Action Plan For The Lcr 08-11

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Contents Title 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19.

Introduction Key Opportunities for the Liverpool City Region Strategic Linkage Economic Priorities for the Liverpool City Region Liverpool City Region Collaboration The Liverpool City Region Economy – A Summary Headline Performance Indicators and Targets Summary Financial Information 2008 – 2011 Priority 1 – Enterprise Development Priority 2 – Business Infrastructure Priority 3 – High Growth Business Development Priority 4 – Skilled Workforce & Working Communities Priority 5 – Environmental Performance Priority 6 – Sustainable Communities Priority 7 – Premier Destination Strengthening the Capacity of the Sub-Regional Partnership (SRP) Risk Analysis Evaluation and Performance Management Ensuring a Sustainable Action Plan

Appendices

Page Number 3 4 5 6 7 8 9 10 11 14 18 21 24 27 30 33 34 35 36 37 Page 2

Introduction The 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 assets to 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 thefor City economy whilst, at out the our same time, developing strong, sustainable working communities. The Action Plan theRegion’s Liverpool City Region sets This Action Plan has been coordinated by The Mersey Partnership, in 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 Region’s asset base. The Action Plan gives a clear statement of priorities that will guide investment from the private, public and voluntary sectors.

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 Region’s three Universities Merseyside’s 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. Page 3

Key Opportunities for the Liverpool City Region The first steps of the Liverpool City Region’s 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.

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 the potential 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 Region’s Universities. 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 area’s culture of creativity. We have a unique portfolio of assets including nationally significant museums, galleries and theatres; world class sports, leisure facilities and events.

Key Opportunities for the Liverpool City Region

Liverpool City Centre Liverpool City Centre is undergoing a radical and dynamic renaissance 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 Region’s knowledge-based assets.

European Capital of Culture Liverpool’s 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 major opportunity to accelerate regeneration. Peel Holdings have announced over £10bn of investment in Wirral and Liverpool Waters - 50-year projects that will transform the Mersey Waterfront and generate outstanding investment opportunities. 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 Economy The City Region aims to maximise opportunities within one of the economy’s 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. Page 4

Strategic Linkage Liverpool City Region Development Programme 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 Business Case 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.

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 will deliver 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 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 City Region, 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. Page 5

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, Business Infrastructure, 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. Macro Environmental Factors (2)

Strong Productivity, Competitiveness, & Business Base

Priority Driver Enterprise Development

Business Infrastructure Knowledgeable and Innovative Business

Sustainable Economic Prosperity

High Growth Business Development Skilled Workforce & Communities

Environmental Performance

Sustainable Communities Strong Strategic Leadership (1)

A great place to live, work and visit

(1) Strong strategic leadership is being progressed via the Liverpool City Region Business Case which highlights TMP’s role as the City Region’s 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 committed to ensuring equality of opportunity and environmental sustainability across the Action Plan. Further details can be found on page 36

Premier Destination

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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:

Existing Programmes These programmes have collaborative delivery frameworks already in place. There is a board structure managing each programme, giving accountability and a mechanism for prioritisation

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 Plan Joint Municipal Waste Management Strategy for Merseyside NewHeartlands Housing Market Renewal Pathfinder Local Transport Plan (LTP)

Liverpool City-Region Housing Strategy

Emerging collaborations These are programmes currently under development within the City Region.

Enterprise Strategy for Liverpool City Region Environmental Economy Programme Superport Key Investment Sites Science, Innovation & Knowledge Cluster Sports Infrastructure Investment

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Liverpool City Region Economy – A Summary Key Economic Indicators for the Liverpool City Region (1)

GVA Performance by spatial area

• 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 Region’s 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)

There is significant variation in the performance of individual boroughs within the Liverpool City Region.

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 of 59.5%, 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).

Borough Liverpool Wirral Sefton East Merseyside (Knowsley & St Helens) Halton and Warrington* Total City Region Manchester North West UK

GVA Total £ billion 6.9 3.1 3.2 3.8

GVA Per Capita £ £15,530 £9,891 £11,321 £11,676

5.4 (2003) 17.0 40.5 102.4 1,044.2

£19,766 £12,448 £15,934 £14,994 £17,451

Underlying the GVA performance figures special attention should be focused on a number of notable variations within the boroughs. i) Liverpool Liverpool’s 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.

