AGENDA ITEM NO. 5(b)

REPORT TO: Executive Board

DATE: 10 October 2002

REPORTING OFFICER: Executive Director – Regeneration and Neighbourhood Services

SUBJECT: Mersey Waterfront

WARDS: Boroughwide

1.0 PURPOSE OF REPORT

1.1 Mersey Waterfront Regional Park is one of two “big ideas” which emerged from the Action Plan for the City Region 2002 – 2005 , a sub-regional programme which sets out the priorities for North West Development Agency (NWDA) investment in to 2005. The concept - lead by Wirral Metropolitan Borough Council and developed by The Mersey Partnership on behalf of key partners – has received support from the Merseyside Chief Executives.

1.2 Further work has now been carried out, and a detailed application for NWDA financial support has been prepared.

1.3 To progress Mersey Waterfront, more formal commitment from Local Authorities is now required - this report outlines the commitment sought from each Authority. Further details on the Mersey Waterfront Regional Park initiative have been circulated separately.

2.0 RECOMMENDED: That

(1) the in kind match funding commitments towards revenue and management costs be agreed;

(2) the Executive Director, Regeneration and Neighbourhood Services, be nominated as the single point of contact responsible for ensuring delivery against the Mersey Waterfront programme;

(3) Cllr R Polhill be nominated as the Council’s representative on the Mersey Waterfront Council;

(4) the Council support Wirral Metropolitan Borough Council as the accountable body, and in drawing up the Partnership Agreement, and

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(5) the Council provide written support confirming agreement to the above.

3.0 SUPPORTING INFORMATION

3.1 The Action Plan for the City Region 2002 – 2005 identified Mersey Waterfront as the most likely project to create a step change in the economic fortunes of Merseyside. Mersey Waterfront has been recognised by partners in the Northwest as an asset of international importance, but to promote the strategic advantages of the region the development of co- ordinated pan-Merseyside initiative of scale and substance is required. As a premium location Mersey Waterfront has the potential to: • significantly improve the region’s international image, promoting a positive image for the region to attract new investment • attract and retain skilled and talented people to live and work in the region by offering a high quality of life with access to a diverse range of coast and city assets • increase visits and length of stay from tourists and residents • promote the region as a place to invest – especially given the strategic economic importance of the Port. • adding value and increasing jobs in the maritime cluster • providing local people with a diverse and attractive coastal environment which offers new opportunities for outdoor leisure and recreation and contributes to improved quality of life for the people in and around the City Region. 3.2 As a core objective, the project targets the creation of jobs and wealth (initial estimate of 1,000 net jobs, £26m GVA in first three years) to benefit local residents, businesses and communities.

4.0 MERSEY WATERFRONT FINANCIAL SUMMARY

4.1 Mersey Waterfront funding is being sought from the North West Development Agency. The following table illustrates the scale of the programme and the leverage of the NWDA’s investment.

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Cost and timeframe Mersey Waterfront Funding Other Funding (£000) (£000) (£000) 2002/03 2003/04 2004/05 Total 2002/03 2003/04 2004/05 Public Private Marketing 250 250 400 900 100 100 250 450 -

Community Engagement 50 50 50 150 50 50 50 - -

Direct Programme 2,220 31,760 25,498 59,478 781 4,344 2,243 41,187 10,923

Executive Team 159 350 385 894 90 199 218 387 -

Establishment Costs 185 90 90 365 120 25 25 195 -

2,864 32,500 26,423 61,787 1,141 4,718 2,786 42,219 10,923 TOTAL

5.0 COMMITMENTS REQUIRED FROM LOCAL AUTHORITIES

5.1 If a programme of the highest possible quality is to be delivered over the coming years, Mersey Waterfront requires clear commitment from key partners, not least the Local Authorities. The Local Authority contributions in kind to the management and revenue costs of Mersey Waterfront are summarised below.

2002/03 2003/04 2004/05 TOTAL Marketing Staff Marketing Staff Marketing Staff Marketing Staff Wirral £20,000 £42,500 £20,000 £42,500 £20,000 £42,500 £60,000 £127,500 Sefton £20,000 £42,500 £20,000 £42,500 £20,000 £42,500 £60,000 £127,500 £20,000 £42,500 £20,000 £42,500 £20,000 £42,500 £60,000 £127,500 Halton £20,000 £42,500 £20,000 £42,500 £20,000 £42,500 £60,000 £127,500

5.2 Contributions in kind are drawn from:

• Staff time - staff involvement in the Advisory Groups, Council and general development of Mersey Waterfront, including individual project implementation. (Note: Time in kind from partner staff will need to be evidenced over the Mersey Waterfront programme). • Match funding against existing marketing budgets for joint Mersey Waterfront marketing campaigns.

