INCLUSIVE GROWTH PLAN A STRONG AND GROWING CITY BUILT ON FAIRNESS

liverpool.gov.uk MARCH 2018 CONTENTS

Page Foreword 4 INCLUSIVE GROWTH PLAN Vision, aims and values 6 Our core values 7 A STRONG AND GROWING CITY BUILT ON FAIRNESS Introduction 8 MARCH 2018 Our achievements 10 Our challenges 12 Transforming the city, transforming the council: our transformation plan 14 Investing in our priorities: The mayoral investment strategy 21 Our aims and priorities 24 Aim 1. INVESTING IN OUR CHILDREN AND YOUNG PEOPLE 26 Aim 2. PEOPLE WHO LIVE WELL AND AGE WELL 39 Aim 3. QUALITY HOMES IN THRIVING NEIGHBOURHOODS 50 Aim 4. A STRONG AND INCLUSIVE ECONOMY 62 Aim 5. A CONNECTED AND ACCESSIBLE CITY WITH QUALITY INFRASTRUCTURE 71 AIM 6. LIVERPOOL - THE MOST EXCITING CITY IN THE UK 80 List of case studies 91 Measuring Progress 92

Mersey Ferry © Merseytravel 2 3 MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I FOREWORD MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I FOREWORD

FOREWORD

Liverpool has achieved a historic turnaround thirds of our budget. As a result, we have their employability. Where we provide bins in its fortunes over the past few decades, adapted to doing more with less. We are and recycling facilities, people need to use following half a Century of decline. Our working our assets to realise maximum them to keep our city tidy. The list goes on. population has grown by 45,000 since value from every public pound and are So rather than accepting that less 2001 and we need remain ambitious using capital investments to reduce our money means worse outcomes for and sustain the city’s continued growth. revenue costs, and bringing some services Liverpool and its people we will continue Although we have faced a hard decade back into the Council and redesigning to be more creative, enterprising and of austerity, economic uncertainty and other services to include more coordinated smarter about how we do things. deep funding cuts, Liverpool’s economic work with outside organisations. future is extremely positive. As I continually Central to this is my desire to build a We will continue to make commercial say, our best days lie ahead of us. different relationship with you, the people investments to generate income of our city - one where we work together, The physical transformation of our skyline through our ‘Invest to Earn’ scheme – using our combined strengths and abilities continues, with £14 billion of regeneration creating revenue streams that are then to secure a better quality of life for all. projects already in the pipeline. From ploughed back in to the frontline. Liverpool Waters to Ten Streets, the I want to start a City Conversation that will We will better align our resources and Knowledge Quarter to the Fabric District lead to us agreeing a deal with you. This President Kennedy’s famous metaphor actions with other public sector partners in there has never been more activity across so deal will set out what you can expect from that a rising tide lifts all boats is particularly the city, so that we collectively have a bigger many different sectors. Our visitor economy the council and what Liverpool needs from apt for a port city. But it is not enough impact and focus on the things that matter continues to boom, creative enterprises you. Where the rights we enjoy reflect the simply to grow our economy. The benefits most to local people and their quality of life. of that growth need to be felt by everyone, are flourishing in the Baltic Quarter, responsibilities we all have to each other. in every part of our city. This is what we our maritime heritage is undergoing a We will also introduce new technology, We will begin the City Conversation, led mean by fairness and inclusive growth. renaissance and exciting developments low carbon solutions, make better use of by councillors and myself, in the coming with the Universities, the Hospital and data and align the work of the Council months. So look out for the opportunity to The distribution of work, prosperity and Paddington Village are transforming with other public bodies so that we keep get involved in this important discussion opportunity must spread far and fairly. the Knowledge Quarter. We will ensure improving our productivity and efficiency about the future of your services. The wide disparities of wealth, health that all of this regeneration benefits local and secure the best outcomes for Liverpool. and opportunity that persist must be This plan is all about how we build a better, people and the local supply chain so that narrowed. No one must be left behind, so Throughout, we will put fairness and more equitable city through targeting our the economic impact ripples throughout I recognise that we need to do more to social justice at the heart of everything efforts as a council and with the wider the city for generations to come. remove the barriers that some people and we do as an organisation, helping to public sector to maximise impact. build a local economy that serves the groups face in fulfilling their potential. But there is much more to do. We want As citizens and customers, I hope to radically improve outcomes in the city interests of the many, not the few. We will focus our efforts on achieving you will join me on this journey. and this means fundamentally rethinking inclusive local growth through the Council’s But there are limits to what we can do by and redesigning the way that we have own spending and through developing a ourselves. While we can build new schools, traditionally delivered public services. new way of working with the city. We need we need parents to ensure their children Joe Anderson to harness the support of local businesses And we must achieve this change at the attend every day, wherever possible, in order MAYOR OF LIVERPOOL and employers, our public sector partners same time as the city council’s budget to stand the best chance of succeeding and, of course, residents to join us in and the budgets of other public agencies in life. While we can work with further maximising the local value and benefits are being substantially reduced. Between education providers to offer the right from our collective activities and spending. 2010 and 2020, the Council will have lost training places, we need people to take up £444 million in Government funding – two these opportunities in order to maximise

4 5 MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I VISION, AIMS AND VALUES MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I OUR CORE VALUES

VISION, AIMS AND VALUES OUR CORE VALUES OUR VISION FOR LIVERPOOL IS: LIVERPOOL CITY COUNCIL’S CORE VALUES ARE UNDERPINNED BY OUR SHARED ETHOS: ONE TEAM, ONE COUNCIL. A STRONG AND GROWING CITY BUILT ON FAIRNESS