(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 The following table identifies Liverpool City Region’s 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 Region’s strong GVA growth above the UK average.

Priority 1

Enterprise Development

Measure Business density per 1000 people Net VAT registrations per annum

Current

Target 2011 *

22 600 (5 per 10000

23.1 1,000 (6.8 per

population

10,000 population)

Maintain levels of growth (c 32% over 7

Rationale Targets based on time series analysis of years 1995-2005. Source: Nomis. Composite from various property market reviews, and City Centre Commercial Update

Business Infrastructure

Commercial Grade A property value Industrial property value

£20 per sq ft £5.50 per sq ft

3

High Growth Bus. Develop.

New jobs from Inward Investment % employed in high growth sectors

795 (pa) 39.2%

1400 (pa) 44%

Based on Inward Investment forecasting information and recent employment growth trends. Source: ABI/ONS.

4

Skilled Workforce & Communities

% working-age pop. at Level 4+ % working-age pop. at Level 2 Employment rate

21.2% 61% 68.1%

24.2% 65% 70.6%

Time series analysis of data from 1995-2005. LFS, Nomis. Source: REFP, NWDA. To be updated using CES targets once agreed

5

Environmental Performance

Municipal recycling and composting rate Carbon emissions (CO2) per capita

22.5% 7.33 tonnes

33% 6.6 tonnes

6

Sustainable Communities

254 (25.8%) 4,470 31% (women)

Improvement 4,470 30% (women)

7

Premier Destination

Revenue generated from Tourism Overnight stays by visitors

£1,176M 10.22M

£1,362M 11M

Total

GVA GVA Growth

£17,001M 5.7%

£21,220M 5.7%

2

No.and proportion of SOAs in the worst 5% nationally Net growth in housing stock (pa) % inactivity rates for women, BME and disabled

years)

JMWMS for Merseyside target NWCCAP target 2004 IMD rank by SOA. Targets to be updated from the LCR Housing Strategy. Based on DMP 2010 targets.

Based on recent growth trends. NB: not price / population adjusted

* Using current UK measure Page

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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.

Priority

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 action plan.

Enterprise Development Business Infrastructure High Growth Sector Development Skilled Workforce and Working Co 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 levered into this programme is in the region of £1.54 billion.

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Priority 1 - Enterprise Development 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 that we need 11,000 new businesses to bring parity to the UK in terms of business density (26,655 VAT registered businesses - 2005 figures). 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 Enterprise (MEC). The final report of the MEC was facilitated and Development produced by the City region’s Chambers of Commerce, to investigate causes and make recommendations on solutions, as well as significant financial investment and partnership arrangements to tackle the issues in a ‘joinedup’ way. These efforts have manifested themselves in major Enterprise Development Programmes (c£28m), 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.

Entrepreneurial Culture

Raising Enterprise Levels (Start-up)

Enterprise Growth and Sustainability

Availability of Funding New Enterprise Opportunities

Business Startup Programmes Business Start up - Quality Evaluation

Initial Business Growth

Mature Business On going Support

The challenge in the short term is to grow the business base through increased business start-ups and improved survival rates. Alongside this we need to support business growth and increased productivity through links with the City Region’s key sectors, inward investors and wider national and international markets. Our long term goal is to develop an enterprise culture throughout the City Region. Page 11

Priority 1 – Enterprise Development Programmes and Links Regional Enterprise and Business Growth Programmes There 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 includes the 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 will also 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. Digital Opportunities Strategy for LCR This 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.

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 create markets 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 Strategy links to pathfinder enabling programme on enterprise, and the LTP ensures access to employment via the Workwise programme Business Infrastructure Provision of suitable incubation and ‘grow-on’ space as required. Digital connectivity is important to ensure maximum competitiveness of new business. Sustainable Communities Specialist support required to promote enterprise in specific underperforming communities. A Premier Destination Market opportunities arising as a result of expansion of the visitor economy. Environmental Performance Market opportunities arising as a result of expansion of the environment economy. Page 12

Priority 1 – Enterprise Development Financial Tables (£m)

Ref No

912 999

1

2

Project Name

Enterprise Strategy Enterprise and Business The Gender Agenda

1

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.