5.3 As a contribution to Mersey Waterfront, it is intended that Wirral Metropolitan Borough Council will act as the accountable body and provide the necessary financial administration support. Mersey Waterfront is seeking delegated authority from NWDA for expenditure below £250,000. To assist in this process, it is also intended that Wirral MBC provide project appraisal services via Wirral Waterfront SRB Team, for bids outside the Wirral area. Within Wirral, an alternative appraisal route must be sought, as they are not permitted to assess their own proposals. It is likely that independent consultants will be used to appraise Wirral project proposals.

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5.4 The individual projects that will form the basis of the Mersey Waterfront Direct Programme are listed by Local Authority area in the Annex 2 attached. Local Authorities are asked to nominate a single point of contact from within their own Authority who will be responsible for ensuring the delivery of projects and reporting outputs for all schemes in their geographical area which are under the remit of the Authority.

5.5 It is proposed that Mersey Waterfront secures the commitment of each landowner to deliver an agreed standard of maintenance and management of their assets and facilities.

6.0 PARTNERSHIP AGREEMENTS

6.1 Wirral Metropolitan Borough Council will draft a Partnership Agreement which all partners will be asked to consider, and in due course, commit to. This will formalise the contractual arrangement between Wirral MBC and individual delivery partners (including other Local Authorities).

7.0 GOVERNANCE

7.1 As part of the early development of the MW concept, a Steering Group was established (primarily from Merseyside local authorities) which became a symbol of collaborative working across Merseyside. From this group, a Management Group will be formed to act as the interface between the Mersey Waterfront Executive, through the Governance structure to the MW Council.

7.2 Both the Executive Team and the Technical Advisory Groups will report to a governing Mersey Waterfront Council, who will steer the strategic direction of Mersey Waterfront, measure progress of the overall plan against identified business plan targets and act as the decision making body for all projects. The Council will comprise a maximum of 14 members with representatives from:

• All Merseyside Local Authorities • The Mersey Partnership • North West Development Agency • TAG Chairs • Other partners as required

7.3 Each Local Authority is requested to nominate a representative to the Mersey Waterfront Council.

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7.4 Three Technical Advisory Groups (TAGs) will be established to focus on the thematic development of Estuary Development & Management, Tourism, Sport & Leisure, and Mersey Maritime. The TAGs will be formed of individual partner staff and stakeholders with particular areas of expertise or interest, and will underpin the MW Council. TAG members will act as:

• Champions – identifying and progressing project ideas • Advisors – providing technical advice on particular project proposals or the wider MW scheme (including annual business planning) • Appraisers – carrying out initial scoping of project proposals

7.5 A Delivery and Maintenance Group (DMG) will be established to oversee the practical delivery issues. In particular they will need to ensure progress against agreed targets and within predetermined milestones, and to ensure their organisation is maintaining the standards agreed for MW projects. This group will comprise individual delivery partner staff (1 representative from each delivery partner) who will be responsible for ensuring projects (for which their organisation is the lead) are delivered on time and to budget.

7.6 A MW Executive Team, comprising new posts of Director, Marketing and Events Manager, Outreach/Community Officer, Finance Manager, Monitoring Officer and Administration Assistant will be appointed in due course (6 new posts). In addition to the new posts created, 3 full time equivalent posts will be drawn from partner organisations to assist in delivery - two Programme Managers and one Mersey Maritime Sector Champion.

7.7 It is intended that a strategic Community Forum will be formed from the Mersey Estuary Strategy’s “ Mersey Estuary Forum ”. The Forum will meet at least annually, and will contribute to the strategic development of Mersey Waterfront. For local community issues, these will be addressed through existing partnerships such as the Local Strategic Partnerships.

8.0 POLICY IMPLICATIONS

8.1 The successful delivery of the Regional Park will contribute to the Council’s strategic priorities, particularly in relation to the creation of employment opportunities and environmental improvements.

9.0 OTHER IMPLICATIONS

9.1 Details of the Council’s financial commitment are included in the report.

10.0 LIST OF BACKGROUND PAPERS UNDER SECTION 100D OF THE LOCAL GOVERNMENT ACT 1972

10.1 There are no background papers under the meaning of the Act.

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Annex 1Background to Mersey Waterfront Proposals

Mersey Waterfront Regional Park is one of two “big ideas” which emerged from the Action Plan for the City Region 2002 – 2005 , a sub-regional programme which sets out the priorities for North West Development Agency (NWDA) investment in Merseyside to 2005. The concept, which has been lead by Wirral Metropolitan borough Council and developed by The Mersey Partnership on behalf of key partners, is supported by all of the Local Authorities. Mersey Waterfront concept is a priority for the North West Development Agency – to whom an application for core funding is being worked up – and has widespread support for key stakeholders in the region.