OUR PURPOSE OUR AIMS We know that our workforce are our most important asset – their talent, skills, CAN DO, POSITIVE ATTITUDE Liverpool City Council exists to serve, passion, knowledge and experience are • We lead by example safeguard and represent the interests 1. INVESTING IN OUR CHILDREN central to all that we do and all that we of its citizens and communities and AND YOUNG PEOPLE • We do everything we can will achieve. We employ nearly 5,000 local to ensure the provision of the best All our children and young people enjoy to make a difference people (not including schools staff) who possible services for its residents. the best possible quality of life and • We are reliable and do what are able to reach their full potential. ensure that essential services are provided it takes to deliver Liverpool City Council is committed to to nearly half a million people living in making Liverpool a strong city through 2. PEOPLE WHO LIVE WELL AND Liverpool. We fully recognise and value their inclusive and sustainable growth, and OPEN TO INNOVATION, AGE WELL contribution and commitment to serving building a fair city through breaking NEW IDEAS AND TECHNOLOGY Improve health and wellbeing for all, the citizens of Liverpool and we want our the cycle of deprivation, improving • We look for new and better prevent ill health, promote independence staff to understand the importance of health and tackling poverty. ways of doing things and provide quality personalised care and their roles and to take pride in what they We will provide trusted leadership and support for those who need it. do, and in their council and their city. • We are open to change and deliver our vision through three enablers: We have a set of values and behaviours welcome new challenges 3. QUALITY HOMES IN THRIVING that our staff are expected to follow that • We listen to other people’s ideas • transforming our services by developing NEIGHBOURHOODS will support how we work together as one and welcome feedback new ways of working that empower All residents have access to quality team to deliver our vision and aims for the citizens and stakeholders to work housing and feel a sense of belonging city. Our values reflect our culture and help alongside us to achieve our vision; RESPECTFUL AND ACCOUNTABLE and wellbeing living in a safe and to draw us together as an organisation. • We are open, honest and trustworthy • investing our time, energy and sustainable neighbourhood. The values are underpinned by a set of • We do the things we say we will do resources on our priorities through behaviours, which govern our actions. How a commercially minded approach 4. A STRONG AND INCLUSIVE ECONOMY we do things is as important as what we do: • We value and respect our customers to achieving outcomes, and Growing an increasingly modern, and each other and will challenge discrimination and inequality • strengthening our partnership productive, and fair economy where working across the city and the city the benefits of growth are more region to ensure everyone is working equitably shared amongst all citizens. ENABLING AND SUPPORTIVE to the same end of improving • We build relationships and work outcomes for our residents. 5. A CONNECTED AND ACCESSIBLE CITY collaboratively with others to WITH QUALITY INFRASTRUCTURE achieve the best outcome Smart, clean, accessible and integrated • We encourage and empower people infrastructure that meets the needs of to build on their own strengths and a modern and productive city and its abilities to achieve their potential residents. • We take pride in our own and others’ 6. LIVERPOOL - THE MOST EXCITING achievements and celebrate success CITY IN THE UK Growing Liverpool’s reputation as a cultural and sporting capital and the most exciting city in the UK in which to live, visit, work, study and invest.

6 7 MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I INTRODUCTION MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I INTRODUCTION

INTRODUCTION INVESTING IN OUR CHILDREN AND YOUNG PEOPLE

LIVERPOOL - PEOPLE WHO This Mayoral Plan for Inclusive Growth and outcomes in a child’s early years, THE MOST EXCITING LIVE WELL AND sets out our vision to make Liverpool increasing skills and educational CITY IN THE UK AGE WELL one of the best cities in the world; a city attainment, reducing health inequalities, that is known for its creative reinvention, creating an environment for more LIVERPOOL passion, resilience, and its commitment inclusive economic growth and ensuring A STRONG AND to community and fairness. The plan that all citizens are able and capable of GROWING CITY BUILT sets out our long-term aims and our benefiting from new opportunities. ON FAIRNESS A CONNECTED priorities for meeting them through a new QUALITY HOMES AND ACCESSIBLE These challenges are interconnected IN THRIVING CITY WITH QUALITY partnership with citizens and stakeholders. NEIGHBOURHOODS and each element impacts upon the INFRASTRUCTURE This is a plan for everyone, our residents, others and so they cannot be tackled in workers and visitors. It is for our voluntary isolation. Our approach needs to be multi- A STRONG AND and community sector, our businesses and dimensional, we need to break down INCLUSIVE our public sector partners. It sets out what the barriers between departments and ECONOMY we need to do collectively to ensure that organisations, creating a shift away from people start well, live well and age well, a working in silos to a more collaborative whole city approach to regeneration that team working model. The Council’s the city and all of its neighbourhoods. The We will launch a major City Conversation ensures all of our neighbourhoods are great new corporate ethos: “One Team, One Council will change its working culture over the coming months, led by the Mayor places to live, that our economy grows in Council” reflects the culture change that from a paternalistic to a collaborative and local Councillors, which will seek to a way which benefits all citizens, that our is underway. The next stage of this process leadership model. Our new focus will develop a new deal setting out the shared infrastructure is accessible, sustainable is to bring all stakeholders, citizens and be on empowering communities rather roles and responsibilities between the and fit for the future, and that our city communities on side and to develop a “One than doing things to them or for them. Council, its partner agencies and residents. continues to be distinctive, innovative City” approach to progressing our vision. We will provide leadership that brings We are proud of our city and all of our and the UK’s most exciting place to be. Liverpool’s greatest asset will always be its stakeholders together to find new and communities and know that you are too. Realising our vision for ‘a strong and people and the city council will develop better solutions that build on our collective Our plans will build on that civic pride to growing city built on fairness’ is a huge new ways of working that empowers its strengths and capabilities and develops ensure that we work together to tackle the undertaking and will mean breaking citizens and stakeholders to play a greater the resourcefulness, independence issues that matter to you and your families. the cycle of poverty, improving support role in shaping our services and improving and resilience of all of our citizens.