2

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.

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Priority 2 - Business Infrastructure Creating a Demand-Led Infrastructure Liverpool City Region’s port and airport infrastructure provides a major competitive advantage and a platform on which to base future growth. 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.

Digital Connectivity

Digital Knowledge

Digital Need

Grow on Space Growth Business Clusters Start-up Space Sites & Premises Business Infrastructure

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. A well-connected City Region is essential to underpin our intended productivity gains. The Local Transport Partnership has worked collaboratively 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 Centre Demand Cost & Availability

Transport Infrastructure

Inter City Region Intra City Region

Ports Growth Strategy

Gateway Infrastructure

Airport Masterplan Mersey Gateway

Liverpool City Centre

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Priority 2 – Business Infrastructure – Programmes and Links Liverpool City Centre Liverpool 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 office space, 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 Liverpool’s 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 be progressed. Superport Delivery over the next three years will concentrate on existing plans for port and airport 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 to develop and deliver important strategic and employment sites across Liverpool City Region. Local Transport Plans Liverpool City Region’s 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.

Links with other priorities Enterprise Strategy Provision of low cost incubation space for new enterprise. High Growth Business Development 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 Communities Provision of employment opportunities within deprived communities, or linked via good public transport. A Premier Destination Commercial components in key visitor economy schemes. Environmental Performance Investment in and promotion of public transport to 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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Priority 2 – Business Infrastructure Financial Tables (£m)

Ref No

921 909 1

1

Liverpool City Centre Liverpool Vision Transitional Liverpool Vision (Programme

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

Continued overleaf

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Priority 2 – Business Infrastructure Financial Tables (£m)

7 19 20 30 50 51 72

Important Sites for the City Atlantic Park Phase 5 Infrast Business Crime Business Crime Fighters - Cr Chalon Way Enterprise Park Creative Space Cronton Colliery Edge Lane Developments (o Page 17

Priority 3 - High Growth Business Development Investment Growth in High Value Sectors 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 value proposition. Liverpool City Region’s ‘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. Alongside this we are also looking to strengthen our knowledge and innovation assets in the City Region.

High Growth business Development

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 a more broadly-based growth strategy which is coherent and unified.

Investment -Positioning

Investment Procurement

Investment Targeting

Investment -Selling

Inward Investment

Access To Capital

Investment Proposition Innovation / Research & Development Value Chain

Existing Business Base Development

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.

Quality Employee Pool

Local Procurement

Quality Supply Chain

Bespoke Market

Suitable Investment Infrastructure

Delivery Expertise

Market Positioning

Sectoring / Clustering

Catalyst Companies

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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 Region’s 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 Region’s 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 vision for each cluster. The Cluster Programme for Liverpool City Region aims to deliver this in association with regional programme and Business Link North West’s 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 and innovation assets, based around our three Universities, Daresbury Science Park and the Liverpool Science Park sites at Liverpool’s 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-Region’s market share of opportunities aligned to its strengths in science and innovation.

Links with other priorities Enterprise Development Sub-regional Enterprise Strategy to place priority on development of new start-ups and growth initiatives that are 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. Business Infrastructure Expansion of Liverpool John Lennon Airport, the building of 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. A Premier Destination The further development of Liverpool City Region’s tourism, cultural and leisure assets, as well as an improvement in quality of life, will enhance our attractiveness 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

905 1

Project Name

Single Inward Investment A Single Inward Investment Age Sector Development

1 Subject to further discussions with NWDA to maximise investment in the Bio-medical research centre

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Priority 4 - Skilled Workforce & Working Communities 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 aboveaverage percentage of the population qualified at Level 2 or less, and a percentage at Level 4 and above which is below the UK average. 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%). 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.

Age 14 – 19 Provision

Level 4+ Provision

Graduate Retention

Workforce Development Skilled Workforce & Skilled working communities

Employer Demand and Engagement

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 Region’s 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 sectorspecific 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 Region’s plans for skills and employment intervention over the next three years, alongside strong engagement with targeted local communities.