Mersey Waterfront has been recognised by partners in the Northwest as an asset of international importance. As a premium location, Mersey Waterfront has the potential to significantly improve the region’s international image, to attract and retain skilled and talented people to live and work in the region, to increase visits from tourists and residents, and to promote the region as a place to invest – especially given the strategic economic importance of the Port. In preparing the business plan for Mersey Waterfront, The Mersey Partnership has considered the international experience of cities such as Toronto, Bilbao and Pittsburgh, and drawn on research from the USA regarding the importance of “quality of place” in the development of a modern economy. This research shows that access to high quality open space, and a diverse range of leisure and recreation opportunities within close proximity to a vibrant, inclusive and progressive city region are key priorities for workers and investors in the modern economy. Merseyside has the right foundations to develop and promote the city region as an area that offers exceptional quality of life and a unique, internationally recognised sense of place. The development and promotion of the strategic advantages of the region on the international stage can only be achieved through the co-ordinated Merseyside-wide action of scale and substance. Mersey Waterfront will create the platform on which this process can commence.

The economic power of a waterfront Increasingly, economic development around the world has recognised the economic power that can be harnessed and unleashed by waterfront locations. Sydney, Toronto, Boston and Bilbao are clear examples. Mersey Waterfront aims to harness best practice from such examples but create an ambitious plan to exceed the best. The base position shows that it already plays host to numerous features of international significance and has all the necessary attributes to create a feature of world class. With investment to enhance the competitiveness of its port and maritime industry, its visitor experiences, and its quality of place, the Liverpool City Region can launch itself internationally as a driver of sustainable economic development for the region. It is clear from the research and the analysis thereof that to be successful there must be a central aim of improving the quality of place, which will lead to positive economic impacts. The development of a high quality environment next to urban areas can help to attract and retain highly skilled people - essential to a growing economy.

Common Vision

Mersey Waterfront seeks to transform, energise and connect the coastal and river frontages of Merseyside in an imaginative and ambitious way through the development of a Regional Park to stimulate new and unprecedented economic potential throughout the region. The ultimate objective of Mersey Waterfront is to reposition the City Region as an internationally recognised and respected area of the highest quality, greatest diversity, and widest opportunity.

Design quality

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If Mersey Waterfront is to be successful, high quality design, management and maintenance is absolutely crucial. Mersey Waterfront should learn from the experiences of successful waterfront regeneration initiatives on the international stage, and seek to surpass rather than emulate these within the context of Merseyside’s own local distinctiveness.

To this end, it may be appropriate to establish design principles with partners to ensure that quality an integral consideration in projects under the Mersey Waterfront banner. The principles of sustainable development should also be core to the design, implementation and long term development of the Mersey Waterfront.

Collaboration

Collaboration is the key to success. Mersey Waterfront requires all of the stakeholders in the waterfront area to work together towards a common long-term vision and collective agenda.

Connection

Mersey Waterfront will unify and connect – for the first time - the diverse assets, attractions and facilities around the Mersey coast and estuary. It will place sites, features and facilities of local or sub-regional significance on a regional, national and even international footing. Mersey Waterfront will both physically and contextually link the coastal and riverfront areas of Sefton, Wirral, Liverpool and Halton in an unprecedented way. Branding and joint promotion of features around the Mersey Waterfront will raise awareness of the quality and diversity of the Mersey coast. Ensuring the highest quality at all Mersey Waterfront branded sites will give local people and visitors to the region the confidence to visit Mersey Waterfront branded attractions safe in the knowledge that all of the sites are of the highest possible quality.

The footprint

The Mersey Waterfront footprint spans the estuary and coast, and parts of the two adjoining estuaries – the Dee and the Ribble. This includes some 70 miles of coastline from Southport, via Liverpool, to Fiddlers Ferry beyond Runcorn and around the whole of the Wirral coast. It brings together the coast and estuarine areas of Wirral, Sefton, Liverpool and Halton. Knowsley and St Helens will also benefit from the Merseyside-wide outcomes of this initiative.

The delivery plan

An outline delivery plan for the first three years has been assembled with key partners in the Mersey Waterfront area. This programme is divided into four interrelated core themes, specifically:

• Mersey Maritime – Developing a more coherent cluster of maritime activity by promoting Mersey Port activities as a centre of excellence for exporting and importing, establishing new international trade links, improving strategic freight access; and developing collaborative training programmes.

• Estuary development & management - Improving and enhancing the natural, cultural and heritage resources of the Mersey Waterfront through major investment in high-grade improvements to access & visitor facilities (far and above current capital investment programmes) underpinned by complimentary education, interpretation and IT facilities.

• Tourism, sport & leisure – Developing more visitor attractions and events to build on the tourism industry that has already been created within the City Region. Specifically, new attractions, the promotion of a new major golf festival, and enlarging the scope and range of the Mersey River Festival.

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• Major projects – Supporting the development of major flagship and infrastructure projects which will form the Mersey Waterfront landmarks of the future. Initial proposals include upgrading the design of the new Marine Parade Bridge in Southport, contributing to the proposed high quality features of a new cruise ship landing stage at Princes Dock, and a the development of a Masterplan for Woodside – a strategically important waterfront site

Mersey Waterfront also has two cross cutting themes dealing specifically with:

• Marketing: developing an imaginative marketing programme based on the concept that Mersey Waterfront gives Merseyside and the region a platform to develop a new high profile image associated with quality, diversity and inclusivity.