8 9 MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I OUR ACHIEVEMENTS MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I OUR ACHIEVEMENTS

OUR ACHIEVEMENTS 2,141 individuals were prevented The £69m Exhibition Centre and Liverpool’s visitor economy is booming from becoming homeless through our Pullman Hotel development at Kings and has witnessed a 56% growth Housing Options service in 2016/17. Dock delivered an estimated 780 in economic impact since 2009, and construction jobs and 60 end user jobs. 35 million visits generated a £2.9 billion 3,793 properties have been brought impact in Liverpool in 2016 (LCR LEP). back into use through council The Paddington Village development in During the last six months, targeted interventions since 2012. the Knowledge Quarter is currently on site Liverpool is the 5th most visited UK city support to families by the Instant Response delivering more than £100m of schemes. for international visitors (ONS, IPS). We successfully introduced compulsory Team has prevented 79 children from landlord licensing and have granted Liverpool beat fierce competition The council-owned ACC Liverpool coming into local authority care. 40,170 licences to 6,652 licence holders. from competitor cities to attract Group’s arena, conference and exhibition Over 3,900 families have received support Compliance checks ensure that licence the northern HQ of the Royal facilities have generated a £1.4 billion through the families programme conditions are met to underpin good College of Physicians to the city. economic impact since opening in 2008. since 2011, helping to improve their life property management and protect tenants. In 2017, a total of 9,600 roads were Liverpool has made significant progress in outcomes and increasing educational Licensing has proved to be an excellent way fixed in Liverpool and £93m has relation to the repair and re-use of historic attainment, reducing reoffending and of monitoring the location, distribution and been spent by the council repairing buildings and fewer than 3% of Liverpool’s moving people into employment. condition of privately rented properties. potholes and footways since 2014. historic buildings are now at risk, which £180m invested in 23 new or refurbished £1m of savings in the last 2 years from is lower than any other major city. Secured £120m of external funding state of the art schools over the past 5 years. establishing Liverpool Street Scene Limited, which brings essential services through bids (regionally and The Council is on target to deliver £420.5m 116 schools have been accredited back in-house including Refuse & Recycling, nationally) in the last 2 years for in budget savings and efficiencies with the Reading Charter. Street Cleansing and Grounds Maintenance. highway infrastructure projects. between 2010/11 and 2019/20.

During 2017, adult social care & health 21,600 awards were made to people in Liverpool has the highest rate (23%) Our medium term financial planning supported over 15,000 people with care hardship (totalling £5.5m) and we also of residents commuting to work was recently commended by auditors, services, with more than 11,100 receiving helped 2,000 citizens gain £9.4m through by public transport among the Grant Thornton, and the Council has support in their own home. We prioritise benefit advice over the past year. English core cities (Census 2011). adequate reserves and balances to maintaining a person’s independence cope with a range of potential risks. Liverpool has good internet coverage through the provision of services in their Since 2010, the Employment and compared with the rest of the UK, We’ve grown our Council Tax own home and in 2017 we provided Skills Team has engaged over 5,000 with 97% coverage of superfast base significantly since 2013/14, over 1,700 people with telecare, 2,600 local residents and supported broadband (>30mbps), and 81% generating an additional £24.7 people with telehealth and provided over 2,000 into employment. coverage of ultrafast (>100mbps). million in 2018/19 (equivalent to home adaptations for over 3,800 people. Alongside the stadium expansion, the 15,393 new band D properties). In 2017, Culture Liverpool’s major 2,500 people accessed one of our Anfield Project began in 2012 and is a events including Sgt. Pepper at 50, the The Council is currently participating reablement, intermediate care and/ £260m regeneration scheme which will Mersey River Festival and the Liverpool in a 100% business rates retention or rehabilitation services following create 1,000 new homes. The scheme is a International Music Festival attracted over pilot scheme, which has enabled us to a hospital discharge. 78% of people partnership between Liverpool City Council, 1 million people and generated more retain more income from business rates accessing reablement services for the Liverpool Football Club and Your Housing than £18m into the local economy. And than under the standard scheme. first time were still at home 3 months Group. A significant £4.5m environmental the events programme for 2018 is going after their hospital discharge. enhancement scheme began In Autumn 2017 and a new community of homes to be even bigger and more exciting. MJ Award Winners for and shops leading up to the stadium Innovation in Finance 2016. will be completed during 2018.