Retention & work based upskilling Transition to Work / Enterprise Employability

Community Engagement & IAG

Collaborative progress has also been made though the development of a City Employment Strategy. The strategy aligns efforts to address worklessness across Liverpool City Region’s most disadvantaged areas and provide a continuum for individuals 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. Page 21

Priority 4 - Skilled Workforce & Working Communities – Programmes and Links

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 West’s core activity. In addition, LSC will add value to this mainstream provision via new ESF co-financing plans. City Employment Strategy 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. 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 coordinated package of skills and employment initiatives to agreed priority groups and areas Sector Development Local 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.

Links with other priorities Enterprise Development New business generation providing additional employment opportunities, including high growth sectors for graduates. High Growth Business Development Meeting the skills needs of existing business and potential inward investors, particularly in LCR’s key sectors. Business Infrastructure Local Transport Plan links areas of high unemployment to key employment growth areas. Provision of key sites to stimulate employment opportunities. Sustainable Communities Engaging local people to meet skills needs of business, and take up additional job opportunities created by growth. A Premier Destination Provision of key sector skills requirements. Environmental Performance Provision of key sector skills requirements.

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

Ref No

916 940 918

1 2

3

Project Name

City Employment Strate City Emploment strategy LSC Co-finance plan (P1 LSC Co-finance plan (P2

1 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.

2 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 Reflects major capital investments by the LSC in learning facilities

Page 23

Priority 5 - Environmental Performance Improving performance, maximising opportunities 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. 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 technologies market alone could be worth £250bn globally. 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. The City Region shares the vision laid out in the North West Climate Change Action Plan to be “Low carbon and welladapted 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. 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 Region as 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 Green Infrastructure 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. Page 24

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 Region’s 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 to deliver green infrastructure improvements. Green Infrastructure Strategy Green 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 through better training and business development.

Joint Municipal Waste Management Strategy for Merseyside The 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.

Links with other priorities Enterprise Development Sound green business advice leading to more sustainable practices. Sustainable procurement potential to drive business growth. High Growth Business Development 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. Business Infrastructure Transport is a major contributor to carbon footprint, The LTP travel wise programme is a key contributor to 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. Sustainable Communities Improved green infrastructure and public realm. Behavioural change within households across Liverpool City Region. A Premier Destination Sustainable practices with visitor economy

Page 25

Priority 5 – Environmental Performance Financial Tables (£m)

Ref No

Project Name 1

923 1

Joint Merseyside Waste Ma MWDA Waste Management S

A green infrastructure plan for Liverpool City Region will be developed supported by the Natural Economy North West Programme.

Important Sites for the City Page 26

Priority 6 – Sustainable Communities Delivering Sustainable Communities '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 people’s lives on a day-today 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 for Kirkby Town Centre and Anfield.

Affordability

Quality Housing

Location

Place Making Range Local environmental quality

Sustainable Communities

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.

Local Services Quality of Life

Safe Neighbourhoods Community Participation

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. Page 27

Priority 6 – Sustainable Communities – Programmes and Links 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. Sports Infrastructure Investment The opportunity exists over the next three years to enhance Liverpool City Region’s 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 St Helens 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 Government’s Community Assets Fund over the next three years. Digital Opportunities for the Liverpool City Region This 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.

Links with other priorities Enterprise Development Utilising particular strengths within communities such as creativity, culture and digital skills to generate new business. High Growth Business Development Meeting skills needs from within local communities. Linking communities to new employment opportunities, particularly inward investment. Skilled Workforce City Employment to have a large impact on Communities - outreach and engagement activities targeted in specific deprived areas. Strategy also to addressing barriers to employment including financial inclusion, carer responsibilities and poverty. Business Infrastructure Provision of employment opportunities within deprived communities, or linked via good public transport. Environmental Performance Improvements in green infrastructure and public green space within communities. Raising awareness to affect behavioural change. Page 28

Priority 6 – Sustainable Communities – Prioritisation

Ref No

Project Name

370

NewHeartlands HMR Pathfin NewHeartlands Housing Mark

91

Merseyside ChangeUp Cons greater merseyside community Page 29

Priority 7 – Premier Destination Grasping the Opportunities, Exploiting the Assets 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 already has 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 Liverpool’s status as ‘European Capital of Culture 2008’. 2008 will showcase the City Region’s unique and outstanding cultural and sporting heritage. Part of the legacy of 2008 will be further investment in our cultural infrastructure, including new museums, theatres and sports-related infrastructure.