• Maintenance: establishing new maintenance standards through an annual maintenance plan. The Mersey Waterfront team will act as the ‘convener’ and agent for change involving all relevant partners and landowners and aiming to secure commitments from them all to the new standards which are consistent with Mersey Waterfront’s vision.

The community - integral to success

Mersey Waterfront’s success will depend on the support, enthusiasm and ambition of the people who live, work, and conduct business in the region. Community engagement is therefore crucial to the whole process and will underpin the entire programme. It is proposed that the Business Plan for 2003 - 2004 should include adequate provision to develop a plan and deliver comprehensive community engagement. A Community Engagement Plan will be developed building on the Mersey Basin Camapign’s community engagement activity. Subject to funding, it is intended that a dedicated post is created for the development, co-ordination and delivery of the Community Engagement Strategy. Initial components of this strategy include: • newsletters • regular public meetings • establishing a volunteer group • educational initiatives including active links with schools and enhanced use of MW as an educational resource • establishing Community panels • targeted initiatives for key audiences e.g. young people and recreation users • the consideration of training and employment opportunities (including intermediate labour market initiatives) arising out of the activities of MW • the engagement of the panels with the Council and TAGs.

For all the community engagement elements, Mersey Waterfront will look to build on existing structures, and use existing partnerships on a case by case basis. In particular, Mersey Waterfront will work closely with community engagement initiatives established as part of Local Strategic Partnerships, Pathways and Strategic Investment Areas.

A strategic Community Forum will be formed from the Mersey Estuary Strategy’s “ Mersey Estuary Forum ”. The Forum will meet at least annually, and will contribute to the strategic development of Mersey Waterfront. For local community issues, these will be addressed through existing partnerships such as the Local Strategic Partnerships.

Benefits

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Mersey Waterfront was identified as the most likely project in Action Plan for the City Region 2002 – 2005 that would create a step change in the economic fortunes of Merseyside and contribute substantial economic gains for the area. As a core objective, the project targets the creation of jobs and wealth (initial estimate of 1,000 net jobs, £26m GVA in first three years) to benefit local residents, businesses and communities. Other anticipated benefits include: • adding value and increasing jobs in the maritime cluster – especially given the strategic economic importance of the Port. • increase numbers, visits and length of stay from tourists and residents • significantly improve the region’s international image, promoting a positive image for the region to attract new investment • attract and retain skilled and talented people to live and work in the region • improving quality of life and generating a new, positive sense of place • providing local people with a diverse and attractive coastal environment which offers new opportunities for outdoor leisure and recreation and contributes to improved quality of life for the people in and around the City Region.

Mersey Waterfront will create a connected and coherent assemblage of high quality assets around the 70-mile coastline which, coupled with the proposed marketing and maintenance regimes, will reposition Merseyside as an attractive, vibrant and diverse place to visit, live or invest in. The outcomes and benefits of the overall scheme will be significant, so much so that Mersey Waterfront will become an international exemplar in integrated waterfront regeneration. In very general terms, the main outcomes will focus around:

• Creating a legacy of quality • Supporting the development of key sectors • Generating positive perceptions • Creating the quality of life to attract and retain talent • Renewed confidence • Providing a community asset • Enhancing the ecological footprint • Promoting cultural diversity • Enhancing Mersey Waterfront Heritage • An Education Resource • Understanding qualitative factors affecting economic performance

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The partners

The Commencement Business Plan, on which this paper is based, was developed closely with the following partners:

Wirral MBC The Mersey Basin Campaign The Mersey Partnership The National Trust Liverpool City Council Merseytravel North West Development Agency Knowsley MBC Halton BC Mersey Docks & Harbour Company Sefton MBC Atlantic Containers Limited St. Helens MBC Fraser Williams Liverpool Vision University of Liverpool

It is proposed that Wirral Metropolitan Borough Council will act as the lead partner for the venture, with The Mersey Partnership (TMP) in support. A Steering Group has been formed with representation from the Merseyside local authorities, NWDA and TMP, and Mersey Waterfront has already become a symbol of collaborative working across the sub-region. Given the nature of the proposed activities and the collaborative approach required for delivery, it is not considered appropriate to create a new entity or an excessive management infrastructure. The proposal is to build sufficient capacity within Wirral MBC and TMP to operate the programme and recruit only those posts that are relevant to the MW programmes that partners are unable to fill from their existing operations.

A MW ‘Council’ or ‘Board’ will be formed by partners with representation drawn from a senior level from each partner organisation. Three Technical Advisory Groups (TAGs) - Estuary Development & Management, Tourism, Sport & Leisure and Mersey Maritime - will underpin the work of the Council and promote and appraise many of the projects envisaged in the programmes. Major projects will be addressed by the TAGs – particularly the Tourism, Sport and Leisure TAG.

