention

Centre Liverpool, coupled with extensive conference related

developments in Southport, major new opportunities in the

business tourism market are opening up for the City Region.

Furthermore, private sector driven proposals, not expressed

through Priority 7, will also have a transformational impact withinthe visitor economy, contributing significantly towards the drive to

become a premier destination. These proposals include Liverpool

and Wirral Waters, Southport Pleasureland site and Hoylake Golf

Resort.

Priority 7 Premier Destination Packaging


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Page 31

Priority 7 Premier Destination - Packaging

Liverpool European Capital of Culture 08

In addition to funding the actual delivery of the event for 2008

attention is needed in ensuring that there is a lasting legacy of

cultural assets and job opportunities.



A range of business start and growth opportunitieswithin the fields of retail, culture and arts,

entertainment and leisure and visitor economy.


Image improvements leading to the attraction of inward

investors. Increased opportunities presented by

business tourism around Arena and Conference

Centre Liverpool.

Skilled Workforce

Sector specific skills, including customer service.Increased employment opportunities.


Complementary transport infrastructure, particularly in

and around Liverpool City Centre. Specific schemes

include a commercial as well as visitor infrastructure.


Visitor economy linkage with major sports facilities.

Legacy of the Capital of Culture year to includecreative arts within communities.


Improved environment in key locations, including

Liverpool City Centre, Southport and along the Mersey

Waterfront.

Mersey Regional Waterfront Programme

The 8.8M Commencement Programme has been implemented

successfully, the 91m Succession Programme (including privatesector investment) is currently underway. This includes the

regeneration of New Brighton.

The recently published Mersey Waterfront strategic framework

provides ambitious proposals for additional regeneration, leisure

provision and development of environmental assets. This will require afurther phase of investment in the Mersey Waterfront Regional Park

Programme. As a forerunner to this, additional investments are

required in a supplementary Open Spaces, Coastal Place programme,

and feasibility study for a quality assurance scheme.

Conferences and business visits World-class leisure tourism destination Event destination of international repute The Liverpool Welcome


Collection of programmes to deliver the sub-regional tourism

strategy, key components of which are: -

Priority 7 Premier Destination Prioritisation


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Page 32

Priority 7 Premier Destination Prioritisation

1

Details of the component parts of this bid can be found in the appendices. A list of project supported by the MWRP succession programme is

available in the appendicesProjects for further consideration under this programme as listed in the

appendices

1

2

2

3

3

e

No Project Name

Liverpool City Centre388 Museum of Liverpool - Man

See also the Liverpool Visioeconomy / culture schemes

Strengthening the capacity of the Sub-Regional Partnership (SRP)


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Page 33

The Mersey Partnership is a collaborative partnership of public, private and third sector in the Liverpool City Region. It has over 480 public and

private sector member organisations and is the formal sub-regional partner of the NWDA. The Mersey Partnership is the single inward investment

agency for the Liverpool City Region, and is also the the Official Tourist Board for Liverpool City Region. In addition, The Mersey Partnership

provides the platform of collaboration across Liverpool City Region on issues related to economic development. It co-ordinates sub / city regional

strategy and planning, and has a formal relationship as a partner of the North West Development Agency.

This section of the Action Plan for Liverpool City Region lays out an agenda and work programme for the Sub-Regional Partnership and The

Mersey Partnerships Economic Development Unit, following this years sub-national review of economic development by the UK Government. To

deliver the work programme outlined below the Action Plan requires the existing commitment from the NWDA of 600,000 in 2008/09 and an

additional 1.5m over two years 2009-11.

Developing the Evidence Base

In 2008/09 the Partnership will agree a programme of work to

strengthen its understanding of the economy, and to provide the basis

for prioritisation of key schemes. Current proposed areas of evidence

base development are:

Partnership strengthening.

In 2008/09 The Mersey Partnership will strengthen its role in sub/city

regional development and delivery of economic development. In

particular it will:

Develop its proposed role as the Economic Development Partnership for

the Liverpool City Region.

Develop the arrangements for the management of the Phasing-In

element of the North West Operational Programme.

Provide the basis for collaborative approaches to economic development

as advocated in the recent sub-national review.

This will include:

Promotion and awareness raising

Negotiations with the NWDA on the production of an integrated

single regional strategy. Working with stakeholders to develop a Multi-Area Agreement

relating to the economy. Where appropriate, sub-regional delivery mechanisms, including the

use of new delegated funding arrangements.

In the light of these functions, the Partnership will continually review its

composition and format to ensure that it is fit for purpose.

Comprehensive local sector strategies, in association with sector

organisations, to ensure that opportunities for growth in particular

high growth sectors are maximised, business needs are met and

strong clusters can emerge. The delivery of a new Enterprise Strategy. The continued development of Liverpool City Regions Superport

opportunity. Development of an environment economy programme, to link the

NW climate change action plan, and Liverpool City Regions

environmental opportunities. A review of the City Regions key strategic spatial areas. Further work to enhance our understanding of the sustainable

communities agenda.