Customer Services Liverpool Welcome Information

Tourist Attractions

Attack Brand Development

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.

Mersey Waterfront Park

Conferences 08 Capital of Culture Events

Furthermore, private sector driven proposals, not expressed through Priority 7, will also have a transformational impact within the 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.

Southport Classic Resort Other Transformational Projects

Leisure Offerings A Premier Destination

Liverpool City Centre Attractions

Other Events Other Events Access to and From Events

Special Transportation Arrangements

Page 30

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. Destination Management Plan Collection of programmes to deliver the sub-regional tourism strategy, key components of which are: • • • •

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

Mersey Regional Waterfront Programme The £8.8M Commencement Programme has been implemented successfully, the £91m Succession Programme (including private sector 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 a further 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.

Links with other priorities Enterprise Development A range of business start and growth opportunities within the fields of retail, culture and arts, entertainment and leisure and visitor economy. High Growth Business Development 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. Business Infrastructure Complementary transport infrastructure, particularly in and around Liverpool City Centre. Specific schemes include a commercial as well as visitor infrastructure. Sustainable Communities Visitor economy linkage with major sports facilities. Legacy of the Capital of Culture year to include creative arts within communities. Environmental Performance Improved environment in key locations, including Liverpool City Centre, Southport and along the Mersey Waterfront. Page 31

Priority 7 – Premier Destination – Prioritisation

Ref No

Project Name 1

2

Liverpool City Centre Museum of Liverpool - Mann See also the Liverpool Vision economy / culture schemes

3

388

1 Details of the component parts of this bid can be found in the appendices. 3 Projects for further consideration under this programme as listed in the appendices

A list of project supported by the MWRP succession programme is 2 available in the appendices

Page 32

Strengthening the capacity of the Sub-Regional Partnership (SRP) 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 Partnership’s 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. 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:  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.

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:  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 Region’s Superport opportunity.  Development of an environment economy programme, to link the NW climate change action plan, and Liverpool City Region’s environmental opportunities.  A review of the City Region’s key strategic spatial areas.  Further work to enhance our understanding of the sustainable communities agenda.

In the light of these functions, the Partnership will continually review its composition and format to ensure that it is fit for purpose.

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 Promotion and awareness raising 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. Page 33

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. Sectors:- Funding post Sept 08 discontinued or significantly reduced

Newheartlands:Reduced funding 2008-2011

Science:Failure of private sector investment to meet public commitment

Inward Investment:Full support and collaboration of partners not secured

Local Transport Plan:- Lack of available finance for proposed schemes

High

Housing Strategy:Lack of governance at city region level

Sports Infrastructure:Failure to overcome barriers to starting developments

City Employment Strategy:- Poor engagement from private sector

Inward Investment:- Unequal funding compared to Manchester

Destination Management Plan:- Lack of stakeholder commitment

Waterfront:- Match funding does not materialise

Newheartlands:- Change in Govt policy

Environment:- Lack of partner commitment to the environmental agenda

SIAs:- Key strategic sites fail to attract tenants

Medium

Waterfront:- Planning and land ownership issues unresolved

Impact

City Centre:- Lack of new business and retail investment

Digital:- Loss of key personnel Local Transport Plan:- Unrestrained traffic growth

Superport:- Lack of national and local Govt. support for airport and port growth

Enterprise:- Poor engagement from private sector

Low

Destination Management Plan:Match funding does not materialise Low

Medium

Probability

High

Page 34

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 monitoring information 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 working well 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 with our partners, including the NWDA, to develop this further over the rest of 2007/08. In particular we are looking to develop a methodology 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 Government’s Sub-National Review and Comprehensive Spending Review in terms of its own performance targets. Page 35

Ensuring a sustainable action plan 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

Equality, Diversity and Inclusion

Environmental Sustainability

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.