Louise Hopkins has been appointed as the Interim Director of Mersey Waterfront, on secondment from the Mersey Basin Campaign, in order to initiate the programmes and assemble the team. Louise is based at The Mersey Partnership, who will host the team as part of the in kind contribution to the Mersey Waterfront initiative.

Delivery

The Mersey Waterfront’s delivery plan will be implemented through the Executive Team – a combination of specially appointed staff, with formal support from delivery partners, particularly Local Authorities. The Mersey Waterfront Executive can not however deliver the direct capital programme without considerable support from relevant staff in each of the Local Authorities. To this end, it is proposed that Service Level Agreements are established with each of the Local Authorities, clearly setting out the responsibilities of each partner.

Local Authorities are asked to nominate a single point of contact from within their own Authority who will be responsible for ensuring the delivery of projects and reporting of outputs for all schemes in their geographical area which are under the remit of the Authority. In addition, each Local Authority contact may be assigned a “portfolio” i.e. an area of interest, or theme that they are responsible for overseeing across all of the Local Authority areas. For example, Halton Borough Council representative may be assigned access, whereas Sefton may be assigned nature conservation. The aim of giving Local Authority representatives portfolios is to ensure the delivery of strategic objectives from within the delivery arms of the partnership, rather than being dictated by the Mersey Waterfront Executive and Board/Council.

Maintenance and management

Partners have confirmed that the achievement of high standards of quality is crucial to delivering the economic and environmental benefits envisaged by this programme. In this context, it is vital to

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ensure that the Mersey Waterfront is maintained in a manner consistent with a new collaborative approach to maintenance.

It is proposed that Mersey Waterfront secures the commitment of each local authority and other landowners to deliver an agreed quality standard for their assets and facilities. The proposal is to establish a team of relevant staff from local authorities and landowners who will be responsible for ensuring management and maintenance commitments are upheld.

Partnership Agreements

The Mersey Forest partnership model has been suggested as a good starting point. Wirral Metropolitan Borough Council will draft a Partnership Agreement which all partners will be asked to consider, and in due course, commit to. This will formalise the contractual arrangement between Wirral MBC and individual delivery partners (including other Local Authorities).

Financial and administrative support

Mersey Waterfront funding is being sought from the North West Development Agency. The summary table below gives an indication of the funding breakdown for the MW programme.

Cost and timeframe Mersey Waterfront Funding Other Funding (£000) (£000) (£000) 2002/03 2003/04 2004/05 Total 2002/03 2003/04 2004/05 Public Private Marketing 250 250 400 900 100 100 250 450 -

Community Engagement 50 50 50 150 50 50 50 - -

Direct Programme 2,220 31,760 25,498 59,478 781 4,344 2,243 41,187 10,923

Executive Team 159 350 385 894 90 199 218 387 -

Establishment Costs 185 90 90 365 120 25 25 195 -

2,864 32,500 26,423 61,787 1,141 4,718 2,786 42,219 10,923 TOTAL

Mersey Waterfront requires clear commitment from key partners, not least the Local Authorities, if a programme of the highest possible quality is to be delivered over the coming years.

The Local Authority contributions in kind to the management and revenue costs of Mersey Waterfront are summarised below.

2002/03 2003/04 2004/05 TOTAL Marketing Staff Marketing Staff Marketing Staff Marketing Staff Wirral £20,000 £42,500 £20,000 £42,500 £20,000 £42,500 £60,000 £127,500 Sefton £20,000 £42,500 £20,000 £42,500 £20,000 £42,500 £60,000 £127,500 Liverpool £20,000 £42,500 £20,000 £42,500 £20,000 £42,500 £60,000 £127,500 Halton £20,000 £42,500 £20,000 £42,500 £20,000 £42,500 £60,000 £127,500

Contributions in kind are drawn from: • Staff time - staff involvement in the Advisory Groups, Council and general development of Mersey Waterfront, including individual project implementation. (Note: Time in kind from partner staff will need to be evidenced over the Mersey Waterfront programme). • match funding against existing marketing budgets for joint MW marketing campaigns.

As a contribution to Mersey Waterfront, it is intended that Wirral Metropolitan Borough Council will act as the accountable body and provide the necessary financial administration support. Mersey Waterfront is seeking delegated authority from NWDA for expenditure below £250,000. To assist

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in this process, it is also intended that Wirral MBC provide project appraisal services via Wirral Waterfront SRB Team, for bids outside the Wirral area. Within Wirral, an alternative appraisal route must be sought, as they are not permitted to assess their own proposals. It is likely that independent consultants will be used to appraise Wirral project proposals.

The individual projects that will form the basis of the Mersey Waterfront Direct Programme are listed by Local Authority area in the attached annex. Local Authorities are asked to nominate a single point of contact from within their own Authority who will be responsible for ensuring the delivery of projects and reporting of outputs for all schemes in their geographical area which are under the remit of the Authority.

Governance

Proposed governance structure is described below, and the roles of each group therein are summarised in Figure 1 attached.