In addition the Partnership will produce its annual review of the economy

The Merseyside Economic Review, and as part of this, will refresh the

economic forecasting for the City Region developed by Cambridge

Econometrics.

In 2008/09 TMP will continue to engage a broad range of stakeholders in the formation of economic development policy. This includes engagement

with the private sector via relationship management and an annual policy forum.

Risk Analysis


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Page 34

Risk Analysis

Please note:- This is an initial draft and requires further discussion with partners. Although most of the programmes that support

the seven priorities have already a track record of success risk still do exist against each of them to varying degrees. The illustration

below looks at these risks and assesses both impact and chance of occurrence. In addition it is important to note that a critical risk

that is not linked to a particular programme, but nevertheless could undermine the whole action plan, is the non delivery of the new

North West Operational Programme.

Impac

t

Probability

High

Low

HighLow

Inward Investment:- Unequal funding

compared to Manchester

Destination Management Plan:-

Match funding does not materialise

Waterfront:- Planning and land

ownership issues unresolved

Waterfront:- Match funding does notmaterialise

Enterprise:- Poor engagement from private

sector

Local Transport Plan:- Unrestrained traffic

growth

Digital:- Loss of key personnel

Environment:- Lack of partner commitment

to the environmental agenda

City Centre:- Lack of new

business and retail

investment

Newheartlands:-Change in Govtpolicy

SIAs:- Key strategic sites fail

to attract tenants

Superport:- Lack of national

and local Govt. support for

airport and port growth

Destination Management

Plan:- Lack of stakeholdercommitment

Local Transport

Plan:- Lack of

available finance for

proposed schemes

Inward Investment:-

Full support and

collaboration of partners

not secured

Sectors:- Funding

post Sept 08

discontinued or

significantly

reduced

Science:-

Failure of

private sector

investment to

meet public

commitment

Sports

Infrastructure:-

Failure to overcome

barriers to starting

developments

Housing

Strategy:-

Lack of

governance at

city region

level

Newheartlands:-

Reduced funding

2008-2011

City Employment

Strategy:- Poor

engagement from

private sector

Me

diu

m

Medium

Evaluation & Performance Management


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Page 35

Evaluation & Performance Management

The SRP need to be in a position to evaluate progress of the Action Plan on a periodic basis during its three year time horizon. In

Feb 2007 Amion Consulting produced a framework for The Mersey Partnership specifically for use in monitoring and evaluating

Action Plan. This has been considered and adopted by the SRP.

Recommended Approach

1. Project Monitoring - Development of a clear and simple performance management system to collect monitoringinformation for each individual Action Plan project ,assembling and updating information on each project identified in the

Action Plan, including target / forecast data.

2. Strategic outcome indicator monitoring Identification of appropriate strategic outcome indicators and targets.

3. Six monthly and annual monitoring reports Six monthly report focused on priority/performance and and annual

report that would help to inform strategic planning.

4. Research programme Specific research to inform project, programme and strategy development.

5. On-going evaluation Identification by The Mersey Partnership of what components of the Action Plan are workingwell and those that need attention.

6. Full Evaluation at the end of the Action Plan timeline Thorough evaluation of the Action Plan at the end of the

programme.

7. Integration of current RES monitoring requirements into the Action Plan framework.

Developing Activity Measures

It is our intention to develop a more robust targeting framework that will allow us to both measure and prioritise projects based on

the impact that are likely to have on the economy. We have done much work to develop this framework, and will be working withour partners, including the NWDA, to develop this further over the rest of 2007/08. In particular we are looking to develop amethodology for measuring the contribution that individual projects will have on our key target of Gross Value Added per capita.

Our intention is to support the NWDA as it responds to the changes outlined in the Governments Sub-National Review and

Comprehensive Spending Review in terms of its own performance targets.

Ensuring a sustainable action planThi A ti Pl t th t i bl i th f th Li l Cit R i T b t i bl i thi t t th A ti Pl i


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Page 36

Specific targets

Implementation ofprojects that directly

contribute

Project appraisal

obligations

Monitoring and

evaluation

This Action Plan promotes the sustainable economic growth of the Liverpool City Region. To be sustainable in this context, the Action Plan is

committed to ensuring that all its priorities, projects and programmes are designed, implemented and monitored to ensure all communities

benefit equally from economic growth, and that the Action Plan as a whole is environmentally sustainable. The Action Plan has also identified

specific actions and interventions to address acknowledged inequalities and encourage full participation of all groups in the Merseyside

economy. A full sustainability appraisal will be completed for this action plan, and this will be made available upon completion. In advance of

this the following table gives an indication of how the plan intends to fulfil its commitments

Environmental SustainabilityEquality, Diversity and Inclusion

Specific targets set to increase economic activity

in target groups.

