LIVERPOOL CITY REGION COMBINED AUTHORITY

To: The Metro Mayor and Members of the Combined Authority

Meeting: 4th June 2021

Authority/Authorities Affected: All

EXEMPT/CONFIDENTIAL ITEM: No

KEY DECISION Yes

REPORT OF THE EXECUTIVE DIRECTOR OF CORPORATE DEVELOPMENT AND DELIVERY

Developing the Liverpool City Region Combined Authority Corporate Plan 2021-24

1. PURPOSE OF REPORT

1.1 This report sets out the approach to developing a three-year corporate plan for the Liverpool City Region Combined Authority following the re-election of the Metro Mayor. The Corporate plan will be a single document that embeds delivery of the devolved responsibilities of the Combined Authority with delivery of the successful candidate’s manifesto pledges and activity. It will provide the distinction between areas where the Combined Authority has a lead role, and those where we have an enabling role to support the plans of constituent Local Authorities.

1.2 The Corporate Plan will be used to align funding and resource to delivery of priority activity in the most effective way and will guide future decision making. It will be underpinned by a delivery plan and medium-term financial plan. Performance will be regularly reviewed against the plan and reported to the Combined Authority.

2. RECOMMENDATIONS

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

(a) Agrees the development of a Corporate Plan that embeds the delivery of the devolved responsibilities of the Combined Authority with delivery of the successful candidate’s manifesto pledges and activity. (b) Notes the approach to developing the Liverpool City Region’s Corporate Plan for 2021-24 including its vision and priority areas. (c) Notes the further work which will be progressed to develop a medium-term financial plan which aligns resources to the corporate plan priorities for its duration. (d) Requests the draft Corporate Plan is presented to the Combined Authority for consideration and approval.

3. BACKGROUND

3.1 In 2018, the Combined Authority agreed a two-year corporate plan to set out the strategic priorities and key deliverables to be achieved by June 2020. The delay in Mayoral elections in 2020 due to the coronavirus pandemic resulted in a 12-month Combined Authority business plan being developed. The business plan runs until June 2021 and will be superseded by the new three-year corporate plan.

Approach

3.2. The Corporate Plan will set out how we will deliver our vision - for a fairer, stronger, cleaner City Region where no one is left behind - across five interlinked priority areas:  People & Inclusion;  Business Growth & Innovation;  Transport & Infrastructure  Environment & Energy; and  Placemaking.

3.3. Each area will contain a set of strategic objectives, deliverables and outcome measures which will feed into a 12-month delivery plan setting out accountable officers. The delivery plan will be refreshed annually to reflect changes which may impact on delivery and to ensure it remains fit for purpose. The plan will be reported regularly to the Overview and Scrutiny Committee and the Combined Authority to demonstrate progress on a quarterly basis.

Consultation

3.4. On agreement of the Combined Authority, engagement will take place to finalise development of the Corporate Plan in collaboration with Local Authorities and ensuring alignment with the plans of each of the Local Authorities.

4. RESOURCE IMPLICATIONS

4.1. Financial

The development of the Corporate Plan will align with the Combined Authority’s agreed budget for 2021-22. A medium-term financial plan will be developed to mirror the term of the Corporate Plan and presented to the Combined Authority for approval as part of the budget setting process for 2022/23.

4.2. Human Resources

There are no human resources issues arising directly from this report. The Combined Authority’s business planning process will be aligned to the new corporate plan to ensure directorate, service, team and individual performance plans enable the delivery of corporate plan priorities. A people strategy will be developed to facilitate the delivery of the corporate plan through a range of workforce initiatives.

4.3. Physical Assets

There are no physical assets issues arising directly from this report. 4.4. Information Technology

There are no information technology issues arising directly from this report. The Combined Authority’s business planning process will be aligned to the new corporate plan and any emerging information technology issues will be identified through the service planning process.

5. LEGAL IMPLICATIONS

5.1 There are no legal implications arising directly from this report. Any legal implications arising from activities set out within the corporate plan with be considered and addressed through project planning and delivery arrangements.

6. RISKS AND MITIGATION

6.1 The LCR Combined Authority’s corporate risk register will be reviewed and refreshed to align to the new corporate plan with mitigating action identified.

7. EQUALITY AND DIVERSITY IMPLICATIONS

7.1 Equality and diversity will form a core theme of the LCR Combined Authority’s corporate plan, and the activity set out within the plan is intended to have a positive impact across all communities. An equality impact assessment will be completed on the overall corporate plan. Individual equality impact assessments will be required for projects and activities set out within the plan.

8. PRIVACY IMPLICATIONS

8.1 There are no privacy issues arising directly from this report.

9. COMMUNICATION ISSUES

9.1 The final version of the Corporate Plan will be published on the Combined Authority’s website and shared directly with key partners. A communications plan will be developed to ensure activities within the corporate plan are communicated to residents, partners and stakeholders.

10. CONCLUSION

10.1 This report outlines the approach to develop the Combined Authority’s three-year corporate plan for 2021-22. On instruction of the Combined Authority, the plan will be presented to the July meeting for approval.

LIZ DEAN Executive Director for Corporate Development and Delivery

Contact Officer(s): Lucy Barrow, Assistant Director: Corporate Development Katie Dean, Strategic Lead: Development & Improvement Ben O’Brien, Head of Communications, Marketing and Engagement