As part of the early development of the MW concept, a Steering Group was established (primarily from Merseyside local authorities) which became a symbol of collaborative working across Merseyside. From this group, a Management Group will be formed to act as the interface between the Mersey Waterfront Executive, through the Governance structure to the MW Council.

Both the Executive Team and the Technical Advisory Groups will report to a governing Mersey Waterfront Council, who will steer the strategic direction of Mersey Waterfront, measure progress of the overall plan against identified business plan targets and act as the decision making body for all projects. The Council will comprise a maximum of 14 members with representatives from: • All Merseyside Local Authorities • The Mersey Partnership • North West Development Agency • TAG Chairs • Other partners as required

Each Local Authority is requested to nominate a representative to the Mersey Waterfront Council.

Three Technical Advisory Groups (TAGs) will be established to focus on the thematic development of Estuary Development & Management, Tourism, Sport & Leisure, and Mersey Maritime. The TAGs will be formed of individual partner staff and stakeholders with particular areas of expertise or interest, and will underpin the MW Council. TAG members will act as: • Champions – identifying and progressing project ideas • Advisors – providing technical advice on particular project proposals or the wider MW scheme (including annual business planning) • Appraisers – carrying out initial scoping of project proposals

A Delivery and Maintenance Group (DMG) will be established to oversee the practical delivery issues. In particular they will need to ensure progress against agreed targets and within predetermined milestones, and to ensure their organisation is maintaining the standards agreed for MW projects. This group will comprise individual delivery partner staff (1 representative from each delivery partner) who will be responsible for ensuring projects (for which their organisation is the lead) are delivered on time and to budget.

A MW Executive Team, comprising new posts of Director, Marketing and Events Manager, Outreach/Community Officer, Finance Manager, Monitoring Officer and Administration Assistant will be appointed in due course (6 new posts). In addition to the new posts created, 3 full time equivalent posts will be drawn from partner organisations to assist in delivery - two Programme Managers and one Mersey Maritime Sector Champion.

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It is intended that a strategic Community Forum will be formed from the Mersey Estuary Strategy’s “Mersey Estuary Forum ”. The Forum will meet at least annually, and will contribute to the strategic development of Mersey Waterfront. For local community issues, these will be addressed through existing partnerships such as the Local Strategic Partnerships.

Next steps

The next steps are set out below:

Action Responsibilit Timetable y Secure formal commitments from Local Authorities All LAs Sep 2002 Prepare the detailed business plan for Y1 as part of the MWE Oct 2002 NWDA detailed application submission Complete Partnership Agreement Wirral MBC Sep 2002 Agree Governance structure and establish Technical MWE Sep 2002 Advisory Groups, Council etc Develop Marketing Plan MWE Aug-Oct 2002 Develop Community Engagement Strategy MWE Aug-Oct 2002 Mersey Waterfront launch MWE Oct 2002 Recruit Executive Team MWE/TMP Oct 2002 Undertake year zero baseline assessment MWE/All Aug-Dec 2002 Commence delivery on year 1 priorities MWE/All Nov 2002

MWE – Mersey Waterfront Executive TMP – The Mersey Partnership

Equal opportunities implications

The planned Community Engagement strategy will provide opportunities for the representatives of all sectors of the community to participate in the design, implementation and ongoing management of the programme. Such engagement will provide the opportunities for such groups to influence the formulation of action and policy to benefit their interests. This will lead to the development of specific policies to help address the needs of Merseyside’s diverse communities.

Human Rights Implications

There are no human rights implications arising directly out of this report.

Community Safety Implications

There are no Community Safety Implications arising directly out of this report.

Sustainability Implications

The principles of sustainable development are integral to the development and long term growth of the Mersey Waterfront Regional Park.

Ward Member Implications

This proposal will directly affect all wards adjacent to the Mersey coast and estuary in Wirral, Sefton, Liverpool and Halton.

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There will also be secondary benefits to wards across wider Merseyside as the Regional Park will provide a catalyst for economic regeneration as well as providing high quality recreation and leisure assets to the people of Merseyside.