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OUR CHALLENGES

Liverpool has returned to growth following Liverpool City Council has been Improving school readiness and Low pay affects 51,000 (23.4%) a half-century of decline. The city’s disproportionately impacted by funding educational attainment of Liverpool’s resident workers population is now 485,000 and has grown cuts between 2010/11 and 2019/20 The gap in attainment levels between who earn below the Real Living by 45,000 since 2001 (ONS, MYE 2016). Liverpool and the national average Wage Rate (ONS, 2016) The city’s big challenge is to sustain its • Government figures show that the on a range of early years, primary and renaissance and continue to grow its total budget cut incurred by Liverpool secondary indicators must be reduced 28,300 Liverpool residents are not working population and its economy in an inclusive City Council equates to £712.57 per due to long term sickness (DWP, Nov 2016) and sustainable way, whilst breaking household, the eleventh highest in An ageing population and poor the cycle of deprivation that afflicts too England. By comparison, the average health are increasing the demand Skills levels in our communities are low many residents and communities. reduction per household across for services and putting pressure and this impedes inclusive growth: England will be £320.99 by 2019/20. on health and care budgets • 16% of Liverpool’s residents • Healthy life expectancy at birth (aged 16-64) have no qualifications, • Liverpool City Council has calculated in Liverpool is 6 years below which is double the national that it will have suffered a real terms the England average average of 8% reduction in Government funding • There are significant health • 34.9% residents have a degree of £444m from 2010/11 to 2019/20, inequalities within Liverpool and a level qualification, which is equating to a 64% reduction 12 year difference in life expectancy below the GB rate of 38.2% at birth between Liverpool’s best Liverpool has a very high level and worst performing ward The state of the Liverpool’s roads of multiple deprivation Unhealthy lifestyles: 19% of adults and footways needs to be addressed Liverpool is the fourth most deprived local smoke, almost two-thirds of adults are and the city council must work to authority area in England and 45% of overweight and 86% of people are not tackle potholes and reduce the Liverpool’s neighbourhoods are among the active enough to maintain good health £430m maintenance backlog 10% most deprived in England (IMD, 2015)

The cumulative impact of government’s Reduce the number of road casualties and Child Poverty affects over a welfare reforms are estimated to result particularly the number of child casualties. third of our children Liverpool’s casualty rates are higher 32,171 Liverpool children (34.2%) were in a £292m annual financial loss for than the national average living in poverty (after housing costs) in 2017 Liverpool residents by 2021, which is but the proportion is above 50% in two of the sixth largest loss among 379 local the city’s wards (End Child Poverty, 2018) authority areas (Beatty & Fothergill, 2016) The city’s air quality needs to Liverpool has an unbalanced housing improve with action required to offer with a large proportion of older, reduce pollution, particularly from Safely reducing the number terraced and private sector housing; a particulate matter and NO2 of looked after children low Council Tax base, and lower levels of Liverpool has over 1,200 children in home ownership than comparator areas local authority care, which is very high relative to comparator areas

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TRANSFORMING THE CITY, Developing the Council’s workforce. THE CITY CONVERSATION Our workers are our greatest asset and we At the heart of our Transformation Plan is a need to ensure that they are inspired and TRANSFORMING THE COUNCIL - major City Conversation programme, which have the necessary skills to successfully we will begin over the next few months. OUR TRANSFORMATION PLAN deliver our transformation agenda. Key to The initiative will be led by the Mayor and this will be supporting our staff so they feel local Councillors, and will seek to develop empowered to do their job and remain a new deal setting out the shared roles committed to the council, the city and and responsibilities between the Council, The city council has made good progress its citizens. Our ‘One Team, One Council’ OUR TRANSFORMATION its partner agencies and residents. during a period of intense financial PLAN FOCUSES UPON: approach places a strong emphasis pressure facing local government. We upon strengthening leadership and The conversation will explore how we can Changing our relationships with individuals. have been forced to make some difficult growing collaboration and team working collectively work towards achieving fairness We will ensure that our services adapt decisions and are on target to deliver between and across the organisation. and inclusive growth in Liverpool. It will and interact in a way that builds on £420.5m of efficiencies and budget Our values and behaviours will help staff explore how we can make our services people’s own strengths, promotes greater savings from 2010/11 to 2019/20, to embrace the new ways of working more responsive to the needs of local independence and removes barriers so whilst continuing to improve services and will underpin everything we do. communities and how communities can and outcomes for our residents. that people can take greater control of be supported to do more for themselves. their own lives, whilst continuing to protect Achieving fair city outcomes, social We will invite residents and communities The harsh financial reality is that we cannot and support our most vulnerable citizens. value and community benefit through to share their ideas on how we can continue to fund and deliver services in public procurement. We will change Empowering residents and communities empower them to take a more active role the way that we do now. We need to do the council’s systems to ensure that we to play a more active role in in shaping the delivery of services and things differently, whilst maintaining our consistently maximise opportunities to improving their neighbourhoods and how we can harness their knowledge, focus upon achieving the best outcomes create inclusive growth and achieve fair shaping their services. capacity and expertise to improve the for the city and protecting our most city outcomes through our spending We will support communities to become lives of people from all areas of the city. vulnerable residents and key services. and activity. And through leading by more resilient and independent, The conversation provides a real opportunity Delivering the vision and priorities set out example we will seek to influence other providing high quality services in for radical thinking that could result in a in this plan will mean that the Council employers in the city to do likewise. line with local priorities and helping fundamentally new relationship between needs to change how it works and adapt communities take greater responsibility Improving services through digital citizens and local government, involving its services to ensure that they are targeted for, and control of, the things that technology. The revolution in digital and shared decision making, co-production on delivering the best outcomes, that they really impact on their quality of life. information technologies provides many and innovation in service delivery. It will are flexible enough to meet the differing opportunities for making our services need a commitment from both sides needs of communities and individuals, Working collaboratively with partner more responsive, accessible, efficient and to work together to make Liverpool and that they remain sustainable. agencies to achieve our vision. effective. We will make greater use of stronger and fairer and a better place Building a fair city and achieving inclusive We will need to strengthen and develop data sharing to inform the redesign and for everyone. For our part, we will make growth will require a coordinated effort our relationships with all stakeholders delivery of more intelligent services which sure that we review how we set local across all parts of the city council, working in and transform how the Council works, respond at the point where they will have priorities to reflect the identified needs of partnership with the Liverpool City Region recognising that we can only make real and the greatest impact. We will transform and neighbourhoods and communities and Mayor and Combined Authority, and the lasting change by working closely with you, re-engineer services to create a new way ensure that local councillors play an effective many public, private, and community and our residents and alongside our partners. of working that supports and promotes role in building this new relationship. voluntary sector agencies that serve the self-service, collaboration and mobility. And to do this we need to harness the people of Liverpool. Liverpool City Council power and talents of all of the city’s will actively take a whole place leadership stakeholders, from councillors and role and initiate a new City Partnership council staff, to our citizens, community Group with key stakeholders, which will groups, businesses and employers. be tasked with coming up with collective solutions that align our strategies and resources to achieve better outcomes.

