MEETING OF THE LIVERPOOL CITY REGION COMBINED AUTHORITY

To: The Members of the Liverpool City Region Combined Authority

Dear Member,

You are requested to attend a meeting of the Liverpool City Region Combined Authority to be held on Friday, 28th June, 2019 at 1.00pm in the Authority Chamber - No.1 Mann Island, Liverpool, L3 1BP.

If you have any queries regarding this meeting, please contact Trudy Bedford on telephone number (0151) 330 1330.

Yours faithfully

Chief Executive

WEBCASTING NOTICE This meeting will be filmed by the Combined Authority for live and/or subsequent broadcast on the Combined Authority’s website. The whole of the meeting will be filmed, except where there are confidential or exempt items.

If you make a representation to the meeting you will be deemed to have consented to being filmed. By entering the body of the Chamber you are also consenting to being filmed and to the possible use of those images and sound recordings for webcasting and/or training purposes. If you do not wish to have your image captured or if you have any queries regarding the webcasting of the meeting please contact the Democratic Services Officer on the above number or email [email protected]

You should be aware that the Combined Authority is a Data Controller under the Data Protection Act. Data collected during this webcast will be retained in accordance with the Combined Authority’s published policy.

(Established pursuant to section 103 of the Local Democracy, Economic Development and Construction Act 2009 as the Halton, Knowsley, Liverpool, St Helens, Sefton and Wirral Combined Authority)

LIVERPOOL CITY REGION COMBINED AUTHORITY

AGENDA

1. APOLOGIES FOR ABSENCE

2. DECLARATIONS OF INTEREST

3. MINUTES OF THE MEETING OF THE LCR COMBINED AUTHORITY HELD ON 24 MAY 2019 (Pages 1 - 14) 4. LIVERPOOL CITY REGION METRO MAYOR ANNOUNCEMENTS AND UPDATES To receive updates from the Liverpool City Region Metro Mayor.

POLICY

5. CLIMATE EMERGENCY To consider the report of the Portfolio Holder: Low Carbon and Renewable Energy and the Director of Policy and Strategic Commissioning. (Pages 15 - 22)

6. DELIVERING THE LIVERPOOL CITY REGION DEMENTIA FRIENDLY PLEDGE - PROGRESS REPORT 2018/19 To consider the report of the Director of Policy and Strategic Commissioning. (Pages 23 - 44)

TRANSPORT

7. A COMBINED AUTHORITY TRANSPORT PLAN To consider the report of the Portfolio Holder: Transport and Air Quality and the Director of Policy and Strategic Commissioning. (Pages 45 - 128)

8. PROPOSALS FOR DISTRIBUTING HIGHWAY POTHOLE ACTION FUND ALLOCATION IN THE 2019/20 FINANCIAL YEAR To consider the report of the Portfolio Holder: Transport and Air Quality and the Director of Policy and Strategic Commissioning. (Pages 129 - 138)

9. ACCESS FOR ALL FUNDING FOR STATION IMPROVEMENTS IN THE LIVERPOOL CITY REGION To consider the report of the Portfolio Holder: Transport and Air Quality and the Director of Commercial Development and Investment. (Pages 139 - 144)

ECONOMIC DEVELOPMENT

10. STRATEGIC INVESTMENT FUND UPDATE - JUNE 2019 To consider the report of the Portfolio Holder: Inclusive Growth and Third Sector and the Director of Commercial Development and Investment. (Pages 145 - 162)

11. STRATEGIC INVESTMENT FUND: LOAN AND GRANT TO SANDON GLOBAL ENGRAVING TECHNOLOGY LTD To consider the report of the Portfolio Holder: Inclusive Growth and Third Sector and the Director of Commercial Development and Investment. (Pages 163 - 230)

12. STRATEGIC INVESTMENT FUND: SHAKESPEARE NORTH PLAYHOUSE UPDATE To consider the report of the Portfolio Holder for Inclusive Growth and Third Sector and the Director of Commercial Development and Investment. (Pages 231 - 276)

GOVERNANCE

13. COMBINED AUTHORITY FINANCIAL PERFORMANCE REPORT : 2018/19 OUTTURN To consider the report of the Treasurer. (Pages 277 - 290) 14. DEPUTY PORTFOLIO HOLDER APPOINTMENT To consider the report of the Monitoring Officer. (Pages 291 - 292)

15. LIVERPOOL CITY REGION ARMED FORCES COVENANT ANNUAL REVIEW 2018/19 To consider the report of the Director of Policy and Strategic Commissioning. (Pages 293 - 296)

16. PUBLIC QUESTION TIME Members of the public will be given the opportunity to ask questions which have been submitted in accordance with Meetings Standing Orders No. 11. A period of 30 minutes will be allocated for this item. Copies of valid questions will be circulated at the meeting.

Members of the public who wish to submit questions are asked to contact Democratic Services either by:

Email: [email protected] Telephone: 0151 330 1330 In writing: Democratic Services, Merseytravel, PO Box 1976, No. 1 Mann Island, Liverpool, L3 1BP.

A proforma will be supplied for the submission of public questions which for this meeting must be returned by 5.00pm on Monday 24 June 2019.

17. PETITIONS AND STATEMENTS Members of the public who wish to submit a single position or statement in accordance with Meetings Standing Orders No. 11 are asked to contact Democratic Services either by:

Email: [email protected] Telephone: 0151 330 1330 In writing: Democratic Services, Merseytravel, PO Box 1976, No. 1 Mann Island, Liverpool, L3 1BP.

The single petition or statement for this meeting must be returned by 5.00pm on Monday 24 June 2019.

18. MINUTES OF THE TRANSPORT COMMITTEE HELD ON 4 APRIL 2019 (Pages 297 - 304)

Agenda Item 3

LIVERPOOL CITY REGION COMBINED AUTHORITY

PUBLICATION: 24 MAY 2019

DEADLINE FOR CALL-IN: 31 MAY 2019

FOLLOWING THE CALL-IN PERIOD, DECISIONS INCLUDED IN THESE MINUTES MAY THEN BE IMPLEMENTED WHERE THEY HAVE NOT BEEN SUBJECT TO A CALL-IN.

* DENOTES KEY DECISION

At a meeting of the Liverpool City Region Combined Authority held in the Authority Chamber - No.1 Mann Island, Liverpool, L3 1BP on Friday, 24th May, 2019 the following Members were

P r e s e n t:

Metro Mayor S Rotheram Chairperson of the Combined Authority (in the Chair)

Mayor J Anderson OBE, Councillor P Hackett, Mr A Hamid MBE, Councillor I Maher, Councillor G Morgan, Councillor R Polhill, Councillor S Murphy (for Councillor D Baines) and Councillor L Robinson.

1. APOLOGIES FOR ABSENCE

Apologies for absence were received from Rt Hon Jane Kennedy, Merseyside Police and Crime Commissioner, Cllr Ian Moran (Leader: West Lancashire Borough Council), Cllr Russ Bowden (Leader: Warrington Borough Council), Councillor Kate Groucutt (Deputy Portfolio Holder: Inclusive Growth, Economic Development, Digital and Innovation), Councillor Nathalie Nicholas (Deputy Portfolio Holder: Air Quality and Transport) and Barbara Spicer (Mayoral Advisor: Social Housing).

2. DECLARATIONS OF INTEREST

It was reported that no Declarations of Interest had been received.

3. MINUTES SILENCE

Prior to the start of the meeting, the Metro Mayor referred to sad passing of Bernard Molloy.

The Combined Authority stood for a minutes silence as a mark of respect.

4. LIVERPOOL CITY REGION METRO MAYOR ANNOUNCEMENTS AND UPDATES

Metro Mayor S Rotheram welcomed Councillor’s Pat Hackett (Leader: Wirral MBC), Councillor David Baines (Leader: St Helens MBC) and Councillor Sue Murphy (Deputy Leader: St Helens MBC) to their first meeting of the LCR Combined

Page 1 Authority. He also took the opportunity to thank the retiring Leaders, Councillor Phil Davies and Councillor Derek Long for the contributions they had made to the work of the LCR Combined Authority.

Metro Mayor Rotheram reflected upon the recent announcement from the Prime Minister, Theresa May, who had announced that she would be resigning as Prime Minister on 7 June 2019. He noted that with her departure this made it a stronger possibility that a No Deal Brexit was more likely to occur and this would have a negative impact on the economy. Metro Mayor S Rotheram reported that assessments had identified that 15,000 jobs in the North West where at risk from the World Trade Organisation rules set up. Therefore, the LCR Combined Authority Investment Team would be working on proposals to identify how the Combined Authority can support local businesses to cope with the impacts of a no deal.

The Metro Mayor informed the LCR Combined Authority that Wednesday 22 May 2019 had marked the two year anniversary of the horrific attack on the Manchester Arena. He reported that the events on this day devastated lives in Greater Manchester, the North West and beyond and reiterated that the City Region should shoulder to shoulder with Manchester and thoughts were with the 22 victims, the survivors and all their families. He placed on record his thanks to Liverpool City Council and Knowsley Metropolitan Borough Council for lighting up a number of buildings orange as a special tribute to Megan Hurley.

Metro Mayor S Rotheram informed the LCR Combined Authority that he had recently met with representatives from the Climate Strike Group Liverpool, who had protested recently at a meeting of the LCR Combined Authority. He reported that the Group had asked him to consider issues on climate change and air quality, which young people felt particularly about. Metro Mayor S Rotheram informed Members that as a City Region significant progress was being made in this area, as the City Region was the first to adopt a Zero Carbon target of 2040, which was ten years earlier than the national target, had launched a £10m Green Investment Fund, had the first fleet of 25 zero emission hydrogen buses coming to the City Region in 2020 and the Mersey Tidal Commission with one of the biggest wind farms in Europe in Liverpool Bay.

The Metro Mayor emphasised that further work could be undertaken in regards to Climate Change, therefore he would be consulting with the Leaders of the constituent Councils to declare a Climate Change emergency, which would enable the City Region to understand the pressing issues of Climate Change.

Mayor J Anderson OBE, reflected upon the crucial important of addressing Climate Change and highlighted that it was the Labour Party who had brought the issue to the attention of Government who know needed to understand and respond to the issue of Climate Change, whilst also supporting the regions in this issue. Furthermore, he highlighted how the City Region had already demonstrated innovation in dealing with such issues and at Liverpool City Council a Select Committee and Cabinet position had been created to consider these issues. In conclusion, he highlighted that the City Region was fully committed to climate change and would work in conjunction with the national government on these issues to make real progress.

Metro Mayor S Rotheram advised that in had been in London recently for the Climate Change summit and had informed Senior Government Officials of the work taking place in Liverpool and the City Region and that this work was advanced to many other areas.

Page 2

Metro Mayor S Rotheram reported that the City Region would be hosting a number of sporting events over the weekend which would welcome 1000’s of visitors and underlined the importance of sport to the visitor economy. On Sunday, the Rock n Roll Marathon was taking place in the City along with the Rugby League Magic Weekend which was being hosted at Anfield for the first time.

In conclusion, Metro Mayor S Rotheram referred to a recent article he had written in The New Statesman in which he had highlighted the division and racial tension caused by some candidates standing in the European Parliamentary elections and called upon the electorate to reject there message of hate.

5. MINUTES OF THE MEETING OF THE LCR COMBINED AUTHORITY HELD ON 12 APRIL 2019

RESOLVED – That the minutes of the LCR Combined Authority held on 12 April 2019 be approved as a correct record.

6. CONSTITUTION UPDATE

The Liverpool City Region Combined Authority considered the report of the Monitoring Officer which set out a number of proposed revisions to the Constitution. The amendments included the following:-

 Part 1 – this had been updated with some minor changes to reflect the reality of the Combined Authority;  Part 2 – this had been updated to reflect some technical changes to the legislative references;  Part 3 – - Section A – the inclusion of Deputy Portfolio Holders;  Reference to the governance companies;  Part 3 – Section D – Audit and Governance Committee – updated terms of reference;  Part 3 – Section F – removal of the Investment Committee  Part 3 – Section G – Standing Delegations to Officers relating to the Monitoring Officer;  Part 4 – Section B – Access to information and Decision Making which included the proposal to reduce the key decision threshold for capital and expenditure of key decisions to £150,000;  Part 4 – Section C – Overview and Scrutiny arrangements – changes to the exclusions to Call-in procedure; and  Part 6 – Section A – Members Code of Conduct to incorporate the outcome of the Committee on Standards in Public Life review of local Government and Ethical standards.

UNANIMOUSLY RESOLVED – That the revised Liverpool City Region Combined Authority Constitution, as detailed in the report now submitted, be agreed.

7. COMBINED AUTHORITY NOMINATIONS 2019-20

The Liverpool City Region Combined Authority considered a report of the Chief Executive which outlined the nominations to the Combined Authority following the Annual Meetings of the constituent Councils.

Page 3 A supplementary agenda was also tabled setting out the nominations that had been made since the agenda had been published and also included nominations to the appointment of Portfolio and Deputy Portfolio Holders. Taking the tabled document into account, the nominations were as follows:-

Combined Authority

Appointment Substitute appointment Halton Council Councillor R Polhill Councillor M Wharton Knowsley MBC Councillor G Morgan Councillor S Donnelly Liverpool CC Mayor J Anderson OBE Councillor Wendy Simon Sefton MBC Councillor I Maher Councillor J Fairclough St Helens MBC Councillor D Baines Councillor S Murphy Wirral MBC Councillor P Hackett Councillor A Leech

Local Enterprise Partnership

Appointment Substitute appointment Local Enterprise Mr Asif Hamid MBE Mr Paul Corcoran Partnership

Associate Members

Appointment Substitute appointment Warrington BC Councillor R Bowden Councillor C Mitchell West Lancashire Councillor I Moran Councillor Y Gagen BC

Portfolio Holders

Portfolio Nomination Policy, Reform and Resources Metro Mayor S Rotheram Education, Employment and Skills Mayor J Anderson OBE Digital Connectivity and Inclusion Councillor D Baines Housing and Spatial Framework Councillor G Morgan Low Carbon and Renewable Energy Councillor R Polhill Culture, Tourism and the Visitor Economy Councillor I Maher Inclusive Economy and Third Sector Councillor P Hackett Business Support and Brexit* Mr A Hamid MBE Transport and Air Quality** Councillor L Robinson Criminal Justice** Rt Hon Jane Kennedy *Indicates non-voting member **Indicates non-voting co-opted member

Deputy Portfolio Holders

Portfolio Nomination Policy, Reform and Resources Councillor C Thomas Education, Employment and Skills Councillor P Sinnott Digital Connectivity and Inclusion Councillor L Robertson - Collins Housing and Spatial Framework Councillor T Hardy

Page 4 Low Carbon and Energy Renewable Councillor S Powell Culture, Tourism and the Visitor Economy Councillor G Wood Inclusive Economy and Third Sector Councillor K Groucutt Business Support and Brexit To be advised Transport and Air Quality Councillor N Nicholas Criminal Justice To be advised

RESOLVED – That:-

(i) the appointments from the Constituent Councils and the Local Enterprise Partnership to the Combined Authority be noted;

(ii) Mayor Joe Anderson OBE be appointed as the Deputy Chair for 2019/20;

(iii) the appointments from the Associate Members to the Combined Authority be noted;

(iv) the appointment of non-voting Members as set out in Section 7 of the report now submitted be approved;

(v) the appointment of the Portfolio and Deputy Portfolio Holders as set out in Section 5 and 8 of the report now submitted be approved; and

(vi) the appointment of Committee Services Manager as the Statutory Scrutiny Officer be approved;

(vii) the appointment of the Senior Committee Officers as the Deputy Statutory Scrutiny Officer be approved;

(viii) the other previously appointed Statutory Officers be noted;

(ix) the update on Mayoral Advisors be noted; and

(x) the Combined Authority staffing structure as set out in Appendix One be noted.

8. APPOINTMENTS TO COMBINED AUTHORITY COMMITTEES 2019-20

The Liverpool City Region Combined Authority considered a report of the Chief Executive which outlined the appointments to the Committees of the Combined Authority.

A supplementary agenda was also tabled setting out the appointments which had been made since the agenda had been published.

Taking the tabled document into account, the appointments were as follows:-

Overview and Scrutiny Committee

Members Halton Council Cllr K Wainwright (Labour) Cllr B Woolfall (Labour) Cllr L Whitely (Labour)

Page 5 Knowsley MBC Cllr C Cashman (Liberal Democrat) Cllr E Finneran (Labour) Cllr G Flatley (Labour) Liverpool CC Cllr T Crone (Green) Cllr T O’Brien (Labour) Cllr P Hurley (Labour) Sefton MBC Cllr C Howard (Labour) Cllr P Murphy (Labour) Cllr S Marshall (Labour) St Helens MBC Cllr A Bowden (Labour) Cllr R Hattersley (Labour) Cllr J Jackson (Labour) Wirral MBC Cllr H Cameron (Conservative) Cllr A Jones(Labour) Cllr J Stapleton (Labour) LCR Conservative Group Cllr Sir R Watson CBE nomination LCR Liberal Democrat Group Cllr J Pugh nomination

Transport Committee

Members Halton Council Cllr J Stockton (Labour) Cllr H Howard (Labour) Cllr G Philbin (Labour) Opposition Member to be confirmed Knowsley MBC Cllr K McGlashan (Labour) Cllrs Mrs M O’Mara MBE (Labour) Cllr Ms L Mooney (Labour) Cllr Mrs F Wynn (Liberal Democrat) Liverpool CC Cllr L Robinson (Labour) Cllr N Nicholas (Labour) Cllr H Thompson (Labour) Cllr A Lavelle (Labour) Sefton MBC Cllr G Friel (Labour) Cllr P McKinley (Labour) Cllr N Killen (Labour) Cllr J Dodd (Liberal Democrat) St Helens MBC Cllr A Jones (Conservative) Cllr P Pritchard (Labour) Cllr J Wiseman (Labour) Cllr M Uddin (Labour) Wirral MBC Cllr P Cleary (Green) Cllr S Foulkes (Labour) Cllr J Williams (Labour) Cllr P Hayes (Conservative)

Audit and Governance Committee

Members Substitute Members Combined Councillor D Baines Councillor G Morgan Authority Councillor P Hackett Cllr I Maher Overview and 2 Labour Councillors 2 Labour Councillors

Page 6 Scrutiny 1 Liberal Democrat 1 Liberal Democrat Committee Councillor Councillor 1 Conservative Councillor 1 Conservative Councillor (To be appointed from the (To be appointed from the membership of the membership of the Overview and Scrutiny Overview and Scrutiny Committee at its first Committee at its first meeting) meeting) Independent Mr Martin McDonagh Not applicable Person

Appointments and Disciplinary Committee

Nominated Representatives Combined Authority Metro Mayor S Rotheram Mayor J Anderson OBE Councillor G Morgan Councillor D Baines Councillor I Maher Councillor R Polhill Councillor P Hackett

RESOLVED – That the appointments to the Committee’s as set out in the amended report be agreed.

9. APPOINTMENTS TO EXTERNAL ORGANISATIONS 2019-20

The Liverpool City Region Combined Authority considered the report of the Chief Executive which proposed a number of appointments to external organisations. A supplementary agenda was also tabled setting out the appointments which had been made since the agenda had been published.

The Monitoring Officer informed Members that at paragraph 6.4 of the report it incorrectly advised that Mr Asif Hamid MBE be appointed to the Mersey Dee Alliance when this required an appointment from the LCR Local Enterprise Partnership Board.

RESOLVED – That the following appointments be approved:-

(i) LCR Local Enterprise Partnership Board

Position Name Metro Mayor of the LCR Combined Metro Mayor Steve Rotheram Authority

Inclusive Economy and Third Sector Councillor Pat Hackett Portfolio Holder Education, Employment and Skills Mayor Joe Anderson OBE Portfolio Holder

Page 7 (ii) LCR Local Enterprise Hold Company

Position Name Guarantor – Metro Mayor of the LCR Metro Mayor Steve Rotheram Combined Authority Guarantor – Inclusive Economy and Third Councillor Pat Hackett Sector Portfolio Holder

(iii) LCR Local Enterprise Delivery Company

Position Name Non-Executive Director Mark Bousfield, Director of Commercial Development and Investment Non-Executive Director Kirsty Pearce, Director of Policy and Strategic Commissioning

(iv) Chrysalis Fund

Position Name

Inclusive Economy and Third Sector Councillor Pat Hackett Portfolio Holder - Board Director Inclusive Economy and Third Sector Councillor Kate Groucutt Deputy Portfolio Holder – Substitute

(v) Chrysalis Advisory Committee

Name Organisation Santiago Issa LCR Combined Authority Wes Rourke Halton Borough Council Alan Evans Wirral Metropolitan Borough Council

(vi) Transport Nominations

Organisation Representative Transport for the North (TfN) Metro Mayor Steve Rotheram Partnership Board Councillor Liam Robinson, Portfolio Holder for Transport and Air Quality (Substitute Member) Rail North Committee Member Councillor Liam Robinson Portfolio Holder for Transport and Air Quality Association of Rail North Authority Councillor Liam Robinson Leaders Portfolio Holder for Transport and Air Quality Director of Rail North Ltd Councillor Liam Robinson Portfolio Holder for Transport and Air Quality

(vii) the Transport Committee be asked to appoint a substitute Member to the Rail North Committee and a Member and substitute Member to the Scrutiny Committee of Transport for the North;

Page 8

(viii) Mersey Dee Alliance

Name Representing Councillor Pat Hackett Leader of Wirral MBC (Voting Member) Councillor Pat Hackett Portfolio Holder – Inclusive Economy and Third Sector (Non-Voting Member) To be confirmed LCR Local Enterprise Partnership (Non-Voting Member)

(ix) European Structural and Investment Fund Committee

Name Representing Councillor Pat Hackett Inclusive Economy and Third Sector Portfolio Holder (Co-Chair) Mayor Joe Anderson OBE Education, Employment and Skills Portfolio Holder Councillor Eddie Jones Representative from the Employment and Skills Board Councillor Liam Robinson Transport and Air Quality Portfolio Holder

(x) North West Regional Leaders Board

Name Representing Metro Mayor Steve Rotheram Metro Mayor of LCR Combined Authority Councillor David Baines Leader of St Helens MBC

Councillor Graham Morgan Leader of Knowsley MBC

(xi) North West Employers Organisation

Name Representing Mayor Joe Anderson OBE Education, Employment and Skills Portfolio Holder

(xii) Workforce Engagement Board

Name Representing Metro Mayor Steve Rotheram LCR Combined Authority Councillor David Baines Leader of St Helens MBC Councillor Graham Morgan Leader of Knowsley MBC

Page 9 10. END OF YEAR REVIEW OF THE COMBINED AUTHORITY 2018/19

Members considered a report of the Chief Executive which provided a summary of the achievements of the Combined Authority during the 2018/19 municipal year.

Metro Mayor S Rotheram informed the LCR Combined Authority that this month marked the two year anniversary since the establishment of a Mayoral Combined Authority and five years since the creation of a Combined Authority and provided Members with the following summary of some of the key highlights from the past 12 months:-

 £184million had been secured in extra funding from Government, in addition to the £900m included in the devolution deal;  Supported the Liverpool 2018 cultural programme with a £5m investment;  Introduced the first UCAS style apprenticeship portal in the County and half price bus travel for apprentices;  The first new train station on Merseyside for 20 years was opened at Maghull North along with the re-opened Halton Curve;  Delivered a fully modernised and refurbished train station at Newton-le- Willows;  Took devolved control of the £52M Adult Education Budget;  Introduced a £1 fast tag toll for City Region residents;  Established One Front Door, which provided a single point of contact for City Region investment enquiries;  Established a £6m Town Centre Funding; and  Invested £16m in a 600kilometer cycling and walking routes.

In conclusion, Metro Mayor S Rotheram reflected upon how the LCR Combined Authority was beginning to bring real benefits to the City Region through the devolution deal.

Councillor G Morgan, thanked the LCR Combined Authority for the £6.5m contribution from the Strategic Investment Fund towards the construction of the Shakespeare North Playhouse in Prescot. Along with approximately £8m of funding towards the Prescot Connect scheme which was to deliver major public realm improvements and upgrades around Prescot Rail Station. Councillor Morgan also referred to the investment in the Alchemy business park which was a speculative development comprising of 103,550 square feet of employment space on the Knowsley Business Park for logistics and industrial use. This development was being supported by a Local Growth Fund grant of £1.800m awarded through the Strategic Investment Fund.

Mayor J Anderson OBE reflected upon the austerity cuts which all Local Authorities in the City Region had been subject to and indicated that if devolution powers had not been secured the City Region would have been subject to greater austerity. He reported that the distribution of the Strategic Investment Fund was within the control of the Combined Authority which allowed the Authority to have direct control over how it was invested. Mayor Anderson OBE highlighted the benefits which could be achieved through the Strategic Investment Fund, which included the uplift to the economy, the creation of jobs and the significant investment into cultural attractions such as the Giants and the Terracotta Army. Mayor J Anderson OBE also highlighted the development of Pall Mall which would provide investment into much required premium office space, Paddington Village which provided a high quality

Page 10 medical campus and the investment into the Cruise Liner terminal. Mayor J Anderson OBE explained how these examples demonstrated the value of the LCR Combined Authority.

Councillor P Hackett, highlighted how the funding from the LCR Combined Authority was of great benefit to Wirral and referred to the recent visit of the Giants to New Brighton which had been extremely successful and demonstrated what could be achieved for the area. Councillor Hackett also highlighted the improvements to the A41 Corridor which were undertaken following investment of £2.3m from the LCR Combined Authority and the introduction of the £1 fast tag which would benefit Wirral residents in particular.

Mr A Hamid MBE referred to the comments made by Mayor J Anderson OBE and emphasised how the City Region was working together to identify investment opportunities across the City Region. He provided the example of One Front Door as an approach which was changing the perception of the City Region.

RESOLVED – That:-

(i) The End of Year Review 2018-19 be agreed; and

(ii) The development of the End of Year Review into a printed publication, subject to any amendments being undertaken in consultation with the Chief Executive, be endorsed.

11. PUBLIC QUESTION TIME

Members of the public were given the opportunity to submit questions which had been submitted in accordance with Meeting Standing Order No.11.

Metro Mayor S Rotheram reported that three question’s had been received, two questions had been received from Josie Mullen and one question had been received from Mr D Hawley, who weren’t present at the meeting. Metro Mayor S Rotheram advised that Jill Coule, Monitoring Officer, would read the questions out on their behalf.

Question One – Josie Mullen

‘People living within Liverpool Combined Authority have no opportunity whatsoever to speak at LCA meetings [even though 30 minutes is allocated to Public Question Time] People can read out their questions - then they have to stay mute. The answer is not councillor surgeries or specific meetings with the Metro Mayor this is about giving the public a voice in respect of LCRCA matters. Therefore, can the 30 minute Public Question Time slot be changed to permit a limited dialogue between the public and Metro Mayor/Leaders, based on the questions submitted?’

Metro Mayor S Rotheram reported that a formal response to the question would be provided in 10 working days. However, he responded by advising that meetings of the LCR Combined Authority were business meetings and the public question time item reflected this formality. He explained that he would be hosting a Mayoral Question Time in each of the six Local Authority areas and which would be open to Members of the public to attend.

Page 11 Question Two – Josie Mullen

‘The Year of The Environment must also be used to start a conversation on how we protect and preserve our stunning natural assets for future generations, we must embrace the challenge, stand ready to shape the debate, we must create the ideas to foster lasting change".

In order to 'start the conversation' it is vitally important that the protection of green space, parkland, green belt and green wedge is discussed. This debate needs to include topics such as Planning legislation, the influence of developers in relation to the sale of green space etc.

As the Liverpool City Region Combined Authority is not contributing any money to The Year of The Environment, would the Metro Mayor back up statements made on the importance of the natural environment by financing a conference for all 'green' groups within the City Region to debate and disseminate information re. Protecting Our Green Heritage, this can be organised in conjunction with green groups.’

Metro Mayor S Rotheram reported that the Combined Authority did not operate the Year of the Environment, this was the responsibility of Nature Connected and it would be for them to decide on the programme of events and recognised that the programme should ensure there is a legacy in which to build on further. He further explained that energy and the environment were one of the key growth areas for the local economy with 1,400 businesses and 27,000 people working in this sector, which included off shore windfarms, hydrogen capture and recovery, hydrogen trains and buses and electric buses and working to improve the warmth in homes across the City Region. He referred to the ongoing development of the Mersey Tidal Power scheme and how this could be provide the Country with renewable energy. In conclusion, he confirmed that a Green Summit would be held as part of the Year of the Environment and a wide number of stakeholders would be invited to attend.

Question Three – Mr David Hawley

‘The foot flow in St Helens Town Centre is suffering a decline with a large number of shops closing. To improve the viability of the Town Centre would the Combined Authority consider re-opening an old disused railway line, which runs from St Helens Central to St Helens Junction, this would then link St Helens to the Trans Pennine rail network. If this line was re-opened as a tramline this would then lead into the second phase of my proposal which is to carry on the line to Newton Le Willows. This would tie in with the proposed Warrington district tram network. These trams could be powered by hydrogen, as would the tram service in Warrington. We have 70% of environmentally friendly buses running in the Liverpool region, yet in St Helens, we do not have any. St Helens is the third biggest authority in the Liverpool city region. In carrying this rail improvement, it will create jobs and put the fabric together to start regeneration in the St Helens Town Centre for future generations.’

Metro Mayor S Rotheram noted how the High Street had been declining in recent years and urged Central Government to provide greater support to Local Authorities to enable them to make improvements to the High Street. He highlighted that the LCR Combined Authority was looking to see what it could do to support these improvements, firstly through the Town Centre Fund. In conclusion, he noted that further consideration would be given to Mr Hawley’s question and a response be provided within 10 working days.

Page 12 12. PETITIONS AND STATEMENTS

Metro Mayor S Rotheram reported that no petitions or statements had been received.

13. VOTE OF THANKS

Metro Mayor S Rotheram reported that Margaret Carney, Chief Executive of Sefton Metropolitan Borough Council would be retiring from her position on 31 May 2019 following 40 years of service in Local Government, 10 of which she had been Chief Executive at Sefton Council. He advised that Margaret had been pivotal in the establishment of the Combined Authority which saw her take on the lead officer responsibility for health, wellbeing and social care in the City Region.

In closing, on behalf of the LCR Combined Authority the Metro Mayor placed on record his thanks to Margaret for her support and commitment to the LCR Combined Authority and wished her well for the future.

Minutes 1 to 13 be received as a correct record on the 28th day of June 2019.

Chairperson of the Combined Authority

(The meeting closed at 1.52 pm)

Page 13 This page is intentionally left blank Agenda Item 5

LIVERPOOL CITY REGION COMBINED AUTHORITY

To: The Metro Mayor and Members of the Combined Authority

Date: 28 June 2019

Authority/Authorities Affected: ALL

EXEMPT/CONFIDENTIAL ITEM: No

Non Key Decision

REPORT OF THE PORTFOLIO HOLDER: LOW CARON AND RENEWABLE ENERGY AND THE DIRECTOR OF POLICY AND STRATEGIC COMMISSIONING

CLIMATE EMERGENCY

1. PURPOSE OF REPORT

This report describes the latest position on the work being undertaken by the Combined Authority to respond to the declaration of a climate emergency for the Liverpool City Region.

2. RECOMMENDATIONS

2.1 Liverpool City Region Combined Authority are recommended to:

a) Note the progress achieved to date in the development of a range of measures and initiatives outlined in this report that contribute to the City Region reducing its carbon and climate impacts; and

b) Agree to progress to the next stage of developing a climate action plan by December 2019

3. BACKGROUND

3.1 There is near consensus from the world’s leading climate scientists and experts of an acceleration in negative impacts derived from manmade climate change. Weather patterns are becoming disrupted and more volatile bringing record levels of temperature, precipitation and drought across the globe. There is an acceleration in the loss of key species on land and sea as habitats are irrevocably altered by climate and human activity and resources depleted due to increasing consumer demands.

The causes of many of these changes are well understood as are the appropriate responses for individual citizens, businesses, municipalities and countries.

Page 15 Liverpool City Region has a rich heritage as a global, mercantile and industrial powerhouse harnessing its natural resources and talented people to be at the forefront of revolutions in industry, transport, energy, medicine and public health and social justice. These areas are at the start of another revolution in order to successfully decarbonise our industries, homes and communities whilst improving the quality of life for our citizens. This reflects the LCR’s challenges in terms of its socio-economic base, plus the need to decarbonise its energy, industrial, housing and transport assets. The city region has related challenges associated with poor air quality stemming from transport emissions in the main.

The City Region has over recent years successfully embraced new technologies and thinking that enable decarbonisation and sustainable living. The challenge is to accelerate this change while leaving no community behind – in other words, a clean, inclusive growth agenda.

The UK Government announced in early June that the UK’s carbon target of an 80% reduction on 1990 levels is to be revised upwards to a net zero carbon figure by 2050. This move follows the recommendation of the independent UK Climate Change Committee (UKCCC).

Net zero carbon includes not just CO2 and methane but also nitrous oxide which is emitted during agricultural and industrial activities as well as from fossil fuels

The Climate Change Committee report shows what the scale of emissions reduction looks like. A large reduction is still required across the board, especially in relation to Heating and Electricity, Transport and Diet/Agriculture

The Climate Change Committee report makes it clear that decarbonising shipping and aviation is more difficult. There is reference to the system of international carbon credits which allow the UK to pay to offset its emissions elsewhere in the world. The UK has switched to outsourcing for a lot of production - so the claimed reduction is simply recreated by emissions elsewhere in the world. There is a need Page 16 to look outside the LCR in terms of what else can be influenced and promote the LCR successes and projects internationally.

In 2018 the City Region adopted a target to achieve net zero carbon by 2040. This is ten years ahead of the UK national target and five years ahead of devolved governments in Scotland and Wales.

Key factors that support a 2040 target include the City Region’s access to large- scale renewable power from Liverpool Bay and the River Mersey, the access to large volumes of hydrogen for use in transport, heat and energy-intensive industries and an effective public transport system that is already heavily electrified.

Areas specific to the City Region that require focus to decarbonise include buildings, particularly housing stock and logistics and maritime.

In addition to energy, transport, buildings and industry, systematic Circular Economy approaches to resource production and consumption across all sectors will be needed. Some areas of particular focus will be manufacturing, food production systems, post-consumer waste and land use..

The Combined Authority Spatial Development Strategy will be instrumental in directing development to the most appropriate places and protecting the environment and health.

3.2 Significant progress has been made across the City Region over recent years to boost the availability of clean energy, transport and building technologies. The City Region is a cleantech investment hotspot with over £5bn committed since 2012. Our industries and academic centres have risen to the challenge to support this investment and ensure that sustainable supply chains, research and development and skills provision have been in place to ensure that this growth is inclusive across the City Region.

Since 2017 the City Region has seen:

Clean Energy

 The opening of the Burbo Bank Offshore Windfarm. There are now five farms generating close to 1GW of clean power from 271 turbines. This is one of the largest clusters in the world and features the first commercial deployment of the world’s largest wind turbines.

 The opening of the first commercial battery storage facility in the world linked to offshore wind capacity in Liverpool Bay.

 In June 2019 the first combined solar and battery storage system fitted to a UK education establishment will open at Wirral Met College

 The completion of Project Reech that retrofitted over 4,000 homes across the City Region to make them more energy efficient and reduce fuel poverty

 HyNet commenced in 2018 and will see the deployment of hydrogen into the City Region’s gas grid replacing methane to power industry and heat homes. The first residential trials are expected in late 2020. Page 17  The Western Link project is scheduled to open in July. It is one of the world’s longest undersea power cables linking the Clyde to the Mersey. It will enable large volumes of renewable power to be moved around the National Grid balancing demand with renewable supply.

 The University of Liverpool completed the biggest District Heat Network of any UK campus in 2018. The system delivers low carbon heat to buildings across the campus from two Combined Heat and Power (CHP) plants.

 The development of municipal energy projects including heat networks for Liverpool’s waterfront and Knowsley Industrial Park and solar farms in Halton.