Specific targets set to reduce carbon footprint

Local Authority Equality and Diversity Strategies.

Merseyside Gender Agenda Implementation

Target groups of City Employment Strategy

A range of female enterprise projects under

development as part of the wider enterprise

strategy.Sustainable Communities project to tackle

disadvantage.

Programme of capacity building measures under

Merseyside ChangeUp

Emerging work to link inclusion and economic

growth.

NWDA single appraisal procedure to include

equalities checking

Equality duty for all public sector funded projects

Annual tracking of key indicators by gender, race

and disabled via the Merseyside Economic

Review.

Individual project monitoring broken down where

appropriate.

NWDA single appraisal procedure to include

sustainability checks

Annual tracking of performance via the

Merseyside Economic Review.

Individual project monitoring broken down where

appropriate.

Implementation of the North West Climate

Change Action Plan, including individual LAD

strategies.

Land reclamation via Green Infrastructure

projects and key remediation schemes.

Heavy programme of public transportenhancement

Major Joint Waste Management Strategy

Implementation.

Potential benefit of Digital Opportunities Strategy

Negative impacts of Port and Airport growth

minimised where practical.


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Page 37

Appendices

1. Progress since MAP 2006-09

2. Background to Liverpool City Regions Key Programmes

3. Spatial Priorities for Liverpool City Region

4. Projects to be delivered as part of an existing programme

5. City Employment Strategy Projects

6. Projects to be considered further

7. Local Transport Plan packages

8. Non-prioritised projects

Appendix 1 Progress made from MAP 2006 - 09


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Page 38

Governance and

Management

Since the production of the Merseyside Action Plan in 2006-09

Liverpool City Regions Economy has continued to grow

strongly.

The past year has seen a GVA growth of 5.6% and GVA per

capita by 5.5%, both strong results relative to comparator CityRegions. A 2.3% rise in the business base represents 600 net

new business in 2006.

Enterprise

Development

Business

Infrastructure

High Growth

Business

Development

Skilled Workforce

and Working

Communities

Environmental

Performance

Sustainable

Communities

Premier

Destination

City Governance Prospectus developed.

Environment Economy Steering Group

established.

City Employment Strategy Group working

towards Skills and Employment Board

Merseyside Enterprise Programme Pilot

projects developed and now delivering

LEGI projects operational in St. Helens and

South Sefton / Liverpool

Current Objective 1 & 2 projects delivering

strong results

LJLA expanded to serve 64 destinations

Post-panamax terminal in Seaforth endorsed

Superport steering group formed

11m sq ft industrial space, and 3.8m sq. ft of

office space on-stream 06/07

1218 jobs created or safeguarded by

Inward Investment Agency

Bio-Medical Research Centre endorsed

Facilities at Daresbury Science Innovation

Centre and Liverpool Science Park opened

City Centre Property completions include

20 Chapel Street and The Plaza.

City Employment Strategy Developed

7,500 business supported by Skillsworks

since Jan 2005

Net increase in employment

Continued improvement in skills across

range of levels

Environment Economy steering Group

formed

Green Infrastructure Plan developed

Increased recycling rates across the City

Region

City Region Housing Strategy developed

NewHearltands 2006/07 have re-furbished

2,300 properties, and demolished 770 low

grade properties.

Impressive line up of events released for

Capital of Culture 2008.

Liverpool 800 birthday celebration impact

ACCL building nearing completion

Cruise Liner Terminal Opened

Mersey Waterfront Regional Park

succession programme agreed

GVA per ca

Employm

Appendix 2 Existing and Emerging Programmes (1)


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Page 39


Single Inward Investment Agency

The Single Inward Investment Agency for Liverpool City Region positions the city region in the eyes of potential external investors, identifies likely

target organisations and actively pursues leads in bringing new investment into the sub-region. It is supported by partner efforts in establishing a

quality proposition around capital availability, supply chains, employee pools and suitable investment infrastructure.

Sector Development

A number of key business sectors have been defined as critical to the future growth and productivity of the sub-region - Life Sciences, Automotive,

Maritime, Food & Drink, ICT, Professional Services, Creative, Digital, Environmental Technologies and Tourism. The Sector Development

Programme, which is NWDA and Government Office funded, is designed to stimulate growth, safeguard jobs and fund training in these growth

business sectors.

Science, Innovation & Knowledge Cluster

One of Liverpool City Regions most compelling competitive advantages is its existing Science & Innovation Cluster, which includes prized assets

such as the Daresbury Science & Innovation Campus, The Cockroft Institute, Liverpool Science Park, National Bio-manufacturing Centre and the

Liverpool School of Tropical Medicine, most of which are knowledge sources supplied by the Liverpool Universities and are deemed a significant

draw for long-term inward investment.