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Figure 1a: Proposed Mersey Waterfront Partnership Functions Mersey Waterfront Individual partners Functions Governance Regional Development Agency NWDA Issues scheme approval offer letter and funding body Works with MW Executive to produce Annual Business Plans Reviews appraisals for applications >£250k Observer on MW Council Mersey Waterfront Wirral MBC APPRAISER Accountable body Enters into contract with NWDA for overall scheme Responsible for agreed outputs “Contracts” with individual organisations to deliver projects to achieve agreed outputs Draws down funding from NWDA Distributes funding to individual organisations Provides overall financial administration Monitors and reports to MW Executive Team at monthly intervals (finance and progress) Applies NWDA criteria for project appraisals (except for Wirral projects) Some project procurement Mersey Waterfront Strategic The Mersey Partnership – hosts of Mersey CHAMPION Lead Waterfront Monitors and reports to NWDA (Quarterly returns, Annual Business Plan, Completion Reports etc.) Carries out programme development including strategic fundraising to maximise draw down against NWDA investment Promotes MW locally, regionally, nationally and where appropriate internationally Prepares and delivers marketing strategy Prepares and delivers community strategy Prepares Annual Business Plan with delivery partners Some project procurement Mersey Waterfront Council Max 14 members comprising: TMP, Local DECISION MAKING BODY Authorities (6no.), Advisory Group chairs Provides strategic guidance on the development of MW (NWDA as observer only) (4no.) and 1 other (to be confirmed) Ensures delivery of agreed outputs Endorses annual business plan Has ambassadorial role in promoting aims, objectives and achievements of MW Scrutineers of the business plan, programme development and progress ensuring overall value for money Makes recommendations for approvals to NWDA Mersey Waterfront Expanded MW Steering Group – members Supports the MW Executive Team Management Group to be confirmed. Provides high level linkage into partner organisations Provides interface between MW Team and Council Advises on practical applications of strategic programmes Mersey Waterfront Executive New posts comprising: Administer Council, TAGs and Mersey Waterfront (Community) Forum Team Director, Marketing and Events Manager, Programme Management Outreach Manager and Administrator Monitoring and Evaluation Scheme Development Championing projects Community engagement Establishing design standards

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Figure 1b: Proposed Mersey Waterfront Partnership Functions Mersey Waterfront Individual Partners Functions Governance Mersey Maritime Advisory Membership drawn from Mersey Maritime Identify and progress project ideas Group Sector Development Steering Group Provide technical advice on MW & particular schemes Carry out initial appraisals on the strategic fit, value for money and prioritisation of individual projects in the MW programme Assist MW Executive Team in preparation of Annual Business Plans

Sport, Leisure and Tourism Membership to include: Identify and progress project ideas Advisory Group Provide technical advice on MW & particular schemes Carry out initial appraisals on the strategic fit, value for money and prioritisation of individual projects in the MW programme Assist MW Executive Team in preparation of Annual Business Plans

Estuary Development and Membership to include: Initial appraisers Identify and progress project ideas Management Advisory Group Local Authorities Provide technical advice on MW & particular schemes Mersey Basin Campaign Carry out initial appraisals on the strategic fit, value for money and prioritisation of individual projects in the MW programme National Trust Assist MW Executive Team in preparation of Annual Business Plans

Community Forum Membership to include: Contribute to the strategic development of MW Local Residents Groups Promote the aims, ambitions and achievements of MW LSP representatives Provide Community input into decision making process Recreational Users Provide a forum for wider debate, consultation and engagement Interest Groups Gather widespread “ownership” of MW Pressure Groups

Delivery and Maintenance Membership to include: Act as the single point of contact for each delivery partner Group Liverpool CC, Wirral MBC, Sefton BC, Some project procurement Halton BC, and representatives of other Report to MW Executive Team and Council delivery partners Review options for new approaches to long term maintenance Investigate new maintenance arrangements on Mersey Waterfront

Individual project leads Determined on site by site basis Procurement of contracts Management and maintenance Monthly financial and progress reports to MW Executive Team Community engagement Planning consents Joint promotion and publicity with MW Contracted to deliver agreed outputs with MW as programme lead partner

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Annex 2 Direct Programme Projects

Wirral MBC 2002/03 2003/04 2004/05 MW funding Match MW funding Match MW funding Match Space and astronomy centre - - £300,000 £8,000,000 - - at Warship restoration - - £230,000 £1,000,000 - - West Kirby, Hoylake and - - £400,000 £400,000 - - New Brighton improvements Twelve Quays public realm £10,000 £40,000 £90,000 £310,000 - - works Hotel Feasibility study (with £25,000 £25,000 - - - - Sefton) 1 River of Light masterplan £30,000 £30,000 £75,000 £125,000 £75,000 £125,000 and pilot 2 Golf Festival (with Sefton) 1 £102,280 £333,720 - £418,000 - £448,000 Mersey River Festival £92,000 £208,000 £117,000 £233,000 £143,000 £257,000 Development 2 Woodside Masterplan £35,000 £10,000 - - - - Major landmark feasibility £40,000 £10,000 - - - - study (with Sefton) 1

1Total costs shown – to be split with Sefton 2Total cost shown – to be delivered across all local authority areas

Sefton BC 2002/03 2003/04 2004/05 MW funding Match MW funding Match MW funding Match

Major landmark feasibility £40,000 £10,000 - - - - study (with Wirral) 1 Hotel Feasibility study (with £25,000 £25,000 - - - - Wirral)1 River of Light masterplan £30,000 £30,000 £75,000 £125,000 £75,000 £125,000 and pilot 2 Golf Festival (with Sefton) 1 £102,280 £333,720 - £418,000 - £448,000 Watersports Centre Crosby - - - - £250,000 £8,750 Marine Lake Mersey River Festival £30,000 £208,000 £179,000 £233,000 £143,000 £257,000 Development 2 Southport Seafront – Marine - £500,000 £500,000 £3,000,000 - - Parade Bridge