Transport

 The new Combined Authority Transport Plan focuses on solutions to reduce emissions to improve air quality and carbon performance.

 The procurement of a new fleet of efficient, higher capacity trains to serve the Merseyrail electrified network, will be owned by the city region

 Confirmation of a £172 million award of Transforming Cities funding to support the development of low carbon, public transport, walking and cycling, linked to ambitious plans to boost levels of walking and cycling

 The completion of the City Lines electrification project converting rail lines radiating from Lime Street from diesel to electric trains powered by zero carbon electricity.

 The move to make 70% of the City Region’s bus fleet achieve lower emission levels. The fleet now includes diesel electric hybrids, Compressed Natural Gas and full electric buses

 The LCRHydrogenBus launched in March 2019. This project will deliver 25 hydrogen fuel cell buses for routes across the City Region and the first public hydrogen refuelling station in the North West. Hydrogen will be sourced from an existing production plant in St Helens

 Project Charge commenced in May and will create a demand assessment and technical and commercial response to prepare for the mass electrification of the City Region’s transport system.

Industry and Economy

 Over 140 City Region companies are now major contributors to the offshore wind supply chain. Many are now exporting their technology and expertise into expanding overseas markets.

 A new supply chain cluster is emerging to support the hydrogen economy with new companies supplying hydrogen hybrid commercial vehicles, buses and trains establishing new facilities in the City Region Page 18

Support and Funding

 The establishment of a Combined Authority Air Quality Task Force in March 2019 to support the local authorities in their collective actions to improve air quality

 The North West Energy Hub commenced operation in February. It is a dedicated team to plan and deliver local energy investments in technologies including solar, onshore wind and energy storage

 The Green Investment Fund launched in April is a £10m fund to support the deployment of clean technologies such as solar and storage and building efficiency

Research and Development

 The Low Carbon Eco Innovatory creates innovative low carbon goods, processes and services developed in collaboration between City Region companies and universities

 The Built Environment and Sustainable Technologies (BEST) Research Institute at LJMU is delivering low carbon building products and construction methods

 The Institute of Sustainable Coasts and Oceans is a partnership between Liverpool’s three universities and research centres specialising in coastal and marine research to deliver blue-green energy technology, coastal resilience to climate change and marine food security.

 The Stephenson Institute for Renewable Energy at the University of Liverpool is researching and developing technology for clean energy conversion and storage.

 The Liverpool City Region is working closely with the Royal Town Planning Institute on a project to seek to embed clamant resilience considerations in plans and policies

3.3 Future ambitions

Each aspect of sustainable development is being reviewed to ensure its suitability for the challenges and opportunities that are arising from effectively responding to climate change. Some responses can be brought in relatively quickly while others require a longer lead time to deliver at scale.

There is a requirement to create and maintain a dynamic evidence base that can inform and shape the City Region’s policy and investment responses going forward to ensure a consistent and effective set of responses.

In many areas of activity, business as usual will not be a viable, or desirable option.

Page 19 The City Region will require the development of a systematic and holistic approach to the circular economy across the City Region, so that business resource use is more efficient, the use of virgin raw materials, especially fossil fuel-based ones, is reduced, more products, components and materials are re-used, repaired, remanufactured and recycled locally and nothing goes to waste.

To put the circular economy concept at the heart of the City Region Industrial Strategy.

To illustrate the scale of change required and the timescales to fully deliver, the key elements to decarbonise the City Region’s energy system are outlined. Other climate impacting sectors have similar outputs and timescales.

Energy

 To deliver Europe’s largest tidal power project by 2030

 To triple the volume of energy generated by offshore wind in Liverpool Bay by 2032

 To replace all methane with Hydrogen from the City Region’s gas grid by 2035

 To deliver a network of at least eight zero carbon refuelling stations (hydrogen and electric charging) across the City Region by 2025

 To meet the City Region’s hydrogen demand from transport, industry and heat from clean hydrogen produced within the City Region from 2023

 To see municipal clean energy projects including solar, onshore wind and district heat projects across the City Region

 To see all new developments in the City Region make clean energy contributions

The Combined Authority needs to continue to lead on delivering viable, scalable and deliverable climate change solutions. Some of these solutions can be delivered over a short period of time, some require a much longer delivery period due to their scale or the need to include every household and business in a change or adaptation. A strong and dynamic evidence base is required alongside effective communications to allow all our citizens and business to engage with and understand what is required of them, how they can deliver their contributions and ensure opportunities from this revolution can be maximised to deliver a truly sustainable City Region economy and society.

4. RESOURCE IMPLICATIONS

4.1 Financial

The financial requirements to complete the required carbon assessments and climate change resilience requirements are to be determined.

Page 20 A dedicated project management resource requirement has been identified to ensure the effective delivery of the required workstreams, external stakeholder relations and supply chain engagement.

4.2 Human Resources Additional resource requirements to deliver individual elements will be identified.

4.3 Physical Assets The medium and long-term viability of major Physical Assets will need to be assessed for their resilience and adaptability arising from the implementation of the recommendations in this report.

4.4 Information Technology There are no Information Technology implications arising from the implementation of the recommendations in this report.

5. RISKS AND MITIGATION

5.1 There is presently no dedicated budget for a climate change and decarbonisation programme of works and resources. A costed options paper will be produced for the Combined Authority

5.2 There is potential for changes in national Government’s energy, environmental or industrial policies and strategies post Brexit that could have ramifications for a range of the City Region’s climate change projects and investments. The prevailing expectation is that existing standards and regulations will be ‘passported’ across and remain in force during the period.

6. EQUALITY AND DIVERSITY IMPLICATIONS

6.1 Members are reminded that under Public Sector Equality Duty, the Combined Authority has a duty to eliminate discrimination, advance equality of opportunity and foster good relations between people who share a protected characteristic and those who do not. Whilst the level of detail contained within this report does not lend itself to a full appraisal of the operational implications with respect to equality and diversity, it is possible that there could be resultant implications for people who share a protected characteristic, for example older disabled people. Therefore whilst there are no issues with the budget itself, any actions undertaken as part of the management of any schemes, the equalities consequences will be fully appraised and considered as part of the process, and any negative implications for any of the protected characteristics will be mitigated, where possible, subject to available resources.

7. COMMUNICATION ISSUES

7.1 None as a direct result of this report.

Page 21

8. CONCLUSION

8.1 The response to the causes and impacts of climate change has been underway at international, national and City Region level for some time. Significant progress has been made in recent years, but the required pace of change has risen significantly over recent months. There is greater clarity emerging all the time on key responses in energy, transport, industry, buildings, resource use and food production.

The Combined Authority needs to continue to lead on delivering viable, scalable and deliverable climate change solutions. Some of these solutions can be delivered over a short period of time, some require a much longer delivery period due to their scale or the need to include every household and business in a change or adaptation. A strong and dynamic evidence base is required alongside effective communications to allow all our citizens and business to engage with and understand what is required of them, how they can deliver their contributions and ensure opportunities from this revolution can be maximised to deliver a truly sustainable City Region economy and society.

COUNCILLOR ROB POLHILL Portfolio Holder: Low Carbon and Renewable Energy

KIRSTY PEARCE Director of Policy and Strategic Commissioning

Contact Officer – Mark Knowles, Lead Officer: Energy and Low Carbon Economy

Appendix: None

Background Documents: None

Page 22 Agenda Item 6

LIVERPOOL CITY REGION COMBINED AUTHORITY

To: The Metro Mayor and Members of the Combined Authority

Meeting: 28 June 2019

Authority/Authorities Affected: All

EXEMPT/CONFIDENTIAL ITEM: No

Non-Key Decision

REPORT OF THE DIRECTOR OF POLICY AND STRATEGIC COMMISSIONING

DELIVERING THE LCR DEMENTIA FRIENDLY PLEDGE - PROGRESS REPORT 2018/19

1. PURPOSE OF REPORT

1.1. This report and appendices provide an update on the work being done in each of the constituent authorities and at a city-region level to action the Dementia Friendly Pledge that the Metro Mayor and Combined Authority members signed up to at the LCR Health and Wellbeing Summit on 6 February 2018.

The report and the annual progress reports provided as appendices from each LCR local authority are intended to support accountability, governance and visibility at the Combined Authority level for the work being done to take this agenda forward.

2. RECOMMENDATIONS

2.1. It is recommended that the Liverpool City Region Combined Authority:

(a) Note the contents of the report and appendices;

(b) Request that officers provide a further report on the same basis at a similar point this time next year

3. BACKGROUND

3.1 The Dementia Friendly City Region Pledge commits each LCR Local Authority to:

1. Commit to having lead Dementia Champions identified within their organisations.

2. Form and be enthusiastic members of Local Dementia Action Alliances (LDAA) to help transform the lives of people with dementia and those that care

Page 23 for them; and bring about a society-wide response to dementia through member action.

3. Work collaboratively with service user forums and advocacy groups to take action on issues identified as a priority by service user reference forums for dementia and engaging with service user advocacy groups as part of this process.

4. Engage with voluntary, community and faith organisations and the business community to mobilise the social capital within the local economy, to connect communities and ensure communities are working together towards the same aims.

5. Promote dementia awareness and understanding to address the stigma of dementia through LCR wide awareness campaigns and local community events and information sessions.

6. Provide Timely information and advice to ensure that people across LCR living with dementia and their carer’s are provided with appropriate information, at the right time, and have access to ongoing support to navigate the ‘dementia journey’.

7. Embed a collective commitment to train and develop a Skilled Workforce across LCR Councils and partner organisations to support people living with dementia and their carer’s.

8. Share best practice, knowledge and understanding of current themes affecting dementia services across LCR to Drive continuous improvement in local services and facilities.

9. Work with partners to ensure people living with dementia and their carers have Access to early assessment and diagnosis so that treatment and support can be initiated as soon as possible, to enable people living with dementia to maintain a good quality of life.

10. Listen; where individuals and their carers have told us that our systems don’t work, we will work with our partners to provide Local Integrated Services that offer seamless, wrap around support, built around people not organisations.

3.2 Each constituent authority is represented by the relevant lead officer at the LCR Age/Dementia Friendly Working Group, which receives regular reports against the pledges. Consolidating these and reporting them to the Combined Authority on an annual basis will provide assurance to members and the Metro Mayor as to the progress being made.

3.3 Certain actions, such as scaling up the Wirral Retail Initiative to cover the entire LCR footprint, are also co-ordinated at the Working Group and it is appropriate for these to be reported to the Combined Authority.

3.4 In addition it should be noted that Knowsley has incorporated the pledge into their refreshed Dementia Strategy - see page 15:

Page 24 https://www.knowsley.gov.uk/knowsleycouncil/media/Documents/Dementia- Strategy-2018-2020_1.pdf

Liverpool City Council is commissioning Dementia Action Liverpool to undertake the refresh of their Dementia Strategy, taking into account the pledge.

3.5 In addition to actions by Local Authorities and the joint retail initiative referred to above, the Combined Authority’s support to achieve an Age/Dementia Friendly city region includes:

 Hidden disabilities training provided to frontline Merseytravel staff, with the inputs designed to be replicable across the local transport network  Through the Bus Alliance Merseytravel has worked to develop a driver training module which covers hidden disabilities. All bus drivers will go through this module – over 1000 have already attended the course. It is believed we are the only area to be doing this with any kind of consistency and our approach around driver training is unique and award winning  Age/Dementia one of the considerations in Merseyrail’s ticket desk/M to Go redesign  Applicants for disabled concessionary passes can provide an ICE (In Case of Emergency) contact with Merseytravel which can be shared with the police if a person is lost, distressed or confused  The Metro Mayor’s office undertook Dementia awareness training in August 2018

3.6 Further, the following considerations, which support creating an Age/Dementia Friendly city region, have been applied to the new rolling stock project: clear livery colour scheme, including external yellow doors to ensure access points stand out; level access, reducing the maximum gap between platform and carriage floor to 35mm, which will be provided by an intelligent sliding step; colour lit portals showing when it is safe to board – green for safe, then flashing red with audible warning when doors are about to close; wider aisle, larger vestibule area by doors and more grab handles to make navigation easier for those with impaired mobility; new internal and external digital passenger information displays showing journey; current location and other relevant passenger journey information; more audible PA system, including exterior speakers for platform-side messages; driver-controlled glazed partition to drivers cab, providing similar comfort/reassurance to buses; CCTV throughout with intermittent live displays, similar to modern buses. These measures exceed those required by relevant Disability Regulations,

RESOURCE IMPLICATIONS

4.1 Actions to deliver against the LCR Dementia Friendly Pledge will be overwhelmingly contained within individual constituent authority budgets.

4.2 The LCR Age/Dementia Friendly Working Group is serviced by the LCR Project Manager who is a member of the LCR Integrated Commissioning Team.

Page 25

4. RISKS AND MITIGATION

4.1. The Metro Mayor and Combined Authority members have committed to the LCR Dementia-Friendly Pledge. It is therefore important that the commitments within the pledge are not only delivered but also seen to be delivered. Reporting progress to the Combined Authority provides an appropriate platform to achieve this.

5. EQUALITY AND DIVERSITY IMPLICATIONS

5.1. There are estimated to be 18,200 people living with Dementia in the Liverpool City Region. Seven out of ten of these people are highly likely to have a co-morbidity, that is, another serious health condition or disability.

5.2. The LCR Dementia-Friendly Pledge promotes Equality and Diversity by working to overcome discrimination experienced by people with Dementia and seeking to improve their quality of life and that of their families who are often responsible for providing much of their care.

6. COMMUNICATION ISSUES

6.1. Relevant stakeholders, such as LDAA members and the Alzheimer’s Society, are involved in the work of the LCR Age/Dementia Friendly Working Group.

7. CONCLUSION

7.1. This report and attached appendices evidence that the Dementia Friendly Pledge has been enthusiastically embraced by the constituent authorities. It serves to demonstrate the effective leadership that the Metro Mayor and Combined Authority have provided to improve the plight of a significantly sized group of people in the city region in relation to an issue that has a dramatic impact on their lives.

KIRSTY PEARCE Director of Policy and Strategic Commissioning

Contact Officer(s): Olly Martins – Lead Officer for Fairness and Social Inclusion (07880 480 109) Peter Seddon - LCR Project Manager, LCR Integrated Commissioning Team (0151 443 5422) Joanna Sawyer – LCRCA Communication Manager (Office: 0151 330 1129 Mobile: 07540 677 170)

Appendix: LCR Dementia Friendly Pledge

Page 26 LCR Dementia Friendly City Pledge - Halton

Pledge Baseline November 2018 Q4 2018/19 Jan - March Q 1 2019/20 April - June 1. Dementia Elected Member Mental Health Champion, HBC Libra ry services have a Leisure Centres Manager Champions Register of Halton Dementia Friends Champions number of Champions who are undertaking Dementia within Promoted dementia champs/dementia friends awareness within GP practices delivering Awareness Session Champions Training to organisations Promoted dementia champs/friends in Leisure and Community Centres within HBC and to other Halton then deliver sessions Dementia Friends session for new DAA member organisation to 15-20 Museum services, groups and within the Leisure Centre Trustees and Volunteers organisations. Recent sessions Staff teams. have included elected members and GP surgeries. Promoted access to local Dementia Champions induction days via the HDAA network/webpage 2. Form a HBC HDAA since 2014. Dementia As at June 2018 the HDAA had 39 member organisations, representing health, Page 27 Page Action social care, faith, vol/com, retail, business, legal, leisure and culture sectors. Alliance DAA network has 96 contacts on the email distribution list who receive information

3. Work with DAA events identified priorities for the local dementia delivery plan, Dementia Admiral Nurses, Alzheimer’s Admiral Nurses, service user Carer Respite Survey Society and Halton Carers Centre Alzheimer’s Society and forums and HBC worked with Halton Carers’ Centre and other stakeholders to survey the attend the Dementia & Mental Halton Carers Centre advocacy thoughts of carers on types, availability and capacity perceptions of respite Health Delivery Group and attend the Dementia & groups to take provision, with a view to shape future service development. represent people livi ng with Mental Health Delivery action on DAA Event: Family Dementia Awareness Day dementia, and their families, at a Group and represent issues HDAA attendance and promotion at the event which brought together a range strategic and operational level people living with identified by of care and support organisations across health, social care, voluntary and dementia, and their them community sector organisations to provide information to families of people families, at a strategic living with dementia. and operational level

DAA Event : Supporting food and nutrition DAA event for professionals, carers and people living with dementia about how best to support meal times, food and nutrition for people living with dementia including assistive technologies, aid and adaptations and info about the progression of dementia on the ability to eat independently DAA Event: Supporting the most complex cases Pledge Baseline November 2018 Q4 2018/19 Jan - March Q 1 2019/20 April - June Event to provide information to professionals, carers and people living with dementia about services and support available locally including Admiral Nurse Service, Occupational Therapy etc. Therapeutic Activities Work stream of the Care Home development group to improve therapeutic activities with care homes, to better align to people’s needs and preferences. Put out a call for dementia advocates in care homes to Mandy Gough ( Oct 2018) to see if the role of the dementia care advisor can support – if they are supporting families of people who are residing in care homes. Therapeutic Activities Work stream of the Care Home development group to improve therapeutic activities with care homes, to better align to people’s needs and preferences. Put out a call for dementia advocates in care homes to Mandy Gough ( Oct 2018) to see if the role of the dementia care advisor can support – if they are supporting families of people who are residing in care homes)

Page 28 Page 4. Engage with Faith Sector Summit Dementia cafes Fielded a number Age UK dementia Activity vol, comm, Worked with 5 Boroughs Partnership and faith sector colleagues to put on a of calls from community/faith Group - established an faith and dementia and faith summit to raise awareness and identify how the faith groups to Alzheimer's Society re activity group with a business community can support people living with dementia developing community dementia timetable of activities and Communities Worked with Transport Providers to understand the Public Transport Dementia friendly cafes experiences during Pledge and what actions they can take Spring/Summer 2019 Herbert Protocol Coordinated sessions for dementia carers to meet with Cheshire Police to discuss how the Herbert Protocol works and encourage sign up. Working with Dementia Cafes and Halton Carers’ Centre Working with the Stadium to become more dementia friendly leisure venue – focus group re décor choices and staff dementia awareness and communication skills training – signposted to Alzheimer’s Society for bespoke training courses. Provided resources on dementia friendly environment/décor.

5. Promote NHS Tier 1 Dementia Awareness and Dementia Friends Training Liaised with Dementia Friends totals at at Grove House GP Doing Dementia Dementia Specialist Nurse to deliver NHS T1 and Dementia Friends awareness May 2018 = 1401, Digital Friends series of information awareness session to GP practices at a collaborative learning event, in response to demand = 865, Dementia Champions = 12 events and Dementia from GP practices for the DF awareness session. The collaborative learning event Dementia Awareness Social Friends sessions during will also include a workshop in dementia friendly GP practices using the DAA GP Media Campaign during Dec/Jan Dementia Awareness DF support resources. 2018/19 using HBC social media Week May 2019 ( Sharon Dementia Friendly Leisure and Community Centres and web channels Dementia Williams) Pledge Baseline November 2018 Q4 2018/19 Jan - March Q 1 2019/20 April - June Working with HBC leisure and Community Centres to advise on how they can Friends Session for Elected Dementia Friendly become dementia friendly inc environmental audits, Dementia Friends sessions Members. 13 Councillors Community Centres 10 for staff and public, signage, dementia friendly sessions (i.e. swimming), attended DFA session Feb 2019 Community Centre staff providing information to staff and including dementia key messages in Updated DAA webpage weekly undertaken Dementia inductions – provided with range of resources. with res ources, news etc. and Awareness Session as first Round our Way’ reminiscence Event and Dementia Friends Sessions ( Public sent email round to network to steps towards becoming and HBC Staff) promote website weekly deme ntia friendly HBC Activities undertaken by HDAA member organisations to promote Dementia Leisure Centres Action week, Dementia Friendly Halton Direct Link - All HDL staff have established a champion undertaken Dementia Friends Awareness Session, and del ivered DFA Dementia Awareness in Schools - Halton Library Service offer Dementia sessions to leisure centre Awareness sessions to Schools and have/are due to deliver to St John Fisher, staff teams Murdishaw West and Ashley (Nicola Lamb) (Oct 2018), Meeting with GP Practice Managers ( Oct 2018) to promote Join Dementia Research awareness and the use of the promotional slides in waiting rooms. Provided environmental checklists and resources. Page 29 Page Attended Nov HPPB to give a session on dementia awareness, impact of dementia and role of Alzheimer’s Society

6. Provide timely Advice is provided by a commissioned Dementia Care Advisor Service and advice Admiral Nurse Service. Supporting confident social work practice with people living with dementia Circulated resources from RiPfA on best practice, guidance and tools for delivering social care to people living with dementia to HBC Social work team managers and divisional managers. Social Media Campaign during national Dementia Awareness Week 7. Train and Dementia Friendly Halton Direct Link Dementia Awareness in Care Dementia Awareness in develop a All HDL staff have undertaken Dementia Friends Awareness Session, Incorporate Homes pilot continues with Mill Care Homes - meeting skilled Dementia Friends Awareness sessions in the bus operator disability awareness Brow staff. Self-reported increase with LLAMS to look at workforce training project in knowledge and confidence and evaluation framework Support Halton Disability Partnership and the Transport Operators Group to positive feedback on method of and next steps include dementia awareness training in the local bus operators disability delivery. On site mentoring awareness training project. sessions to take place in Q1 NHS Strategic Clinical Network for Dementia - Care Home Education project, 2019/20 Working with Leisure Centre and Community Centre staff to develop dementia awareness and skills. Circulated HBc E Learning Dementia Awareness course to Leisure Pledge Baseline November 2018 Q4 2018/19 Jan - March Q 1 2019/20 April - June Centre/Community Centre managers asking them to keep a record of staff who have undertaken it ( July 2018), Dementia Do… GP practice session, Age Well training for front line staff across any sector that operates in Halton

8. Share Supporting confident social work practice with people living with dementia Updated Halton DAA webpage HDAA Co-ordinator knowledge Circulated resources from RiPfA on best practice, guidance and tools for weekly with resources, news, attends the NHS NW and delivering social care to people living with dementia to HBC Social work team activities and local dementia Coast Strategic Clinical understanding managers and divisional managers. events HDAA Network meeting to and best NHS North West Coast ‘Together in Dementia’ Event Coordinator attends the NHS NW share best professional practice Actively promoted the event to HDAA member organisations and network, Coast Strategic Clinical Network health and social care around National ‘Clarity of offer for people with dementia’ meeting to share best practice and look at data current HBC and HDAA contribution to the ADASS consultation on the wording of the professional health and social etc. from the region themes national document to be published on GOV.uk and other stakeholder websites. care practice and look at data etc. about 'the state of affecting Know Your Rights’ Video from the region about 'the state dementia care' to inform Page 30 Page people living Promoted involvement, via HDAA, from people living with dementia, carers and of dementia care' to inform practice within each of with volunteers, to participate in the Alzheimer’s produced video that will presented practice within each of our our geographical areas dementia at the national Alzheimer’s Society Annual geographical areas Herbert Protocol Coordinated sessions for dementia carers to meet with Cheshire Police to discuss how the Herbert Protocol works and encourage sign up. Working with Dementia Cafes and Halton Carers’ Centre Chiropractic Seminar on Dementia and Aging Halton DAA supporting a local Chiropractic Practice (HDAA Member) to put on a learning event as part of the Royal College of Chiropractor CPD programme. Financial Abuse Tool Kit Raising awareness of financial abuse amongst vulnerable groups, including people living with dementia. Circulated the recently published Halton Safeguarding Adults Board 'Financial Abuse Tool Kit' to all DAA members.

9. Early Age Well Programme assessment Delivery of the Age Well (community memory screening) programme. Training and diagnosis made available to the sectors on dementia awareness, how to use the screening tool (6CIT) and local pathways for referral/signposting. Training now picked up and delivered by Halton Public Health team Halton Dementia Diagnosis/ Post Diagnosis Pathway Working with the sectors to review and redevise the post diagnosis pathway to Pledge Baseline November 2018 Q4 2018/19 Jan - March Q 1 2019/20 April - June improve service user/carer experience after a dementia diagnosis. The review identified and addressed gaps in provision identified through consultation with people living with dementia/carers via the DAA, service providers and other professionals 10. Local Halton Dementia Post Diagnosis Pathway Signature Care Housing Extra Commissioning of integrated Working with the sectors to review and redevise the post diagnosis pathway to Care and Dementia Hub - working community pathway - service improve service user/carer experience after a dementia diagnosis. The review with providers and housing working with the Halton identified and addressed gaps in provision identified through consultation with organisation to develop a local Operating Commissioning people living with dementia/carers via the DAA, service providers and other dementia hub Committee to determine professionals. Halton DAA support of the commissioning of the Halton Community Pathway level of investment and Halton Admiral Nurse Service extension of contract until Sept community offer post Feedback from DAA events and consultation with DAA member orgs has helped 2019. Work undertaken with Sept 2019, working with shape the recently commissioned Admiral Nurse Service in Halton. The providers and LLAMS to increase key stakeholder commissioning of this service further enhanced Halton's offer and range of referrals, introduce an 'opt out' organisations. support available to people and families living with dementia. The Admiral Nurse approach to referrals and service Service has actively supported the Halton DAA by attending the quarterly DAA development to ensure that Page 31 Page events to promote the service to people living with dementia, carers and people's needs continue to be professionals and contributes to the delivery of the post diagnosis community met during the extension period, pathway by working cohesively with key pathway partners. NHS Strategic Clinical in line with local demand Network for Dementia - Care Home Education project Supporting participating in the North West Coast Strategic Clinical Network project looking at improving quality of dementia care in local care homes. Developing and testing a model of care home education in conjunction with the Care Home Liaison Team // NHS Halton CCG Review of post diagnosis pathway and admiral nurse service to ensure changing local needs are met ( Nov 2018)

LCR Dementia Friendly City Pledge - Knowsley

LCR Dementia Friendly City Pledge Knowsley response

1. Commit to having lead Dementia Champions identified within their organisations. Confirmed – Adam Duerden, commissioning Manager (mental health) 2. Form and be enthusiastic members of Local Dementia Action Alliances (LDAA) to help Strategy development group established and transform the lives of people with dementia and those that care for them; and bring committed to delivering strategy via own action plans about a society-wide response to dementia through member action. 3. Work collaboratively with service user forums and advocacy groups to take action on Have developed strategy with Knowsley Engagement issues identified as a priority by service user reference forums for dementia and engaging Forum who will also act as Advisory Board to Strategy with service user advocacy groups as part of this process. Development Group to help deliver the strategy, also included in the strategy priorities 4. Engage with voluntary, community and faith organisations and the business Chamber of Commerce, KCVS engaged, community to mobilise the social capital within the local economy, to connect Page 32 Page communities and ensure communities are working together towards the same aims. 5. Promote dementia awareness and understanding to address the stigma of dementia Included as priority within the strategy through LCR wide awareness campaigns and local community events and information sessions. 6. Provide Timely information and advice to ensure that people across LCR living with Included as key action within the strategy dementia and their carer’s are provided with appropriate information, at the right time, and have access to ongoing support to navigate the ‘dementia journey’. 7. Embed a collective commitment to train and develop a Skilled Workforce across LCR Included as a key action within the strategy Councils and partner organisations to support people living with dementia and their carer’s. 8. Share best practice, knowledge and understanding of current themes affecting dementia Included as a key action within the strategy services across LCR to Drive continuous improvement in local services and facilities. 9. Work with partners to ensure people living with dementia and their carers have Access Included as a priority within the strategy to early assessment and diagnosis so that treatment and support can be initiated as soon as possible, to enable people living with dementia to maintain a good quality of life. 10. Listen; where individuals and their carers have told us that our systems don’t work, we Knowsley LLAMS Service co-locates a number of will work with our partners to provide Local Integrated Services that offer seamless, services, with a commitment in the strategy priorities wrap around support, built around people not organisations.

LCR Dementia Friendly City Pledge - Liverpool

Pledge Baseline Info Examples ( not exhaustive) or actions taken in Liverpool 1 Dementia LCC has two Mayoral leads for older people; Dementia Friends Awareness Sessions- LCC and LCCG has committed to Champions within North and South. deliver these sessions to staff, including sessions during Dementia organisations Awareness Week. LCC are in the process of recruiting a senior LCC also promotes the Dementia Friends online sessions for people that officer who will have responsibility for prefer an alternative method of delivery. implementing and delivering on the dementia LCC works with and supports delivery by Age Concern Liverpool and forward plan. They will be a Champion for LCC, Sefton, who have created a communications officer whose role is to championing dementia services, promoting identify older people with dementia and promote services to them. Liverpool as a dementia friendly community and developing appropriate policies. 2 Form a Dementia LCC has renewed its commitment to the DAA. LCC and LCCG supports the alliance through regular attendance at Action Alliance meetings as well as providing free meeting space to the DAA. LCC is a member of the Dementia Strategy Group. 3 Work with service LCC works with the Service User Reference Forum LCC has joined the steering group of the HOP network. Page 33 Page user forums and (SURF) and other groups such as Age Concern LCC and LCCG commissioned the LDAA to refresh the dementia strategy advocacy groups Liverpool and Sefton and the Happy Older 2019-24. Significant consultation was undertaken as part of this, with to take action on People’s Network (HOP). views feeding into the Forward Plan and implementation of it. LDAA issues identified forms a key part of the governance to ensure its delivery. by them LCC attends DAA meetings and events in order to LCC have recently carried out the Carer’s Satisfaction Survey. take action on the issues identified Multiple engagement sessions have held regarding carer’s services with a view to designing future services, to specifically ensure the needs of people living with dementia and their carers are captured. 4 Engage with vol, LCC supports, works with and contributes to ensuring the delivery of the comm, faith and dementia support service by Chinese Wellbeing. business LCC supports, works with, and contributes to ensuring the delivery of Communities Dementia specific day care opportunities, e.g., Age Concern. LCC has established a pilot project within domiciliary care that seeks to improve the wellbeing of older people through increased consistency of care and social interaction. LCC are working to support the LDAA led Autumn 2019 faith conference to raise awareness about dementia and how the faith community can support people living with dementia. LCC support and contribute to the HOP Network which helps fund social activities and groups for older people, aimed at improving social inclusion and wellbeing, as well as promotion and coordination of such events. 5 Promote LCC promotes awareness through taking part in LCC and LCCG are holding Dementia Friends sessions for staff during Dementia Dementia Awareness Week events Dementia Awareness Week. awareness A rolling program is in development for the delivery of Dementia Friends sessions for LCC staff and a planning a programme of councillor-led Dementia Friends sessions in every ward. LCC have begun rolling out an initiative which offers all Liverpool schools a session delivered by a Dementia Friends Champion. This provides understanding of dementia and improves inter-generational engagement. LCC is engaging with Lifestyles Gyms to support how they can become dementia friendly. LCC is reviewing the experiences of people who engage with a variety of council services and will respond to the findings. 6 Provide timely LCC supporting confident and up-to-date practice for people living with advice dementia by Social Workers and Social Care Assessors by providing all Social Workers/SCAs an individual subscription to COMMUNITY CARE INFORM, thereby circulating resources including best practice on a wide Page 34 Page range of issues. LCCG will support General Practice to improve diagnostic rates and review the diagnostic process to identify any issues that may be impacting on the falling rate. 7 Train and develop LCC is introducing dementia awareness training The social care workforce development group is addressing workforce a skilled for staff issues across the social care sector. workforce The Workforce sub-group of the Care Home Design and Delivery Group are specifically working to reset minimum training expectations with a view that LCC and LCCG will be able to contract these as requirement in the future.

8 Share knowledge LCC works with Age Concern Liverpool and Sefton LCC and LCCG supports the alliance through regular attendance at and so that local councillors are briefed on what meetings, taking the views obtained back to respective organisations to understanding constitutes quality dementia care. reflect and learn from, informing responses. and best practice The commission of LDAA to refresh the Dementia Strategy 2018-24 by LCC around current and LCCG, has taken into account the extensive consultation and views of themes affecting people living with dementia and their carers. people living with LCC supporting confident and up-to-date practice for people living with dementia dementia by Social Workers and Social Care Assessors by providing all Social Workers/SCAs an individual subscription to COMMUNITY CARE INFORM, thereby circulating resources including best practice on a wide range of issues. 9 Early assessment GP awareness raising through CCG contact with LCCG will support General Practice to improve diagnostic rates and review and diagnosis individual practices and through CCG member the diagnostic process to identify any issues that may be impacting on the forum falling rate.

10 Local integrated LCC and LCCG have jointly commissioned a joint Dementia Strategy service Refresh. This is an integrated plan that can is supported through working together. Integrated delivery of the Dementia Plan will be overseen by integrated governance, including the LDAA. LCC and LCCG are working with strategic partners Shaw, in the development of the Dementia Hubs. The Strategic Dementia Clinical Network continues, with a strong commitment from all parties.