Digital Development Agency

The Greater Merseyside Digital Development Agency (GMDDA) is committed to ensuring that the regions people and businesses benefit from the

new opportunities created by the digital revolution. It aims to ensure that prioritisation is given to projects that create competitive advantages and

close the current digital divide.

Enterprise Strategy

Sub-regional strategy that addresses the prioritisation of future investment in enterprise development and aligns local initiatives with those at

regional and national level. Builds on the work undertaken by the Merseyside Enterprise Programme which has already secured over 15m worthof funding for 11 partner programmes in developing new start-ups and creating an entrepreneurial culture and investments secured through Local

Enterprise Growth Initiatives (LEGI). The strategy will also need to address the forthcoming gap in support to potential new businesses when the

demand lead Enterprise Development for Merseyside programme comes to an end July 2008. This programme which commenced in June 2005will have utilised 28 million of funded support over 3 years.


Liverpool City Centre is an economic hot-house, generating benefits in terms of employment, leisure, transportation and culture for the whole sub-

region. Extensive new office space , Grosvenors 1bn Liverpool One Development, the Arena & Convention Centre, development of cultural

assets and a City Centre Movement Strategy have strengthened its offering as both a premier destination and a compelling proposition for inward

investment.



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City Regionally Important Sites

Liverpool City Region has earmarked a number of key strategic locations for developments which aim to create jobs and investment. They will help to

develop the sub-regional business base and to encourage business start-ups steering the region towards a new future which builds on the demand for

new and fast-growing sectors..

Superport

Liverpool City Region has a critical mass of port, airport and logistics infrastructure but most of the assets are independent of each other with few synergybenefits apparent. Liverpool Superport is a concept that explores how, through engaging stakeholders and influencing key policy, it can integrate these

assets to dramatically enhance overall freight and passenger capability and provide new Superport related business developments on both sides of the

Mersey.

Local Transport Plan (LTP)

Statutory documents that set out proposals for improving transport in Liverpool City Region over the period 2006-2011, the LTP is committed to

supporting key economic growth areas such as the City Centre, Liverpool John Lennon Airport, Mersey Ports and Important City Regional sites and key

programme areas such as addressing worklessness and employment. It will also support the shared priorities of tackling congestion, delivering

accessibil ity, safer roads and better air quality along with sustainable communities and Capital of Culture. The LTP will also ensure Liverpool City Regionis well connected internally and beyond.

Essential to the success of regeneration, investment and tourism prospects is the quality of connection between Liverpool City Region and other parts of

the UK and the world. Not only is this relevant from a passenger perspective but improved rail and air links for freight are needed as enablers for future

Superport developments. Developments include both improvements to services such as air and rail links to London (and other centres) and also capital

projects to develop and future-proof existing road and rail assets such as the Mersey Gateway in Halton and the upgrade and extension of the Mersey

Rail Network.

Liverpool City Region Housing Strategy

With a multi-authority perspective and a need for an additional 115k houses to 2021, the Liverpool City Region Housing Strategy is centred around seven

strategic enablers. They are: - Quality planning, Addressing spatial challenges, Prioritisation, Creating balanced markets, Delivering affordable housing,

Creating quality neighbourhoods and Ensuring equality and diversity in the choice of housing initiatives.

NewHeartlands

One of the government's nine housing market renewal (HMR) pathfinders covering around 130k properties in some of Liverpool City Region's most

disadvantaged communities across Liverpool, Sefton and Wirral.




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The recently produced City Employment Strategy sets out three key objectives for producing a demand-led flexible workforce. It will increase the

supply of skilled labour to meet projected growth, build skilled working communities and capitalise on the opportunities from Capital of Culture.


Liverpool City Region has a critical mass of sports & leisure assets unrivalled across the UK. Separate and combined they act as major economicdrivers, attracting millions of business and consumer tourists into the area and provide extensive employment opportunities over the whole of the

sub-region. The three new stadiums planned for Everton FC, Liverpool FC and St.Helens RLFC will not only add to this portfolio but will act as

critical regeneration agents for their respective spatial areas.

Environmental Economy

Emerging programme to maximise the opportunities presented by climate change. The programmes to cover waste industries, environmental

technologies, sustainable procurement and creating green infrastructure.

Capital of Culture

Liverpools status as 2008 European Capital of Culture not only offers opportunities around promoting the city region as a premier destination,

through its extensive programme of events in 08, but is also intended to create a sound legacy of cultural assets, job opportunities and renewedoptimism that will form a critical driver of the economy for years to come.


The Destination Management Plan is a key instrument in identifying the actions and relationships that will deliver the sub-regional tourism

strateg

action plan for the lcr 08-11

Documents