1Total costs shown – to be split with Wirral 2Total cost shown – to be delivered across all local authority areas

Liverpool City 2002/03 2003/04 2004/05 Council MW funding Match MW funding Match MW funding Match & World Heritage - - £95,000 £205,000 - - site open space improvement River of Light masterplan £30,000 £30,000 £75,000 £125,000 £75,000 £125,000 and pilot 2 Mersey River Festival £92,000 £208,000 £117,000 £233,000 £143,000 £257,000 Development 2

EH/Exec10Oct Mersey Waterfront

Cruise landing stage - - £500,000 £6,500,000 - £3,000,000

2Total cost shown – to be delivered across all local authority areas

Halton BC 2002/03 2003/04 2004/05 MW funding Match MW funding Match MW funding Match St Michael’s Golf Course - - £200,000 - - £1,800,000 River of Light masterplan £30,000 £30,000 £75,000 £125,000 £75,000 £125,000 and pilot 2 Mersey River Festival £92,000 £208,000 £117,000 £233,000 £143,000 £257,000 Development 2

2Total cost shown – to be delivered across all local authority areas

The projects listed in the following table are indicative proposals under the estuary development and management theme, which will form the basis of an Area Partnership Scheme application to Heritage Lottery Fund. Costs are also outline.

Scheme Cost Wirral Sefton Liverpool Halton RSPB Marshside access improvements £300k  Recreation access (slipways) £300k     Southport Pier Interpretative centre £500k  Eco-visitor centre – Southport £50k  Ainsdale Lido renovation £500k  Ainsdale NNR Field Centre £250k  Freshfield access and visitor facilities £350k  Freshfield dune heath interpretation £75k  Formby Point visitor centre, access improvements etc £350k  Albert Dock interpretation £25k  Otterspool Promenade infrastructure & interpretation £75k  Speke Garston Coastal Park £100k  Pickerings Pasture visitor facilities £75k  ICT links to Botanic Gardens Churchtown £25k  Seaforth Nature Reserve ICT and improvements £25k  Mersey Ferries ICT links and interpretation £50k   Catalyst Museum ICT links and interpretation £50k  Off site ICT links to schools, libraries etc. £250k     Off shore real time cameras £100k     Alt field centre and cycle route at Hightown £75k  Hall Road ICT link and cycle way £50k  Crosby Coastal Park £100k  NMGM (William Brown/Maritime Museum) ICT links £100k  infrastructure, interpretation and ICT £100k  Mersey Way Coastal access improvements £50k   Eastham Country Park visitor improvements (inc ICT) £100k  Eastham- access improvements £425k  Leasowe Lighthouse improvements (inc ICT) £200kl  West Kirby/Hilbre Island ICT, interpretation, field centre £500k  Wirral Way access improvements and ICT £500k  Thurstaston visitor centre, ICT, access £250k  Specialist consultancies (ICT devt, materials etc) £500k     Staff Training (Local Authority staff) £250k     Joint marketing, signage and promotion £500k    

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Finally, the projects listed below are those to be delivered under the Mersey Maritime theme, in conjunction with the sector development work for port and maritime industries on Merseyside.

Mersey Maritime 2002/03 2003/04 2004/05 MW funding Match MW funding Match MW funding Match Mersey Maritime plus - £35,000 £65,000 - - - - cluster development Mersey Maritime - marketing £75,000 £75,000 £100,000 £100,000 £125,000 £125,000 strategy Mersey Maritime projects - - £500,000 £5,500,000 £500,000 £5,500,000 (inc centre of excellence, freight village, new strategic freight access, short sea shipping promotion) Mersey Maritime creative £100,000 £150,000 - - - - business support

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NAME OF BOARD: EXECUTIVE BOARD DATE OF MEETING: 10 OCTOBER 2002 REPORT TITLE: MERSEY WATERFRONT

AUTHOR: EXECUTIVE DIRECTOR RNS

STANDARDS SECTIONS – CHECKLIST All reports must be submitted together with the following checklist fully completed Yes No Resource Implications

The financial, manpower and land (buying or selling) considerations should be No clearly detailed including any corporate implications of following the recommended course of action.

Social Inclusion Implications

Any implications relating to social inclusion/anti-poverty should be No highlighted.

Sustainability Checklist

Any implications that affect the sustainability themes of economy, society and No the community and the environment should be included.

Best Value

Any Best Value implications should be included. No

Legal Implications

Any legal implications should be included. No

Crime and Disorder Issues

Any crime and disorder implications should be included. No

Human Rights Act Implication

Any Human Rights Act Implications should be included. No

Please review these potential effects, within the context set out overleaf, to compose your summary assessment

Summary assessment of Implications: This wording will appear in the Board report.

Other Implications : -Details of the Council’s financial commitment are included in the report

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