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LCR Dementia Friendly City Pledge – Sefton

Examples (not exhaustive) or actions taken in relevant Pledge Baseline Info Local Authority Area 1 Dementia  Currently have 12670 Dementia Friends recorded across  Sefton Carers Centre offer Dementia Friend training Champions Sefton. sessions. within  Organisations with Dementia Champions cover all sectors in  All Sefton Library staff have attended Dementia Friends organisations Sefton. Awareness sessions and proudly wear their Dementia  42 x Dementia Champions across organisations. Friends badges.  Figures are reported on every month and have consistently  Sefton Library Champions regularly offer Friends show a monthly increase over the last 2 years. sessions to the public.  Sefton Carers Centre has 2 x Dementia Champions in the  Sefton CVS have four Champions offering sessions to organisation. voluntary community and faith organisations and the  Sefton Libraries have 3x Dementia Champions. public.  Sefton Council is currently reviewing its number of Dementia Champions, with a view to recruiting more. Page 36 Page 2 Form a  We have achieved “Dementia Friendly” status in Sefton Dementia Action  Sefton has a vibrant DAA with 50 plus businesses and Alliance (DAA) community organisations as members.  DAA meets 4 times a year and has set dates for the coming year  DAA feeds into the Sefton Dementia Strategy Group and other groups within Sefton. An event is planned for autumn 2019 to raise the profile of our work and encourage new members. 3 Work with  DAA reports to the Sefton Partnership for Older Citizens.  Close ties with Age Friendly Sefton and the work of the service user  Sefton Older Persons’ Forums meet every month and Older Persons’ Forums forums and regularly discuss issues relating to Dementia. They raise  Also tied into the Liverpool City Region Older Persons’ advocacy groups issues of concern through the Partnership as above and also Forum which is co-ordinated by Sefton Advocacy to take action on highlight areas of good practice  Carers Voice meets every quarter to discuss and tackle issues identified  Sefton Carers Centre runs a Carers Voice project which has local issues. by them representation from carers who support people living with  Sefton Partnership For Older Citizens champion age Dementia to discuss local issues. friendly and dementia friendly activities  Sefton Carers are a member of health and social care forum and Sefton Dementia strategy group.  Libraries are active members of the Dementia Action Alliance, Sefton in Mind, Dementia Service Providers groups and the Dementia Sub-Group 4 Engage with  The Plaza cinema in Sefton offers Dementia friendly voluntary,  DAA meetings are cross sector. screenings each month, these are a great success and community,  DAA also reports to the Community and Voluntary Sector have led to the cinema being nominated for a Dementia faith and Health and Social Care Forum. friendly award in 2018. business  The Dementia Friendly agenda is being carried out in many  Work is ongoing with the faith sector and specific communities organisations in Sefton information is available via the Alzheimer’s Society  A wide variety of community initiatives are ongoing in Sefton ‘Guidance for faith organisations’.  Libraries engage via the Action Alliance and library based  Local churches holding Dementia Friendly Services this ‘Information Days’ for the general public. Easter across our Borough  Dementia is included in the ‘Sefton In Mind’ campaigns in  Sefton Libraries host information days where 3rd third both 2017 and 2018 – its aimed to improve the health and sector organisations come together to showcase their mental wellbeing of local residents, as well as people living services for people living with Dementia and their with Dementia and their friends and family – so far it has families/carers

Page 37 Page engaged over 350k people.  The Sefton Dementia Strategy is being reviewed and refreshed in 2019 and will include engagement with the DAA, associated stakeholders, people living with Dementia, their family and friends, and with voluntary, community, faith and business communities. 5 Promote  Dementia information provided at all community sector  Alzheimer’s Society provides an E-News service in Dementia information fares including Community Forums. DAA Sefton with a large subscriber list Awareness promotes awareness through its partner organisations.  Dementia Hub events co-ordinated by North-West  Leaflets available in GP surgeries and pharmacies across the Ambulance Service (NWAS). Borough  Sefton Carers Centre promote Dementia friend courses  Sefton Carers Centre have offered Dementia Friend sessions and Crisp Alzheimer’s courses to carers. to both staff and carers and signpost carers to local services.  Carer support team will signpost carers to any local  Sefton Libraries offer Dementia Friends sessions for staff and available groups such as memory cafes that they can the public. attend with the person they support.  Sefton Libraries provide key information to staff and  Sefton Libraries offer -Books on Prescription - including Dementia messages in our staff induction Dementia List; A collection of books recommended by programme. Health professionals to support those living with  Sefton Council run a rolling programme of Dementia Dementia and their carers awareness training for all staff across Sefton also accessible  Sefton Lost Voices – Sefton's lost voices is a project by the VCF sector. that gives people in the early stages of memory loss the chance to record their oral histories.  Dementia Awareness is an important part of the health  Memory Boxes – Libraries have a collections of promotion within Sefton. memory boxes which are freely available for carers home, or individuals to borrow.  Tea & Tunes sessions - Fun sessions for anyone feeling lonely, isolated or living with Dementia. Come along have a singalong, enjoy a cuppa and have a chat.  Reminiscence Sessions – all libraries offer these sessions, very often using our Memory boxes  Sefton CVS - support groups to host awareness sessions and support initiates to tackle loneliness and isolation 6 Provide timely  Commissioned service from Alzheimer’s Society accessible by  GP drop ins and also Memory Cafes advice telephone or face to face  Fact Sheets widely available from Alzheimer’s Society  Other advice provided by Sefton Carers Centre, Sefton  MerseyCare offer post-diagnostic groups Advocacy, Age Concern and other community and voluntary  Sefton Carers Centre offer support to Carers for people sector groups living with Dementia

Page 38 Page  Mersey Care LifeRooms are available in two locations in the  Signpost/refer to available services as required. Borough – Southport and Bootle  Alzheimer’s Societies Monthly Newsletter and Memory  Sefton Healthy Pharmacies are in the process of joining the Café dates DAA and can provide good first point of contact advice  Alongside partners such as the Alzheimer’s Society,  The Carer Support Team within Sefton carers centre offer libraries run awareness days and signposting sessions advice and information to carers who are supporting anyone to help people with Dementia and their carers find the living with Dementia and will signpost and refer to available information and assistance they require. services as applicable.  The DAA actively support Dementia Awareness week  Libraries provide information and sign posting for the public, and have developed many activities which people with Dementia and their carers can attend.  We have an E-news service in Sefton with over 1000 people signed up. Information is disseminated weekly.  In addition, 13 local factsheets for people affected by Dementia have been formulated including meal home delivery services, lunch clubs, day support services, home visiting opticians, welfare benefits support, holiday providers, equipment suppliers, domiciliary foot care providers, respite care providers. 7 Train and  Sefton MBC run a rolling programme of Dementia awareness  Alzheimer’s Society offer a bespoke Carers Information develop a skilled training for all staff across Sefton also accessible by the VCF Course. They have delivered this to HMRC workforce in workforce sector. Sefton  Dementia Friends sessions are available throughout the  The procurement process for Sefton Contractors now Borough includes Dementia Friends Training as a requirement.  Alzheimer’s Society offer bespoke courses for Carers This action arose from a suggestion from the DAA  2 members of Sefton Carers Centre staff have taken part in  4-week course can be offered to carers to support them Dementia Awareness Training with Blackpool Carers Centre in their role. to be able to offer a 4-week course to carers to help them to  Dementia Friend training is one of the core staff support people living with Dementia. training requirements.  All Library staff have attended Dementia Friends Awareness  Dementia training is also being developed to support sessions young carers in their role.  Dementia Friend training is one of the core staff training  Dementia Friends sessions and awareness talks requirements and is included as part of staff induction. delivered at large local employers such as Smedley HM  Sefton Council is currently refreshing and enhancing its Passport office in Southport. Also at Nationwide in existing Dementia Awareness training offer. Southport, Skipton Building Society, Halifax Building Society and Sefton dentists, Customer Access Team in Sefton, One Stop Shop in Bootle & Southport and the Champion newspaper.

Page 39 Page 8 Share  Regular forums such as Health and Social Care, Dementia  One Vision Housing and Riverside Housing are knowledge and Providers Forum, DAA and Dementia Strategy Group provide refurbishing their Independent Living facilities to understanding opportunities to share good practice. Dementia Friendly Standards. This work is being shared and best  E-news also shares good practice, innovative ideas and in meetings and at conferences in Sefton practice around problem-solving solutions amongst subscribers.  New Dementia Strategy Group at Southport Hospital is current themes  DAA also share the Alzheimer’s Society DAA newsletter sharing ideas to improve practice and showcase good affecting people amongst members and the Dementia Champions newsletter work with patients with Dementia. living with  Sefton carers centre receive regular updates from  Sefton Alzheimer’s Society information sheets Dementia Alzheimer’s society and share these updates with carers on a circulated to the carer support team and then on to range of everyday topics such as managing varying carers to promote best practice and inform on current behaviours and providing ideas for activities to do around the themes. home to keep people engaged and involved in day to day tasks.  Information is shared via DAA, Sefton in Mind and the Dementia Sub-Group 9 Early assessment  Diagnosis rates are closely monitored by the CCG and drops  MerseyCare provide access to diagnosis and and diagnosis in diagnosis rates are noted and acted upon. This is reported assessment through two Memory Clinic facilities in the on at The Health and Wellbeing Board. Borough. Sefton GPs also provide timely referrals and diagnosis.  Post diagnosis, the Alzheimer’s Society provides monthly clinics at 13 GP surgeries in Sefton, work is underway to offer this service to all GP practices as required  In addition, the memory services North & South make referrals to the Alzheimer’s Society for Dementia support.  Pre-diagnosis The Alzheimer’s Society always ask people to contact their GP if they are worried about their memory. 10 Local integrated  We have integrated commissioning in Sefton and a good service track record of integrated service delivery for the benefit of our service users.  As part of the VCF networks we would refer as required to other organisations, i.e. Sefton Advocacy, Age Concern, Alzheimer’s Society etc.  Sefton Carers Centre has robust safeguarding policies and procedures and attends the Merseyside Safeguarding Adults Page 40 Page Board.

LCR Dementia Friendly City Pledge – Wirral

Pledge Baseline 2019 Info Examples ( not exhaustive) or actions taken in relevant Local Authority Area 1 Dementia Champions within organisations 2 Form a Dementia Wirral DAA was re-established in September 2018. Wirral DAA submitted an application for ‘working to Action Alliance become a dementia friendly’ borough accreditation The core membership is made up of 7 organisations including which was accepted in 2018. Wirral Health & Care Commissioning (WHCC), Wirral Borough Council, Wirral Community Health & Care, Dementia Together Wirral, Wirral DEEO, Wirral WIRED, Age UK Wirral & support from Alzheimer’s Society. We are looking to expand membership over the coming months to include more health, care and community organisations. WDAA has an action plan for the next 12 months outlining are Page 41 Page KPIs. 3 Work with service Core membership of Wirral DAA includes Dementia Together user forums and Wirral (a charity that supports people in the community with advocacy groups to Dementia), Wirral DEEP, Age UK Wirral and Alzheimer’s Society. take action on Issues and insights from these member groups are feedback to issues identified by the WDAA to help refine our action plan. them 4 Engage with vol, Focus of the DAA over the next couple of months is to expand Wirral dementia engagement comm, faith and membership to include more health, care voluntary, community Wirral Health & Care Commissioning (WHCC) led on an business and business organisations. engagement exercise from Nov 2018-Jan 2019. The Communities engagement was a mixed method approach, with an online survey and also a number of face to face sessions with carers and people living with dementia. The findings of the report will be utilised to inform Wirral’s Dementia Strategy refresh for 2019+ and key actions will be identified for Wirral’s Dementia Strategy Board and Wirral DAA.

Wirral Dementia Services Showcase WIRED organised a number of local events after feedback from clients regarding a lack of knowledge of where to go for Dementia support. This event was attended by health and care organisations, voluntary, community and local businesses. 5 Promote Dementia Members promote dementia awareness through social media Wirral Health & Care Commissioning (WHCC) awareness campaigns, stakeholder lists and info emailed through the DAA commission local mental health trust to deliver network. dementia training 4 times a year to local GPs and Practice Nurses.

Dementia Awareness Week is supported by statutory and non-stat organisations via a targeted social media campaign, as well as community events. 6 Provide timely Wirral Health & Care Commissioning (WHCC) commission the advice Wirral’s Memory Assessment Service, part of the services remit is to provide information and advice post diagnosis. WHCC also commission a shared care service with local GPs. Patients with a diagnosis of dementia will see their GP every 6 Page 42 Page months for a dementia review. This review will discuss how the patient is managing and GPs should provide advice and guidance as required. Wirral’s Dementia Strategy Board have been supporting reviewing Wirral’s post diagnostic support offer and are working with the local health watch in order to develop more appropriate supporting documentation and advice pre & post diagnosis. Once finalised this will be shared with health, care and community organisations. 7 Train and develop a WHCC commission local mental health trust to deliver dementia skilled workforce training 4 times a year to local GPs and Practice Nurses. 8 Share knowledge WHCC circulated the newly published NICE Dementia Wirral DAA members sit on the local Dementia Strategy and understanding Assessment, diagnosis and support guideline to health and social Board and best practice care teams Inc. pathway (June 2018). around current WHCC engagement report which summarises the themes will be Wirral DAA members also attend Liverpool Surf Group themes affecting circulated to the Dementia Strategy Board, DAA and WHCC third people living with sector contact list. Wirral DAA members also sit on the NW Dementia SCN. dementia 9 Early assessment WHCC commission a shared care agreement with GPs and Wirral and diagnosis memory Assessments Service to help facilitate early assessment and diagnosis.

10 Local integrated Wirral CCG & Wirral Borough Council has recently integrated to Wirral’s Dementia Post Diagnosis Support Offer service become Wirral Health & Care Commissioning (WHCC). Dementia Strategy Board is focusing on embedding the Colleagues are working together to discuss what services can be NWSCN pathway in Wirral. commissioned jointly. Work has begun to review the post diagnosis pathway to improve service user/carer experience after a dementia diagnosis.

The engagement exercise has identified and addressed gaps in provision with people living with dementia/carers via the DAA, service providers and other professionals.

Wirral Age UK – Admiral Nurse Service Wirral Age UK has recently launched a local Admiral Service to support people in the community living with dementia. Page 43 Page

This page is intentionally left blank Agenda Item 7

LIVERPOOL CITY REGION COMBINED AUTHORITY

To: The Metro Mayor and Members of the Combined Authority

Meeting: 28 June 2019

Authority/Authorities Affected: All

EXEMPT/CONFIDENTIAL ITEM: No

Key Decision

REPORT OF THE PORTFOLIO HOLDER – TRANSPORT AND AIR QUALITY AND THE DIRECTOR OF POLICY AND STRATEGIC COMMISSIONING

A COMBINED AUTHORITY TRANSPORT PLAN

1. PURPOSE OF REPORT

1.1 This report sets out a draft Liverpool City Region Combined Authority Transport Plan for consideration and approval by the Combined Authority.

1.2 This follows consideration of the document by members of the Transport Committee at their meeting of 13 June 2019. Corresponding changes and points of clarification requested by members of the Transport Committee have been addressed in this draft final document.

2. RECOMMENDATIONS

2.1 It is recommended that the Liverpool City Region Combined Authority:

(a) endorses the draft, non-statutory LCR Combined Authority Transport Plan set out in Appendix Two, which seeks to clearly articulate the LCR‟s vision, plans and shorter-term priorities for transport;

(b) endorses the summary LCR Combined Authority Transport Plan set out within Appendix Three, and grants delegated authority to the Director of Policy and Strategic Commissioning, in consultation with the Metro Mayor and Lead Portfolio Member for Transport, to oversee final non-material editorial and presentational changes to the document ahead of publication; and

(c) notes that a longer-term, statutory Local Transport Plan for the city region will be developed in the context of the emerging Local Industrial Strategy, due for completion in the spring of 2020, to secure full integration between transport and connectivity priorities and the Combined Authority‟s wider inclusive growth remit.

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3. BACKGROUND

3.1 The Combined Authority adopted its Corporate Plan in October 2018. This seeks to guide activities between 2018 and 2020. Priority 4 of the plan (“A transport network that connects people, goods and business”) includes the following headline action:-

“Produce a Mayoral Transport Plan that sets out our vision and delivery plans for transport; and supports our Local Industrial Strategy, Spatial Development Strategy and priorities for a cleaner, heathier & more inclusive LCR”

3.2 In January 2019, members of the Transport Committee considered and endorsed an approach for taking forward the above commitment1. This entailed the development of a concise, non-statutory plan articulating the LCR‟s vision for transport over the next few years. This was to effectively guide the commissioning of activities, allocation of funds and aid the communication of the City Region‟s vision and priorities to stakeholders. It was noted that a new, statutory plan setting out a new strategic vision and a long-term timeframe would be premature. This is because it would pre-empt modelling and the development of the evidence needed to support the development of the overarching Local Industrial Strategy (LIS), principally.

3.3 A large number of transport policy statements, including the statutory Local Transport Plans for Merseyside and Halton from 2011 have been developed, several of which pre-date the creation of the Combined Authority in 2014, but which have been “saved” as statements of the transport policy. Appendix One summarises these in a table.

3.4 A joint strategic framework for transport was developed in March 2015 through the “Transport Plan for Growth”. This acted as a bridge between the two statutory transport plans and reflected changes in Government policy since 2011, but it is now outdated. As such, this Combined Authority Transport Plan replaces the “Transport Plan for Growth” in light of the creation of the Mayoral Combined Authority in 2017 and the existence of new issues, priorities and funding sources.

4. THE LCR COMBINED AUTHORITY TRANSPORT PLAN

4.1 The draft LCR Combined Authority Transport Plan is set out in Appendix Two to this report for members‟ consideration and endorsement. It was considered and endorsed by the Transport Committee on 13 June 2019, and members recommended a series of amendments, improvements and clarifications, which have been duly taken into account in the final draft version.

4.2 The plan has been structured so as to consider the main issues and challenges affecting the city region and which include: connectivity levels into, and across parts

1 https://moderngov.merseytravel.gov.uk/documents/s34250/Taking%20forward%20a%20Mayoral%20Transp ort%20Plan%20v2.pdf

Page 46 of the city region, issues of poor health and socio-economic disadvantage, and the need to reduce the impact of transport in carbon, air quality and safety terms. The role of transport in leading to, and tackling these challenges is clearly set out.

4.3 The high-level vision that flows from the issues and challenges advocates the development of a transport system which:

 is comprehensive and affordable  is integrated and easy to use  supports the development of new and existing communities  is green, and is healthy

4.4 The plan then develops this vision into five objectives summarised as follows:-

1. We support inclusive economic growth by connecting people, freight, businesses and visitors in a way that is consistent with wider policies and priorities

2. As an international gateway, we will build on Transport for the North‟s plans to rebalance the UK‟s economy through better transport infrastructure

3. We will deliver modern, safe, clean and healthy travel for short trips particularly, and seek to make public transport the mode of choice

4. Transport must enhance the health and wellbeing of our citizens through the creation of a clean, liveable and resilient city region

5. Our transport system must be well maintained, safe and resilient

4.5 Against the five objectives, 28 policy priorities are set out including:-

 The importance of Northern Powerhouse Rail and the need to develop further evidence through the work of the new Liverpool Station Commission;  Maximising the success of the new Merseyrail rolling stock from 2020 through complementary rail capacity and connectivity enhancements  Focusing delivery against the £172m Transforming Cities Funding award;  Delivering growth in bus quality and patronage, whilst testing alternative models of delivery;  Developing a new smartcard with a review of pre-paid ticketing products and systems;  „Greening‟ the transport system, including electric vehicle charging and further rollout of a hydrogen powered bus network;  Working with our partners to reduce harmful emissions to achieve significant improvements to air quality through a shift to a low carbon transport system, especially through walking and cycling;  Delivering a high quality and cohesive network of walking and cycling routes;

Page 47  Supporting a maintenance regime to tackle the maintenance backlog on the Key Route Network of local roads especially; and  Incorporating “dig once” principles through the installation of ducts into schemes and projects to support the development of the digital fibre spine.

4.6 In addition, a short “easy read” summary document has been produced, with a target audience of members of the public. This is set out in Appendix Three to this report for members‟ consideration and endorsement. As this is still being finalised and typeset, delegated authority is sought to allow the Director of Policy and Strategic Commissioning, in consultation with the Metro Mayor and Lead Portfolio Member for Transport, to oversee minor working amendments to the document ahead of publication.

5. NEXT STEPS

5.1 As noted above, the plan does not set out a new or long-term policy direction in the form of a statutory Local Transport Plan (LTP) under the provisions of the Local Transport Act 2008. It is a short-term, delivery-focused plan drawing from current policy and funding priorities, but sets out key priorities that will be worked-up or promoted in the short term but which will be securing funding and be delivered beyond the timeframes of this plan. This will be used to inform the anticipated Comprehensive Spending Review in autumn 2019, to recognise the importance of our transport priorities city regionally and nationally.

5.2 The longer term objective is to develop a new, single statutory Local Transport Plan for the city region, with a long term vision and delivery plan. This will be informed by, and developed in the context of the emerging Local Industrial Strategy (LIS). Government intends to agree all places‟ LISs by early 2020. The evidence set out in the emerging LIS will also be used to inform the anticipated spending review. The development of the LIS will be the subject of further reports for consideration by members.

5.3 Finally, ongoing performance management is critical, to ensure effective delivery and to hold the Combined Authority to account. The current performance regime is being widened and refined as the transport agenda evolves in light of new issues and priorities, such as air quality and the Key Route Network, as examples. Annual reporting on the delivery and progress of the transport agenda and the measures in this plan will be undertaken by the Combined Authority.

6. RESOURCE IMPLICATIONS

6.1 There are no direct implications or costs associated with the development of the Mayoral Transport Plan, as it has been developed utilising existing staff resources.

6.2 The plan does, however, act as a framework for guiding the allocation of transport resources, particularly the £172.5 million Transforming Cities Fund that runs until 2022/23. It also acts as a framework for communicating and negotiating future funding opportunities with government and other stakeholders, on aspects such as enhanced connectivity and regulatory reforms.

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7. RISKS AND MITIGATION

7.1 There are no direct implications. Developing a non-statutory Combined Authority Transport Plan seeks to clarify and update the city region‟s current transport policy context to help prioritise interventions and deliverables.

8. EQUALITY AND DIVERSITY IMPLICATIONS

8.1 There are no direct implications at this stage. The existing LTPs have been subject to detailed, statutory assessments and the proposed Combined Authority Transport Plan does not attempt to change the overall strategic direction, which has inclusive, low-carbon growth and equitable access to transport as overriding principles.

9. COMMUNICATION ISSUES

9.1 The development of an overarching Combined Authority Transport Plan will aid the communication of the city region‟s transport vision and its priorities in a more public- facing and user friendly format. The production of the short summary version is especially important in this regard.

10. CONCLUSION

10.1 This report seeks members‟ endorsement of the non-statutory LCR Combined Authority Transport Plan set out in Appendix Two to this report, with a short summary document set out in Appendix Three. The plan forms an updated and concise document to articulate the city region‟s transport priorities and to frame shorter-term delivery plans.

10.2 The longer term objective will entail the development of a new, single statutory Local Transport Plan for the city region, with a long term vision and delivery plan. This will be informed by, and developed in the context of the emerging Local Industrial Strategy.

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10.3 This approach is commended to members of the Combined Authority, following endorsement by Members of the Transport Committee on the 13 June 2019.

CLLR LIAM ROBINSON Portfolio Holder: Transport and Air Quality

KIRSTY PEARCE Director of Policy and Strategic Commissioning

Contact Officer(s): Huw Jenkins, Lead Officer – Transport Policy, LCR Combined Authority

Appendices: Appendix One – Summary of existing transport policy framework for the LCR Appendix Two – Draft LCR Combined Authority Transport Plan Appendix Three – Draft LCR Combined Authority Transport Plan summary document

Background Documents: None.

Page 50 Appendix One Summary of Current LCR Transport Policy Context

Name of Strategy Broad aims / messages Merseyside Local Transport Plan (2011) These constitute the Combined Authority’s statutory Halton Local Transport Plan (2011) transport framework, which were adopted in 2011 as legal requirements. The two plans’ strategies remain extant, though the delivery plans have expired. The high level objectives are to ensure that transport supports economic growth, but at the same time reducing carbon and ensuring fairness and equity. These are considered to be in synergy with the new, inclusive growth agenda A Transport Plan for Growth (2015) Developed as an interim bridge between the two LTPs when the original LCRCA was established. It is non- statutory and defines its priorities as Growth, Low Carbon and Access to Opportunity Mersey Ferries Strategy (2016) Resetting the role of the ferries as a leisure asset, and to seek to put them on a more sustainable footing, being loss-making services. Highlights need for new vessels, and challenges the need for each of the existing termini Bus Strategy (2016) Grow bus patronage as a flexible and sustainable transport mode, and improve its quality and reliability, currently through a Bus Alliance (Merseytravel / Operators / LAs working together in partnership) Rail Strategy (2017) Update of earlier Rail Strategy to reflect changing circumstances, notably the constraints upon the network as a result of forecast growth in Liverpool City Centre and at Central Station Local Journeys Strategy (2017) Recognises that many journeys are short, but too many are made by car. Seeks to shift this balance in favour of walking and cycling, linked to the need for infrastructure and ‘placemaking’ to achieve this Road Safety Strategy (2017) Addresses the rising number of people killed and seriously injured upon our roads, through a mix of engineering, enforcement and educational measures Rights of Way Improvement Plan (2018) Seeks to provide a joined up approach to improving rights of way by integrating the network with other modes and provide a positive contribution to delivering the Local Journeys Strategy Thematic strategies in development at present

 Mersey Tunnels Strategy,  Local Cycling and Walking Infrastructure Plan (LCWIP)

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Liverpool City Region Combined Authority

Combined Authority Transport Plan Executive Summary

Facilitating Inclusive Economy

June 2019 Page 53 Why transport matters

1 Good quality transport connectivity is the bedrock of any functioning, and growing regional economy – the Liverpool City Region is no different. From the Rainhill Trials – won by George Stephenson’s ‘Rocket’ in 1829 and the construction of the world’s oldest underground rail station at Hamilton Square in Birkenhead in 1886, the opening of Queensway Tunnel in 1934, still the longest road tunnel in the UK, the recent opening of the Mersey Gateway crossing at Runcorn in 2017 and investment in a new £460m fleet of Merseyrail trains due to arrive in 2020, our region has fostered and supported innovation in transport which has supported our ambition to grow and to share the proceeds of this growth with our people.

2 Our city region is growing. In 2017 our economy grew by 5%, compared to a national average of 3.5%. And this growth was spread across the region, focused on key employment centres in the city centre, St Helens and the South Liverpool-Daresbury corridor. 3 Evidence within the city region shows that many of those with the best connectivity options – for example those within easy walking distance from our Merseyrail network – are the most affluent, and the highest skilled. But, the availability of good transport connectivity remains a barrier to employment and opportunity for many. And for many others our transport infrastructure – and our transport choices – can increase exposure to pollutants, lower our air quality and impact our environment.

4 Our city region is also not an island in transport terms. A large proportion of the staff in our firms and public services travel to the region from Cheshire, North Wales, Greater Manchester and Lancashire. Improving our links across borders will help us tap into the talent available across our broader region, and help us to deliver the economic potential of our place. Our £14.5m investment in the Halton Curve has seen the first direct rail services Pagefrom Liverpool 54 to Wrexham for 40 years, and is indicative of our commitment to improving our interconnectedness to neighbouring regions. 5 Improving our transport system; making it sustainable and green, is a moral and an economic imperative. It also sends a vital signal to investors, businesses and our citizens about the place we want to be – connected internally; connected to the rest of the UK; a great place to live and to work.

City region transport is already a jewel in the crown

6 Our transport network is already one to be proud of…

- We are home to the most extensive intra-city heavy rail network outside London, the world’s oldest underground station, well used public ferries and tolled tunnels - Our public transport network is affordable (e.g. £4.80 for a day’s unlimited bus travel across Merseyside). This is especially the case for young people who live in the city region who can access half price bus travel during an apprenticeship and discounted travel for under19s, plus the UK’s most generous discretionary travel system for over 60s (bus and rail) - Well connected – with easy road and rail links to Manchester, Leeds, Birmingham, London and North Wales, the UK’s largest Western facing port, a regional airport serving national and international destination and easy access to the North’s ‘hub’ airport in Manchester - And active – over 400 miles of cycle lanes, and many miles of footways, already in the city region

The Liverpool City Region Way

7 Delivering a transport infrastructure for the 1.6m citizens of the LCR is at the core of our mission. For many their primary engagement with public services – particularly those driven by the Combined Authority – will be through the transport network. Developing a transport offer which drives inclusive prosperity – access to jobs, homes and opportunities; with quality of life and health outcomes at the core of forward planning; and which is easy to use, reliable and affordable – should be central to our compact with our citizens. 8 Bus patronage has increased markedly under the guidance of our Bus Alliance (168% amongst young people since the introduction of the MyTicket platform), and our ongoing investment in the MerseyrailPage network 55 has led to an increase in passengers of 11.4% between 2010 and 2017. Despite this, many pockets of the city region are still over-reliant on cars and taxis, and some parts of the city region have little to no access to regular bus connectivity, and sit outside the current catchment of a station on the Merseyrail network.

9 Car usage across the city region footprint is lower than the national average but following the national trend of an increasing propensity for motor vehicle to be a fall back for short journeys – 50% of journeys of less than 5km are still undertaken by car. This has a knock-on impact on our roads network; even the small number of routes within our Key Route Network require an immediate investment of £56m to bring them up to a serviceable standard, with the supporting network needing several hundred millions further to meet the needs of users.

Page 56 Ultra low emission cars (ULEVs) as a percentage of all cars licensed

0.80

0.60

0.40

0.20

0.00 United Kingdom LCR 2014 2015 2016 2017 2018

10 Car ownership has followed the national trend of a move towards ‘clean’ propulsion, although not at the same pace, and thus not yet at a swift enough rate to have a marked impact on our aim to be a zero carbon city region by 2040 or our local air quality challenges – a matter we are keen to address through decisive and affirmative action. As the map below highlights, those routes most affected by high vehicle emissions in the city region often run through areas of deprivation:

City Region routes most affected by high vehicle emissions

Page 57 11 As a minimum our transport system MUST therefore:

Be comprehensive, reliable and affordable...

• ...enough to connect people to jobs and education, and to the cultural and natural highlights of the city region

Be integrated and easy to use...

• ...facilitating modal shift, using digital technology to simplify ticketing and journey planning and safe for passengers and drivers Support the development, and growth, of new and existing communities... • ...through accessibility and choice

Be green, and be healthy...

• ...car journeys are already far less prevalent in the LCR than the national average, but we should continue to offer cleaner, greener alternatives and to encourage active travel; where car journeys are unavoidable we should seek to minimise their carbon footprint

Page 58 12 It should also seek to improve investment and growth in the city region by:

Fostering national opportunity

notably through a HS2 and Northern Powerhouse Rail link into Liverpool City Centre, which will lower journey times to Manchester and London and which will free up capacity for freight and Building on the City logistics, with an estimated £15bn GVA

impact on the city region Region’s strengths in freight and logistics including the Liverpool 2, the UK’s largest Being open and Western facing port, our innovative inland ports, Liverpool from full integration of the public John Lennon Airport, the

transport network, to seeking means to promote uptake of green, alternative fuels and testing the technologies of the future the City Region should seek to become a global

hub for transport innovation

We are already delivering change…

13 Over the past 5 years, the Combined Authority has supported major improvements in the transport infrastructure of the City Region, by setting an achievable agenda and clear priorities, and by providing match funding through our Strategic Investment Fund. We have also received a major devolved funding pot from Government through the Transforming Cities Fund (£172m) and are working with local authorities and strategic partners to develop a pipeline of investments for this funding which drive change and modal shift amongst our people. 14 Major investments in the LCR include… Page 59 The £1.86bn Mersey Gateway delivered by HM Government and Halton Borough Council

The £14.5m Halton Curve which has brought trains directly from Wrexham to Liverpool for the first time in over 40 years

Major investment (£140m) in Liverpool Lime Street station - track, signalling and platform upgrades, which can now accommodate an extra three services per hour.

£454m of new rolling stock will go live in 2020, increasing capacity on Merseyrail and delivering the most modern, connected and accessible train fleet in the UK

£60 million committed to investment in cycling and walking schemes which will have a ‘double positive’ impact on public health by greening transport and offering opportunities for active travel across our city region

Receipt of a £12m ‘Access for All’ award from DfT will improve accessibility at Merseyrail network stations for disabled and non- ambulant passengers

Agreement of a Key Route Network by our Combined Authority, which will help target investment and remediation at important links and arterial routes for commuters and travellers

Delivering transport innovation through support for an ‘on demand’ bus service, ‘Arriva Click’ which helps serve transport ‘black spots’ and is disrupting our local transport offer

£xxm in Liverpool2 container port, which is now able to accommodate 95% of ships and which services major logistics hubs around LCR, which can serve the entire UK swiftly and with lower environmental impact than hub ports in the South East, and which offer a ready-made solution to capacity issues and congestion following the UK’s exit from the EU

A £6.8m commitment from the Office for Low Emission Vehicles to build and deliver the UK’s first ‘road ready’ fleet of hydrogen powered buses in 2020, and a hydrogen filling station to serve them

Page 60 And have ambitious plans for the future…

15 Our Combined Authority Transport Plan sets a blueprint to deliver a transport system which better serves our citizens. This is a long-term vision, which will require significant investment over and above the £900m already committed to the City Region through our Strategic Investment Fund and the Transforming Cities Fund – both to maintain our existing infrastructure, and to improve it. 16 Several of the ‘keystones’ of this vision – notably delivery of HS2, Northern Powerhouse Rail and associated station requirements, and a solution to congestion at Liverpool Central Station – are schemes of national significance and will need to be addressed in order to unlock some of our more ambitious and foresighted plans. But there is much we can deliver more locally – including station improvements, disruptive transport innovation and transport systems integration – within existing and future devolved funding envelopes.

We have ongoing commitments to: By 2025 By 2040

- Ensure the quality of our highways and public transport by: - o Investing in, and making the case for funding to address, our highways maintenance backlog ONGOING o Improving public realm, including bus stops and interchanges on the Merseytravel network - Enhance the safety of our road networks, primarily through a new - Road Safety Strategy in 2020, and investment in routes ‘at risk’ of ONGOING flooding and degradation - Capitalise on our place as a global maritime hub through delivery of- a new Cruise Liner Terminal to boost our visitor economy, and ONGOING maximising opportunities for the Port of Liverpool – the UK’s largest Western facing port – to benefit from new trading relationships By 2025, our delivery priorities include: Developing a digitally enabled smart ticketing platform, integrated with - those being developed across the North, which simplifies our current offer and supports access and affordability

Delivering a comprehensive walking and cycling network which encourages - active travel

Building on the support from the Office for Low Emission Vehicles by testing- options for investment in ‘greening’ the LCR bus fleet capitalising on our local capabilities in hydrogen production and vehicle conversion

Developing five ‘Green Bus Routes’ which speed up journey times by - providing priority access for commuters

Page 61 Commissioning a new look for the iconic Mersey Ferry – a vital commuter - resource between two of the Region’s main economic centres – which is green, and is sustainable

Working with Network Rail to develop options for the future of Liverpool - Central, the Merseyrail network’s busiest station. This work is a pre-requisite to considering capacity increases and potential new lines on the network

Developing an ‘Air Quality Action Plan’ that mainstreams environmental - concerns in our transport policies, and our future investment pipeline

Using Transforming Cities Funding, commissioning options for new stations - on the Merseyrail network in both underserved parts of the region and those where significant growth requires a new approach – including the Headbolt Lane area of Kirkby and the ‘Baltic Quarter’ at Liverpool City Centre’s Southern edge - Promoting rollout of the ‘Arriva Click’ pilot in new areas of the City - Region, focussing on those with poorest connectivity and economic outcomes - Using ‘smart city’ technologies, and our local strength in artificial - intelligence, to map the impact of our local freight and logistics sector, and ‘last mile deliveries’, on our road networks and our environment, and using this to develop investment options to ameliorate this impact And by 2040, we aim to deliver a network which makes sustainable travel the norm by: - Developing options for a new station terminus for the City Region -

through our Station Commission, led by Denise Barrett-Baxendale - Improving rail connectivity within the City Region by developing and- delivering options for new routes and stations to be served by an expanded Liverpool Central OR new terminus station - And building on the success of our investment in the Halton Curve - by partnering with others to consider options to improve intra- regional connectivity which support broader commuting patterns –

notably links between the Merseyrail Wirral Line at Bidston and the economic centres of North Wales, and more sustainable, reliable and quicker links between St Helens and neighbouring parts of Greater Manchester - Aiming for a ‘carbon neutral’ bus fleet which delivers our Mayoral - commitment to a zero carbon City Region, through investment in refuelling standards and infrastructure, and supporting our Bus Alliance to speed up the pace of fleet renewal - Using our regional planning powers to support transition to zero and-

low carbon vehicles - Develop a comprehensive, sustainable solution to support our - freight and logistics sector, whilst minimising environmental and health impacts on our citizens – this will be a multi-modal approach across rail, road and new and developing forms of technology including cargo bikes, drones and autonomous vehicles

Page 62

Liverpool City Region Combined Authority

Combined Authority Transport Plan

Facilitating Inclusive Economy

June 19th 2019 Version 14 – LCR Combined Authority

1 Page 63 CONTENTS

PREFACE

1. INTRODUCTION

2. ISSUES AND CHALLENGES

3. OUR STRATEGIC VISION FOR TRANSPORT

4. DELIVERING OUR TRANSPORT OBJECTIVES

5. NEXT STEPS

APPENDICES

2 Page 64

PREFACE BY THE METRO MAYOR AND LEAD MEMBER FOR TRANSPORT AND AIR QUALITY

The most successful city regions have the infrastructure to move goods, services and people quickly and efficiently within and between them. Our future prosperity depends on our ability to improve our connectivity and we are determined to create a fully integrated, modern and inclusive transport network that benefits everyone in the city region.

We know that the availability of good transport connectivity remains a barrier to employment and opportunity for too many in our city region and so we are acting to address this and improve our network. Investing £460 million to introduce a brand-new, more environmentally-friendly, train fleet for our city region. The fleet, which will be the most modern in the country, will be publicly owned by the city region and will support further investment in the capacity and quality of our local rail network.

In addition, we are looking at how we can use new devolved powers to create a bus network that works for our residents and enhances the economic, social and environmental benefits of bus transport. We want more people to use the bus to support our policies on air quality, carbon reduction, congestion, inclusion and access.

And at the same time, reducing the transport network‟s impact on our environment. The role of walking and cycling, for shorter journeys is key to this, which is why we have already invested £8m in the first phase of a new 472 mile walking and cycling network. And our port-related and logistics assets mean we need to plan for the movement of goods in a way that reduces its impact on people and on the environment.