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WORKING WITH INDIVIDUALS, If we look at homelessness, for some we will do and what you as citizens we will continue to work closely with a RESIDENTS AND COMMUNITIES people providing immediate housing can do. Together, making better use multitude of delivery partners within each support is critical to keeping them safe. of all of our available resources, we can of the six Aims sections of this plan. Achieving better outcomes for all of That can be expensive and does not achieve better outcomes for you, your Liverpool’s citizens is our key priority and this The ability of residents and communities always tackle the underlying causes of families and Liverpool’s communities. means working together in different ways, to better shape decisions on the things someone becoming homeless. Providing taking action earlier to prevent the need for that matter locally is an important part of support earlier, focused on the real risk more costly crisis interventions, and building this and we will continue to influence and factors such as unemployment, domestic WORKING COLLABORATIVELY on people’s strengths and capabilities. better align the way that public resources violence, mental health issues, or alcohol WITH PARTNER AGENCIES are spent in the city and city region. Tackling issues in a different way is and drug abuse can be more successful TO ACHIEVE OUR VISION fundamental to achieving our vision. The and is much more cost effective. All public agencies, including the city Council remains firmly committed to Providing good quality social care for older council, need to get better at aligning DEVELOPING THE COUNCIL’S helping our most vulnerable citizens and people and disabled people sits at the core their resources and activities to improve WORKFORCE especially those in crisis, such as people of our role as a local authority. We want to outcomes and deliver services in a more who are homeless, or families who need The Inclusive Growth Plan marks the start support people to be as independent as effective way. There are some good examples support to make sure their children get the of a new chapter for the city council and possible for as long as possible so they can of how this approach is working well best start in life. Too often though, we find its success will depend upon maintaining, do as much as they can for themselves already, such as the ongoing alignment ourselves providing support at the point developing and investing in our workforce. with support when they need it. We want between health and social care partners, of crisis where it is harder to achieve the to make the most of the many health which is improving outcomes and the Our workforce is our greatest asset. It is right outcomes and always more expensive. and wellbeing benefits that come from quality and responsiveness of services, the dedication and professionalism of We will put a greater emphasis upon being close to friends, family and the local whilst also reducing health inequalities. our staff that has enabled the city council prevention and early intervention and focus to achieve all that it has over recent community, such as improved mental health But there is much more that we can do to our resource on where it can achieve the years. This achievement is all the more and reduced loneliness and isolation. ensure better outcomes and that services most impact by working alongside those remarkable considering the sharp reduction are designed around communities and we are supporting in order to do what is We believe that for our city to achieve the in staff numbers and budgets that has not around organisations. To achieve this best for them as individuals. This doesn’t ambition for inclusive growth, it will be taken place. Since 2011, the number of we are setting up a new City Partnership mean we are taking away the safety net, vital that everyone who lives and works people employed (not including school Group, which will be tasked with coming but instead providing support at the right in Liverpool thinks about what actions staff) has decreased by over 30% - a up with collective solutions to achieve time, when it will achieve better outcomes they can take to help. We can achieve reduction of 2,200 from 7,100 in 2011. and will save money in the long term. better things together by agreeing what our vision for the city. Alongside this,

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We need to support our staff throughout to those providing leadership, have The fair city outcomes we responsive and convenient to use, that are our transformation journey. There will the skills to succeed, are motivated to are seeking include: more intelligent and more efficient, and give be a much greater emphasis upon: go the extra mile, and embrace our people access to services they might not • more local people benefiting from ethos: One Team, One Council. have been able to take advantage of before. • developing a working culture that new and better paid jobs; We will continually look for new ways to provides collective leadership from the We will maximise our investment in • all employers working towards paying use digital to simplify processes and make top of the organisation and distributes, the apprenticeship levy to create new at least the Real Living Wage; services more efficient, effective, customer enables and encourages leadership apprenticeship opportunities at all focussed, accessible and responsive. This throughout the whole organisation, levels; support the development of our • all workers earning at least will support our citizens and communities empowering all staff to innovate workforce so that our staff are fulfilled the Real Living Wage; to be more independent and in control and make positive contributions; in their day to day work; and promote • more apprentices, young people of the services they need and will help exciting employment and development • interdependency, team working and workers developing their skills to promote fairness and inclusion. opportunities that support good career and collective ownership of issues and making career progression; prospects to enable our workforce to The Council will take a “Digital First” between departments to identify realise their potential. We also want the • more local businesses approach by making all services, where and deliver better outcomes; city council’s workforce to better reflect the winning contracts, and possible, accessible online. It is important • implementing our “workforce matters” communities we serve and one way we • fair terms and conditions for all workers that all council functions are more digitally policies, which include paying the Real will do this is by employing young people with no inappropriate use of zero hour accessible so that people can interact with Living Wage, fair employment practices, and, in particular, our Looked After Children contracts or umbrella companies. us and use self-service options at any time of ensuring managers nurture talent through apprenticeships, internships etc. the day or night. We will continue to provide Through leading by example, we aim to and help people meet their potential, assisted digital support where it is needed.