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 transport enhancement Major Joint Waste Management Strategy Implementation. Potential benefit of Digital Opportunities Strategy Negative impacts of Port and Airport growth minimised where practical.

Project appraisal obligations

NWDA single appraisal procedure to include equalities checking Equality duty for all public sector funded projects

NWDA single appraisal procedure to include sustainability checks

Monitoring and evaluation

Annual tracking of key indicators by gender, race and disabled via the Merseyside Economic Review. Individual project monitoring broken down where appropriate.

Specific targets

Implementation of projects that directly contribute

Annual tracking of performance via the Merseyside Economic Review. Individual project monitoring broken down where appropriate. Page 36

Appendices 1.

Progress since MAP 2006-09

2.

Background to Liverpool City Region’s 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

Page 37

Appendix 1 – Progress made from MAP 2006 - 09 Since the production of the Merseyside Action Plan in 2006-09 Liverpool City Region’s 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 City Regions. A 2.3% rise in the business base represents 600 net new business in 2006.

City Governance Prospectus developed. Environment Economy Steering Group established. City Employment Strategy Group working towards Skills and Employment Board

Skilled Workforce and Working Communities

Enterprise Development

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

Environmental Performance

Business Infrastructure

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

High Growth Business Development

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.

Governance and Management

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

GVA per cap Employme

Sustainable Communities

City Region Housing Strategy developed NewHearltands 2006/07 have re-furbished 2,300 properties, and demolished 770 low grade properties.

Premier Destination

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

Page 38

Appendix 2 – Existing and Emerging Programmes (1) 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 Region’s 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 region’s 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 worth of 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 2005 will have utilised £28 million of funded support over 3 years. Liverpool City Centre Liverpool City Centre is an economic hot-house, generating benefits in terms of employment, leisure, transportation and culture for the whole subregion. Extensive new office space , Grosvenor’s £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. Page 39

Appendix 2 – Existing and Emerging Programmes (2) 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 synergy benefits 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 accessibility, safer roads and better air quality along with sustainable communities and Capital of Culture. The LTP will also ensure Liverpool City Region is 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.

Page 40

Appendix 2 – Existing and Emerging Programmes (3) City Employment Strategy 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. Sports Infrastructure Investment Liverpool City Region has a critical mass of sports & leisure assets unrivalled across the UK. Separate and combined they act as major economic drivers, 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 Liverpool’s 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 renewed optimism that will form a critical driver of the economy for years to come. Destination Management Plan The Destination Management Plan is a key instrument in identifying the actions and relationships that will deliver the sub-regional tourism strategy. It has outlined four key objectives in achieving this goal. It will create a class destination for conferences and business visits, promote Liverpool City Region as a world-class destination for leisure tourism, develop the city region as a major event destination of international repute and deliver a warm “Liverpool Welcome” through excellent customer satisfaction. Mersey Waterfront The Mersey Waterfront Regional Park manages the development of the 135km Liverpool City Region coastline and the assets that adjoin it. Through its £8.8M commencement programme, subsequent £24.2M succession programme (now in progress) and future strategic framework, it aims to continue to be a major driver of regeneration, leisure provision and development of the sub-region’s environmental assets.