At a regional level we are working closely with Transport for the North and have already secured a commitment from the Government of £100m to link the City Region to High Speed 2 and Northern Powerhouse Rail. As a strategic partner in Transport for the North we will continue working to secure a new faster, Liverpool to Manchester rail line and a new HS2/NPR station in Liverpool.

By looking at our transport infrastructure as an integrated whole we will create a system that works for everyone and contributes to the future prosperity of the whole of the Liverpool City Region.

Metro Mayor Steve Rotheram

Cllr Liam Robinson

3 Page 65 1. INTRODUCTION

1.1 The role of this Combined Authority Transport Plan

1.1.1 This Combined Authority Transport Plan articulates the Liverpool City Region Combined Authority‟s (LCRCA‟s) vision for transport. It focuses on delivery over the short term. It links closely with the city region‟s Transforming Cities Funding programme, which is part of the Strategic Investment Fund.

1.1.2 The plan provides a single source of information on adopted transport policy, based on current plans and priorities, summarised in the Appendix, and updated in light of the Metro Mayor‟s vision and the Combined Authority‟s investment priorities. It reflects new funding sources (e.g. the Strategic Investment Fund) and also the existence of new structures and priorities such as High Speed 2, Transport for the North and Northern Powerhouse Rail.

1.1.3 This plan also seeks to guide the commissioning of activities and allocation of funds. It acts as a focal point for the future direction of transport development and provides context and backdrop to future funding bids, whether from devolved funds managed by the combined authority itself or from external sources.

1.1.4 It also sets out key priorities that will be worked-up or promoted in the short term but which will be securing funding and be delivered beyond the timeframes of this plan. Longer term, national funding sources are an unknown at this stage. Recommendations were made in 2018 by the National Infrastructure Commission on the need for greater levels of longer-term devolved funding and powers within city regions. Building on this evidence, the plan will be used to help inform the anticipated Comprehensive Spending Review in autumn 2019, to recognise the importance of our priorities city regionally and nationally

1.1.5 The Transport Plan replaces the Combined Authority‟s “Transport Plan for Growth”, from March 2015. It does not in itself replace the statutory. Merseyside Local Transport Plan and Halton Local Transport Plan from 2011. Instead, it provides a non-statutory, updated statement of current priorities and provides a bridge between our statutory plans and the development of a new, statutory Transport Plan for the city region.

1.1.6 This new, longer term transport plan will follow the development of an overarching Local Industrial Strategy and core considerations such as our Spatial Development Framework. By not pre-empting this process, we will better ensure that we integrate longer-term transport policies with our social and economic vision and priorities, including our spatial planning vision. This aspect is set out further in Part 5.

4 Page 66 1.2 The Combined Authority’s Responsibilities

1.2.1 In November 2015, the LCRCA secured a Devolution Agreement with Government, securing £900m of funding over a 30 year period, and brought together other funds into a Strategic Investment Fund (SIF). The Agreement also brought with it the devolution of powers and responsibilities from Government. Devolution is an important opportunity for the Liverpool City Region to take control over its own future, prioritise the things that matter most and that best meet local needs.

1.2.2 For transport, the Deal allowed for the devolution of a range of powers and functions, including:-

 a devolved and consolidated local transport budget with a multi-year settlement

 The ability to franchise bus services in the city region, subject to necessary legislation and local consultation

 A Key Route Network of local roads managed and maintained by the Combined Authority through a single asset management plan and streamlined contractual and delivery arrangements

 a long term Special Rail Grant Settlement for the Merseyrail network to allow Merseytravel to progress procurement of new trains for the Merseyrail network.

 The potential devolution of the management of rail stations on the Merseyrail Electrics network and, subsequently, all stations in the Liverpool City Region.

1.2.3 The Combined Authority is responsible for setting transport policy and funding decisions, supported and advised by its Transport Committee. Merseytravel is the LCRCA‟s executive body, responsible for delivering transport services and managing and co- ordinating delivery. Merseytravel‟s responsibilities are evolving from passenger transport service co-ordination to multi-modal transport powers, in line with the Authority‟s responsibilities across of forms of transport.

1.2.4 The six constituent local authorities remain statutory bodies with specific legal powers and frontline delivery responsibilities, and which include functions such as local planning, local highways and taxi licensing. Joint working and collaboration between the local authorities, the Combined Authority and Merseytravel remains critical to the success of future transport planning and delivery.

1.2.5 In addition to the transport functions that the Authority has secured, an overriding benefit concerns the alignment of transport powers

5 Page 67 and policies with wider powers or influence over economic development, employment and skills, culture, spatial planning, housing, energy, low carbon, air quality, digital infrastructure and funding.

1.2.6 Partnership working with the constituent local authorities remains critical to the success of the Plan and to deliver the shared LCR priorities and to support the partners in the delivery of their local priorities.

1.3 The Combined Authority’s funding role

1.3.1 Funding arrangements have changed significantly as a result of the devolution deal and through the creation of the Mayoral Combined Authority, as outlined in the preceding section. This has had a particular bearing upon traditional transport capital funding allocations awarded by central government.

1.3.2 The Combined Authority also acts as the levying body for transport revenue funds in Merseyside, a precept-raising body and as accountable body for most new funding sources

1.3.3 Most new capital funds managed by the Combined Authority take the form of a single pot known as the Strategic Investment Fund (SIF). SIF is un-ringfenced and can be freely allocated across different themes according to evidenced need and locally determined priorities.

1.3.4 The SIF includes £172.5 million from the Transforming Cities Fund, which is intended to drive up productivity through investment in public and sustainable transport, focused on enhanced intra-city connectivity. This opportunity provides a major area of focus for this plan.

1.3.5 The Transforming Cities Fund is profiled annually through to 2022/23 as shown in the table below.

Year 2018/19 2019/20 2020/21 2021/22 2022/23 Total Profile £10m £30m £40m £54m £38.5 £172.5m

6 Page 68 2. ISSUES AND CHALLENGES

2.1 Growth and Jobs

2.1.1 Transport can support the city region‟s growth priorities in three main ways:-

a) Supporting access to key growth sites, places of learning and cultural venues from home or transport hub. This is through enhanced connectivity and mobility enhancements or improved ticketing offers, to address barriers to accessing key facilities;

b) ensuring that the city region‟s transformational transport- oriented economic growth priorities and opportunities (e.g. its ports, airport, Northern Powerhouse Rail and High Speed 2 and the movements of freight) are clearly evidenced and exploited in a way that supports our people, communities and businesses; and

c) Ensuring that these transport and growth interventions support the Combined Authority‟s inclusive economy agenda, through primarily by providing better connectivity to job opportunities, but also through contributing to a radical reduction in emissions and improving levels of equality, health and wellbeing.

2.1.2 The Liverpool City Region is a growing economy, with a 5% growth rate in 2018 tracking above the national average. But we still face challenges relating to workforce productivity, labour market inactivity and attracting investment. Good quality transport networks, both within the region and beyond it, can help support a sustainable growth pattern which benefits our people and businesses.

2.1.3 The Merseyrail network is the “jewel in the crown” of the city‟s rail assets and patronage has grown rapidly since the franchise was devolved in 2004 – from 32 million passengers in 2009/10 to 35.4 million in 2016/17 (growth of 10%) . It is being enhanced through a £460 million programme to replace ageing rolling stock with new, bespoke rolling stock with better performance and higher capacity from 2019 onwards. The programme also includes major upgrades to the power supplies and to platform access. However, the network is under pressure from a capacity and resilience perspective and its core pressure point is ay Liverpool Central Station, which serves the city centre and its related economic assets. It also provides the critical interchange to outlying economic centres and residential areas.

2.1.4 Other parts of the city region‟s rail network are of poorer quality and are under-performing, such as on cross border links between Liverpool and Wirral and the strategically important Deeside

7 Page 69 Industrial Park near Shotton in North Wales. Significant parts of the city region are less well served by the rail network, particularly growth areas such as Daresbury Enterprise Zone near Runcorn in Halton, manufacturing and logistics sites in Kirkby, Knowsley, Parkside near Newton-le-Willows and Haydock in St Helens, and advanced manufacturing and health and life science assets in Wirral, South Liverpool and in Liverpool city centre‟s Knowledge Quarter.

2.1.5 But this is not solely a rail-related issue; the role of the bus is critical and forms a core component of an integrated public transport network, especially given the historic concentration of the rail network. Whilst 80% of public transport journeys in our City Region are made by bus, only 10% of these are commuter journeys, so there is a greater role that the bus can play in growing the City Region‟s economy, better linking people with jobs and opportunities. Bus patronage has been in decline over many years, but the trend has been bucked in recent years, with a 16% per cent increase in fare-paying passenger journeys as of spring 2019 since 2013/14.

2.1.6 Car dependency in turn leads to pressures on local highway networks and congestion hotspots, whilst also worsening the maintenance backlog affecting our overall highway network. Equally, rates of walking and cycling are low (typically accounting for around 4.5% and 1% of all trips, respectively), yet are critically important as clean, affordable and healthy forms of travel that we want to exploit.

2.1.7 The Liverpool City Region is not a self-contained unit and enjoys close functional relationships with local authorities in North East Wales, Cheshire West, Lancashire and Greater Manchester (especially between Liverpool and Manchester and St Helens and Wigan). The travel-to-work area for the city region covers a much wider economic geography and with this patterns likely to increase as work patterns become more ever more flexible and variable. Ensuring that we consider, and plan for sustainable cross-boundary movements is therefore critically important, especially in a Transport for the North and Northern Powerhouse context.

8 Page 70

2.1.8 The map overleaf identifies core travel-to-work areas centred upon Liverpool City Centre as an example. This highlights the direct relationship between the rail network and the travel-to-work area and the importance of rail network in particular in supporting cleaner and lower carbon work-based trips:-

9 Page 71

10 Page 72 2.1.9 Inter-regional connectivity is also vital for supporting growth in exports amongst our business base, attracting and retaining high- skilled employees to drive our economy and to maximise our competitive advantage as the UK‟s largest Western facing port City Region.

100% 90% Long Distance Rail Connectivity 80%

70% 60% 50% 40%

Connectivity index 30%

20%

10%

100.0%

62.1% 75.9% 69.0% 65.5% 65.5% 55.2% 55.2% 51.7% 48.3% 44.8% 44.8% 44.8% 41.4% 41.4% 37.9% 37.9% 37.9% 34.5% 31.0% 27.6% 24.1% 24.1% 20.7% 20.7% 20.7% 17.2% 10.3%

3.4% 27.6%

0%

Hull

Leeds

Derby

Bristol

Cardiff

London

Reading

Bedford

Glasgow

Brighton

Swindon

Swansea

Sheffield

Leicester

Liverpool

Plymouth

Edinburgh

Newcastle

Colchester

Portsmouth

Nottingham

Manchester

Birmingham

Southampton

Northampton

Peterborough

Bournemouth

Aberdeen City Aberdeen Milton Keynes Milton

Connectivity Stoke-on-Trent

2.1.10 As the chart above highlights, our national rail connectivity is comparatively poor for a city region of our scale and population – we will continue to work with Government and partners within the Northern Powerhouse to address this, and to support efforts to rebalance the UK economy.

2.2 Modal Shift

2.2.1 Transport is changing and becoming more focused on the principle of “mobility” across all modes and providers, and a much growing propensity for people to “blend” journeys by car, bus, taxi, train, foot, bike or taxi according to need, pricing or other personal circumstances. The revolution in on-demand taxi services is an obvious example of “mobility as a service” (“MaaS”) that offers the same level of convenience as a private car. The imperative is to create a cleaner, more efficient and fully integrated transport system that has fewer negative impacts on population health.

2.2.2 Allied to this is the emerging theory of “peak car”, where the number of car miles per person has levelled off or declined since the mid-1990s. This may suggest that levels of car usage have

11 Page 73 peaked, and challenges the logic of planning for continued usage in private cars. Changes in travel behaviour are influenced by wider economic factors, such as the trend towards a shared economy of service provision rather than product ownership.

Source: Car vehicle traffic, DfT

2.2.3 This plan look to harness this perceived trend for a switch to sustainable transport linked to growth for public and economic benefit, using devolved funds that are available in the immediate term to:

 encourage usage of public transport through improved provision (such as an improved bus infrastructure, new or improved rail infrastructure and ensuring these are complimentary),  encourage healthy travel by supporting the rollout of an LCR cycling and walking network;  better use of technology, such as urban traffic management tools to manage traffic flows and demand; and  drive innovation in transport delivery (through „on demand‟ services such as Arriva Click-style models and an improved ticketing provision or „greening‟ travel by investment in schemes such as our hydrogen powered bus fleet).

2.3 A People Centred Approach

2.3.1 As illustrated in the chart below, the LCR economy has been growing faster than the national average. However, significant challenges remain in ensuring the proceeds of this growth benefit the city region‟s people, which in turn have a knock-on impact on the productivity and economic fortunes of the city region. The LCR is amongst the worst in relation to the eleven Northern Powerhouse

12 Page 74 Local Enterprise Partnership areas for indices of multiple deprivation, with each of our constituent Local Authorities facing localised inequality, ill-health and inactivity challenges, often in boroughs neighbouring those with more affluent prospects.

Total GVA long-term trends (current prices) 140

135

130

125 Liverpool City 120 Region

115 North of England 110

105 England

100

Change indexed to 2007 (100 = "no change")"no = (100 2007 to indexed Change 95

90 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

2.3.2 As the charts below illustrate, the biggest challenges include an historic skills gap, low labour market participation, the need for more private sector jobs, and entrenched pockets of concentrated poverty. A good quality, affordable and accessible transport system is a necessity to link people to employment opportunities, to critical services such as schools and hospitals, and to allow them to benefit from the world leading cultural and natural assets which support wellbeing in our City Region.

13 Page 75

Economic inactivity rates

32% 30% 28% 26% 24% 22% 20% 2010 2011 2012 2013 2014 2015 2016 2017 2018

Greater Manchester Liverpool City Region Sheffield City Region Tees Valley West Midlands England

LCR gaps relative to national levels

14 Page 76

Indices of Multiple Deprivation across the LCR

2.3.3 The City Region also faces a significant air quality problem, with impacts from transport across all Local Authority areas. Poor air quality has significant negative health impacts on our population, notably children and those in deprived areas.

2.3.4 Transport, and transport accessibility – notably the City Region‟s overreliance on cars for many short journeys – play a significant role in our poor air quality outcomes. The charts below identify the contribution of transport nationally in terms of poor air quality arising from Nitrogen Dioxide emissions.

15 Page 77 Annual UK emissions of Nitrous Oxides (NOx) since 2000 – source: Defra, 2017

UK national average NOx roadside concentration by source of NOx emissions in 2015 - source: Defra, 2017

2.3.5 The plan overleaf overlays the major arterial roads of the City Region, showing their proximity to boroughs with high indices of multiple deprivation. Many of these routes correlate with the City Region‟s Air Quality Management Areas in the diagram that follows.

16 Page 78 Indidces of multiple derpivation within 50m of major route (source: AECOM)

17 Page 79 Designated Air Quality Management Areas (AQMAs) within the LCR

2.3.6 Allied to the air quality challenge is the more intensive car usage on the periphery of the city region, as per the map overleaf drawn from 2011 Census data overleaf. There is a direct link between more affluent areas and higher rates of car usage, where car ownership rates are higher. Equally, less affluent areas will often experience the impact of these cat borne trips through their communities.

2.3.7 Parking availability and management is core issue that affects the use and attractiveness of public transport, walking and cycling. Historically, there has been a perception that plentiful, low cost car parking correlates directly with vibrant and prosperous town and village centres. However, this perception is inconsistent with this plan‟s imperative to manage car demand and usage, as part of an inclusive model of growth.

18 Page 80 Census 2011 – modal choice (car driver mode share) overlaid with indices of multiple deprivation

19 Page 81 2.3.8 Air quality, and its impact on public health, has not been a primary concern in the development of transport plans and scheme pipelines for the City Region. This needs to change. The Transforming Cities Fund, and our broader Strategic Investment Fund, offer significant levers for us to direct our support to approaches which foster environmentally sustainable transport, and to ensure that new sites for housing and employment, and our world leading sports and cultural offers, are served by sustainable transport solutions which will not worsen health outcomes for local residents.

2.3.9 Rates of people killed and seriously injured on Merseyside‟s roads increased significantly between 2010 and 2016 (511 in 2010 compared with 599 in 2016), although reductions were recorded in 2017 and 2018 following intervention via the Liverpool City Region Road Safety Strategy 2017- 2020. The risks associated with poor air quality and exposure to road traffic collisions are higher in more disadvantaged areas, which are typically traversed by busy, heavily trafficked arterial routes into and out of the city.

20 Page 82

Merseyside: Thematic Groups and Proportion of People Killed and Seriously Injured (KSIs) 2009 - 2018 (NB: 2018 data subject to DfT validation)

Cyclists Motorcyclists Senior Road Users Adult Pedestrians Young/Novice Drivers Child Pedestrians 30%

25%

20%

15%

10%

5%

0% 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Cyclists 8% 14% 14% 15% 17% 15% 16% 15% 14% 16% Motorcyclists 13% 9% 18% 15% 16% 17% 20% 19% 19% 17% Senior Road Users 18% 19% 17% 22% 20% 25% 21% 21% 27% 24% Adult Pedestrians 12% 11% 13% 14% 11% 10% 10% 9% 9% 13% Young/Novice Drivers 10% 7% 5% 5% 4% 6% 7% 6% 4% 3% Child Pedestrians 12% 12% 12% 8% 11% 10% 8% 9% 7% 9%

21 Page 83 3. OUR STRATEGIC VISION FOR TRANSPORT

3.1 The preceding section has identified the main issues and challenges affecting the city region and which have been grouped around:-

 Growth and Jobs  Modal Shift  A People Centred Approach

3.2 Many of these challenges have been reflected in other recent plans and strategies, and which remain relevant. This Transport Plan therefore uses as its base the principles in the existing Transport Plan for Growth and Merseyside and Halton Local Transport Plans (LTPs) adopted in 2011 and supporting thematic plans and strategies that are summarised in the Appendix.

3.3 This plan also aligns these with the Manifesto commitments of the Metro Mayor, as directed in the LCRCA Corporate Plan.

3.4 Our core vision is to develop a transport system which:

 is comprehensive, affordable and reliable  is integrated and easy to use  supports the development of new and existing communities  is green, and is healthy

and which is set out in more detail in the strategic objectives shown over the page.

22 Page 84

Merseyside and Halton Local Transport Plan for Growth and Transport Plans its supporting strategies

LCR COMBINED AUTHORITY TRANSPORT PLAN - STRATEGIC OBJECTIVES

1. To support inclusive economic growth across a thriving city region. This is by developing a transport network that effectively and efficiently connects people, freight, businesses and visitors, and in a way that is fully integrated with wider policy objectives.

2. To exploit the city region‟s role as a global gateway that is served by all forms of transport that supports Northern Powerhouse and Transport for the North‟s aims to rebalance the UK‟s economy, through economic agglomeration and de-congestion benefits

3. To deliver the objectives above through a new mobility culture, where transport services are modern, safe, clean, healthy and inclusive. This has a focus on boosting healthy forms of travel for short trips and where the public transport networks are the modes of

choice

4. To develop a mobility system that enhances the health and wellbeing of our citizens. This will include the development of liveable and resilient city region that addresses the challenges of poor air quality and supports the move to a zero carbon LCR by 2040

5. To secure a transport network that is well maintained, safe and resilient.

Mayoral Manifesto LCR Combined Authority Corporate Plan

23 Page 85 4. DELIVERING OUR TRANSPORT OBJECTIVES

Section 2 of this document outlines the evidence-based issues which we hope to address through the delivery of this LCR Combined Authority Transport Plan.

Section 3 highlights the guiding vision for the plan and the Objectives we will drive towards, in order to fulfil our vision of a transport network which

 is comprehensive, affordable and reliable  is integrated and easy to use  supports the development of new and existing communities  is green, and is healthy

In this section, we outline actions under each objective to deliver our vision for a new mobility culture in the city region. This is to help address the needs of our citizens, and have a positive impact on health, wellbeing and our shared prosperity.

4.1 OBJECTIVE 1

To support inclusive economic growth across a thriving city region by developing a transport network that effectively and efficiently connects people, freight, businesses and visitors, and in a way that is fully integrated with wider policy objectives

Supporting an inclusive economy

4.1.1 The focus on future growth, linked to the Mayor‟s manifesto ambitions, is to secure an inclusive economy. This provides a clear rationale for a transport system which is affordable, accessible and supports clean growth.

PRIORITY ACTION 1.1 SUPPORTING A CLEAN, INCLUSIVE ECONOMY

Transport investments will be commissioned and delivered in a way that supports the principle of the new mobility culture and inclusive economy.

This will include supporting social and economic growth in a way that improves accessibility and affordability, and also reduces reliance on personal car usage, and improves the health and wellbeing of the city region‟s residents, workforce and visitors.

24 Page 86 Integrating transport delivery across all policy areas

4.1.2 Transport‟s role in supporting the broader ambitions of the city region will be factored into both evidence gathering and policy development and delivery. We will use our extensive transport evidence base to inform wider Combined Authority policy processes, notably in the development of the Spatial Development Strategy and Local Industrial Strategy.

4.1.3 The city region‟s Strategic Investment Fund‟s Investment Strategy is also an important marker. This highlights significant new growth and development opportunities are focused on the city region‟s knowledge economy, advanced manufacturing, the visitor economy and the port and logistics growth sectors and which will guide the prioritisation of corresponding transport measures.

4.1.4 The plan overleaf identifies the broad location of many committed and planned housing and major employment developments across the city region. It provides a basis for identifying gaps and prioritising investments and solutions. Aligning spatial planning and transport priorities in particular is a core aim, linked to national planning guidance.

PRIORITY ACTION 1.2 SUPPORTING THE EVIDENCED NEEDS OF THE LCR

Transport policies, priorities and interventions will be fully linked with the wider strategic priorities, policies and funding opportunities of the Combined Authority and its partners.

25 Page 87 Examples of key housing and industrial land designations (2018)

26 Page 88 4.1.5 We have already committed funding to a number of strategically important projects, to facilitate new economic growth and housing ambitions. These provide some indication as to the types of interventions we may consider and commission in the future, but an immediate focus in the short term is to oversee the completion and promotion of these schemes:-

 The reinstatement of the Halton Curve to enhance cross-border connectivity  Maghull North is the first new railway station in nearly 20 years, designed to support housing and access for employment and to and from the city  The Sustainable Transport Enhancement Package (STEP) to facilitate a shift to sustainable travel modes across the city region, in support of enhanced access and growth  the City Centre Connectivity Scheme (Phases 1 and 2) to radically enhance the accessibility, connectivity and sustainability of the city  access to Halsnead Garden Suburb, with potential to deliver approximately 1,600 homes and 22.5 hectares of employment land; and  a new enabling access and spine road to serve the Parkside Rail Freight Interchange.

Halsnead Garden Suburb – Knowsley MBC

27 Page 89

PRIORITY ACTION 1.3 DELIVERING COMMITTED TRANSPORT SCHEMES

We will focus resources on supporting and delivering the pipeline of approved and committed transport schemes funded from the Local Growth Fund and the Strategic Investment Fund to realise the wider social, economic and environmental benefits that they support.

4.1.6 As this plan has a short-term delivery focus, there are several emerging schemes and concepts that will be tested and developed during its lifetime, linked to major development proposals and spatial priorities being planned. These may be developed further as potential candidates through the Single Investment Fund, through Transport for the North or nationally, e.g. through the Large Local Major Schemes programme. Examples of such schemes include:-

 Major enhancements to M62 and Queens Drive Rocket Junction  South Liverpool Key Corridors to support access to major housing growth at the Garden Festival Site in Liverpool  Improved access to Simonswood Industrial Estate and Knowsley Business Park  Maritime Corridor enhancements in Sefton  Southport Eastern Access improvements  South Liverpool Global Gateway Eastern Access Corridor  A41 corridor enhancements in Wirral, together with gateways and supporting road infrastructure for Wirral Waters

4.1.7 A major priority in the short term will be to commission, commit and spend the £172 million secured in capital grant from the Transforming Cities Fund as per the Combined Authority‟s commissioning plan.

Theme 1: Improving and expanding the public transport network to meet new areas of demand

Theme 2: Improving the appeal of public transport, and particularly bus, against private transport

Theme 3: Intervening for health and wellbeing

4.1.8 As this fund stems from the Government‟s Industrial Strategy, core outcomes seek to support increased skills and productivity in a way that improves levels of public transport, walking and cycling, tackles congestion and enhances air quality.

28 Page 90

PRIORITY ACTION 1.4 USING TRANSFORMING CITIES FUNDS TO DELIVER INCLUSIVE GROWTH

The city region‟s Transforming Cities Fund will be commissioned on a rolling basis as the principal transport-related fund to support the delivery of the inclusive growth and productivity agenda in the immediate term.

The fund focuses on three interrelated themes in the commissioning plan that relate to enhanced rail connectivity, maximising the attractiveness of bus and revolutionising cycling infrastructure & improving health. Significant development funding is also available through the SIF Round 2 process.

The city region will support the acceleration of the following potential transport schemes that tackle or support:-

a. Capacity constraints at Liverpool Central Station b. The accessibility of key rail stations that support growth and facilitate modal shift c. Enhanced rail access to serve major areas of growth in the city region, including the Headbolt Lane area of Kirkby, Baltic Triangle (St James Station) and enhanced, direct rail services from the city region to the Deeside Industrial Park on the Borderlands rail line d. The development of a core cycle network connecting communities to education and jobs in a way that improves air quality and personal health e. Congestion and delay on core bus routes serving the city centre from areas of population and to encourage a major switch in car-based commuting to bus, especially into the city centre. f. The replacement of the Mersey Ferries that provide an important cross- river service, particularly for cyclists.

29 Page 91 4.2 OBJECTIVE 2

To exploit the city region‟s role as a global gateway that is served by all forms of transport and that supports Northern Powerhouse and Transport for the North‟s aims to rebalance the UK‟s economy, through economic agglomeration and de-congestion benefits

Enhanced National and Trans-Northern Connectivity

4.2.1 Transport for the North‟s (TfN‟s) Strategic Transport Plan and Investment Programme, published in January 2019 sets a commitment to Northern Powerhouse Rail (NPR) - connecting the Liverpool City Region to HS2 via a new twin-track line between Liverpool and Manchester.

4.2.2 NPR and its connections with HS2 will offer faster passenger journeys and will provide the capacity needed for the doubling of passenger numbers over the coming decades, as well as freeing up capacity and new paths on the existing network for freight, helping the Port of Liverpool fully capitalise on its position as a western facing port. It will also enhance hub airport access in Manchester. However, the benefits of HS2 alone, without NPR are diminished. The city region‟s clear solution is for a combined new line into the city to connect with High Speed 2 network. Recent work for the LCR provides a range of compelling estimated economic benefits for the LCR including:

a) £15bn GVA uplift – including benefits from journey time savings and property developments. b) An extra 24,000 jobs. c) 11,000 new homes d) 3.6m more visitors per annum.

4.2.3 The economic study also highlighted substantial potential benefits through more freight trains using capacity released by the new line and the national benefits that are afforded from a rebalancing of freight from congested southern to northern ports. The city region has also commissioned infrastructure development work to review alignment options, journey times and capital costs. This has informed the work undertaken by TfN and provided assurance for the City Region in respect of the outputs.

4.2.4 A major hurdle to delivery of these major projects will be station capacity in Liverpool city centre. The Metro Mayor has set up a new Station Commission, to work up viable options for increased capacity, which will leverage further investment and opportunities for the local economy

30 Page 92

PRIORITY ACTION 2.1 THE NEED FOR NORTHERN POWERHOUSE RAIL, HS2 AND STATION CAPACITY IN LIVERPOOL CITY CENTRE

The LCR will continue to work with Transport for the North and DfT to make the case for funding and commitment to deliver a direct HS2 and Northern Powerhouse Rail link to the City Region.

The LCR will actively develop options for a new state of the art station in Liverpool city centre, capable of accommodating HS2 trains. The work will be overseen by a Station Commission, chaired by Denise Barrett-Baxendale, Chief Executive of Everton Football Club

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PRIORITY ACTION 2.2 EXTERNAL RAIL CONNECTIVITY

We will develop an evidence base to enhance levels of direct rail services from the city region to major towns and cities across the UK. This is in support of enhanced levels of connectivity to secure agglomeration benefits, and support a shift from longer-distance car commuting to cleaner and more efficient rail- based commuting.

In particular, opportunities to influence and enhance rail franchises as they are renewed or re-let will be exploited (e.g. InterCity West Coast).

Ports, freight and logistics

4.2.5 Our ambition is for the Liverpool City Region to use its maritime, freight & logistics assets to become a global logistics hub at the heart of the Northern Powerhouse and major global trade routes. The Port of Liverpool is an important maritime gateway and is one of the UK‟s top five container ports. The largest volume and density of large warehousing of any UK region is located within a 70 mile radius of Liverpool and with over 65% of the population of the UK and Ireland living within a 150 mile radius of the city. Despite this, 91% of deep sea volumes enter the UK via the South Coast ports, leading to inefficiency and congestion on national road and rail links.

4.2.6 Growth in the Liverpool 2 deep sea terminal will require more paths on the adjacent rail network, as well as an increase in capacity at the Port‟s rail terminal. Enhancements to local rail freight infrastructure is essential to complement, notably on the Bootle Branch line to Alexandra Dock at the Port of Liverpool and to support a shift to the tonnage of freight carried by rail.

4.2.7 The City Region is an attractive location for warehousing and distribution businesses, attracted by the availability of land adjacent to the motorway network, proximity to major conurbations including Greater Manchester and the City Region itself and good access to Ireland, North of England, North Wales and Midlands. The Combined Authority has approved funding to develop the strategic Parkside Rail Freight Interchange in Parkside, near Newton le Willows, which is recognised by industry as being significant for modern distribution requirements.

4.2.8 However, congestion, poor air quality and environmental pressures necessitate a shift to the development of alternative, more efficient logistics systems to reduce freight in city centres and negative impacts felt by communities. The importance of reducing freight in city centres seems emphasised by the DfT‟s road traffic forecasts and the significant growth forecast in polluting Light Goods Vehicles (LGVs).

32 Page 94 (Traffic growth - Source: DfT 2018 Road Traffic Forecasts)

4.2.9 Last mile logistics solutions will have an important role to play in tackling these challenges, as advocated in the DfT Future of Mobility strategy. We will look to harness these opportunities and innovations to reduce congestion and impacts on local health outcomes, whilst supporting a sustainable future for a major local economic sector. This may include a freight focussed bid to the DfT‟s “Future Mobility Zone” programme, or smaller more localised pilots of innovative approaches focussed on alternative fuels and last mile logistics.

PRIORITY ACTION 2.3 DEVELOPING A SUSTAINABLE FREIGHT FUTURE

We will continue to make the case for a radical increase in rail capacity to support freight as part of our engagement with Transport for the North and High Speed 2.

This will include evidence-based identification of the critical rail freight paths and potential network capacity measures by which to address these (e.g. within the Port of Liverpool on the Bootle Branch Line and in the Chat Moss line in the vicinity of Parkside), together with technical solutions to minimise the impact of “last mile” freight trips.

Alongside this will consider the contribution of freight and logistics to our environmental and air quality challenges as part of our Local Industrial Strategy, and look to support innovations that address these opportunities through current and new or devolved funding opportunities.

33 Page 95 The River Mersey as an International Passenger Gateway

4.2.10 The visitor economy is increasingly important to the whole of the Liverpool City Region – it grew by 66% between 2009 and 2017 and is now worth more than £4.5bn per year. Flagship events, such as the Three Queens, Giant Spectacular, Grand National and Open Golf tournaments are not only major successes in their own right, but highlight the critical importance of the transport network in supporting safe and sustainable access by large numbers of visitors.

4.2.11 In 2018 Liverpool welcomed more than 60 cruise ships, with 100,000 passengers and crew. The current terminal generates more than £7m a year to the city‟s economy. Through the Strategic Investment Fund, approval to develop a state of the art cruise liner facility at Princes Dock has been granted. This enhanced terminal will enable the world‟s largest cruise ships, accommodating up to 3,600 passengers to embark and disembark at Liverpool and is expected to directly create more than 500 new jobs.

4.2.12 As a supporting measure, a new east-west link road to serve the cruise liner terminal and the adjoining Isle of Man terminal at Waterloo Dock has been approved from SIF. These schemes have a collective SIF value of £40 million.

4.2.13 A priority is to support the timely delivery of these projects to realise their economic potential and value to the city region.

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PRIORITY ACTION 2.4 DEVELOPING A NEW CRUISE LINER TERMINAL

To support the development of a new £20 million Liverpool Cruise Liner Terminal at Princes Dock, jointly funded from the Strategic Investment Fund, together with its corresponding road infrastructure scheme in order to facilitate sustainable assess from the city centre and adjoining transport networks.

4.2.14 Ferry services across the River Mersey play an important role in attracting visitors to the LCR. They also serve a commuter market in providing access between the Wirral and Liverpool, particularly for cyclists, in support of the policy imperative to boost levels of cycling. The Mersey Ferries Strategy seeks to ensure that they continue to fulfil the above roles, but in a way that reduces the costs of the Mersey Ferries on the public purse. It also explores the commercial opportunities they present as leisure craft and visitor attractions, ensuring that the service is sustainable for future generations to enjoy.

4.2.15 The two existing Mersey Ferry vessels are now approaching 60 years old, and are becoming increasingly unreliable and inefficient. Using Transforming Cities Funding and European Structural Funding, Merseytravel is working to procure new ferry vessels, which are anticipated to begin to enter service from 2021.

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PRIORITY ACTION 2.5 PROCURING HIGH QUALITY, CLEAN AND RELIABLE MERSEY FERRIES

Through currently approved European Regional Development Fund monies and an ongoing application through Transforming Cities Funding, a funding package will be developed as a priority to procure and launch new replacement vessels on the Mersey Ferries which will enter service from 2021.

The role of the Airport

4.2.16 A high performing transport system lies at the heart of achieving the Northern Powerhouse vision. As an international gateway, Liverpool John Lennon Airport is vital to supporting both the city region, and Transport for the North‟s strategic priorities, in enhancing connectivity to support the rebalancing of the country‟s economy.

4.2.17 The Airport has seen growth in passenger numbers of over 25% since 2014 with 5 million passengers per year now choosing to use Liverpool. It is not just a local airport, as the scatter graph showing the origin of passengers below shows. It needs better local, regional and cross-border bus and rail linkages to support inclusive growth and increase the proportion of surface access trips made by non-car modes. Building upon its recent success, the Airport has ambitious plans to serve more destinations including long haul, with forecasts indicating the potential to grow passenger numbers to 7.8 million by 2030 through its draft masterplan.

(Origin of passengers - Source: LJLA Economic Impact Study, York Aviation for LJLA)

36 Page 98 4.2.18 The need to diversify its routes and purposes to better address the needs of business travel is important locally, as is rekindling the airport‟s freight role.

4.2.19 Surface access to the airport is a crucial issue in maximising the airport‟s success and attractiveness, and in reducing the impacts associated with motorised trips to and from the airport. It will be essential to secure a significant shift to sustainable access modes, principally onto public transport. The Combined Authority will continue to work proactively and positively with the airport to maximise convenient access to the airport, and on joint initiatives to exploit opportunities created by the reopening of the Halton Rail Curve which will enhance rail access to Liverpool South Parkway from passenger catchments in North Wales and Cheshire West and Chester.

4.2.20 Proposals for an Eastern Access Transport Corridor (EATC) to serve the airport are identified in the masterplan. Should the case be made for this intervention, the airport will be encouraged to explore and maximise the potential for private sector and third party contributions to support the delivery of a preferred solution.

PRIORITY ACTION 2.6 SUPPPORTING INCLUSIVE GROWTH AT THE AIRPORT

The LCR will work with Liverpool John Lennon Airport and its partners to support the sustainable growth of the Airport in line with their ambitions, linked to the Draft Masterplan. These will include

 Enhancing surface access to broader transport system through improved links to the road and rail systems, and more integrated ticketing options

 Supporting the airport‟s ambition to diversify into business travel and freight transit to build a sustainable future for an important regional asset.