investing in learning and development, influence more and more employers and Our workforce must also have the right and supporting flexible working practices; ACHIEVING FAIR CITY suppliers to increase the fair city outcomes OUTCOMES, SOCIAL VALUE AND from their own spending and activity. We tools, technology and skills to deliver • partnership working with our residents, are currently progressing this by working services to residents effectively, in a flexible communities and stakeholders, and COMMUNITY BENEFIT THROUGH PUBLIC PROCUREMENT alongside local public, private, community, and person-centred way. We will develop • using digital capability and technology voluntary, faith and social enterprise our workforce’s digital capabilities, while Liverpool City Council spends approximately to deliver efficient and effective services. employers via the Fair City Forum, and maximising the use of digital and technology £550 million on goods and services also by convening regular meetings with to deliver effective services, further improving It is vital that all staff understand the each year. Through its Procurement public sector procurement officers. And productivity and efficiency allowing us to importance of their roles and how they Strategy and Fair City Policy Statement, working alongside the Liverpool and Sefton focus more resources on progressing other contribute to the success of the city and the council is committed to maximising Chambers of Commerce we engage local priorities. Better use of digital technology its communities. We want them to feel the local benefits of this spend for its suppliers on our procurement opportunities will help us pinpoint people who need empowered to take responsibility for their citizens, communities and businesses and requirements, as well as organising support before they fall into crisis. own engagement and development and for and ensuring that it contributes fully to our ‘meet the buyer’ sessions to inform delivering a great service to the citizens of Data underpins all of the council’s our vision of making Liverpool a strong local contractors about opportunities such Liverpool. A new performance management transactions. We will encourage data and growing city built on fairness. as the Foundations Housing Company. framework will support the delivery of the sharing between our partners to help us to This will be achieved through new Inclusive Growth Plan and its vision, aims understand, predict and prevent problems performance management systems and priorities. This will enable us to monitor from occurring, make better decisions and and processes, which will ensure that IMPROVING SERVICES THROUGH and review our progress, to report progress use resources more intelligently to improve opportunities to maximise inclusive DIGITAL TECHNOLOGY to our stakeholders, and will help staff and outcomes for Liverpool people. We will use growth and achieve fair city outcomes teams to directly connect their everyday Maximising the use of digital technologies digital technology to grow the economy are systematically championed, work with the delivery of our strategic aims. and information will be central to successfully by supporting new and existing businesses considered and enacted in all decisions delivering the transformation programme to harness the value of digital. We will We will make sure that all of our staff, relating to the Council’s core spending, and securing the future success of the city. empower our residents so they can make from those delivering frontline services investments and procurement spend. The council will use digital technologies to the most of the opportunities that digital deliver better quality services that are more offers and are able reach their full potential.

18 19 MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I THE MAYORAL INVESTMENT STRATEGY CASE STUDY

DIGITAL CHAMPIONS INVESTING IN OUR PRIORITIES: THE MAYORAL INVESTMENT STRATEGY

is forecast to reduce by 64% or £444 AIM million between 2010/11 and 2020/21. The Mayoral Investment Strategy will Only 25% of Liverpool City Council’s total provide the framework for targeting our funding in 2015/16 is raised locally via own resources and attracting additional business rates, council tax or fees and funding to deliver the vision, aims and charges. The remaining 75% comes directly priorities from the Inclusive Growth Plan, from central government and this over- and to improve the Council’s finances reliance needs to be reduced to shield through investments that generate the Council from further potential cuts. income or produce revenue savings. The city council needs to increase its The strategy will aim to provide an local business rates and council tax innovative, ambitious and commercial income through growing the local solution that generates income, economy and rebalancing and improving invests in sustaining and transforming the city’s housing offer, which will Council Services, and invests in projects increase council tax income. Through and initiatives that deliver inclusive making sound commercial investments economic growth, achieve social value that generate new revenue streams and what we call fair city outcomes. we can invest in transforming and Ultimately, these investments will help sustaining the provision of services. to improve the city and improve the city Our Digital Champions are responsible for As well as supporting customers to get council’s long-term financial sustainability. approaching customers in the new City online the team are also able to offer WHAT WE WILL INVEST IN Centre One Stop Shop and helping them feedback on the forms that customers are Capital monies can be used to purchase to use services online by supporting people being asked to complete, highlighting areas WHY WE NEED A NEW or improve land, property, vehicles or to overcome the fear of the unknown that may be overcomplicated or misleading APPROACH TO INVESTMENT IT systems. These investments will then with the ultimate end goal of people and improving the process for users. There are two external drivers that mean generate ongoing cost savings or new being able to self-service from home. They can help support customers a new approach to how we deploy income from rent or interest. The monies The champions are getting a great deal with a range of services including local government finance is needed. are sourced from either borrowing or sale of of positive customer feedback and housing, planning, council tax bills and First, is the need to continue funding major surplus land and property. Capital monies the initiative is enabling the Council to more but they find most support is projects to sustain the city’s regeneration cannot be used to pay for direct service improve customer care and efficiency. required with benefit applications. and renaissance during a period of expenditure such as salaries or utility bills. There are 18 Digital Champs in total, ongoing austerity, which has resulted Because of their new location, champions The Investment Strategy has all from different parts of the Customer in a significant reduction in national, are able to signpost customers to Job three key strands: Access service and although Champions regional and EU funding programmes. Centre Plus and Citizens Advice (the • Land and property will invest are only based in the City Centre at the latter is co-located two days a week). Second, the city council’s finances are in commercial real estate moment, the initiative has been so well Digital Champions help the Council under severe pressure from public funding • Business Growth will cover support received that the aim is to expand it to show we care, offering face-to-face reductions and increasing demand for and investment to businesses other one stop shops in the future. services, and the city is striving to become friendly support that is not patronising • Transformation will include more financially sustainable and less reliant but encouraging and supportive. investments in council services on central government grant. The city that improve outcomes for people council’s funding from central government or generate cost savings