Page 41

Appendix 3 – Regional Spatial Strategy – Spatial Priorities for Liverpool City Region  Maximise economic potential and promote urban renaissance and social inclusion within the Liverpool City Centre and its surrounding Inner Area (the NewHeartlands Housing Market Renewal Area);  New housing development and renewal (and related social and environmental infrastructure) within the inner areas to meet the objectives of the Housing Market Renewal Initiative and make provision for an increase in the supply of affordable and market housing required to address demographic needs and to support economic growth and regeneration.  Promote economic development, urban renaissance and social inclusion, complementary to the programmes within Liverpool City Centre and the Inner Areas, in the remaining northern part of the Liverpool City Region;  Maximise the employment potential of the Strategic Investment Areas (SIAs) and Economic Development Zones (EDZs);  Encourage investment and sustainable development in Liverpool City Centre, to maintain and enhance its role as a regional centre, and in the surrounding towns in order to contribute to the growth opportunities identified in the Regional Spatial Framework.;  Improve the City Region’s internal and external transport links in line with the priorities for transport investment and management set out in Policy RT9;  Support and develop the roles of Liverpool John Lennon Airport and the Mersey Ports, especially the Port of Liverpool as the only Port of national significance for deep-sea trade in the North of England;  Develop the role of Liverpool as a key public transport interchange and gateway to the Region and enhance the accessibility of the Regional Centre, particularly by public transport, walking and cycling to support its role as the main economic focus for the City Region;  Enhance the accessibility by public transport of the NewHeartlands Housing Market Renewal Pathfinder Area and transport links between this and other disadvantaged areas and key employment, education and healthcare locations. Particular attention should be given to assisting with programmes to address worklessness.  Proposals and schemes should be directed primarily towards locations where they can contribute to these priorities. Page 42

Appendix 4 – Packaged Projects The following projects form part of an existing approved programme that Liverpool City Region partners are committed to seeing through to completion. City Centre Transitional Programme The following projects are priorities as part of the existing Liverpool City Centre Business Plan

8 26 28 32 25 40

Mersey Waterfront Regional Park Succession Programme The following programmes are identified as priorities and will be delivered via the MWRP succession programme

14 Brand Baltic Triangle Crea Castle267 StreetWATE / Derb River o Castle Street/Derby River o Parker Steet and E Capital of Culture -248 Proms Commercial Distric The S

Tourism Revenue Composite Bid

The following projects are combined into a single tourism revenue composite programme. The programme will be subject to further discussions by partners in Oct 2007

Destination West Kirby

The following projects are combined into a single project

Page 43

Appendix 5 – City Employment Strategy Projects City Employment Strategy A separate Strategic Investment Framework is being prepared by the City Employment Strategy Implementation team. This will show individual projects and programmes that are prioritised as part of the CES. The list below are simply those projects submitted to TMP through the development of the Action Plan with an employment / skills funding and are not presented for funding outside of the CES investment framework.

Map Pro No 33 Citadel/College jo 34 Citadel/College jo Page 44

Appendix 6 – Projects to be considered further The following projects were submitted during the compilation of the Action Plan for the Liverpool City Region. They are not directly prioritised as they are the types of activities that should either form part of existing programme, or will need to be considered as part of an emerging programme. The programme with which they are / should be associated is shown MWRP: Coastal Spaces Open Places

Merseyside Enterprise Strategy The following projects will only be supported if they emerge as priorities from enterprise strategy development work undertaken Oct -Dec 2007

77 236 125 22

The following projects will only be supported if prioritised by MWRP board as part of an extension to the Coastal Spaces Open Places Programme

5 Developm Ainsd Enterprise Streetwalkers 42 Conn Inspiring110 Leaders an Hoyla Business Support In 111 Hoyla Mersey Waterfront Regional Park Future Phase

Its expected that the Mersey Observatory project (MAP no.174) will form part of the MWRP phase 3

Page 45

Appendix 7 – Packages of Local Transport Plan Projects The following projects are part of the Local Transport Plans for Merseyside and Halton. They have been presented throughout this plan as packages and are presented here for information

Merseyside Access to Employm

4 Knowsley Access to Employment 139 Knowsley Neighbourhood Travel Team 152 Liverpool Neighbourhood Travel Team 239 Supporting Linkages to key employment 240 Supporting Linkages to Key Employment 302 Access to Employment - 'Lets Get Movin 304 SMARTCARD Development Page 46

Appendix 8 – Reserve projects The following projects were brought forward by partners during the compilation of the Action Plan for the Liverpool City Region. They are still viable projects, but, following discussions between partners are identified here as reserve projects. Some of these projects will be considered for support as part of other emerging programmes, such as the Mersey Waterfront Future Programme, following further project development work.

3 16 54 107 149

A565 Great Howar Brand New St.Hele Cycle Maintenance Hornby Centre Liverpool Intelligen Page 47