37 Page 99 4.3 OBJECTIVE 3

To deliver the objectives above through a new mobility culture, where transport services are modern, safe, clean, healthy and inclusive. This has a focus on boosting healthy forms of travel for short trips and where the public transport networks are the modes of choice

Making mass transit the preferred alternative to private transit

4.3.1 The city region benefits from long-established, and extensive heavy rail and bus networks. It also boasts the world famous Mersey Ferries, as a leisure-based means of crossing the river Mersey and as a particularly important asset for visitors and cyclists.

4.3.2 Whilst there are underlying challenges associated with capacity, frequency or penetration, these networks provide the basis of the infrastructure needed to support an inclusive and sustainable economy across the city region, in providing lower-emission connectivity to education, job opportunities and housing. The need to grow usage and overall share of these modes, together with a corresponding boost in numbers of trips walked or cycled from home to a bus or train station, are core components of our approach. The role of better information and technology cannot be understated in support of these aims.

The LCR‟s Bus Networks

4.3.3 Buses are the backbone of the LCR‟s public transport network, and around 80% of public transport journeys are made by bus. They are critical to the city region‟s economic and social capacity, with the LCR having some of the highest levels of bus use per head of population in the country. However, bus networks across the UK, have seen a long term decline in patronage, a trend that had to be reversed. Through the Bus Strategy, we have set out a range of customer-driven initiatives such as smart, good value multi-operator ticketing (particularly for young people), coordinated timetables on key corridors and investment in new vehicles, which have helped to arrest further decline and begin to growth the marker. This focus on customers will remain the starting point for our future approach to our bus networks.

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4.3.4 The Liverpool City Region‟s Bus Alliance between the city region‟s principal bus operators and Merseytravel has bene the main way in which to deliver the aims of objectives of the bus strategy. Established in September 2016, it has sought to improve bus services through more than £50m worth of investment in bus services, with commitment from operators to provide modern bus fleets with an average age of no more than seven years and a range of new services and customer-focused improvements. These include improved smart ticketing, enhanced driver training and free on-board Wi-Fi and USB charging.

4.3.5 The LCR has also shown a strong track record in successfully bidding for government support to deliver both new and retrofitted low emission buses, including electric, hybrid and biomethane powered vehicles. By the end of 2020, more than 25% of the fleet will either be new or retrofitted low emissions buses, though we aspire to better this target.

4.3.6 Despite growth in patronage, the LCR‟s network has seen a decline in performance in recent years, with bus journeys taking longer and being less predictable now than at any other time. This was identified as the highest priority improvement identified by customers who took part in the Big Bus Debate through 2018/19. A key priority for local bus services is to create conditions where services operate on time and with attractive journey times relative to the private car. The Key Route Network (KRN) of roads has been defined and informed by the needs of core bus routes in linking the main areas of population and opportunity. This network is vital to support improvements to bus punctuality and reliability, which is central to increasing the competitiveness and efficiency of the bus network. Theme 2 of the Transforming Cities Fund programme seeks to support this aim through a Green Bus Routes programme, to initially transform the following core commuter corridors with measures including bus priority and enhanced customer facilities:-

 The A57 corridor connects Liverpool City Centre with St Helens  The A562 corridors connects Liverpool City Centre with Speke and John Lennon Airport  B5178 corridor connects Liverpool City Centre with Halewood

39 Page 101  A59 corridor connects Liverpool City Centre with Kirkby, Towerhill and Northwood.  A567 corridor connects Liverpool City Centre with Bootle and Crosby

PRIORITY ACTION 3.1 DELIVERING GROWTH IN BUS QUALITY AND PATRONAGE

To use available funding sources, including the Transforming Cities Fund, to progress the collective approach to an enhanced local bus offer and accelerate the delivery of infrastructure requirements, improved vehicle standards and better journey times, reliability and overall competitiveness.

4.3.7 Whilst the progress we have made with the local bus offer is impressive, we are looking to use devolved powers in the Bus Services Act 2017 to assess how we may be able to make further improvements on our bus network. This is to ensure fare-paying passengers get the best value and services and to support the wider objectives of the LCR. We are assessing new bus reform options available under the Act. These include an assessment of a bus franchising scheme across the Liverpool City Region, and enhanced partnership plans and schemes alongside other options.

PRIORITY ACTION 3.2 TESTING DEVOLVED BUS POWERS

To consider the opportunities set out within the 2015 LCR Devolution Deal and Bus Services Act 2017 relating to new forms of ownership and control of local bus services. An Outline Business Case will be developed by spring 2020.

The LCR‟s Rail Network

4.3.8 Rail services are vitally important to the social and economic fabric of the LCR. The Combined Authority adopted a revised Long Term Rail Strategy in 2017. This articulates the role of rail within the LCR‟s wider policy context both through the role of increased connectivity.

4.3.9 It highlights the connectivity constraints enforced on passenger growth, which limit the ability to travel efficiently, may be making the City Region less attractive to inward investors, deterring the expansion of existing businesses, or limiting the potential to switch from car to rail. There are particular pressures on the city centre‟s stations and lines.

40 Page 102 4.3.10 The strategy identifies a number of local constraints to growth. Measures to address these will support the achievement of the wider vision in this Combined Authority Transport Plan, including:-

 linking places where people live with job opportunities  a lack of sufficient service frequencies to allow seamless commuting where the linkages exists  the significant capability gap for container freight between the Port of Liverpool and the wider rail network.  Ticketing boundary constraints that can lead to inefficient car-based trips to access rail stations

4.3.11 The procurement of new, publicly-owned rolling stock for the Merseyrail network is the first step to addressing these constraints. Stadler will provide a new fleet of 52 four-car units and an extensive modernisation of the network‟s electrical supplies and depot facilities. The introduction of the new trains will offer a range of benefits inducing:-

 60% increased passenger-carrying capacity  Reduced journey times  Cutting edge accessibility by means of intelligent sliding steps  Reduced energy consumption by over 20%

4.3.12 The rolling stock project has been complemented by a £28 million programme of works focused on upgrading and raising otherwise sub- standard Merseyrail station platforms, to allow for step free access from the platform onto the new trains, through the Platform Interface Project (PTI). This forms an important part of our priority around „placemaking‟, summarised in Priority Action 4.3

PRIORITY ACTION 3.3 TRANSFORMING LOCAL RAIL - NEW MERSEYRAIL ROLLING STOCK

To commit to the testing and introduction of new rolling stock fleet on the Merseyrail network from Spring 2019 and to market and promote the benefits afforded by this major investment in terms of supporting a further switch from private road-based travel road to rail.

4.3.13 Increased capacity at Liverpool Central station, at the heart of the Merseyrail network and serving the city centre is vital for the growth prospects of the City Region. At present, the station is at full capacity and acts as a „bottleneck‟ for existing services, and a constraint in the very near future on any ambition to deliver improved rail connectivity to underserved parts of the City Region and to accommodate projected and desired growth in passenger numbers.

41 Page 103 4.3.14 Merseytravel is currently undertaking a development review at Liverpool Central through established Network Rail GRIP phases to identify options and a preferred solution. This solution could entail a major remodelling of the station and associated platforms.

PRIORITY ACTION 3.4 TACKLING CAPACITY AT LIVERPOOL CENTRAL STATION

To develop the evidence base, options and potential funding sources to address the evidenced capacity constraints at Liverpool Central Station, potentially utilising Transforming Cities Funding to explore interim solutions in order to accommodate the growth in patronage that will arise from the introduction of new rolling stock in 2020.

4.3.15 Our ambition is to improve rail connectivity in other parts of the city region underserved by the rail network, building on the completion of a new station at Maghull North and the major capacity improvements at Newton le Willows. Some of these options will need to be phased behind improvements to Liverpool Central but others, such as a re-opening of St James Station on the city centre‟s Southern edge to service the growing economic cluster in the Baltic Triangle, could be progressed in harness.

PRIORITY ACTION 3.5 TESTING OPTIONS FOR INVESTMENT IN NEW RAIL STATIONS

A priority in the short term is to test options and develop the business case to justify further investment (e.g. from the Transforming Cities Fund) or else through external funding in new stations, to support the wider connectivity and investment needs of the Combined Authority.

Rail devolution

4.3.16 A core strength of the city regions‟ rail network concerns the devolved nature of the Merseyrail Electric concession, let on a long term, 25 year basis to Merseytravel. Local control of the franchise, linked to significant investment has radically enhanced the offer and has led to corresponding growth in patronage, which in turn has led to some of the capacity challenges at Central Station.

4.3.17 As part of the 2015 Devolution Agenda, Merseytravel, on the city region‟s behalf, is testing proposals to take over the management of the rail stations from Network Rail. Work is progressing to gain a more detailed knowledge of the condition of the station assets and the commercial arrangements and costs of working on the railway. This includes

42 Page 104 opportunities for future integration between Network Rail and Merseyrail works, identifying opportunities for enhancements and renewals, including funding priorities such as Access for All, New Stations and National Station Improvement Fund.

Promoting zero carbon, short local journeys

4.3.18 The imperative to tackle emissions from transport and to manage emissions is internally associated with the need to encourage a shift from motorised transport modes to cleaner, less polluting models. The imperative to switch entirely form motorised transport is brought into sharp focus by the following local facts:-

 66% of all trips less than 5km in length, and  83% are less than 10km.  Despite the short distance of most trips, over half are driven by car.

4.3.19 For many residents and visitors in the City Region, some of the recognised modes of sustainable local journeys are not necessarily the first choice or preferred option – as evidenced by the 50% of journeys under 5km that are still undertaken by car. This has led to the development of a Local Journeys Strategy.

4.3.20 The benefits of sustainable local journeys are numerous, and in recent years, we have delivered a range of initiatives that have made sustainable travel options for local journeys more attractive. These are delivering a wide variety of interventions that range from new cycle lanes to employment locations, to streetscape improvements in Liverpool City Centre. Crucially, these schemes have also demonstrated the very high economic return associated with investment in walking and cycling. Related “placemaking” principles are covered in Objective 4 in this plan.

Source: Transport for London – “Walking and cycling-economic-benefits”

43 Page 105 4.3.21 The Local Journeys Strategy presents a vision for the provision of support for sustainable local journeys, with a supporting a Local Cycling and Walking Infrastructure Plan (LCWIP) as the next step. Our ambition is to develop a Key Route Network for walking and cycling journeys. This will build on research showing the preference for a comprehensive network of dedicated, segregated cycle paths with protected crossing points, to reduce and where possible eliminate potential conflicts between motor traffic and cyclists and pedestrians. It will be structured around the main trip generators, and shown in the corridor map overleaf and which are prioritised initially around 9 travel corridors:

 Liverpool city centre  Town and district centres  Out of town retail and leisure destinations  Growing employment and mixed use locations  Stable residential communities  New housing developments  Public Transport Locations

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4.3.22 The LCR‟s Rights of Way form a vital network of routes across the city region and often provide missing links in linking other forms of travel. A Rights of Way Improvement Plan (ROWIP) has been developed to ensure that enhancements to these routes are linked into the mainstream delivery of a range of schemes and that the network is exploited to link people with wider transport hubs, key destinations and the wider walking and cycling network.

PRIORITY ACTION 3.6 DEVELOPING AND DELIVERING A COMPREHENSIVE NEW CYCLING AND WALKING NETWORK

We will use funds from the Transforming Cities Fund and other available sources such as European Structural Funds to deliver a high quality and cohesive network of walking and cycling routes across key destinations, linked to our Local Cycling and Walking Infrastructure Plan that will be completed by the end of 2019.

Embracing new technology and future mobility

4.3.23 The city region is on the cusp of a profound change in how people, goods and services move in a way that is more efficient and clean. This is linked with the March 2019, Government publication Future of Mobility: Urban Strategy - Moving Britain Ahead.

4.3.24 At a local level, the importance of technology and the digital agenda is reflected in the Metro Mayor‟s ambitions for a local fibre network, linked to

45 Page 107 transatlantic fibre optic assets that land in Southport and the supercomputing powers of the Hartree Institute in Daresbury.

4.3.25 We have used monies from the Transforming Cities Fund to commission the development of a new, integrated smart ticketing portal and ticketing media as a successor to the current “Walrus” smartcard. This will also enable the city region‟s smart ticketing products to be fully compatible with systems being developed by Transport for the North via a pan-northern smartcard.

PRIORITY ACTION 3.7 A NEW SMART TICKETING PORTAL

A priority action from the Transforming Cities Funding award will be the development of a new smart ticketing system for public transport, to make it easier and faster to travel around the city region, through the development of a smart ticketing portal that maximises the opportunities being developed by Transport for the North‟s smart ticketing plans.

4.3.26 Technology is also core to breaking down transport barriers to support our inclusive growth ambitions, to incentivise the uptake of more sustainable travel choices and to reduce carbon emissions and health impacts. This will also support the inclusive growth agenda through related opportunities to break down travel cost barriers, through emerging principles such as journey price capping and “best value” bus and rail ticketing that is offered by Oyster in Greater London.

4.3.27 To support these new technology platforms, a root and branch review of the LCR‟s ticketing offer will be undertaken. This has the aim of creating a contemporary ticketing scheme that supports the delivery of the policy objectives set out in this plan. This will lead to a new Ticketing Strategy for implementing the policy, with clear aims and objectives. This Ticketing Strategy will examine opportunities for new ticketing products and concessions, building on the My Ticket bus ticket and Apprentice Travel Pass products that seek to reduce costs and enhance travel choice and life opportunities.

PRIORITY ACTION 3.8 DEVELOPING A NEW TICKETING STRATEGY

We will undertake a detailed root and branch review of the local ticketing offer. Before the end of 2020, we will develop a strategy for the development of a contemporary ticketing scheme that helps to deliver the policy objectives set out in this Combined Authority Transport Plan.

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4.3.28 Taxi and private hire services in the LCR are perhaps one of the best known forms of flexible mobility. The growing use of app-based technology to ease the process of booking and paying for services embodies new mobility principles. However, there remains scope for improving the taxi offer across the city region, and collectively pursuing higher engine and vehicle operation standards, with the city region‟s air quality challenges being a core driver for change.

4.3.29 The growth in „on demand‟ transport services has been a significant „disruption‟ in the market in recent years. The LCR is well served by on- demand taxi services with major operators serving the region. The City Region is also home to a pilot of the „Arriva Click‟ on demand minibus service, which provides 12 minibus vehicles available to commuters within. Although uptake and market penetration has been modest, the Combined Authority is exploring opportunities to refine the provision of this service as a means to improve connectivity to strategic employment sites, and to support health, wellbeing and economic outcomes for those in the poorest parts of the City Region.

PRIORITY ACTION 3.9 EXPLOITING CLEAN AND EFFICIENT ON-DEMAND MOBILITY SERVICES

The Combined Authority will continue to work with partners to enhance the quality and efficiency of all forms of demand responsive travel, including taxis, private hire vehicles and demand responsive bus services, recognising the city region‟s air quality and low carbon imperatives.

The city region will also seek to extend existing demand responsive travel services, with a focus on improving connectivity between underserved communities and strategic employment sites as a means to promote inclusive growth and improve health and wellbeing outcomes.

47 Page 109 4.4 OBJECTIVE 4

To develop a mobility system that enhances the health and wellbeing of our citizens. This will include the development of liveable and resilient city region that addresses the challenges of poor air quality and supports the move to a zero carbon LCR by 2040.

Decarbonising the motorised transport network

4.4.1 The city region‟s transport network remains heavily reliant upon fossil fuels, and decarbonisation is needed to support the Metro Mayor‟s ambition to be a zero carbon city region by 2040. Indeed, transport is not playing its part in CO2 reduction. Transport emissions are lower than they were in 2005, but have risen again since 2013.

4.4.2 The city region had enjoyed successes in the implementation of measures to support the uptake of alternative fuels, such as the Recharge electric charging facility projects, and continues to pilot new approaches. These include an electric bus service trial which will using „opportunity charging‟ aimed at cutting the amount of time needed to charge the vehicle.

4.4.3 We have particular strengths in hydrogen and alternative fuel technologies and an opportunity to focus on promoting hydrogen technologies as a low carbon alternative to fossil fuels. The city region boasts and “end to end” supply chain from the means of production of the fuels to the production of hydrogen powered vehicles themselves. The Transforming Cities Funding offers scope to develop measure that improve the uptake of cleaner fuels, and which could include re-fuelling facilities or essential infrastructure.

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PRIORITY ACTION 4.1 PROMOTING CLEAN ALTERNATIVES TO FOSSIL FUELS

The Combined Authority will commission the development of options for „greening‟ our transport system, including but not limited to, a comprehensive electric vehicle charging network, further rollout of a hydrogen powered bus network (and associated infrastructure such as filling stations) and options to minimise the impact of our freight and logistics sector through innovative „last mile‟ solutions.

We will also seek to embed the promotion of alternative fuels in our forthcoming Spatial Development Strategy.

Tackling poor air quality

4.4.4 The Metro Mayor is committed to working with the LCR‟s constituent Local Authorities to tackle poor air quality in the City Region, as evidenced by the recent scrutiny panel review of air quality.

4.4.5 Achieving a major improvement in air quality across LCR will not only be important for improving human health, but will also help to make LCR a more attractive place to live, visit and invest.

4.4.6 The Combined Authority has set up an Air Quality Task Force, chaired by Councillor Liam Robinson and featuring representatives of the Local Authorities and the Department for Environment, Food and Rural Affairs and DfT‟s joint Air Quality unit. The Task Force is mandated to produce an Air Quality Action Plan for the LCR, which includes options to use the Combined Authority‟s funding and devolved powers in transport and strategic planning to improve air quality.

PRIORITY ACTION 4.2 CHAMPIONING ACTION TO IMPROVE AIR QUALITY

Through the newly established edh Task Force on Air Quality, we will develop a Combined Authority Air Quality Action Plan to set out actions to reduce emission and improve health.

This will be closely related to detailed options being developed within Liverpool City Council and Sefton Council which stem from mandates from Defra on account of pollution exceedances.

We will maximise the Combined Authority‟s powers and influences to integrate the reduction of harmful emissions into all of our activities and act as a champion with our partners to achieve the same.

49 Page 111 High quality places where people walk, cycle and use public transport

4.4.7 We want to create the environment which makes walking and cycling more attractive, both from the point of view of improved road safety, access for all and better „placemaking‟. This has significant positive impacts on connectivity, but also on health and environmental outcomes. It is equally about how we plan places and movement in our emerging Spatial Development Strategy and in the development plans and proposals of the constituent local authorities.

4.4.8 A well-designed cycling and walking network also benefits the attractiveness of the urban environment for the general benefit of residents and communities, especially where traffic conditions are calmed and reallocated around the needs of people rather than vehicles.

PRIORITY ACTION 4.3 THE IMPORTANCE OF QUALITY OF PLACE AND PLACEMAKING

We will use all relevant Combined Authority plans, policies, powers and programmes to create high quality environments that encourage active travel, and which makes walking, cycling and public transport more attractive, more convenient and safer for all.

Planned developments and maintenance works should also include opportunities to make conditions for pedestrians, cyclists and public transport users safer and more attractive.

A resilient transport network

4.4.9 The coastal nature of the Liverpool City Region brings specific issues and challenges, especially to its transport infrastructure, including risks from high winds and high rainfall, flooding and coastal erosion. The transport network is especially prone to damage from increasingly unpredictable and unseasonable weather conditions, and which include greater levels of rainfall, hotter summers, and greater risk of flooding. Indeed, surface water flooding is one of the greatest risks facing the city region, above and beyond risks from coastal and river flooding.

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4.4.10 A core priority concerns the development of an evidence base to understand the risks to the resilience and robustness of our transport networks. This will build on evidence drawn from a wide range of expert bodies and agencies on aspects such as coastal flooding risks, surface water risk areas, development plans and known and planned interventions to mitigate against flooding and extreme weather. Digital mapping will form a core function of this evidence base.

4.4.11 We will align, and integrate resilience measures into our transport and investment delivery plans, to secure multiple benefits from targeted investments. Examples could include measures to alleviate localised surface water flooding through innovative investment in the Key Route Network (e.g. using permeable materials or natural drainage). This in turn will minimise the risk of delay and inconvenience arising from the closure of, or damage to critical parts of the transport network or which otherwise present danger or risk to quality of life.

51 Page 113 Example of areas of surface water flood risk on the KRN Source: Environment Agency

PRIORITY ACTION 4.4 INTEGRATING CLIMATE RESILIENCE INTO TRANSPORT PROGRAMMES

We will build a strong and resilient transport network by improving our understanding of constraints and risks arising from flooding and other extreme weather conditions.

We will focus our efforts on integrating resilience and mitigation measures into our plans, schemes and funding programmes, particularly those that concern development on, or close to the Key Route Network.

52 Page 114 4.5 OBJECTIVE 5

To secure a transport network that is well maintained, safe and resilient.

Safe roads for all

4.5.1 In July 2017 the Combined Authority approved the Liverpool City Region Road Safety Strategy 2017- 2020, which sets out a challenging long-term vision to reduce the numbers of those killed and seriously injured (KSI) on the City Region‟s roads:-

A reduction in the numbers of those killed and seriously injured to fewer than 400 by 2020, with the ultimate vision of a future where no-one is killed on Merseyside‟s roads and the injury rate is reduced.

4.5.2 Achieving safer roads requires the use of various methods and measures which reduce the risk to persons using the road network. The Merseyside Road Safety Partnership is using its available resources to target road safety interventions in the most cost effective way and as a cohesive whole. Partnership working and collaboration are, therefore, central to this strategy and are proving to be successful.

4.5.3 In order to reduce the number of casualties on roads in Merseyside, and sustain progress on achieving the target of 400 KSIs in the City Region by 2020, targeted work will continue to further reduce casualties amongst four specific groups of road users, identified as particular areas of concern:-

 Adult Pedestrians (aged 26-59)  Pedal cyclists  Motorcyclists  Senior Road Users (age 60+)

4.5.4 Ongoing activities in other areas which continue to make positive contributions to road safety across the Liverpool City Region will continue to be prioritised and delivered. For example, the generic theme of reducing the number of child pedestrian casualties remains a priority and continuing the education, training and publicity activities of districts is vital, but opportunities to share best practise and standardise/consolidate activities across the region will be explored. Ensuring that children feel comfortable and safe whilst cycling and walking is also important for improving activity levels and health benefits in the future. This is also a core component of this Plan‟s aims of maximising clean forms of transport.

4.5.5 The activities of the Merseyside Road Safety Partnership are generally grouped under the traditional road safety 3 „E‟s of Education, Enforcement and Engineering. Improving safety through road engineering forms a significant part of the success achieved so far in reducing casualties.

53 Page 115 Introducing physical improvements to road layout, lighting, geometry, signing and signal control, junction improvements and calming features have all played a part in reducing risk and casualties.

PRIORITY ACTION 5.1 SAFE ROADS FOR ALL

The city region will continue to target activities and resources to further reduce casualties across all road users in accordance with the Liverpool City Region Road Safety Strategy 2017- 2020

Road safety considerations will be integrated into all of the city region‟s plans, programmes and investments in support of the Mayor‟s priorities on inclusive growth and tackling inequalities, to make positive contributions to road safety across the Liverpool City Region.

This will include partnering with the LCR‟s two Police and Crime Commissioners and the Merseyside and Cheshire Police Forces in preventing casualties and delivering targeted road safety interventions, particularly in relation to enforcement.

4.5.6 A priority within the first year of this plan‟s delivery timeframe is to review and develop a successor to the Road Safety Strategy. This will provide an opportunity to review progress, achievements and re-shape future areas of focus, as required. It will also provide further opportunities to develop more coordinated approaches between the Merseyside and Cheshire road safety partnerships, given the split of responsibilities across the city region.

PRIORITY ACTION 5.2 DEVELOPING A NEW ROAD SAFETY STRATEGY BEYOND 2020

The Liverpool City Region Road Safety Strategy 2017- 2020 is successfully reducing the number of casualties on our roads. Monitoring and evaluation, together with stakeholder engagement, will inform the development of a successor strategy (2020-2023) which will contain new casualty reduction targets and explore opportunities for additional innovation.

4.5.7 Looking wider, the TravelSafe programme has existed for many years tt maintain a safe and secure public transport environment for customers and staff while improving the overall customer experience. This is built around a partnership between Merseytravel, Merseyside Police, British Transport Police and public transport operators. The local public transport network enjoys a very low crime rate and TravelSafe is committed to making it safer and making people feel safe. Crime and anti-social

54 Page 116 behaviour data is drawn from a variety of sources to identify hotpots and take action in response.

PRIORITY ACTION 5.3 KEEPING THE PUBLIC TRANSPORT NETWORK SAFE AND ATTRACTIVE

The Travelsafe programme will continue to deal with incidents of crime, anti- social behaviour and fare evasion on the public transport network. This will be through the collection and analysis of intelligence, and the delivery of targeted reassurance and enforcement activities.

Improving the Key Route Network and the LCR‟s highway assets

4.5.8 The establishment of a Key Route Network (KRN) of strategically important local roads, and the creation of a single asset management plan, with greater management and influence by the Combined Authority formed a core element of the 2015 Devolution Deal with Government.

4.5.9 The criteria for, and the definition of the KRN was agreed by the Combined Authority in 2016, and its coverage and extent is on the schematic map shown overleaf. The KRN comprises some 10% of the LCR‟s highway network as a whole and is designed to move towards a more co-ordinated and effective approach to managing this network including:-

 a more consistent approach to delivery and highway standards across the city region, which may include such elements as lighting standards, maintenance regimes, winter maintenance, cleansing and road works;  significant economies of scale, through the ability to procure and deliver on a cross-boundary basis;  potential staffing benefits for smaller authorities in particular, through the ability to pool services and efforts; and  efficiencies may also be achieved by working towards the amalgamation of delivery arrangements and contracts

4.5.10 The KRN is a vital asset for users of the highway. In line with the new mobility culture articulated in this Combined Authority Transport Plan, the better management and maintenance of the KRN brings opportunities to improve conditions for cyclists, pedestrians, bus users, freight and motorists alike, and alleviates pressure on other „quietways‟ on the network.

4.5.11 Allied to this, the renewal and enhancement of the LCR‟s Urban Traffic Control systems will be an important component in managing conflicts, improving efficiency of movement and giving priority to the right road users at the right times. New technologies also have potential to radically

55 Page 117 improve monitoring and data-collection and also collect data across wider areas, including air quality. In parallel, highway standards and management regimes are numerous and complex. A priority is to consolidate and simplify these and secure greater consistency of approach across the city region, to improve standards across the KRN.

The LCR‟s Key Route Network

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PRIORITY ACTION 5.4 DEVELOPING IMPROVED URBAN TRAFFIC CONTROL SYSTEMS

We will accelerate integrated, LCR-wide Urban Traffic Control systems to radically improve the management, flow and safety of the KRN as a priority, and to support the plan‟s objectives around prioritising alternatives to the private car through selective prioritisation at key junctions or bottlenecks, for example. This will be a priority that is progressed through the Transforming Cities Funding programme.

4.5.12 As a first step in moving towards greater consistency and coordination, a Highways Infrastructure Asset Management Plan (HIAMP) was developed in 2018. This sought develop a detailed evidence base of the condition of each length of the KRN and to understand its condition on a more consistent footing for the first time.

4.5.13 In headline terms, the principal conclusion from HIAMP work concerns lifecycle planning as an essential policy underpinning asset management to extend its life. In terms of condition, the HIAMP shows that the condition of the highway network is degrading, and that current funding is not at a level to properly address the maintenance backlog of the highway network. The HIAMP shows the significant maintenance backlog on the KRN, especially in Liverpool, as a result of underinvestment in maintenance works over many years.

4.5.14 The chart below summarises the significant maintenance backlog, coupled with the ongoing deterioration of the KRN when comparing surveys from 2017 with those from 2018 and a decline in the percentage of the network in an “as new” state:-

Source, HIAMP - CapIta/Xais (2018)

57 Page 119 4.5.15 To maintain current levels of service and maintain a steady state on the KRN, the HIAMP has identified the need for:-

 An annual budget of £18.9 million once the maintenance need has been arrested and  £59 million.to address the existing maintenance backlog, including a split of structural and preventative maintenance.

4.5.16 Whilst efforts have been made to topslice £3 million of funding to support targeted maintenance on the KRN in the past two years, this is in itself clearly insufficient. The chart below illustrates a steady decline in the network resulting in the percentage of the network in need for structural maintenance increasing from 8% to 50%. This is based on a budget scenario of £3 million per year for 30 years, split 87/13 between structural and preventative maintenance.

£3MILLION BUDGET ON KRN 30 YEARS 100%

50%

0%

2034 2045 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2046 2047 2048 2049 2050

Red Upper Amber Amber Green

4.5.17 Levels of capital spend on highways maintenance across the city region (covering all roads) in the past decade have typically been in the order of £16 million a year which falls some way short of the funding needed to effectively maintain the network, and the KRN as a priority. In the short term, the Combined Authority will seek to identify additional funding opportunities to address capital maintenance on the Key Route Network, but will also make an “invest to save” case to Government as part of the Spending Review process.

4.5.18 Allied to this is evidence developed by the National Infrastructure Commission„s 2018 assessment, The Commission recommends that government should make £500 million a year of funding available from 2025-35 for local highways authorities to address the local road maintenance backlog. Whilst our initial efforts would focus on our KRN, this is a city region wide issue covering all roads, and we will work closely with local authorities to distribute any other new funding secured as need dictates.

4.5.19 Furthermore, there is a need to better align new, capital highway projects and funding sources with road maintenance priorities, rather than managing highways-relate capital infrastructure schemes and

58 Page 120 maintenance schemes as separate programmes. This is to secure multiple benefits wherever possible, and maximise the ability of highway infrastructure schemes to address the maintenance backlog and improve highway condition as a prerequisite.

PRIORITY ACTION 5.5 TACKLING THE HIGHWAYS MAINTENANCE BACKLOG

We will progress recommendations in the Key Route Network‟s Highways Asset Management Plan (HIAMP) through the identification of budgets, and new sources of funding – including an equitable, sustainable transport settlement for the LCR - to support the effective maintenance and to tackle the maintenance backlog on the Key Route Network. This recognises the KRN‟s critical role in supporting inclusive growth, safety and well-being.

A priority will be to integrate investments and capital highway works with opportunities to improve the condition of highways that are in the poorest condition through an integrated approach to managing and maintaining the highway network.

The Mersey Road Tunnels

4.5.20A vital link within the Key Route Network is formed by the two tolled Mersey Road Tunnels, owned by the Combined Authority and managed by Merseytravel. Their maintenance is funded through toll income. In the 2019/20 financial year, Merseytravel will receive an operational grant of £23.74m to manage the Mersey Tunnels and fund maintenance and renewals.

4.5.21 An immediate priority concerns the development of Mersey Tunnels strategy to guide the allocation of resources and management of the complex and ageing Mersey Tunnels into the future. This will be developed during the summer of 2019 and will provides a firm evidence base against which to prioritise capital works and longer-term investments to maintain their integrity as strategic crossings of the river.

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PRIORITY ACTION 5.6 A STRATEGY FOR THE MERSEY TUNNELS

By the end of 2019, a Mersey Tunnels Strategy will be developed. This will ensure that they remain a sustainable and efficient asset to help support and grow the local and wider economy. The strategy will be informed by crossing demand, including upcoming developments across the LCR, asset management considerations, the impacts of future technology and various environmental factors.

The strategy will set out practical responses, and from these a number of short, medium and long term actions to be undertaken in order to plan and manage the tunnels to meet future requirements.

“Dig Once”

4.5.22 A priority concerns the role of digital connectivity, and creating important opportunities a region-wide fibre spine to guarantee every home, business, university, school and public building the best and fastest possible connectivity. This also brings in major benefits for the management of the city region‟s transport networks and transport management tools, linked to “smart city” technologies and capability.

4.5.23 The development of the proposed fibre spine will be supported by a “dig once” operating principle. This will entail collaboration between local authorities, and utility providers such as United Utilities, Scottish Power and incumbent broadband providers, to develop common ways of working to ensure joint-use trenches is realised at all available opportunities. This will obviate the need to open highways, paths or other land repeatedly, given the cost and inconvenience that this creates.

4.5.24 The Key Route Network and core cycling corridors will provide core infrastructure corridors in the fibre network, and dig once principle will be built into plans, policies and funding programme wherever possible to ensure that provision is made for this network, where appropriate.

60 Page 122 Illustrative LCR digital fibre spine network

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PRIORITY ACTION 5.7 SUPPORTING “DIG ONCE” PRINCIPLES AND THE DIGITAL FIBRE SPINE

The city region‟s Key Route Network and core cycling corridors have the potential to provide core infrastructure corridors in the digital fibre spine. “Dig once” principles will be built into plans, policies and funding programme wherever possible to ensure that provision is made through the installation of ducting to future-proof the implementation of the digital fibre spine.

62 Page 124 5. NEXT STEPS

5.1 This LCR Combined Authority Transport Plan communicates and summarises the city region‟s shorter-term transport priorities.

5.2 The plan draws priorities from a range of current plans and priorities, updated in light of the Metro Mayor‟s vision and the Combined Authority‟s investment priorities. It reflects new structures, priorities and funds, such as High Speed 2, Transport for the North, Northern Powerhouse Rail, the Strategic Investment Fund and the Transforming Cities Fund.

5.3 This plan also seeks to guide the commissioning of activities and allocation of funds. It provides context and backdrop to future funding bids, whether from devolved funds managed by the Combined Authority itself or from external sources. Partnership working with the constituent local authorities is critical to the success of the Plan and to deliver the shared LCR priorities, and to support partners in their delivery of local priorities.

5.4 The plan does not set out a new or long-term policy direction. Neither does it take the form of a statutory Local Transport Plan (LTP), to replace the two plans that exist. As such, our objective is to develop a new, single statutory Local Transport Plan for the city region that looks ahead for the longer term. This will be informed by the development of the city region‟s Local Industrial Strategy (LIS) and Spatial Development Framework, which will have implications for transport need and transport demand. The LIS has a planned completion date of March 2020. Information on the development of the LIS will be shared on the Combined Authority‟s website. Work on the new, longer term-transport plan will be developed in tandem with the development of the LIS from 2020.

5.5 A related next step is to help shape future funding allocations to deliver our critical, longer-term transport and development priorities. As noted, the National Infrastructure Commission considers that growth in cities requires planning and funding for urban infrastructure to be devolved. Major upgrades for cities with the most growth potential and capacity constraints need to be prioritised, and £43 billion of additional investment in urban transport is needed by 2040. This plan will be used to help inform the anticipated Comprehensive Spending Review in autumn 2019, to recognise the importance of our priorities locally and nationally

5.6 Finally, the role of performance management is critical, to ensure effective delivery and to hold the Combined Authority to account. The current Local Transport Plans for the city region are supported by a range of performance indicators and metrics, to understand the impact of investment and wider transport trends. This performance regime is being refined as the transport agenda evolves in light of new issues and challenges, such as air quality and the Key Route Network, as examples. Annual reporting on the delivery and progress of the transport agenda and the measures in this plan will be undertaken by the Combined Authority.