20 21 MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I THE MAYORAL INVESTMENT STRATEGY MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I THE MAYORAL INVESTMENT STRATEGY

The financial outcomes will include: Business Growth subsequent additional increase in debt is • effective and professional portfolio • creating sustainable income, including The Council financially supported the met from schemes that generate greater investment management business rates or council tax; relocation of a small manufacturing savings, or avoid revenue costs, or provide arrangements will be developed, business to Liverpool. This has increased income streams. These investments supported by sufficient professional • optimising the commercial rate of the company’s production capacity and will be subject to robust business case expertise and capacity. return on longer term investments created new technical employment review and approvals in line with the and financing solutions; opportunities as well as apprenticeship Council’s financial procedure rules. • generating capital receipts, future roles. The company utilise a significant DECISION MAKING AND GOVERNANCE rental incomes, loan interest, The Mayoral Investment Strategy percentage of parts from North West dividends, capital appreciation; is underpinned by a further set of Investment decisions will be determined suppliers and the location offers easy access principles, which will ensure: in parallel with the corporate budget • attracting significant third party for exporting the completed products. planning processes within the framework or private match funding, and • an overall balanced investment Funds are repaid if the company generate of the Medium Term Financial Strategy portfolio, which diversifies risk and • ongoing efficiencies through invest significant profits over the medium term. and through an Investment Board avoids over exposure to single asset to save, including capital flexibilities. process. All investment decisions will be Transformation types, and offers an appropriate Through the purchase of a mainly vacant subject to the appropriate city council balance across geography, activity, building the Council has consolidated most governance, audit and scrutiny processes. BUILDING UPON OUR economic sectors, timescales, types of its staff into one location, resulting in the SUCCESSFUL TRACK RECORD of investment and rates of return; The Investment Board will be the decision sale of two other properties. The cost savings making body and will also be responsible Liverpool City Council’s approach to • investments (including those made from the relocation and income generated for agreeing an annual investment plan, investment has gained national recognition by council owned companies) will be from other tenants in the building have and overseeing the ongoing review, through winning the Municipal Journal’s aligned with the three investment made a significant contribution to the monitoring and management of MJ Award for Innovation in Finance in 2016. strands outlined above and will budget position. In addition, the two investments. The Board will be chaired The city council has utilised its own assets advance the vision, aims and priorities vacated building are being converted to by the Mayor and report into Cabinet. and funds, its ability to borrow at historically other uses offering further business rate of the Inclusive Growth Plan; low levels, and any remaining grant The detailed Investment Strategy and income and employment opportunities. • all investment proposals will progress opportunities to continue investing in local fund parameters will be agreed by the through a systematic gateway growth. The following examples illustrate the Board and then sent to Full Council appraisal process to ensure decisions range of recent investment achievements. for approval in Summer 2018. INVESTMENT PRINCIPLES are informed by impartial, robust AND PROCESS Land & Property evidence and advice that clarifies the • The Council acquired the freehold of a The fundamental principle of the Mayoral full implications of an investment; vacant listed building in the city centre. Investment Strategy will be to ensure • proposals will be assessed and A third party has developed the building that the investment portfolio remains selected to maximise value for money into a hotel that is paying the council within prudent limits. These limits will be and the achievement of outcomes, new rental and new business rate continuously monitored and reported which will be rigorously monitored; income. The Council will recover its funds to the city council as part of the Treasury over ten years. In addition, the hotel has Management update and in accordance • investment decisions will seek created over 100 jobs and engaged in with the principles set out in the to minimise the Council’s a strategic skills training programme. Prudential Code. Where investments are ongoing revenue exposure; funded by borrowing, the Strategy will • The investment into the Exhibition • regular reviews of the Council recognise that the level of debt which Centre extension on the Arena asset management plan will be the Council can afford is constrained and Convention Centre is being undertaken to identify potential by its reducing revenue resources. repaid from the income generated. opportunities and efficiencies, and Indirectly, the new facility has created The Strategy aims to be flexible enough to significant income, employment ensure that the Council can continue to growth and opportunities for the explore and take advantage of investment visitor economy, particularly for opportunities as they arise, so long as the hotels and hospitality businesses.