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Liverpool City Region Combined Authority 1 Mann Island Liverpool L3 1BP

0151 330 1467

https://www.liverpoolcityregion-ca.gov.uk/ [email protected] @LpoolCityRegion

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Liverpool City Region Combined Authority

Combined Authority Transport Plan

APPENDIX

65 Page 127 Summary of Current LCR Transport Policy Context

Name of Strategy Broad aims / messages Merseyside Local These constitute the Combined Authority‟s statutory Transport Plan (2011) transport framework, which were adopted in 2011 as legal Halton Local Transport requirements. The two plans‟ strategies remain extant, Plan (2011) though the delivery plans have expired. The high level objectives are to ensure that transport supports economic growth, but at the same time reducing carbon and ensuring fairness and equity. These are considered to be in synergy with the new, inclusive growth agenda A Transport Plan for Developed as an interim bridge between the two LTPs Growth (2015) when the original LCRCA was established. It is non- statutory and defines its priorities as Growth, Low Carbon and Access to Opportunity Mersey Ferries Strategy Resetting the role of the ferries as a leisure asset, and to (2016) seek to put them on a more sustainable footing, being loss-making services. Highlights need for new vessels, and challenges the need for each of the existing termini Bus Strategy (2016) Grow bus patronage as a flexible and sustainable transport mode, and improve its quality and reliability, currently through a Bus Alliance (Merseytravel / Operators / LAs working together in partnership) Rail Strategy (2017) Update of earlier Rail Strategy to reflect changing circumstances, notably the constraints upon the network as a result of forecast growth in Liverpool City Centre and at Central Station Local Journeys Strategy Recognises that many journeys are short, but too many (2017) are made by car. Seeks to shift this balance in favour of walking and cycling, linked to the need for infrastructure and „placemaking‟ to achieve this Road Safety Strategy Addresses the rising number of people killed and (2017) seriously injured upon our roads, through a mix of engineering, enforcement and educational measures Rights of Way Seeks to provide a joined up approach to improving rights Improvement Plan of way by integrating the network with other modes and (2018) provide a positive contribution to delivering the Local Journeys Strategy Thematic strategies in development at present

 Mersey Tunnels Strategy  Local Cycling and Walking Infrastructure Plan (LCWIP)

66 Page 128 Agenda Item 8

LIVERPOOL CITY REGION COMBINED AUTHORITY

To: The Metro Mayor and Members of the Combined Authority

Meeting: 28 June 2019

Authority/Authorities Affected: All

EXEMPT/CONFIDENTIAL ITEM: No

Key Decision

REPORT OF THE PORTFOLIO HOLDER: TRANSPORT & AIR QUALITY DIRECTOR OF POLICY AND STRATEGIC COMMISSIONING

PROPOSALS FOR DISTRIBUTING HIGHWAY POTHOLE ACTION FUNDING ALLOCATION IN THE 2019/20 FINANCIAL YEAR

1. PURPOSE OF REPORT

1.1 The aim of this report is to recommend how the Combined Authority should best redistribute an additional Pothole Action Fund allocation of £991,589, the 2019/20 financial year. This funding is to help repair potholes that have been exacerbated by recent poor weather.

1.2 The report also draws out wider implications and concerns on the condition of the city region’s strategic highways for members to note, principally, at this stage.

2. RECOMMENDATIONS

2.1 It is recommended that the Liverpool City Region Combined Authority:-

a) approves the proposed re-distribution of the Pothole Action Fund of £991,589 for 2019/20 to each of the six local authorities, as set out in Table 1 in section 3;

b) notes that funding agreements will be developed between the Combined Authority and the constituent local authorities to ensure that these funds are used for their intended purpose and in line with the Department for Transport’s funding conditions as per Appendix One; and

c) notes with concern the highway maintenance backlog that affects the city region’s roads, particularly the Key Route Network and the need to address the maintenance of this critical part of the city region’s transport infrastructure.

Page 129 3. PROPOSAL

3.1 On the 4 April 2019, the LCR Combined Authority received a maximum funding grant of £991,589 for the 2019/20 financial year from the Department for Transport’s pothole and flood resilience funding. This funding is intended to support plans to repair potholes and to protect the local road network from adverse weather. It comes in addition to a share of a £26.6 million per annum transport capital funding pot from Government, to support highways maintenance and which was disbursed at the Combined Authority’s annual meeting in February 2019.

3.2 This award follows a similar funding award in the 2017/18 and 2018/19 financial years. The reallocation of last year’s award was duly considered by the Authority on 18 April 20181.

3.3 The offer letter provides an LCR-wide funding allocation, with no breakdown by local authority area, as its redistribution is a decision for the Authority to take. However, on the basis that the total award was calculated based on numbers of potholes in each local authority area, and the Authority does not have a methodology to support an alternative process, it is recommended that the funding is redistributed on the same percentage basis as it was in previous financial years. This is also considered pragmatic considering the modest sums of funding involved. The proposed breakdown is shown below in Table 1.

Table 1: Proposed allocations to each local authority

Local 2017/18 & Percentage Proposed equivalent Authority 2018/19 award share allocation for 2019/20 £ % £ Halton 212,684 11.43 113,338 Knowsley 215,689 11.60 115,024 Liverpool 481,702 25.90 256,822 Sefton 311,440 16.74 165,992 St Helens 259,687 13.96 138,426 Wirral 378,923 20.37 201,987 Total 1,860,125 100.00 991,589

3.4 The terms of the grant are summarised in the letter set out in Appendix One to this report. The Chief Internal Auditor is required to sign and to return a declaration to the Department for Transport by 30 September 2019 that the funds have been used for their intended purpose.

4. WIDER IMPLICATIONS

4.1 The additional pothole funding announcement is welcomed in supporting the delivery of remedial works on the highway network. However, as members will recall from

1 https://moderngov.merseytravel.gov.uk/documents/s32425/Proposals%20for%20distributing%20additional%20 Pothole%20action%20fund%20allocations%20for%20201718%20and%20201819Key%20D.pdf Page 130 recent reports relating to the condition of the Key Route Network2 (KRN) and its related Highways Infrastructure Asset Management Plan (HIAMP), the city region’s maintenance backlog poses a major risk and a major challenge. A much greater level of investment is needed to arrest the decline in the condition of the road network, both the KRN and the local road network. The importance of well-maintained roads will be appreciated, in terms of ride comfort for all road users, for the efficient movement of goods and people and to ensure safe road conditions for all. There are also liability issues at stake for highway authorities in the event of accidents or damage as a result of poorly maintained roads and pavements.

4.2 In headline terms, the principal conclusion from the HIAMP work is that the condition of the KRN (which accounts for some 10% of the total highway network) is degrading. Current funding is not at a level to properly address the maintenance. For the KRN, an annual budget of £18.9 million is considered necessary to maintain the desired lifecycle at “steady state” once the maintenance need has been arrested. The current maintenance backlog is £59 million.

4.3 The HIAMP’s consultants modelled two broad funding scenarios to aid future planning; one based on a dedicated budget of £3 million per annum for the KRN only, and the second based on a £19m budget per annum, again for the KRN only. The following charts illustrate the theoretical effects of these budgets:

Budget Scenario 1 - £3 million per year for 30 years

£3MILLION BUDGET ON KRN 30 YEARS 100%

80%

60%

40%

20%

0% 2019 2021 2023 2025 2027 2029 2031 2033 2035 2037 2039 2041 2043 2045 2047 2049

Red Upper Amber Amber Green

4.4 This illustrates a steady decline in the network resulting in the percentage of the network in need for structural maintenance increasing from 8% to 50%

2 https://moderngov.merseytravel.gov.uk/documents/s35841/Item%2011%20- %20Report%20and%20Appendicies.pdf Page 131 Budget Scenario 2 - £19 million p.a. for 5 years and £3 million for following 25 years

£19MILLION PER ANNUM FIRST 5 YEARS £3MILLION BUDGET ON KRN 30 YEARS 100%

80%

60%

40%

20%

0% 2019 2021 2023 2025 2027 2029 2031 2033 2035 2037 2039 2041 2043 2045 2047 2049

Red Upper Amber Amber Green

4.5 This second scenario illustrates a significant improvement for the first 5 years as expected, then a steady decline in the network. This results in the percentage of the network in need of structural maintenance increasing from 8% to 29%.

4.6 The two charts show the challenges at stake, but also the positive impacts of greater levels of spend. It will be appreciated that there are few direct funding opportunities available to the Combined Authority at present to invest more heavily in the maintenance of the KRN. The principal source of transport capital funding available over the next 4 years takes the form of Transforming Cities Funding (£172.5m in total). This is focused on modal shift and cleaner forms of travel rather than maintenance per se, though there is considered scope to better integrate maintenance needs into the design and delivery of suitable capital schemes, to add value.

4.7 The £26.5 transport pot that presently sits outside of the Strategic Investment Fund will continue into 2020/21 as the final year of the original 5 year allocation. Beyond this date, there are no certainties as to the form that this longstanding capital fund will be take. Subject to clarity emerging around a Comprehensive Spending Review later in the year, there is considered an emerging “ask” around the importance of long term capital certainty for maintenance on an invest-to-save basis.

4.8 Further reports will be presented to members on wider issues linked to a potential Spending Review and future years’ funding allocations. Members are asked to note these issues at this stage.

5. RESOURCE IMPLICATIONS

5.1 Financial Implications

There are no adverse financial implications arising from this report. Funding will be transferred when proposals have been agreed by the Combined Authority.

Page 132 5.2 Human Resources

None as a direct result of this report. Local authorities will utilise this funding as part of their due processes for delivering highways works.

5.3 Physical Assets

This funding will enable the local authorities to undertake additional works on their highway networks, which are in a state of decline.

6. RISKS AND MITIGATION

6.1 The risks associated with the delivery of this programme of works are minimal, but there are wider risks associated with the condition of the highway network and the associated risk of claims and injuries. There is considered a need to make the case for long term capital funding certainty, to support highway maintenance on an invest- to-save basis.

7. EQUALITY AND DIVERSITY IMPLICATIONS

7.1. There are no direct implications as a result of this funding award. Decisions on where and how the funding will be managed and the associated implications will rest with the constituent local authorities.

8. COMMUNICATION ISSUES

8.1 There are none as a result of this report.

9. CONCLUSION

9.1 The aim of this report is to recommend how the Combined Authority should redistribute an additional Pothole Action Fund allocation of £991,589 for the 2019/20 financial year, utilising the same percentage shares as in previous financial years. This is considered a pragmatic approach give the levels of funding at stake. This funding takes the form of a capital grant to help repair potholes that have been exacerbated by recent poor weather.

Page 133

9.2 The report also draws out wider implications and concerns on the condition of the city region’s strategic highways for members to note. These implications stem from the Highways Infrastructure Asset Management Plan (HIAMP) that has previously been considered by the Combined Authority and which details the maintenance backlog affecting the Key Route Network specifically and the need to identify sources of funding to arrest the decline.

COUNCILLOR LIAM ROBINSON Portfolio Holder: Transport and Air Quality

KIRSTY PEARCE Director of Policy and Strategic Commissioning

Contact Officers Huw Jenkins, Lead Officer – Transport Policy LCRCA

Appendices: Appendix One – Copy of award letter received form Department for Transport

Background Documents: None

Page 134 Anthony Boucher Local Infrastructure Division Department for Transport Room 2/14 Great Minster House 33 Horseferry Road London SWIP 4DR Direct Line: 0207 944 2149

Frank Rogers Web Site: www.dft.gov.uk Chief Executive and Director General, Mersey Travel Liverpool City Region Combined Authority 4 April 2019 Via email: [email protected]

Dear Mr Rogers

POTHOLE ACTION FUND AND FLOOD RESILIENCE FUND

I am writing to inform you that we have provided you with a maximum capital funding allocation of £991,589, from the pothole and flood resilience funding, which was paid on 29 March 2019. This payments provide all the funding that we expect to make to you from the pothole action fund and for flood resilience in 2019/20. We trust that the earlier payment gives you some additional flexibility to assist with your plans to repair potholes and to protect your local road network from adverse weather.

The Grant Determination for the fund your authority is receiving is attached, as is a declaration at Annex A that you and your Authority’s Chief Internal Auditor are required to sign and to return to the Department for Transport by 30 September 2019. We are content for this declaration to be combined with the declaration for the Local Transport Capital Block Funding 2018/19 as set out in my letter of 11 April 2018.

Please contact us at [email protected] for queries relating to the funding allocations outlined in this letter or telephone Gordon Rolfe on 0207 944 2249.

Yours sincerely,

Anthony Boucher Deputy Director: Local Infrastructure

Enclosed:  Local Transport Capital Block Funding (Pothole Action Fund) Specific Grant Determination (2018/19) No.31/3221  Annex A - Grant Conditions and Declaration

Page 135 LOCAL TRANSPORT CAPITAL BLOCK FUNDING (POTHOLE ACTION FUND) SPECIFIC GRANT DETERMINATION (2018/19): No 31/3221

The Minister for Local Transport (“the Minister”), in exercise of the powers conferred by section 31 of the Local Government Act 2003, makes the following determination:

Citation

1) This determination may be cited as the Local Transport Capital Block Funding (Pothole Action Fund) Specific Grant Determination (2018/19) No.31/3221.

Purpose of the grant

2) The purpose of the grant is to provide support to local authorities in England towards expenditure lawfully incurred or to be incurred by them.

Determination

3) The Minister determines that the maximum additional amount of grant payable to Liverpool City Region Combined Authority shall be £991,589.

Grant conditions

4) Pursuant to section 31(3) and 31(4) of the Local Government Act 2003, the Minister determines that the grant will be paid subject to the conditions in Annex B.

Treasury consent

5) Before making this determination in relation to local authorities in England, the Minister obtained the consent of the Treasury.

Signed by authority of the Minister for Local Transport

Anthony Boucher A senior civil servant within the Department for Transport March 2019

Page 136

ANNEX A - GRANT CONDITIONS

1. Grant paid to a local authority under these determination may be used only for the purposes that a capital receipt may be used for in accordance with regulations made under section 11 of the Local Government Act 2003.

2. The Chief Executive and Chief Internal Auditor of each of the recipient authorities are required to sign and return to the team leader of the Local Infrastructure team34 in the Department for Transport a declaration, to be received no later than 30 September 2019, in the following terms:

“To the best of our knowledge and belief, and having carried out appropriate investigations and checks, in our opinion, in all significant respects, the conditions attached to the Local Transport Capital Block Funding (Integrated Transport and Highway Maintenance) Specific Grant Determination (2018/19) No.31/3224 have been complied with”.

3. If an authority fails to comply with any of the conditions and requirements of paragraphs 1 and 2, the Minister may-

a) reduce, suspend or withhold grant; or

b) by notification in writing to the authority, require the repayment of the whole or any part of the grant.

4. Any sum notified by the Minister under paragraph 3(b) shall immediately become repayable to the Minister.

Page 137 34 Local Infrastructure team can be contacted at [email protected] or on 0207 944 2249. This page is intentionally left blank Agenda Item 9

LIVERPOOL CITY REGION COMBINED AUTHORITY

To: The Metro Mayor and Members of the Combined Authority

Meeting: 28 June 2019

Authority/Authorities Affected: All

EXEMPT/CONFIDENTIAL ITEM: No

Key Decision

REPORT OF THE PORTFOLIO HOLDER: TRANSPORT AND AIR QUALITY AND THE DIRECTOR OF COMMERCIAL DEVELOPMENT AND INVESTMENT

ACCESS FOR ALL FUNDING FOR STATION IMPROVEMENTS IN THE LIVERPOOL CITY REGION

1. PURPOSE OF REPORT

The purpose of this report is to:-

(a) Inform the Liverpool City Region Combined Authority (LCRCA) of the successful bid submission to the Department for Transport (DfT) in obtaining part-funding for passenger accessibility improvements at five rail stations located with the LCRCA region under the national DfT Access for All programme. This DfT funding is awarded subject to match funding being provided by the LCRCA;

(b) Inform LCRCA of the stations selected by the DfT to receive funding; and

(c) Seek authority from LCRCA to accept the Access for All funding and to make available funding from reserves to progress the initial design work in respect of the stations.

2. RECOMMENDATIONS

2.1 It is recommended that the Liverpool City Region Combined Authority:

(a) Accept the award of grant funding from DfT of 50% of the cost of delivering access improvements at the relevant stations;

(b) Note the intention to seek approval from the LCRCA, to match the DfT funding from the Transforming Cities Fund (TCF) element of the Strategic Investment Fund (SIF), subject to development of a business case and endorsement of the Investment Panel in accordance with the LCRCA’s Assurance Framework; and Page 139

(c) Approves the allocation of £1m from reserves to enable progress of design work which will be required to complete the business case.

3. BACKGROUND

3.1 The Access for All programme (AfA) was originally launched by the DfT in 2006 in order to address the practical issues faced by disability impaired passengers and general passengers facing mobility constraints or barriers (e.g. heavy baggage, shopping bags, pushchairs & wheelchairs) when using the UK rail network.

3.2 The objective of the AfA initiative is to provide a centralised funding stream that can be drawn by key public transport stakeholders and service providers (i.e. Network Rail, Train Operating Companies, Passenger Transport Authorities and Combined Authorities) to implement fully obstacle free, accessible routes to and from station facilities such as booking offices, toilets, waiting shelters and platforms.

3.3 The LCRCA has been a major beneficiary of this fund, having successfully received financial contributions for key access improvements at Birkenhead North, Fazakerley, Formby, Hooton, Orrell Park, Sandhills and Waterloo rail stations. Furthermore, Meols and Liverpool Central have also had funding allocated to them through the AfA initiative, with completion of both projects expected in the early part of Control Period 6 (1 April 2019 to 31 March 2024).

3.4 Following confirmation in 2018 that the DfT had secured an additional £300m from central government to extend the AfA programme across Control Period 6, work took place internally to identify, assess and objectively select a portfolio of stations with access issues at key locations across the LCRCA network by the submission deadline of 16 November 2018.

3.5 The selection parameters and criteria required to be employed by bidding organisations, as specified by the DfT included:-

(a) Overall station footfall;

(b) Stations where there is a particularly high incidence of disability in the area (based on Census data);

(c) A particular local circumstance such as: the proximity of hospitals, a school for disabled children or a military rehabilitation centre, for example;

(d) The availability of third party funding or contributions; and

(e) Locations that would help to bridge existing accessibility ‘gaps’ on the network.

3.6 It should be noted that for this latest round of submissions, the DfT has modified the requirements of submissions and much greater emphasis has been placed on matched funding provided by the bidder.

Page 140 3.7 Following this exercise, 11 stations were identified as meeting the criteria as defined by the DfT as candidates for AfA funding:

Northern Line: St Michaels, Hunts Cross, Rice Lane, Hillside. Wirral Line: Spital, Birkenhead Park, Rock Ferry. City Line: Broad Green, St Helens Junction, Widnes.

3.8 Given the volume of submissions that will have been received by the DfT from across the country, it is unsurprising that not all of the proposed 11 LCR stations submitted were approved. However, after assessing their individual merits, the DfT formally notified the LCRCA in April 2019 that 5 of the 11 bids had been successful. The successful stations are:

Northern Line: St Michaels, Hunts Cross & Hillside. Wirral Line: Birkenhead Park City Line: Broad Green

3.9 This award is subject to match funding of 50% of the cost of enhancements being provided by the LCRCA.

3.10 This is a very positive result for the LCR, given that previous rounds of stations approved for AfA funding tended to be dominated by London and the South East.

4. STRATEGIC RATIONALE FOR INVESTMENT

4.1 The LCRCA is currently investing £460m into the delivery of fully accessible rolling stock and £28m in associated platform enhancements. Following delivery of these trains, significant accessibility enhancement will be provided between train and platform: as soon as the train comes to a stop at a station an automatic step is deployed that completely bridges the gap between the carriage and the platform. This enables unassisted access onto the train and completely removes the need for staff to use ramps to provide access onto the trains.

4.2 However, nearly half of the local network’s stations are not fully accessible. The availability of external investment to address this situation therefore provides an opportunity to progress the pursuit of a fully accessible point-to-point rail network.

4.3 Historically, one of the issues restraining investment in accessibility schemes in the region is the low Benefit Cost Ratio (BCR) they often yield. BCR is often used as a benchmark for the value for money of project investment, particularly in transport related schemes. It principally takes account of the level of increased usage which is generated from the investment.

4.4 Previous accessibility schemes have had a BCR of around 0.25 which is considered ‘poor’. Whilst a calculation for these stations cannot be undertaken until design work has been undertaken, there is no reason to assume the proposed enhancements will deliver a higher BCR.

4.5 However, it is acknowledged that using BCR as the sole performance indicator, does not reflect the wider social value and inclusivity, equality and diversity benefits delivered through some public transport investment projects. It is precisely for this Page 141 reason that DfT have ringfenced resources to progress access improvements through the AfA programme.

4.6 Similarly, in regard to an application for funding from the Strategic Investment Fund, the LCRCA has not set a minimum level of BCR precisely so it can take a wider perspective on the overall project. In this instance, the strategic and social case for making rail accessible to all users are factors be taken into account, as is the link to new rolling stock.

5. COST AND DELIVERY

5.1 The projected total cost for the delivery of accessibility improvements at the five stations selected by the DfT is expected to be in the region of £15m. This is figure is derived from previous experience on the basis of lift installations on average costing £3m per station. The LCRCA contribution needed is therefore estimated at £7.5m.

5.2 However, there are a range of potential solutions to make stations fully accessible (e.g. ramps and overbridges) – these options are generally lower cost than installation of lifts and the £15m is considered at this stage to be a conservative estimate.

Transforming Cities Fund

5.3 As the LCRCA is aware, it has been awarded £172.5m of funding under the Transforming Cities Fund to support transport project under the three themes set out below.

(a) Theme 1: Enhancing and expanding the public transport network to meet new areas of demand (b) Theme 2: Improving the appeal of public transport, against private transport (c) Theme 3: Intervening for health and wellbeing

The project has clear links to Theme 2 (Improving appeal of public transport) for those residents where access is a barrier to public transport.

5.4 The LCRCA is required to manage the Transforming Cities Fund as part of the Strategic Investment Fund and the allocation of funding in accordance with the LCRCA’s Assurance Framework. This requires all projects to be reviewed by the LCRCA’s Investment Panel and recommendations considered by the LCRCA.

5.5 To date, the LCRCA Investment Panel has given first-stage endorsement to the match funding requirement. Final endorsement cannot be given until detailed costings have been developed and incorporated into a business case.

5.6 Detailed design solutions and costings will need to be undertaken to develop such a business case. It is therefore requested that the LCRCA approve the limited allocation of funding from reserves to allow such design work to be progressed.

Page 142 5.7 It is proposed that the LCRCA match funding for implementation at all 5 stations be provided from the Transforming Cities Fund, subject to the outcome of its Assurance Framework procedures described above.

5.8 The proposed delivery strategy for the works would be via the Train Operating Companies operating the five stations. Therefore, Merseyrail would be commissioned to deliver four of the schemes, namely; Hillside, Hunts Cross, Birkenhead Park and St Michaels, with Arriva Rail Northern delivering the one scheme on the City Line at Broadgreen. This has proven to be a successful and effective method of delivery for past accessibility schemes and one that is encouraged and endorsed by Network Rail and DfT.

6. RESOURCE IMPLICATIONS

6.1 Financial

The financial implications are detailed above. The Combined Authority Treasurer has confirmed that the proposed funding request can be accommodated as part of the overall Strategic Investment Fund allocation and from reserves.

6.2 Human Resources

There are no human resource implications to this report.

6.3 Physical Assets

There are no physical asset implications of this project for the Combined Authority.

6.4 Information Technology

There are no Information Technology implications to this report.

7. RISKS AND MITIGATION

7.1 The largest identifiable risk at this stage relates to implementation costs which can only be projected once development work to ascertain the right engineering solution and scope for each location is determined. However, this has partially been mitigated by basing bids on lifts being installed and which are on the higher end, value wise, of potential engineering solutions.

7.2 Moreover, the £7.5m funding from the DfT is not finite, and representations can be made to the DfT for additional funding, should a particular station require a solution that exceeds the original estimates due to engineering complexity.

8. EQUALITY AND DIVERSITY IMPLICATIONS

The delivery of these access improvements will make 5 stations fully accessible and the benefits that come from them will be a major step forward in making the LCR rail network fully accessible. Page 143

9. COMMUNICATION ISSUES

A suitable communications strategy and plan will be developed to engage with stakeholders and with lineside neighbours who may be affected by the proposed works.

10. CONCLUSION

10.1 The success of these five AfA bids to the DfT is an ideal opportunity to obtain investment in the local rail network to address current practical barriers at stations preventing full accessibility. Moreover, given the LCRCA is funding the delivery of a new rolling stock fleet which will provide a fully accessible fleet, the importance of ensuring the whole network is fully accessible is also important.

10.2 The DfT has agreed to contribute £7.5m towards implementing the access upgrades.

10.3 If this funding is approved, works can commence immediately to progress these schemes with Arriva Rail Northern and Merseyrail electrics, with a view to completing the schemes in the early to mid-stages of Control Period 6 i.e July 2019 through March 2022.

10.4 It is therefore proposed to proceed with detailed design work, with the intent to seek LCRCA approval to allocate funds from the Transforming Cities Fund to progress the access improvements on completion of such work and the LCRCA Assurance Framework procedures.

COUNCILLOR LIAM ROBINSON Portfolio Holder: Transport and Air Quality

MARK BOUSFIELD Director of Commercial Development and Investment

Contact Officer(s): David Jones, Rail Development Manager (0151 330 1108) Darren Hazlewood, Senior Rail Project Manager (151 330 1813)

Background Documents: None.

Page 144 Agenda Item 10

LIVERPOOL CITY REGION COMBINED AUTHORITY

To: The Metro Mayor and Members of the Combined Authority

Meeting: 28 June 2019

Authority/Authorities Affected: All

EXEMPT/CONFIDENTIAL ITEM: In part Report – Not Exempt Appendix One – Exempt by virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972 Appendix Two – Not Exempt Appendix Three – Not Exempt

REPORT OF THE PORTFOLIO HOLDER FOR INCLUSIVE GROWTH AND THIRD SECTOR AND DIRECTOR OF COMMERCIAL DEVELOPMENT AND INVESTMENT

STRATEGIC INVESTMENT FUND UPDATE – JUNE 2019

1. PURPOSE OF REPORT

1.1 The report provides an update on Strategic Investment Fund (SIF) activities and is intended as the first quarterly update to Members.

2. RECOMMENDATIONS

It is recommended that the Liverpool City Region Combined Authority not the progress to date in relation to the Strategic Investment Fund.

3. UPDATE ON SIF ROUND I

3.1 SIF Round I refers to schemes progressed under the Local Growth Fund (LGF) Rounds I-III (from 2013 on) and the first tranche of devolved Gainshare funding. Table 1 provides the headline figures: Include information on:

Table 1 Status All SIF LGF I- Gain- Commentary Round I III share Available 462.6m 312.6m 150.0m LGF funding available since 2013 Gainshare available from Dec. 2016 Approved 366.2m 260.8m 105.4m Difference between funds available and approved has moved into 2019 calls (SIF Round II and skills capital) Signed 286.0m 241.2m 44.8m Difference between approved and signed is mainly large projects approved in 2018 for which no funding agreement

Page 145 is yet in place. Disbursed 170.2m 148.4m 21.8m Completed 108.3m 98.2m 10.1m

3.2 Overall, to date 148 of 161 projects are properly in-flight and £170.2m has actually been spent.

3.3 The City Region’s main challenge with SIF Round I is in moving large projects, many of which received CA approval for gain share funding in 2018, into delivery. This accounts for the difference between approving £105m in projects and disbursing only £22m in the Gainshare column of the table above. Appendix 1 lists all LGF I-III and Gainshare projects and details the time taken to develop funding agreements following CA approval.

3.4 Three options exist for committed schemes that are not delivering:

1. Maintain – keep the funding in place in expectation of improvement/eventual delivery 2. Support – identify options to improve delivery 3. Abandon – cancel the commitment and reallocate the funds elsewhere

3.5 Abandoning a scheme may be difficult and would require political agreement. Furthermore, there is only value in abandoning a scheme if a compelling alternative is available (see update on SIF round 2 below).

3.6 Were the CA to agree to transfer funds out of non-performing projects, it could not at this time guarantee the replacement of that funding from future sources. On approval of future devolved funding, it is reasonable to look again at whether funds could be transferred from SIF Round I into newer, faster delivering schemes, with Round I schemes receiving the comfort of future funding.

3.7 LCR can work together on option two. Our LAs and the CA have agreed a “shared ownership” response to the SIF Round I performance challenge and will meet to discuss each project in detail, continuing until delivery is secured. Furthermore, the CA has already approved £100k p.a. to each borough for two years and projects may be reviewed to incorporate additional project management resource where helpful. Both could augment local delivery capacity. As a City Region, we may also consider creating smart, shared teams that move resources across organisations/boroughs into the areas of greatest need and/or a local equivalent of London’s Place Partnership, which places private sector professionals into the public sector to provide capacity and expertise.

4. UPDATE ON SIF ROUND II

4.1 SIF Round 2 launched in November 2018 with up to £40m in capital and £20m in revenue available. The SIF team’s first priority has been to identify and qualify a pipeline of funding opportunities sufficient to commit the funding available. This work is complete. The team is now focused on moving qualified schemes through the approval process but continues to engage with new opportunities.

4.2 Pipeline Composition Page 146 4.3 At its highest level, the CA adds a project to this pipeline once it has had a qualified discussion with its sponsor, i.e. understood its objectives, approximate funding need and delivery. Not all projects proceed beyond a qualified discussion. Some projects are added following discussion with our local authority officers rather than the project sponsor, based on the same qualification criteria. The team always values local authority input.

4.4 The SIF Team has engaged with 117 projects representing £611m of investment opportunity, of which £561m capital and £50m revenue. This excludes most Transforming Cities Fund schemes, which will be presented separately, and therefore gives a view of SIF Round II and the future SIF pipeline. Appendix 2 provides further breakdown of the project pipeline.

4.5 The graphic below (to be viewed in colour) a snapshot at end May 2019 of schemes’ progress through the investment process.

4.6 Note on Progress

4.7 The SIF Review completed in 2018 highlighted the need for the first stage of the approval process to become the hardest, to scrutinise projects’ value and deliverability before they receive valuable team attention or CA funding. The new SIF process incorporates this, and works with sponsors to improve projects before submitting to panel. This makes the first half of the process slower than the second, reflected in the summary below and further detail is set out in Appendix One (Exempt).

Total Outline £17.51million

Total Concept £51.44 million

Total Interim Review £0.00 million

Total Final Review £92.7 million

Total CA Approval £14.4 million

Total GFA £88.53 million

4.8 Note on Recycling

4.9 The principal of recycling SIF funds has received CA approval:

- The Investment Strategy approved in July 2018 states in its principles that “The SIF aims over the long-term to become a revolving fund that uses receipts from current or previous investments to fund future investments” and further specifies that “the CA shall offer grant funding, first loss instruments, guarantees, debt (whether senior, junior, corporate or other), quasi-equity, equity and other risk sharing instruments in any combination it considers optimal.” and “where the CA provides non-repayable and sub-commercial funding, it shall routinely accompany this non-repayable and sub-commercial funding with repayable and commercially priced funding.” Page 147 - The Assurance Framework approved in [November/December] 2018 states “The SIF has been established with a principle of becoming a self-sustaining fund over time. Where the project’s financial profile can support it, preference will be given to support in the form of loans or investments that generate a return…”

- The SIF Round II call published in November 2018 states, “where projects generate value which can be captured…then it is anticipated that any investment shall be structured in a manner which allows the Combined Authority to benefit from a reasonable share of such value.”

The CA recognises recycling as a mechanism to “make the money go further” and to improve projects’ value for money.

4.10 Of the £611m in high level opportunities, £204m or one third of funding has been identified as recyclable (whether returning their funding in part or in whole). The potential to recycle depends largely on the sector and the CA approaches each scheme on its merits, nothing that skills, culture and highway projects are typically least likely to return funding.

4.11 Qualified Pipeline for Round II

4.12 The CA qualifies projects according to the criteria established in the Round II call, i.e. deliverability, strategic fit and public value / value for money (noting that an ability to provide a “return to the pot” improves value for money).

4.13 In determining which projects should be funded, it is important to balance our strategic aims, the rules which govern the individual funding streams (including the timeframe permitted) along with the impact and deliverability of the projects.

4.14 The pipeline – excluding longer-term propositions – initially considered to have medium or better deliverability, medium or better strategic fit and medium or better value for money totals (excludes Transforming Cities):

- £116m in capital - £16m in revenue with £9m more expected in the short-term, making £25m

4.15 The qualified capital pipeline is therefore >2.5x over-programmed but will reduce further into the year because capital projects are most likely to slip. The revenue pipeline is 1.25x over-programmed. The SIF team will continue to add to the revenue pipeline as the CA is reasonably likely to receive additional ERDF funding that can be applied as revenue this financial year.

4.16 Note that the CA also engages “strategic” projects in a more intensive way, i.e. those that 1) may have a transformative economic impact, 2) represent a mayoral priority or 3) are significant in SIF performance. These strategic projects receive additional CA investment team attention, with the aim most proactively to drive them forward.

4.17 Maintaining a Large and Qualified Pipeline

4.18 Maintaining a large pipeline helps for three reasons:

Page 148 1. A diverse range of sponsors (the CA is actively seeking to engage businesses as well as property developers, for example, and to support social enterprise) broadens delivery channels 2. A large and qualified pipeline can accommodate future funding, for example UK Shared Prosperity Funds, at shorter notice 3. Competition for funding improves value for money

5. PRE-DEVELOPMENT FUNDING

5.1 The CA approved the use of up to £6.4m in pre-development funding in October 2018. The use of SIF funding for pre-development is accepted in the assurance framework. The CA has, in the six months of making it available, received five pre- development funding applications and approved four of them. The CA expects a further 5-10 applications in the next six weeks. In addition, the CA approved the use of up to £2.5m in pre-development funding for CA & LA resource in March 2019. Table 4 summarises pre-development activity to date:

Table 4 Project title Project description Ask (up Status to) Central Station Funding of GRIP Stage III study £2,000,000 Accepted by – Liverpool for station expansion internal panel Lea Green – St Feasibility and planning work to £70,500 Accepted by Helens support station upgrade and internal supporting local transportation panel improvements Maritime Advancing accelerator element of £49,000 Accepted by Knowledge proposition internal Hub – Wirral panel Baltic Creative Applicant has asked for £60,600 £60,600 Accepted by CIC – Multi- for property surveys, valuations internal borough and legal fees to support panel expansion of Baltic Creative across 3 sites within the city region Blue Abyss – Progress work in respect of £750,000 Declined by Wirral developing a testing centre for internal submersible/offshore remote panel operated vehicles

Page 149

6. RESOURCE IMPLICATIONS

6.1 No new resource implications arise from this report. Resource implications associated with the City Region’s ability to identify, develop and fund economic development projects received attention in a March 2019 report to the CA.

6.2 Financial

6.3 The report concerns the commitment of SIF funding but does not itself request new commitments.

6.4 Human Resources

6.5 Additional staff resources may be required to bolster project delivery and PMO teams, in support of SIF 1 schemes. Details can be better developed as required.

6.6 Physical Assets

6.7 N/a

6.8 Information Technology

6.9 N/a

7. RISKS AND MITIGATION

7.1 The principle risk to the CA is the failure of the City Region to absorb SIF funding, i.e. to complete economic growth projects and deliver their associated benefits. Failure would reduce both the City Region’s growth rate and our ability to command future devolved funding, including Gainshare funding from the City Region’s 2015 devolution agreement. For SIF Round I, the shared ownership approach amongst our LAs and CA is critical to improving performance. For SIF Round II and future SIF, maintaining a robust pipeline and progressing opportunities through the approved investment process are key. Members will receive quarterly progress updates.

8. EQUALITY AND DIVERSITY IMPLICATIONS

8.1 None in relation to this update report.

9. COMMUNICATION ISSUES

9.1 None in relation to this update report. The CA reports its performance to HM Government through the Cities and Local Growth Unit of the Ministry of Housing, Communities and Local Government.

Page 150

10. CONCLUSION

8.1 The report provides a SIF progress update and will be provided quarterly. The focus for Round I is on improving delivery, particularly of approved, largescale schemes that have not yet moved into delivery. Our LAs and CA have agreed to collaborate more closely on these. The focus on Round II is progress of deliverable, impactful schemes through the assurance process.

COUNCILLOR P HACKETT Portfolio Holder: Inclusive Growth and Third Sector

MARK BOUSFIELD Director of Commercial Development and Investment

Contact Officer(s): Mark Bousfield (0151 330 1101) Dan McCafferty (0151 330 4513)

Appendices: Appendix One – SIF Pipeline (Exempt) Appendix Two – SIF Round I Project Detail Appendix Three – SIF Round II Pipeline Breakdown

Page 151

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Document is Restricted

Page 153 This page is intentionally left blank Appendix 2 – LGF & Gainshare Projects (SIF Round 1)

Project approved by CA and remaining ‘in-flight’

Project Fund CA Grant Project Start Project End Current investment Funding Date (FBC) Date (FBC) planned approval Agreement project signed completion date CCC1 Strand Corridor LGF1 01/10/2017 10/05/2018 10/05/2018 31/12/2020 30/04/2021 M58 LGF1 07/07/2016 07/09/2016 07/09/2016 30/06/2019 30/03/2020 STEP 3-6 LGF1 01/02/2017 01/06/2017 01/04/2017 31/03/2021 31/12/2020 Littlewoods LGF2 01/07/2016 - 01/12/2016 18/12/2018 - Pall Mall LGF2 01/10/2017 - 01/09/2017 01/09/2020 - Quarry Farm LGF2 02/02/2018 - 01/01/2018 01/06/2020 - Page 155 Page Parkside Rd LGF3& GSC 01/10/2018 - 01/06/2019 08/01/2021 - City Centre Connectivity 2 GSC 01/09/2017 13/02/2018 29/04/2016 22/11/2019 16/12/2020 Paddington GSC 08/12/2017 22/02/2019 01/04/2018 30/09/2019 31/12/2020 Shakespeare Play House GSC 31/05/2018 - 04/12/2017 01/04/2020 - Halsnead GSC 31/05/2018 - 01/12/2019 31/10/2020 - Cruise Liner Terminal GSC 28/08/2018 - 01/04/2018 31/03/2020 - A565 North Liverpool Key LGF1 17/03/2016 06/09/2016 04/04/2020 Corridors 01/04/2017 30/11/2018 A570 Linkway LGF1 15/07/2016 01/08/2017 01/03/2018 31/03/2020 31/03/2020 Silver Jubilee Bridge LGF1 18/12/2015 07/07/2016 04/04/2016 01/10/2018 28/06/2019 Liverpool South Work & LGF1 18/08/2017 13/12/2018 31/01/2020 Wellbeing 01/09/2017 01/02/2018 Everton/Granby Learning & Skills LGF1 18/08/2017 23/08/2018 30/04/2020 Centre 01/01/2018 30/08/2018 Shakespeare Rail LGF3 31/05/2018 21/08/2018 01/03/2018 01/11/2018 29/05/2020 Atlantic Park LGF3 27/07/2018 - 01/03/2018 01/12/2020 - Digital Innovation Facility LGF3 27/07/2018 01/02/2019 01/07/2019 31/10/2020 31/03/2021 Liverpool Film & Content Fund GSC 14/07/2017 20/12/2018 31/03/2021 (Cap) 17/07/2017 30/09/2019 KRN LGF3 09/03/2018 01/05/2018 01/04/2018 31/03/2020 30/05/2020 Alstom LGF2 18/11/2016 17/03/2017 01/04/2018 27/03/2020 27/03/2020 Merseyreach LGF2 14/07/2017 - 01/10/2017 31/03/2019 - Alstom Training GSR 18/11/2016 17/03/2017 01/04/2018 27/03/2020 27/03/2021 Growing Business Visits GSR 11/01/2019 - 01/04/2019 31/03/2022 -

Projects now complete

Project Fund Project Fund Project Fund Strand 4 Energy Silver Jubilee Bridge (Year 4-

Page 156 Page Management LGF1 5) LGF1 Riverside Connect Prescot LGF1 Strand 1a Weld Tech Strand 1 SMART Halton Curve LGF1 LGF1 Futures Logistics Academy LGF1 Strand 2 Direct Silver Jubilee Bridge (scheme Access Road to 6) A5300 Knowsley the Former Christ LGF3 Expressway LGF1 the King building; LGF1 A557 Widnes Town Centre Access to Knowsley Strand 3 Catering (scheme 11) LGF3 Industrial Park LGF1 Equipment LGF1 M57 J6 Stonebridge Mersey Corridor Business Cross Access Strand 4 - Low Hubs LGF1 (scheme 14) LGF3 Carbon LGF1 Connecting Kirkby Sustainable 'Sci-tech' Links LGF1 (scheme 15) LGF3 Alchemy Phase 3 LGF1 Wirral Waters Silver Jubilee Corridor Western Business Hubs Connect Kirkby, Sustainable Travel LGF1 Bewley Drive LGF1 Links LGF1 Wirral Waters Eastern Connect Widnes Connect Kirkby, Sustainable Travel LGF1 Simonswood Lane LGF1 Links LGF1 Strand 1 Stem Innovation Huyton to Prescot Wirral Waters Centre Riverside LGF1 Gateway LGF1 Eastern Portal LGF1 Birkenhead North Strand 2 Refurbishment Rail Station - Accommodation Riverside Prescot Business Wirral Waters LGF1 Heritage Links LGF1 Gateway LGF1 Wirral International Business Growth Zone 5 - A41 Europa Boulevard Park Connections LGF1 Corridor LGF1 Connectivity LGF1 Strand 3 Maritime & Engineering Strand 1 - Wirral College North Page 157 Page Croft Retail Corridor LGF1 STEM Centre LGF1 West LGF1 Strand 1 - Maritime & Strand 4 Wirral Engineering College Met Energy Port Sunlight Connections LGF1 North West LGF1 Improvements LGF1

Bebington Rail Station - Wirral Strand 2 - Wirral Extreme Low International Gateway LGF1 Metropolitan College LGF1 Energy LGF1 Green Lane Rail Station - Strand 2 Wirral A580 Windle Europa Boulevard Gateway LGF1 Metropolitan College LGF1 Island LGF1 Growth Zone 2 - Mersey Strand 3 Visitor waterfront Gateways to Wirral Economy Equipment Newton Le Willows Waters - North Bank East LGF1 Upgrade LGF1 Interchange LGF1 Newton - Le - Willows Eastern Haydock Connectivity, Stanley Haydock Connectivity, Enhancements Bank Way LGF1 King George V links LGF1 Programme LGF1 Parkside Eastern Haydock Connectivity, Enhancements Liverpool Road LGF1 Connecting Haydock LGF1 Programme LGF1 Strand 2 - Improved Facilities St Helens Strand 4 - Low Connect St Helens LGF1 College LGF1 Carbon LGF1 Growth Zone 6 - Eastern Investment Area St Helens Strand 3 - Equipment Digital Starting Junction P&R LGF1 St Helens College LGF1 Point LGF1 Port of Liverpool Strand 1 Port LGF1 Greenway Academy - Hugh SMART Logistics Academy LGF1 Enhancements LGF1 Baird Strand 1 - Refurbishment of Tony Leigh (TL) Port of Liverpool Building Phase 2 - Mere Grange LGF2 Connectivity LGF1 Southport College LGF1 Page 158 Page Port of Liverpool St Helens Junction Park and Greenway Sustainable Strand 2 - Hugh Ride LGF1 Links LGF1 Baird LGF1 Strand 2 - Maghull North Station LGF1 Access A59 LGF1 Southport College LGF1 The Lime Street Project Jennifer Strand 2 - Southport College LGF1 Gateway LGF1 Greenway LGF1 James Street Rail The Baltic Triangle Station - Liverpool Strand 4 - Southport College LGF1 Connectivity LGF1 One Gateway LGF1 Growth Zone 1 - Liverpool City Centre Baltic Strand 1a - Hugh Baird Health The Knowledge Triangle Active and Education Hub LGF1 Quarter Portal LGF1 travel routes LGF1 Growth Zone 2 - Mersey waterfront Strand 1a - North West Gateways to Wirral Training Council Advanced Queens Drive City Waters - North Manufacturing LGF1 Centre Connectivity LGF1 Bank East LGF1 Strand 1 Myerscough College – Croxteth Strand 4 - City Of Strand 1- City of Liverpool Campus Re- Liverpool Low STEM Centre LGF1 development Phase 1 LGF1 Carbon LGF1 Centre for Infectious Strand 1 - North Liverpool Strand 2 - City of Diseases research Regeneration LGF1 Liverpool College LGF1 (CEIDR) LGF2 Strand 1 - Digital Academy Strand 3 - City of Seqirus Fill and LCC LGF1 Liverpool College LGF1 Finish LGF2 Strand 3 - Women's Technology Training Local Improvement Limited (Blackburne Grants for Cultural Events GSR House) LGF1 Businesses LGF1 Future Proof M6

Page 159 Page IFB 2016 LGF1 Internationalisation GSR Study GSR Low Carbon Electric IFB2018 GSR Vehicle Infrastructure LGF1

Appendix 3 – SIF Round 2 Pipeline breakdown

of which of which Stage Likelihood Number of Projects Gross Value (£) of which capital Weighted Value (£) revenue recyclable

No Further Progress Anticipated 0% 22 69,925,000 61,175,000 8,750,000 0 21,925,000

Initial High Level Interaction Only 10% 41 217,250,000 205,975,000 11,275,000 21,725,000 99,625,000

Application Expected 20% 22 145,435,000 131,965,000 13,470,000 29,087,000 16,500,000

Application Received 30% 4 17,500,000 16,380,000 1,120,000 5,250,000 5,000,000

Internal Panel Passed 50% 16 63,583,600 53,957,350 9,626,250 31,791,800 10,937,500

Page 160 Page Investment Panel (Stage 1) Passed 60% 11 108,239,560 103,457,700 4,781,860 64,943,736 49,336,200

Investment Panel (Stage 2) Passed 80% 2 6,000,000 6,000,000 0 4,800,000 1,700,000

CA Approved 95% 0 0 0 0 0 0

Total 118 627,933,160 578,910,050 49,023,110 157,597,536 205,023,700

Breakdown by Sector

Low carbon & environment Person centric growth Health & wellbeing Transport Skills & careers Housing Economic infrastructure Culture & Tourism Business Growth

- 50 100 150 200 250 300 Millions

Page 161 Page Business Growth Breakdown Economic Infra. Breakdown

Other R,D,C&I

Sector developme Digital/smart nt infrastructure

Advice & Public realm support Land and property Finance for growth

Breakdown by Geography

Merseytravel

Wirral

St Helens

Sefton

Multi-borough

Liverpool

LCR

Knowsley

Page 162 Page Halton

- 20 40 60 80 100 120 140 160 180 Millions

Agenda Item 11

LIVERPOOL CITY REGION COMBINED AUTHORITY

To: The Metro Mayor and Members of the Combined Authority

Meeting: 28 June 2019

Authority/Authorities Affected: HALTON

EXEMPT/CONFIDENTIAL ITEM: Not in respect of the Report and Appendix 1

Appendices 2-5 are exempted by virtue of paragraph 3 of Part 1 of Schedule 12A of the Local Government Act 1972

REPORT OF THE DIRECTOR OF COMMERCIAL DEVELOPMENT AND INVESTMENT AND PORTFOLIO HOLDER: INCLUSIVE GROWTH AND THIRD SECTOR

STRATEGIC INVESTMENT FUND: LOAN AND GRANT SUPPORT TO SANDON GLOBAL ENGRAVING TECHNOLOGY LTD

1. PURPOSE OF REPORT

1.1. This report seeks Combined Authority (“CA”) approval to provide grant and loan support to Sandon Global Engraving Technology Ltd (“Sandon” or “the Company”) to develop a purpose built facility incorporating a manufacturing centre, a Technical / Innovation Centre, Research & Development (R&D) facility and corporate headquarters to support their expansion. This will be built on the Manor Park Industrial Estate, Runcorn.

1.2 Please note that this report is progressing under the investment process provided in the CA‟s new investment strategy and assurance framework. The assurance framework states that the basis for CA approval shall be “a summary project submission, summary appraisal submission and the Investment Panel‟s commentary.” This report follows that requirement.

2. RECOMMENDATIONS

2.1. It is recommended that the Liverpool City Region Combined Authority:

(a) Approve the provision of grant support of up to £250,000 and a commercial loan of up to £1,750,000 to Sandon.

(b) Grant authority to the Director of Commercial Development and Investment to finalise negotiations of detailed terms of the funding and associated agreements in consultation with the Combined Authority Monitoring Officer and Combined Authority Treasurer. Page 163

3. PROJECT SUMMARY

3.1. Background

3.2. Established in Runcorn in 2004, Sandon is an advanced manufacturing company producing and refurbishing Anilox rolls and sleeves for the Flexographic and Gravure printing industries. Anilox rolls are specialist parts of printing presses which collect and transfer precise amounts of ink onto printing plates. These are highly specialised items of printing equipment being laser engraved onto ceramic coated metal cylinders to a typical precision of two nano-metres (nm). (1,000 nm = 1 millimetre).

3.3. Sandon dominates the UK market (market share in excess of 60%) and exports to 72 countries worldwide. Turnover for year ending 31 December 2018 was approximately £6.4m. The company currently employs around 60 full time staff including a developed apprenticeship programme with Riverside College in Widnes.

3.4. It also makes a significant investment in research and development. Sandon, in conjunction with Liverpool John Moores University, was awarded a £1.3m research and development grant in 2018 by Innovate UK for commercialisation of new engraving technology. This is one of the largest ever commercialisation grants awarded by Innovate UK.

3.5. Sandon believes there is substantial potential for expansion in key overseas markets supported by this research and development programme. This should result in significant growth in turnover and employment including the recruitment and training of further apprentices in conjunction with Riverside College.

3.6. Sandon‟s current (leased) premises, on Manor Park Industrial Estate, will not support this expansion plan in terms of space, ergonomic layout or supporting sales. Sandon has therefore determined to develop new purpose built development encompassing the new Head Office, Manufacturing Centre, a Technical / Innovation Centre and a state of the art Research & Development (R&D) facility. This will also be located on the Manor Park Industrial Estate in Runcorn in close proximity to the existing premises.

3.7. The Company has already purchased the site for the facility, including the acquisition of a small strip of land from Halton Borough Council. Planning permission for the development has been granted and construction will start shortly (so long as this SIF commitment is approved). Pictorial representation of the proposed facilities are attached as Appendix 1.

3.8. The proposed project and funding support has been reviewed by the Combined Authority Investment team in accordance with the Combined Authority Investment Strategy and Liverpool City Region National Local Growth Assurance Framework

3.9. External support has been sought to complement the Investment Team in a number of specific areas, namely:

Page 164 3.9.1. Valuation of the proposed premises undertaken by Colliers. A summary of this valuation is included as Appendix 2;

3.9.2. Review of the construction arrangements and plans by T Sumner Smith Ltd (Quantity Surveyors). T Sumner Smith have concluded that whilst there is always risk associated with a construction project these have been appropriately managed and the level of contingency included with the budgets is appropriate for a contract of this nature;

3.10. SIF Commitment

3.11. The majority of the costs of the development of the new premises will be met directly by the Company either from existing cash resources or through cash which will be generated by the business during the construction.

3.12. However the Company recognises that, in the absence of additional funding, there may be a shortfall, which will either delay the investment, prevent the fit-out of the building, or „stretch‟ the Company‟s resources such that it is has insufficient cash to meet its expansion plans (or a combination thereof).

3.13. Details of the cost of the project and funding available is set out in Appendix 3.

3.14. Whilst commercial bank funding is potentially available to meet this shortfall, in common with many smaller family-owned companies, Sandon is unwilling to pursue bank funding as they believe that this will result in an inevitable loss of independence in what has been an extremely successful proprietor-controlled business. This is a common attitude amongst firms of this size, as evidenced by work on the evaluation of financial instruments undertaken for the British Business Bank. The Company has to date always been debt free.

3.15. Sandon has therefore requested financial support from the Combined Authority to achieve its plans. It is therefore proposed to provide:

3.15.1. Loan support from the LCR Strategic Investment Fund to meet the gap. A loan facility of £1.75m is proposed which is greater than the gap forecast which will allow „headroom‟ to meet unforeseen additional costs or in case Sandon is generates a lesser level the level of cash surpluses than it expects during construction.

3.15.2. Grant support of £0.25m in respect of completion and fit-out of the research and development facility. Grant in this respect is considered appropriate in light of the significant investment in research and development.

3.16. The Sandon Business Plan has been reviewed in detail, to ensure that they have sufficient resources to complete the construction and working capital to support their expansion plans.

3.17. It is noted the proposed overall facility is greater than Sandon‟s forecasts of its funding requirement. Following review of the business plan, it is recommended that flexibility to draw down additional funding is offered in the circumstance of higher construction costs or the Company not fully achieving its ambitions.

Page 165

4. Key Terms of the Loan

4.1. The Combined Authority has negotiated terms of the commercial loan. Detailed legal agreements are significantly progressed to conclude the loan, subject to authority being granted by the LCRCA. This includes both interest and fees which will be payable as well as security arrangements to minimise the risk and impact of any default (inability to repay).

4.2. Heads of Terms in respect of the loan are attached as Appendix 4 and are summarised below.

4.3. The following terms and conditions apply

4.3.1. An interest rate set a fixed amount (“the Interest Margin”) above European Union Base Rate (currently 1.09%) as set out in Appendix 3 (“Interest Margin and Fees”). The EU Base Rate is published monthly, and the final interest rate will be fixed on entering into the loan on the basis of the EU Base Rate extant at that time. The total rate payable thus being the EU Base Rate plus the Interest Margin.

4.3.2. An arrangement fee being a specified percent of the total loan facility (“Arrangement Fee”). This is set out in Appendix 3 (“Interest Margin and Fees”);

4.3.3. A commitment fee as set out in Appendix 3 (“Commitment Fee”). A Commitment Fee is payable in respect of that part of the loan which has been made available but has not been drawn at any time. This is a standard element in commercial loans.

4.4. However the precise amount of interest and fees will depend on the exact amount the borrower requires and the actual date funds are required and the date of repayment. The estimate of interest and fees earned is set out in Appendix 3 (“Estimated Total Interest and Fees Earned”).

4.5. Combined Authority officers are of the view this is in line with market conditions given the level of security being provided.

Repayment

4.6. The Borrower will be required to repay the loan in instalments over a 3 year period this will follow an initial 6 month period (“Grace Period”) where interest only is payable will be provided in order to allow the Company sufficient resources to “bed in” the new premises.

4.7. Until the loans are repaid in full, the Company will be limited in respect of the dividends payable to shareholders. This will protect the Combined Authority by preserving the resources available to the Company.

Page 166

Security Features

4.8. In order to minimise the risk of non-repayment, the Combined Authority will benefit from market standard security features. The main aspects of this are:

4.8.1. The Combined Authority will take a charge over the new premises including the land. The Combined Authority have commissioned a valuation of the new premises, undertaken by Colliers – based on this valuation, the maximum loan to value is less than 40% once the premises are completed. A summary of this valuation is set out as Appendix 4. This is significantly lower than the maximum amount most banks will provide as a commercial property loan (typical loan to value of up to 70%).

4.8.2. The Company purchased the site of the new premises for circa £600,000. This value is likely to increase as a result of works that the Company will carry out prior to the Combined Authority advancing any loan funding to the Company, so the Combined Authority‟s charge over the premises will have significant value at the date of initial draw down. In addition, the Combined Authority will have rights of step in and assignment to ensure construction can be completed, providing additional protection for its loan.

4.8.3. The Company is required in invest a minimum of £2m in the development of the new premises prior to the Combined Authority advancing any amounts in the form of loan. This will ensure that if there are difficulties which arise during the construction of the premises, only a proportion of the amounts invested will be from the Combined Authority.

4.9. Whilst no loan can be considered to be risk free, the risk of loss is considered to be low. The highest element of such risk will be during the construction phase such as if Sandon were to experience financial difficulties.

4.10 The grant funding of £250,000 will be made available to support the completion and fit-out of the research and development facility at the Company‟s new premises. The Grant Funding Agreement will be based on the Combined Authority‟s usual terms for grant funding of this nature. As the loan and grant form part of the funding package for a single project, appropriate provisions will be included to ensure that the security features and other protections that apply to the loan funding will also cover the grant funding should default occur.

5. SUMMARY APPRAISAL

5.1. The CA engaged Hatch Regeneris to conduct external, economic appraisal of the Project. This report concluded that the Project represents very good value for money on a standalone basis and relative to comparators. This value for money is greatly assisted by the CA‟s opportunity to recycle its loan funds into future projects.

Page 167

5.2. The below table provides an economic appraisal summary:

Item Value Explanation

Public Sector Costs £222,000 This is the net level of investment (Discounted). in current terms, taking account of the proposed grant payable but reduced for interest and fees estimated to be received on the loan. It assumes the loan is fully repaid.

Economic Benefits £42.3m This is the gross level of overall (Discounted) economic benefit which will accrue to the City Region economy if Sandon achieve their business plan objectives.

Economic Benefits Adjusted £8.8m This is the estimated level of net for Deadweight benefits which accrue as a result i.e. those benefits which may of the project. It takes account accrue without CA support that a lower level of growth or delayed growth will be achieved without the CA‟s support for investment

Net Present Value of Benefits £8.5m This is net present value of the £8.8m benefits above. i.e. it takes account of the principle that benefits which accrue sooner have a higher value than those which occur later in time.

Benefit Cost Ratio 39:1 This is the ratio of Benefits to Public Sector Costs (£8.5m/£222,000)

Jobs Gross 88 The number of jobs anticipated to be directly engaged by the Company as a result of the Investment

Jobs Net (minus deadweight) 15 The number of additional jobs created by the investment i.e. the Gross Jobs less the number of jobs which will be supported in the absence of the Investment

Page 168

6. INVESTMENT PANEL CONSIDERATIONS

6.1. At its meeting of 18 April 2019, the SIF investment panel endorsed the Project to proceed to Combined Authority consideration. It welcomed both the engagement with high value, productive enterprises of Sandon‟s type and the proposal for part- repayable finance. The panel raised no further recommendations or conditions.

6.2. A copy of the Investment Panel paper is attached as Appendix 5.

7. RESOURCE IMPLICATIONS

7.1. Financial

The Combined Authority Treasurer has confirmed that the proposed funding request can be accommodated as part of the overall Strategic Investment Fund allocation.

7.2. Human Resources

The Investment Team and Legal Team will lead the negotiation of the Loan Agreement and the Programme Management Office will have responsibility for managing the delivery of the Combined Authority‟s investment.

7.3. Physical Assets

The physical assets to be created by the project are fully detailed in this report.

7.4. Information Technology

The approval of funding will not give rise to Information Technology issues.

8. RISKS AND MITIGATION

8.1. The key risk in respect of the project is that the Borrower will be unable to complete the construction of the Facility or once completed, is unable to repay the loans.

8.2. The Combined Authority has reviewed the business plan and construction arrangements to ensure that these are realistic and achievable. As set out in the report, the loan facility has been sized to provide an additional level of contingency to Sandon in the event of additional construction costs and/or shortfall against its business plan.

8.3. Construction risk will be further mitigated by requiring:

8.3.1. Construction progress to be reviewed by a surveyor appointed by the Combined Authority. The loan will only be advanced against work duly certified.

Page 169 8.3.2. Sandon to invest the first £2m of construction costs from its own resources prior to requesting any loan funding support.

8.4. Repayment risk is mitigated by the security features of the loan described in paragraph 4.8 of this report in particular security being provided over the premises and other assets of the Company.

8.5 The proposed investment is considered to be compliant with State Aid requirements on the following basis:  The terms of the loan are considered to be in line with market conditions and therefore are not considered to be State Aid; and  Given the location of the proposed premises in an Assisted Area and Sandon qualifying as a „Medium‟ sized entity under State Aid regulations, up to 20% of the costs of the project can be awarded as Regional Aid. The level of proposed grant falls significantly below this threshold.

9. EQUALITY AND DIVERSITY IMPLICATIONS

9.1. Equality and Diversity implications are considered as part of the appraisal process in accordance with the LCRCA‟s Investment Strategy.

10. COMMUNICATION ISSUES

10.1. All projects approved will be subject to the Combined Authority‟s branding guidelines and publicity requirements placed upon them as part of the Lending Agreement. In addition the Combined Authority will, through its adopted communication protocols, publicise the award of funding to the projects and the associated envisaged outcomes.

Page 170

11. CONCLUSION

11.1. This report presents the proposed Loan and Grant Funding arrangements in respect of the development by Sandon of a new purpose built facility and gives approval to the Director of Commercial Development and Investment to proceed with the finalisation of the lending agreements.

COUNCILLOR PAT HACKETT Portfolio Holder: Inclusive Economy and Third Sector

MARK BOUSFIELD Director of Commercial Development and Investment

Contact Officer(s): Mark Bousfield, Director of Commercial Development and Investment

Appendices:

1. Pictorial Representation of Proposed Development 2. Summary Valuation of Proposed Premises 3. Summary of Project Cost and Funding 4. Heads of Terms for Proposed Loan 5. Investment Panel Paper

Background Documents:

None

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Proposed site plan

Page 173 Service/Factory Space

Ground Floor – Office/Reception Space

Page 174

First Floor – Office Space

Second Floor – Office Space

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Page 189 This page is intentionally left blank Agenda Item 12

LIVERPOOL CITY REGION COMBINED AUTHORITY

To: The Metro Mayor and Members of the Combined Authority

Meeting: 28 June 2019

Authority/Authorities Affected: Knowsley

EXEMPT/CONFIDENTIAL ITEM: In part: Report - Not exempt Appendix One Proposed Conditions – Exempt by virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972 Appendix Two Project Funding Changes - Exempt by virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972 Appendix Three Appraisal Report – Exempt by virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972

REPORT OF THE PORTFOLIO HOLDER FOR INCLUSIVE GROWTH AND THIRD SECTOR AND THE DIRECTOR OF COMMERCIAL DEVELOPMEN AND INVESTMENT

SHAKESPEARE NORTH PLAYHOUSE UPDATE

1. PURPOSE OF REPORT

1.1 To provide an update on the Shakespeare North Playhouse and the request for increased funding requirements, and to provide options for the Combined Authority (“CA”) in considering a proposed way forward. Delegated Authority is requested to the Director of Commercial Development and Investment to negotiate any ensuing funding agreement.

2. RECOMMENDATIONS

2.1 It is recommended that the Liverpool City Region Combined Authority:

(a) To note that the LCRCA agreed to invest £6.5 million in to the Shakespeare North Playhouse in May 2018;

(b) To approve an increase in Strategic Investment Fund (“SIF”) support from £6.5m to £10.55m with specified conditions, as set out in Option Two below. Such increase to include £50k for business plan support; and

(c) Grant delegated authority to the Director of Commercial Development and Investment to finalise negotiations of detailed terms of the funding and associated agreements in consultation with the Combined Authority Monitoring Officer and Combined Authority Treasurer.

Page 231 3. BACKGROUND

3.1 The Combined Authority resolved the following at its meeting of May 2018.

(i) subject to conditions, the Full Business Cases in relation to Shakespeare North Playhouse and the Prescot Rail Interchange and Public Realm Improvements be agreed;

(ii) it be noted that the Investment Panel recommend that the Prescot Rail Interchange and Public Realm Improvements be made conditional on the Shakespeare North Playhouse, and that the two projects advance together;

(iii) the applicant complete the outstanding areas of further work in both projects; and

(iv) authority be granted to the Interim Head of Paid Service to negotiate detailed terms and conditions of the grant funding agreement in consultation with the Combined Authority Interim Monitoring Officer and Combined Authority Treasurer. Any material variation to the projects as detailed in this report be referred back to the Combined Authority for consideration.

3.2 Knowsley Metropolitan Borough Council (“KMBC”) is Project sponsor. Since the CA’s May 2018 approval, KMBC has continued to develop the Project and has confirmed that project costs have increased and that £3.5m in education related capital funding will not be available. This increases the funding burden on the public sector. In response to this challenge, KMBC has already agreed to double its own investment in the project from £6m to £12.2m and has requested that the CA increase its funding contribution by £4m to £10.5m. With SIF funding in place, KMBC plans to launch construction in August 2019.

4. CA OPTIONS

4.1 In response to KMBC’s request to increase its SIF grant from £6.5m to £10.5m, the CA has obtained updated Project information and instructed an updated external appraisal. Please see Appendix Two for a summary of financial changes to the Project and Appendix Three for the external appraisal. It presented this update to a SIF investment panel comprising, giving time pressure to complete, just one external member. (The SIF investment panel has no quorum and agrees its recommendations by consensus.)

4.2 Three options have been considered:

1) Maintain £6.5m commitment and refuse increase. This would pressure the Project stakeholders, and KMBC in particular, to identify alternative funding and/or reduce costs to fit the original budget. This approach would substantially increase the risk of non-delivery and certainly trigger a significant delay to the delivery of a strategic project (which would itself in all likelihood result in increased costs). This option would endanger the successful progress KMBC has made in reviving Prescot and limit the value of the CA’s complementary £8m commitment to the improvement of Prescot rail station (also approved May 2018). Page 232 2) Increase commitment to £10.55m. This option requires additional CA resource but best enables delivery. Conditions on KMBC would apply to the increase. This option would be subject to further conditions that would apply to all of the funding not just the additional funding.

3) Cancel commitment. This option would follow the conclusion that the project is no longer deliverable or capable of offering value for money. This is not the case. It would enable the funds to be committed to alternative projects. This option would also endanger the successful progress KMBC has made in reviving Prescot and limit the value of the CA’s complementary £8m commitment to the improvement of Prescot rail station (also approved May 2018).

4.3 The following table summarises the implications for each option:

Option One Two Three** CA commitment (max., £m) 6.5 10.5 0 Benefit cost ratio 2.6* 1.85 - Start on site Unknown August 2019 None * assumed status quo of original proposal ** assumed scheme unable to proceed in its current form under this option

4.4 It is recommended that option two be considered in conjunction with funding conditions proposed by the investment panel and the CA’s external appraisers. Please see Appendix One for a list of conditions now recommended and an analysis of how the new conditions would supersede those established in May 2018.

4.5 Note that it is also proposed to provide up to £50kto review the Project financial model, make recommendations on operations and provide feedback to both KMBC and the CA. This is included within the £10.55m request and follows a recommendation from the investment panel.

5. RESOURCE IMPLICATIONS

5.1 Financial

The level of SIF funding represents the CA’s sole financial resource commitment to the Project.

5.2 Human Resources

N/a

5.3 Physical Assets

N/a

5.4 Information Technology

N/a Page 233

6. RISKS AND MITIGATION

6.1 The Project remains high risk. Under option two, it would launch with charitable funding remaining to be raised, business plan and key personnel not yet embedded, and a cost overrun risk.

6.2 Set against this, the Project continues to represent a strategic priority and is a creative response to reviving Prescot, with the potential for the town to become an internationally appealing destination.

6.3 The proposed conditions are designed to limit the headline risks identified but cannot eliminate them all together.

7. EQUALITY AND DIVERSITY IMPLICATIONS

7.1 No further information at this stage. KMBC can be relied upon to consider equality and diversity in both its procurement of works and in its operation of the Project.

8. COMMUNICATION ISSUES

8.1 The CA and KMBC shall agree a communications plan as part of the SIF funding agreement.

9. CONCLUSION

8.1 The Shakespeare North Playhouse is a project of strategic potential for the Liverpool City Region. To be delivered in a timely fashion, it requires additional funding from the CA, from max. £6.5m to max. £10.55m. The CA has considered options in relation to funding and proposed an increase with agreed conditions to be the preferred way forward.

Councillor P Hackett Portfolio Holder: Inclusive Economy and Third Sector

Mark Bousfield Director of Commercial Development and Investment

Contact Officer(s): Mark Bousfield (0151 330 1101)

Appendices: Appendix One – Proposed Conditions (Exempt by virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972) Appendix Two – Project Funding Changes (Exempt by virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972) Appendix Three – Hatch Regeneris Appraisal Report (Exempt by virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972)

Background Documents: Nil Page 234 By virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972.

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Page 241 This page is intentionally left blank Agenda Item 13

LIVERPOOL CITY REGION COMBINED AUTHORITY

To: The Metro Mayor and Members of the Combined Authority

Meeting: 28 June 2019

Authorities Affected: All

EXEMPT/CONFIDENTIAL ITEM: No

REPORT OF THE TREASURER

COMBINED AUTHORITY FINANCIAL PERFORMANCE REPORT: 2018/19 OUTTURN

1. PURPOSE OF THE REPORT

1.1 The purpose of this report is to report to members of the Combined Authority on the outturn position for financial year 2018/19. The report also provides an update on the Authority’s outturn Treasury Management performance against its agreed Treasury Management Strategy.

2. RECOMMENDATIONS

2.1 The Liverpool City Region Combined Authority is recommended to:-

a) note the revenue and capital outturn position for 2018/19; and

b) approve the Treasury Management Outturn Report for 2018/19.

3. BACKGROUND

3.1 The Combined Authority established its budget for 2018/19 at its meeting of 2 February 2018. The budget was based on an assumed structure which was developed prior to the appointment of key directorate posts within the CA. It was apparent during 2018/19 that certain assumptions regarding structures and capacity required amendment and, as such, a revised budget was approved in October 2018 to reflect this.

3.2 The financial performance of the Combined Authority is shown in Section 4 of this report.

3.3 The Combined Authority has delegated detailed financial and performance monitoring with respect to Merseytravel’s activities to the Transport Committee however all strategic financial decisions remain with the Combined Authority.

Page 277 3.4 The Transport Committee receive detailed financial monitoring information regarding transport activities and Merseytravel budget performance.

4. FINANCIAL REPFORMANCE

4.1 Revenue Performance

4.1.1 The table below provides a summary of the Combined Authority’s allowed revenue budget for its non-transport activities in 2018/19.

Table 1 – Liverpool City Region Combined Authority Financial Outturn 2018/19.

Liverpool City Region Combined Revised Authority Running Costs Budget Outturn Variance £'000 £'000 £'000 Mayoral Office Direct Costs 274 274 0 Communications & Stakeholder Management 575 402 173 Chief Executive's Office 402 244 158 Policy & Commissioning 3,004 3,001 3 Commercial Development and Investment 1,639 1,017 622 Corporate Services 1,599 910 689 Bus Services Act: Business Case Development 550 549 1 Mayoral Priorities 1,600 1,067 534 Total Expenditure 9,643 7,463 2,180 Transitional Funding -6,197 -6,200 3 MCA Grant -1,000 -1,000 0 Use of Reserves -2,446 -263 -2,183 Total Income -9,643 -7,463 -2,180

4.1.2 Since the appointment of the Directors of Commercial Development and Investment and Policy, a significant body has been done to refine and populate structures within the Combined Authority and revise the budget. Delays in making appointments to new posts in the Commercial Development and Investment Directorate were linked to the timing of more senior appointments.

4.1.3 There were also associated posts within the Programme Management Office and Legal Services (Corporate Services Directorate) that were recruited to later in the financial year than anticipated.

4.1.4 These posts are predominantly associated with managing the Strategic Investment Fund and are therefore funded from Gainshare Revenue Grant.

4.1.5 There was also slippage in expenditure relating to Mayoral Priority programmes in 2018/19 and in particular appointment of key consultancy support for both Tidal and Digital elements of this programme. This expenditure has moved into the early part of 2019/20 and has been recognised in the budget as such.

Page 278 4.1.6 This slippage, alongside the award of £1m in Mayoral Capacity Funding for 2018/19 (reported in October 2018) has meant that the demand for Gainshare Revenue funding in 2018/19 has been significantly less than originally anticipated.

4.1.7 This has enabled the CA to invest further in its capacity and capability in 2019/20 and is reflected in the Capacity report agreed by the CA in April 2019.

4.2 Mayoral Budget

4.2.1 Within the LCRCA’s overall budget, the Combined Authority Order requires the separate disclosure of costs associated with the discharge of Mayoral powers. These are costs that would be eligible to be met through a Mayoral precept, and although no such precept was in effect in 2018/19, this disclosure requirement still applies.

4.2.2 Table 2 below shows those costs attributable to the exercise of Mayoral powers in 2018/19. Note that this is a sub-section of Table 1 above and not additional to Table 1.

Table 2: Costs Attributable to the Exercise of Mayoral Powers in accordance with the Combined Authority Finance Order (2016) 2018/19

Liverpool City Region Mayoral Revised Outturn Under/ Costs Budget (over)spend £’000 £’000 £’000 Mayor’s Office Direct Costs 274 274 0 Corporate Management 4,323 4,323 Mayoral Priorities 1,600 1,067 534 Transfer to Reserves 0 534 -534 Total applicable costs 6,197 6,197 0

4.2.3 As noted in 4.1.6 expenditure on certain elements of the key Tidal and Digital programmes has slipped into 2019-20 and funding has been carried forward into the current financial year in recognition of this.

4.3 Transport Financial Performance

4.3.1 The Combined Authority is the Transport Authority across the Liverpool City Region and as such has significant financial responsibilities with respect to transport funding. This is particularly the case with those Local Authorities that receive their transport services through Merseytravel – the LCRCA’s transport delivery executive.

4.3.2 Arrangements for funding transport in Halton remained separate in 2018/19 as Halton remained responsible for delivering transport services on behalf of the LCRCA within its own boundaries.

4.3.3 The table below is a summary of the financial outturn for the LCRCA’s transport activities in 2018/19.

Page 279 Table 3 – Liverpool City Region Combined Authority Transport Outturn 2018/19

Liverpool City Region Combined Revised Authority Transport Costs Budget Outturn Variance £'000 £'000 £'000 Merseytravel Operating Grant 92,020 92,020 0 Mersey Tunnels Grant 28,467 22,387 6,080 Capital Financing & Treasury Costs 14,412 11,642 2,770 Capital Grant to Merseytravel 2,720 2,720 0 Halton Transport Grant 3,123 3,123 0 Total Expenditure 140,742 131,893 8,849 Transport Levy -95,400 -95,399 -1 Halton Differential Levy -3,123 -3,123 0 Tunnel Tolls Income -40,700 -42,313 1613 Transfer to / from Transport Capital Reserves -1,519 8,942 -10,461 - - Total Income 140,742 131,893 -8,849

4.3.4 The financial outturn for transport shows a significant underspend in relation to capital financing and the Mersey Tunnels grant. This is as a result of slippage on the Tunnels Capital Programme and as a result of changes to the borrowing profile in respect of rolling stock.

4.3.5 The largest element of this relates to slippage in respect of the major works programme on the tunnels, including the ongoing tunnels re-wiring scheme, which are funded by the Combined Authority through the Mersey Tunnels Grant. Due to capacity issues, a fundamental review of the three-year capital programme is to be undertaken to re-profile works to the tunnels over the medium term. Staff savings and savings in other tunnels costs of around £1.5m meant that the Mersey Tunnels required a grant from the Combined Authority of £6m less than originally anticipated – although the slippage on major works has been built into the budget for 2019/20 when these works will be completed.

4.3.6 Savings in capital financing costs relate to deferral of borrowing for the rolling stock replacement programme. This has been achieved through Treasury Management activities in the year and is not as a result of any slippage in the overall programme. It is important to stress that the rolling stock procurement element of this programme remains on target for completion in 2020/21.

4.3.7 Tunnel toll income performed better than anticipated last year as a result of increased patronage.

4.3.8 Underspends relating to slippage on major works schemes and capital financing have been carried forward into the 2019/20 budget to support the completion of these activities. The increase in tunnel toll income has been held in the Tunnels Maintenance Reserve in order to finance tunnels future capital requirements.

4.3.9 The Transport Committee will have opportunity to scrutinise overall transport financial performance in greater detail at its meeting of 18 July. The most significant variations within the Merseytravel Budget are in respect to the loss of Special Rail Page 280 Grant (SRG), which was a £2.4m budget pressure in 2018/19 and - more positively – the receipt of a dividend of £1m from The Beatles Story arising from strong financial performance in the previous financial year.

4.4 Liverpool City Region Combined Authority Strategic Investment Fund

4.4.1 Through its Strategic Investment Fund, the Authority supports an extensive programme of investment across the City Region, aimed at delivering on the devolution deals agreed with government and delivering inclusive growth across the region. There are a number of grant streams which support the Strategic Investment Fund.

4.4.2 The table below summarises the grant allocations received for the year together with overall spend against funding type.

Table 4 LCRCA Strategic Investment Fund Performance to 31st March 2019

Annual Outturn Under/ Allocation Spend (over)spend £’000 £’000 £’000 LGF 1 27,329 30,360 (3,031) LGF 2 0 2,418 (2,418) LGF 3 13,580 8,565 5,015 Gain Share Capital 22,500 10,523 11,977 Gain Share Revenue 7,500 6,506 994 Transforming Cities Fund (TCF) 10,000 0 10,000 Total Grant Allocation 80,909 58,372 22,537

4.4.3 Whilst there is an overall underspend against the cash allocation, the performance against various funding streams is largely a consequence of the mismatch between funding allocations and patters of spend.

4.4.4 In most instances grant funding has been front loaded in all tranches of Local Growth Fund creating a divergence in the profile of spend and income receipts. To the extent that LGF funding ends in 2021/22, it is to be expected that expenditure will start to exceed grant received.

4.4.5 To mitigate the risk of clawback of funding from central government, funding switches have been affected with programmed capital spend undertaken elsewhere by the Combined Authority, most notably on the Rolling Stock programme. This is in accordance with the funding flexibilities afforded to the Authority by Central Government. In affecting these funding switches in 2018-19, the Combined Authority has ensured funding is applied in a way that ensures resources are matched to programmed demand.

4.4.6 The underspend against allocation represents the extent to which the Authority has been unable to utilise all in year receipts to fund capital. It does not accurately reflect the variation between the budgeted spend for individual schemes and the actual spend. Appendix 1 details spend against budget in respect of the Single Investment Fund and legacy LGF schemes. The underspend against the revised budget for 2018/19 was £5.5m.

Page 281

4.5 Other Capital Expenditure

4.5.1 In addition to the monies received in respect of the Strategic Investment Fund, the Authority received significant grants during the year for investment in capital schemes that sit outside of the SIF. These are largely passported directly through to the constituent local authorities or Merseytravel or are managed on behalf of the Transport Advisory Group (TAG). Table 5 below summarises the capital funding and outturn for these areas.

Table 5 Capital Funding Allocations and Outturn

Budget Outturn Variance £’000 £’000 £’000 Integrated Transport Block 5,510 5,510 0 Capital Maintenance 13,440 13,440 0 Pothole Funding 2,781 2,781 0 Merseytravel Capital Grant 2,720 2,720 0 Total 24,451 24,451 0

4.5.2 In addition, the Liverpool City Region is also engaged through Merseytravel in the procurement of a new fleet of rolling stock for the Merseyrail Network. This is a £420m programme of work which involves the construction of new depot facilities and a complex series of improvements to the rail and power infrastructure as well as the construction of brand new, bespoke rolling stock.

4.5.3 The project progressed to plan in 2018-19 with the depot substantially complete and the rolling stock entering into the first stages of manufacture. Significant work was also commenced by Network Rail around station platform improvements and by Scottish Power on improvements to electrical supplies.

5. TREASURY MANAGEMENT OUTTURN

5.1 The Authority is required by regulation issued under the Local Government Act 2003 to produce an annual review of treasury management activity during the year together with information on the outturn prudential and treasury indicators for the financial year. This report meets the requirements of the CIPFA Code of Practice on Treasury Management (the Code) and the Prudential Code for Capital Finance in Local Authorities.

5.2 During 2018/19 the Authority has reported on treasury management activity as follows:-

 An annual treasury management strategy statement approved by the Combined Authority in February 2018 as part of the budget setting report;  A mid-year treasury management report which was reported to the Combined Authority as part of the quarter 2 financial reporting in October 2018; and  The treasury management outturn report (this report).

Page 282 5.3 Members have responsibility for the review and scrutiny of the Authority’s treasury management policies and activities. In this respect this report is important as it provides detail of the treasury management outturn activity and highlights compliance with the policies previously approved by Members.

Borrowing Activities

5.4 Whilst the authorised and operational limits set for the year included headroom to allow for borrowing to fund the Rolling Stock replacement project during 2018/19, no external borrowing has been undertaken during the year. The Authority has deferred its requirement to borrow by utilising existing cash balances and grant receipts to ensure best use of existing resources. It is envisaged that as a consequence of these actions there will be an absolute need to borrow to fund capital activities during 2019/20. This strategy is considered prudent as investment returns are currently still low and it assists in minimising counterparty risk.

5.5 Since PWLB rates peaked during October 2018, most PWLB rates have been on a general downward trend, though longer term rates did spike upwards again during December, and, (apart from the 1 year rate), reached lows for the year at the end of March. There was a significant level of correlation between movements in US Treasury yields and UK gilt yields -which determine PWLB rates. The Fed in America increased the Fed Rate four times in 2018, making nine increases in all in this cycle, to reach 2.25% – 2.50% in December. However, it had been giving forward guidance that rates could go up to nearly 3.50%. These rate increases and guidance caused Treasury yields to also move up. However financial markets considered by December 2018, that the Fed had gone too far, and discounted its expectations of further increases. Since then, the Fed has also come round to the view that there are probably going to be no more increases in this cycle. The issue now is how many cuts in the Fed Rate there will be and how soon, in order to support economic growth in the US. But weak growth now also looks to be the outlook for China and the EU so this will mean that world growth as a whole will be weak. Treasury yields have therefore fallen sharply during 2019 and gilt yields / PWLB rates have also fallen. The table below details the variations in PWLB rates during the year.

Page 283

5.6 Whilst PWLB rates have remained attractive, especially with the 20 Base Point reduction offered through the Certainty Rate, no new borrowing or debt rescheduling has been undertaken during the year. As mentioned above the utilisation of existing cash balances has allowed the Authority to internally borrow to fund in lieu of external borrowing during the year. Since the introduction of PWLB early redemption rates which have added approximately 1% to the repayment rate, debt rescheduling opportunities have become less attractive due to premiums being payable on the early redemption of debt.

Investment Activity

5.7 The 2018/19 Treasury Management Strategy was predicated on investment returns remaining subdued during the year. The prevailing view of forecasters at the time was that Bank rate would remain at 0.50% until the latter part of 2018 and then would rise steadily to 1.25% by March 2021. As a result of difficulties in forecasting due to external factors and uncertainty around Brexit, it was noted at the time that there was a downside risk to the forecasts. This caution has been borne out as whilst Bank Rate was increased to 0.75% in August 2018, there have been no further increases in Bank Rate with the last vote in May being a unanimous in the decision to retain Bank Rate unchanged.

5.8 As detailed in the Annual Investment Strategy, the Authority’s main objective for the management of surplus funds is security of capital and liquidity. The Authority’s investment dealings during the year have been made in accordance with this. The practical impact of adherence with this policy has been that the Authority’s investments have been limited to a number of high quality counterparties.

5.9 During the financial year 2018/18 the Authority’s weekly investments have ranged between £164.69m and £ 317.77m with an average balance being held of £251.54m (£307m). Average balances have reduced from the levels held in Page 284 2017/18 as a result of the tapering of LGF funding which was significantly higher in previous years and the utilisation of cash balances to fund project spend.

Current Treasury Position

5.10 As at 31 March 2019, the Authority’s debt profile comprised PWLB loans totalling £165.21m and transferred debt managed by Wirral MBC of £16.02m. The chart below details the maturity profile of the outstanding PWLB and Transferred debt.

5.11 As at 31 March 2019, the Authority had investments of £164.812m. The chart over details the maturity profile of investments held.

Page 285

Performance Measurement

5.12 The Authority’s benchmark for performance measurement for investments is for returns to exceed the Bank of England Base Rate. Whilst achieving this return on all investments is not practical, when looked at as a composite weighted average rate of return, the Authority has exceeded this target. The table details the monthly portfolio weighted average rate of return.

Weighted average Month rate of return

April 0.68 May 0.70 June 0.71 July 0.75 August 0.75 September 0.80 October 0.82 November 0.83 December 0.84 January 0.84 February 0.85 March 0.87

Page 286

Compliance with Treasury Limits and Prudential Indicators

5.13 During 2018/19 the Authority complied with its legislative and regulatory requirements. The outturn Treasury Limits and Prudential Indicators are included at Appendix 2.

6. RESOURCE IMPLICATIONS

6.1 Financial

Over the financial year 2018/19, both the Combined Authority and Merseytravel have continued to operate within the resources available to them.

6.2 Human Resources

None as a direct result of this report.

6.3 Physical Assets

None as a direct result of this report.

6.4 Information Technology

None as a direct result of this report.

7. RISKS AND MITIGATION

None as a direct result of this report.

8. EQUALITY AND DIVERSITY IMPLICATIONS

None as a direct result of this report.

9. COMMUNICATION ISSUES

None as a direct result of this report.

10. CONCLUSION

10.1 The Liverpool City Region Combined Authority has performed within its revised budget allocation for 2018/19. As previously reported, there has been an underspend on certain elements of Combined Authority running costs and project costs largely due to the timing of key appointments in 2018-19.

Page 287 10.2 2018-19 was very much a transitional year for the Combined Authority with relatively few staff in post at the start of the financial year compared to an establishment that was almost fully complete by year end. This created financial slippage in year which has enabled the LCRCA to invest in future capacity and capability in 2019-20.

10.3 The transitional nature of 2018-19 made financial planning – particularly around major capital programmes and investments – difficult and this is reflected in some significant variations within the Strategic Investment Fund and the Tidal and Digital programme.

10.4 The budget for 2019-20 reflects a much more settled establishment with much greater capacity to deliver and address some of the issues around the Strategic Investment Fund

10.5 Slippage on certain large elements of the Mersey Tunnel maintenance programme into 2019-20 created an apparent underspend in respect of tunnels costs however this is due to timing and these works are scheduled for completion in the current financial year.

10.6 Delivery of the rolling stock project picked up pace in 2018-19 and remains on time, with the fist of the new trains scheduled for delivery in Autumn 2019 in readiness for operation early in 2020-21.

10.3 The Liverpool City Region Combined Authority has benefited from its Treasury Management activity in 2018-19, particularly in respect of rolling stock financing and has operated within the treasury strategy approved by the Authority in February 2018.

JOHN FOGARTY Treasurer

Contact Officers:- Sarah Johnston, Merseytravel (0151 330 1015) Liz Storey, Merseytravel (0151 330 1151)

Appendices:- Appendix 1 – SIF Outturn Spend Appendix 2 – Prudential Indicators and Treasury Limits

Page 288 APPENDIX 1 SIF OUTTURN SPEND AGAINST REVISED BUDGET

Revised Budgets Expenditure Variance Project Description 2018/19 2018/19 2018/19

STEP Schemes 6,000,000 7,266,339 -1,266,339 Halton Curve 5,593,446 2,424,498 3,168,948 Maghull North 289,981 289,981 0 A565 North Liverpool Key Corridors 4,311,580 4,311,580 0 M58 Junction Improvements 1,567,062 562,759 1,004,303 A570 Linkway 3,026,819 2,658,249 368,570 Silver Jubilee Bridge Complex (Years 1-3) 908,065 134,630 773,435 Windle Island 2,528,070 2,528,070 0 City Centre Connectivity Phase 1 2,000,000 1,222,702 777,298 Silver Jubilee Bridge Complex (Years 4-5) 931,147 931,147 0 Enterprising Futures 859,524 859,524 0 Digital Starting Point 428,900 428,900 0 Extreme Low Energy Project 328,161 326,653 1,508 Greenbank Skills for Growth 342,043 342,043 0 Everton Learning & Skills Centre 404,505 37,152 367,353 WELD Tech Futures 213,505 213,505 0 Health & Engagement & Training Hub 3,723,205 3,592,112 131,093 Advance Manufacturing Training Centre 2,999,389 2,021,250 978,139 Strand 1 Myerscough College ( round 2) 209,342 209,342 0 LGF 1 36,664,743 30,360,436 6,304,307

Alstom 533,560 393,166 140,394 Alchemy Phase 3 1,178,526 1,146,129 32,397 Seqirus Fill Finish Project 878,704 878,704 0 LGF 2 2,590,790 2,417,999 172,791

KRN Schemes 10,304,083 7,677,409 2,626,674 Shakespeare Rail 1,181,576 558,788 622,788 Atlantic Park 0 0 0 Digital Innovation 0 328,522 -328,522 LGF 3 11,485,659 8,564,719 2,920,940

Paddington Village 0 7,824,065 -7,824,065 Cultural Events 2017/18 858,000 790,233 67,767 City Centre Connectivity Phase 2 5,746,993 1,908,383 3,838,610 Gain Share Capital 6,604,993 10,522,681 -3,917,688

IBF 2017/18 - Revenue 2,800,001 2,800,000 1 Liverpool Film & Content Fund 0 33,056 -33,056 Internationalisation Programme 55,807 55,807 0 Future Proof M6 J23 231,300 125,488 105,812 Cultural Events 2017/18 3,492,000 3,491,997 3 Gain Share Revenue 6,579,108 6,506,348 72,760

TOTAL 63,925,293 58,372,183 5,553,109 Page 289

APPENDIX 2 PRUDENTIAL INDICATORS AND TREASURY LIMITS

18/19 Forecast 19/20 Forward 20/21 Forward 21/22 Forward Indicator Description Outturn Estimate Estimate Estimate

Proposed capital spend to Capital Spend which the Authority plans to (£m) commit 220.93 331.19 262.58 42.98 Additional borrowing In year requirement for capital Requirement expenditure 0.00 234.92 109.42 26.51 This is the aggregation of historic and cumulative capital expenditure which has yet to be paid for Capital Financing through either capital or Requirement (£m) revenue resources 288.94 515.98 617.83 624.21

Identified the impact and Ratio Financing trend of revenue costs of Cost to Income capital financing decisions Stream on the revenue budget 18.07% 29.69% 34.52% 48.93%

Represents the net investments or borrowing Net Borrowing requirement based on the Requirement (£m) debt and investments held 55.87 70.41 59.59 48.77 Represents the absolute limit of borrowing that could be raised and afforded in the short term however this is likely to be Authorised Limit unsustainable in the long for Borrowing (£m) term 288.94 515.98 617.83 624.21 Represents the level beyond which debt is not Operational Limit normally expected to for Borrowing (£m) exceed 256.63 412.31 480.36 481.58 Upper Limit for These limits seek to Fixed Interest Rate ensure that the Authority Exposure 100.00% 100.00% 100.00% 100.00% does not expose itself to Upper Limit for an inappropriate level of Variable Interest interest rate risk Rate Exposure 30.00% 30.00% 30.00% 30.00%

This indicator can highlight where an authority may be Gross Debt and borrowing in advance of the CFR (£m) need 107.71 345.57 458.24 475.44

Page 290 Agenda Item 14

LIVERPOOL CITY REGION COMBINED AUTHORITY

To: The Metro Mayor and Members of the Combined Authority

Meeting: 28 June 2019

Authorities Affected: All

EXEMPT/CONFIDENTIAL ITEM: No

REPORT OF THE MONITORING OFFICER

DEPUTY PORTFOLIO HOLDER APPOINTMENT

1. PURPOSE OF THE REPORT

1.1 The purpose of the report is to recommend Deputy Portfolio Holder appointments to the Liverpool City Region Combined Authority.

2. RECOMMENDATION

Liverpool City Region Combined Authority are recommended to approve the appointment of Councillor Gillian Wood as Deputy Portfolio Holder: Low Carbon and Energy Renewable and Councillor Shelley Powell as Deputy Portfolio Holder: Culture, Tourism and the Visitor Economy.

3. DEPUTY PORTFOLIO HOLDER

3.1 The positions of Deputy Portfolio Holders where agreed at the Annual Meeting of the LCR Combined Authority held on 24 May 2019. There are some subsequent amendments to be made to these appointments and it is proposed that Councillor Gillian Wood be appointed to Deputy Portfolio Holder: Low Carbon and Energy Renewable and Councillor Shelley Powell be appointed to Deputy Portfolio Holder: Culture, Tourism and the Visitor Economy.

3.2 The role of a Deputy Portfolio Holder is to support the Portfolio Holders in the delivery of their policy objectives. The Deputy Portfolio Holders do not have voting rights.

Page 291

4. CONCLUSION

4.1 This report has recommended a Deputy Portfolio Holder appointment to the Liverpool City Region Combined Authority.

JILL COULE Monitoring Officer

Contact Officer: - Trudy Bedford, Committee Services Manager (0151) 330 1330

Page 292 Agenda Item 15

LIVERPOOL CITY REGION COMBINED AUTHORITY

To: The Metro Mayor and Members of the Combined Authority

Meeting: 28 June 2019

Authority/Authorities Affected: All

EXEMPT/CONFIDENTIAL ITEM: No

Non-Key Decision

REPORT OF THE DIRECTOR OF POLICY AND STRATEGIC COMMISSIONING

LIVERPOOL CITY REGION ARMED FORCES COVENANT ANNUAL REVIEW 2018/19

1. PURPOSE OF REPORT

1.1. The Liverpool City Region Armed Forces Covenant commits the Combined Authority to take the lead in producing a regular review of the work being undertaken on the Covenant agenda. The 2018/19 Annual Review is attached to this report as an appendix.

2. RECOMMENDATIONS

2.1. It is recommended that the Liverpool City Region Combined Authority:

(a) Note the contents of the report and the Annual Review;

(b) Reaffirms its commitment to producing an annual review of progress in advancing the Armed Forces Covenant agenda

3. BACKGROUND

3.1 In September 2017 the Metro Mayor Mr Rotheram signed an LCR version of the Armed Forces Covenant on behalf of the Combined Authority. This document contained specific undertakings to appoint a Champion to promote the Armed Forces Covenant within the Combined Authority, and to publish a regular review of progress made in developing the Armed Forces Covenant agenda in the city region. Reflecting his personal commitment, the Metro Mayor agreed to personally assume the role of Armed Forces Champion and the first review is appended to this report.

3.2 The Armed Forces Covenant is a promise from the nation ensuring that those who serve or who have served, and their families, are treated fairly. This commitment is made in recognition of the sacrifices they make on behalf of the country. The Armed Forces Covenant is not designed to give the Armed Forces, Veterans and their Page 293 families‟ preferential treatment compared with other citizens but it should ensure that they get a fair deal and are not disadvantaged because of their Service.

3.3 The Armed Forces Covenant relies on the government, communities, businesses, and individuals of the UK to actively support it in order to make a difference. Local Authorities are at the heart of that support group. The six councils in the Liverpool City Region have all signed the Covenant, and this review examines how they are working to ensure that servicemen and women, veterans and their families get a fair deal.

3.4 To help support Local Authorities, in 2016 the Forces in Mind Trust and the Local Government Association commissioned an independent survey and review of the delivery of local Covenant pledges – the “Our Community – Our Covenant Report” - which sets out good practice and helpful steps that local partnerships can adopt. The full report and executive summary can be found here – http://www.fim-trust.org/reports/

3.5 The report provides a „tool kit‟ which describes the core infrastructure Local Authorities are likely to require for Covenant delivery. The Annual Review presents the findings from a series of interviews with each Local Authority lead officer for the Armed Forces Covenant, structured around the infrastructure suggested in the „tool kit‟. The object of the exercise is celebrate what each authority has achieved in relation to its Armed Forces Covenant, to provide a benchmark across the City Region, and to support the development of the Armed Forces Covenant agenda in accordance with the Memorandum of Understanding agreed by the Council Leaders, Liverpool City Mayor and the Liverpool City Region Metro Mayor in June 2018. The Armed Forces Covenant Lead Officers Group will now use this report as a basis for setting priorities for their future work.

3.6 In addition to actions by Local Authorities, the Combined Authority‟s support for the Armed Forces Covenant includes:

 The Armed Forces Day flag will be flown from Mersey Ferries and all veterans will receive a concessionary rate for the River Explorer Cruise for the day  The Beatles Story offers a permanent 20% discount to serving Armed Forces personnel and on Armed Forces Day is free to personnel in full uniform.  Two Bus Alliance partners, Arriva and Stagecoach, offer free travel to serving personnel and veterans on Armed Forces Day, whilst Merseyrail provides free travel to attend commemoration events in the city centre to serving personnel and veterans  Facilitating relationships with Ministry of Defence, third sector partners and other key stakeholders.  Supporting the LCR Armed Forces Covenant Lead Officers Group  CA HR policies reflect support reservists to meet their obligations

4. RESOURCE IMPLICATIONS

4.1 Actions to deliver against the Armed Forces Covenant signed by each constituent authority will be contained within individual authority budgets.

Page 294 5. RISKS AND MITIGATION

5.1. The Metro Mayor and Combined Authority members have all committed to the Armed Forces Covenant. It is therefore important that the specific undertakings given are delivered and further that the enduring nature of the Covenant is evidenced. Producing a regular review gives the Combined Authority and the constituent authorities a collective opportunity to demonstrate how they are serving the needs of the Armed Forces Community and share best practice.

6. EQUALITY AND DIVERSITY IMPLICATIONS

6.1. Implementing the Armed Forces Covenant is part of the city region‟s efforts for greater fairness and social inclusion. The Covenant is based upon two key principles:

- The Armed Forces community should not face disadvantage compared to other citizens in the provision of public and commercial services.

- Special consideration is appropriate in some cases, especially for those who have given most such as the injured and the bereaved.

7. COMMUNICATION ISSUES

7.1. Although the review is largely a local authority-facing document, drafts have been shared with relevant stakeholders such as the North West Reserve Forces and Cadet Association, which provides the main interface between civic and military authorities.

8. CONCLUSION

8.1. This report and the Annual Review 2018/19 demonstrate the enduring commitment of the Metro Mayor and the Combined Authority to the Armed Forces Covenant, and a desire to see continuous improvement to meeting the needs of the Armed Forces Community within the Liverpool City Region.

KIRSTY PEARCE Director of Policy and Strategic Commissioning

Contact Officer(s): Olly Martins – Lead Officer for Fairness and Social Inclusion (07880 480 109) Joanna Sawyer – LCRCA Communication Manager (Office: 0151 330 1129 Mobile: 07540 677 170)

Appendix 1 - Liverpool City Region Armed Forces Covenant Review 2018/19 (This appendix can be found by clicking on the link)

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Transport Committee

Transport Committee

4 April 2019

Present: Councillor L Robinson, Chair Councillor G Friel, Deputy Chair

Councillors R Abbey, D Baum, A Carr, J Dodd, S Foulkes, P Hayes, H Howard, J Jackson, D Johnson, A Lavelle, P McKinley, N Nicholas, M O'Mara OBE, G Pearl, K Roberts, J Stockton, C Rowe, H Thompson, J Williams and F Wynn.

103. Apologies for Absence

Apologies for absence were received from Councillor Dennis Baum.

104. Declarations of Interest

There were no declarations of interest.

105. Minutes of the Last Meeting

RESOLVED that the minutes of the last meeting of the Transport Committee held on 7th March 2019, be approved as a correct record subject to the word “strategy” being changed to “priority” on Page 3, Minute No. 97, 6th paragraph, 1st sentence.

106. Quarterly Bus Update

The Committee considered a report from Matt Goggins relating to Quarter 4 of the Bus Alliance update of 2018/19. He highlighted the following: -

 Improving Bus Punctuality; o Five bus corridors have been initially identified to be targeted for improvements – A57 (Prescot Road), A562 (Smithdown Road), B5178 (Wavertree Road Corridor), the A59 (Walton Road/Scotland Road) and A567 (Stanley Road) corridors.

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o A Steering Group with representatives from the Combined Authority, Knowsley MBC, Liverpool City Council, Sefton MBC and St Helens MBC and the Bus Alliance Operators will oversee feasibility work; o The Green Routes Programme will be reported to both the LCR Bus Alliance and Key Route Network Groups on a regular basis and will focus on commuter corridors in order to have the greatest impact on passenger numbers.

 Liverpool City Region Bus Alliance; o The Business and Investment Plan has been agreed by the Board and focus on three priority areas – . Improving Network Punctuality, Reliability and Resilience; . Improving the Customer Journey; and . Customer Development and Growth. o Bus Patronage for Q3 of 2018/19 has shown a 9% increase in fare paying passenger journeys compared with the same period in the last financial year. o Customer Satisfaction is slightly down from 92% to 91% of bus passengers satisfied with their journeys, but this figure is still joint highest of any customer satisfaction of any UK Metropolitan area. o City Centre Bus Re-routing Strategy has now been aligned with the Liverpool City Centre Bus Strategy. o Bus Hub achieved its planning permission and will now move to the next stage to finalise plans for bus routes. o Pioneering the installation of the Traffic Signal Bus Priority Scheme that is different from the traditional triggers.

 Liverpool City Region Devolution Deal; and o Strategic Outline Business Case continues to be developed with an aim for it be completed by 2020

 Other key work areas. o City Centre Enforcement o Stops and Shelters Inspection Programme o ETM Migration to Ticketer

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Members of the Committee raised the following key issues during the discussions –  There have been changes to the bus network and budgets, but what stands out is the city regions increase in patronage;  There have been huge improvements in relation to the bus patronage, congratulations to the officer team.  Are there any comparisons to the other Combined Authorities regarding the bus patronage?  How are the discussions with the smaller operators progressing in relation to joining the bus alliance?  Good news about the Wirral replacement bus service and a warm welcome to Selwyn’s, however local residents are still campaigning for evening services.  What’s the financial implications of the Woodchurch Road corridor?  Is there any data available for the City Centre Enforcement issues?  With the migration to Ticketer would Arriva and Stagecoach be compliant.

Matt Goggins responded to the enquiries and informed the Committee that: -  There was a target of a 10% journey speed increases for end-to- end travel that would enable Merseytravel to be more efficient.  As part of the Bus Alliance Board there has been positive dialogue with two bus operators, about ongoing housekeeping, partnership arrangements and contracts for voting mechanisms, once it is completed, the 2 operators will sign up to the alliance.  No progress has been made so far with the smaller bus operators, but discussions are continuing relating to the benefits and the partnership working, but it is believed that the perception among the smaller operators is that the bar is too high to join the Alliance Board.  There have been small increases in two other Combined Authorities relating to bus patronage mainly due to fare pricing, but the other Combined Authorities have reported decreases.  No costs have been worked out yet relating to the Woodchurch Road corridor, as there is no budget attached.  The City Centre Enforcement Team were dealing with issues relating to indiscriminate parking and drop offs, deliveries not being done at the agreed time and over-ranking of taxis. Enforcement and actions have been put in place and particular concerns were taken to the Licensing Department.

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 Arriva and Stagecoach are compliant with what Merseytravel are trying to do with the Ticketer, but the challenge are the smaller operators.

Members of the Committee then raised the following key issues during the discussions –  Can the bus corridors in the Wavertree Road Corridor be identified, as it is quite a long road?  Targeted improvements must be made to punctuality and reliability across the bus network along certain routes in the city region e.g. the 68-bus route that often never turns up or is always running late.  How often are the quality checks done on the bus stops and shelters?  Merseytravel puts the entire infrastructure in place to reduce journey times and travelling time for residents and the number of buses on the road as well and it must procure a saving for the operators. Has Merseytravel considered producing a transport model which sees the “savings” being shared to include Merseytravel through cheaper fares or a “collective pot” to put the money accumulated.  The quality of information at bus stops and shelters are usually out of date, confusing for the elderly and incorrect in terms of schedules. Can information not be simplified for the elderly in terms of showing routes and stops like other cities?  There is usually a lot of congestion on Prescot Road with the number of 10 and 10A buses along the route with different bus operators running the same schedules all day. Can nothing be done about this?

Matt Goggins responded to the further enquiries and informed the Committee that: -  Merseytravel are currently looking at the network and data and have identified significant issues across 5 main corridors that is being looked at initially with further work to be down across other areas of the city region in due course.  The area identified as part of the Wavertree Road corridor is from the City Centre to the end of the Wavertree Road, but details can be circulated to the Committee.  Bus stops and shelters are quality checked once a month, but not all are checked as there are patterns and themes that the contractor can identify to assist with the process and in the event that anything needs addressing.

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 Merseytravel are starting to think through the benefits to the infrastructure put in place as well as the savings, but there has been no progress made with any discussions yet, but totally agree that the benefit to the operator needs to be invested back into the services.  Will look into the issues relating to the 10 and 10A along the Prescot Road but commercial bus operators can register and run whatever routes it wants as it is a private service and is a product of the system.  Will provide feedback regarding the timetables and schedules at bus stops and shelters and how the information is displayed.

The Chair, Councillor Robinson agreed with a number of the comments made by the Committee relating to the infrastructure and savings as well as the information being displayed on bus stops and shelters and stated that Merseytravel should also be looking at the devolved powers to see what could be done.

RESOLVED that the Transport Committee: -

a) notes the contents of the report; and

b) be provided with additional detail relating to the Wavertree Road corridor;

c) be kept up to date with the issues raised relating to the 10 and 10A bus route along Prescot Road; and

d) be provided with details of the “bus stop and shelters” inspection programme relating to the frequency of the quality checks.

107. Public Question Time

The Committee received two questions from Mr Andrew Wennell as follows: -

Question 1 This is in relation to the bus route 61 & X1 in Greenway Road, Runcorn.

Both these bus services operate on a 30-minute frequency but they turn up in Greenway Road at around the same time.

So rather than on average a 15 minute frequency down this road it’s more like one time to get which-ever bus you need.

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So is there anything that can be done to improve the frequency down this road?

The Chair thanked Me Wennell for submitting his question and for attending the meeting and informed him that a formal response would be provided within 10 working days.

Question 2 Everyone is talking about using smart ticketing etc. on buses, trains & ferries in Merseyside, but you are unable to use mobile tickets on Mersey rail.

On Mersey Ferries you still have to queue up in the terminal to collect a ticket to travel.

a) Why can't they have scanners at the top of the pontoon to get though quicker for the ferry? b) Walrus cards work for Mersey Rail but not the mobile ticket option, why?

The Chair thanked Me Wennell for submitting his question and for attending the meeting and informed him that a formal response would be provided within 10 working days.

108. Petitions and Statements

No petitions or statements were submitted for this meeting.

109. Any Other Urgent Business Approved by the Chair

The Chair agreed to discuss the following urgent business: -

a) Funding for 5 Train Stations Councillor Gordon Friel informed the Committee that funding had been approved by Government for Birkenhead Park, Broad Green, Hillside, St Michael’s and Hunts Cross Stations to improve disabled access by installing new lifts to provide step-free access to platforms. The officer team were thanked and congratulated for their involvement.

b) Vote of Thanks The Chair, Councillor Robinson informed the Committee that it was the last meeting of the Transport Committee for this municipal year and he wanted the Committee to thank and bid farewell to

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Councillors Ron Abbey and Keith Roberts who had been involved in Merseytravel and the Transport Committee.

The Chair informed the Committee that Councillor Roberts had been involved in the Transport Committee for about 4 years and been the Lead Member for Ferries and Visitor Economy and had been involved in the process from the start for the new Mersey Ferries and on behalf of the Committee expressed his gratitude for all his hard work and contributions to the Committee.

Councillor Keith Roberts thanked the Chair for his kind words and thanked the Committee for their support over the last 4 years and expressed his appreciation to the brilliant officers of the organisation including Gary and Shane over the last 12 months.

The Chair also informed the Committee that Councillor Ron Abbey had been involved in Merseytravel and the Transport Committee for the last 16 years and was a real ambassador for the organisation for many years. He had held the position of Lead Member for Bus bringing both his knowledge and experience as a former bus driver himself. He had contributed a lot toward the bus service operators including the young people offers over the years and had been a real team player and on behalf of the Committee again expressed his gratitude and heartfelt thanks for the last 16 years and his contributions to the travelling public.

Councillor Ron Abbey also thanked the Chair for his kind words and thanked the Committee for their support. He expressed great pride for working with Merseytravel over the years, but re-iterated the importance of the good officers who worked behind the scenes of the organisation from top to bottom. He stated that it was a real opportunity to change the way people travelled across the city region and how as an organisation it managed the cost of travel going forward and making it affordable for everyone.

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CHAIR OF THE TRANSPORT COMMITTEE

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