22 23 MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I OUR AIMS AND PRIORITIES MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I OUR AIMS AND PRIORITIES

OUR AIMS AND PRIORITIES 4. A STRONG AND INCLUSIVE ECONOMY Growing an increasingly modern, productive, and fair economy where the benefits of growth are more equitably shared amongst all citizens. Priorities: 1. INVESTING IN OUR CHILDREN AND YOUNG PEOPLE All our children and young people enjoy the best possible quality 4.1 More businesses creating more and better quality jobs with fair pay and of life and are able to reach their full potential. employment practices A skilled resident workforce and a city skills offer that better meets the Priorities: 4.2 needs of businesses 1.1 Children and young people are safe 4.3 A commercially minded Council that supports and invests in local Aligning health and social care to improve the health outcomes and happiness of 1.2 businesses and growth children and young people 4.4 Infrastructure and key strategic developments to support the city and Establishing Liverpool as a Child Friendly City, where the voice of children and young 1.3 city region’s economy people is given due consideration in decision-making and the development of services 4.5 Attracting businesses, trade and investment 1.4 Children and young people are educated, skilled and prepared for a successful adulthood 1.5 Providing early help and support to strengthen families and safely reduce the number of children and young people becoming looked after by the local authority 5. A CONNECTED AND ACCESSIBLE CITY WITH QUALITY INFRASTRUCTURE 1.6 Children and young people have equality of opportunity regardless of circumstances Smart, clean, accessible and integrated infrastructure that meets the needs of a modern and productive city and its residents. 2. PEOPLE WHO LIVE WELL AND AGE WELL Priorities: Improve health and wellbeing for all, prevent ill health, promote independence 5.1 Providing a quality transport system that connects people, and provide quality personalised care and support for those who need it. jobs and places and is accessible, safe and inclusive Priorities: 5.2 Encouraging citizens to make active, healthy and sustainable journeys via 2.1 Increasing healthy life expectancy and reducing health inequalities quality and accessible public transport, cycling and walking options 2.2 Supporting people to manage their own care and live safe, healthy and independent lives 5.3 Maintaining the road network and public spaces to support a growing economy 2.3 Aligning health and social care to improve people’s health outcomes and 5.4 Improving air quality and reducing congestion their service experience 5.5 Making Liverpool one of the most digitally connected cities in the UK 2.4 Providing access to safe, sustainable and quality services for disabled and vulnerable residents and their carers 2.5 Preventing and addressing homelessness 6. LIVERPOOL - THE MOST EXCITING CITY IN THE UK Growing Liverpool’s reputation as a cultural and sporting capital and the most exciting city in the UK in which to live, visit, work, study and invest. 3. QUALITY HOMES IN THRIVING NEIGHBOURHOODS All residents have access to quality housing and feel a sense of belonging and wellbeing Priorities: living in a safe and sustainable neighbourhood. 6.1 Growing an ambitious, innovative, distinctive and inclusive cultural, music Priorities: and sporting offer that positions Liverpool as a globally attractive city 3.1 Improving housing and neighbourhoods through targeted and coordinated actions 6.2 Working with local organisations to celebrate and engage with with partner agencies Liverpool’s communities through culture and sport 3.2 Empowering residents and communities to improve their local environment 6.3 Promoting Liverpool as a global cultural and sporting destination and services 6.4 Growing the visitor economy through investment in 3.3 Improving health, wellbeing and prosperity in all neighbourhoods the destination offer and infrastructure 3.4 Maintaining community safety and cohesion 6.5 Effectively securing high quality design to continually improve the quality of the built environment and maintain the city’s distinctiveness 3.5 Supporting residents in need and preventing and alleviating poverty

24 25 MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I INVESTING IN OUR CHILDREN AND YOUNG PEOPLE

INVESTING IN OUR CHILDREN INVESTING IN OUR CHILDREN 1 AND YOUNG PEOPLE AND YOUNG PEOPLE Ambition All our children and young people enjoy the best possible quality of life and are able to reach their full potential.

Priorities: 1.1 Children and young people are safe 1.2 Aligning health and social care to improve the health outcomes and happiness of children and young people 1.3 Establishing Liverpool as a Child Friendly City, where the voice of children and young people is given due consideration in decision- making and the development of services 1.4 Children and young people are educated, skilled and prepared for a successful adulthood 1.5 Providing early help and support to strengthen families and safely reduce the number of children and young people becoming looked after by the local authority 1.6 Children and young people have equality of opportunity regardless of circumstances

friendly city. It has world-class universities Liverpool has over 108,000 children and and global businesses. People are proud young people aged under 19, and 29,000 of their city. Our challenge is to work with are aged under 5. Our young population is our partners to make sure that all young increasing and is becoming more diverse. people, wherever in the city they come Children and young people in Liverpool are from and whatever their background, are amazing. They are passionate, energetic, able to enjoy the benefits of living here and enthusiastic, confident and entrepreneurial have access to a good quality education. members of our society. These young people are the future of the city and must be at the centre of everything we do. The investment We need to give our children the best we make throughout their childhood is possible start in life by supporting an investment in our future citizens. parents and others to provide a safe and secure environment in which to grow, play and learn. Parenting and the home Liverpool is a modern, vibrant city that environment have the greatest impact has much to offer the families and young on a child’s early years and their future life people who live here. It is an exciting place chances. Infants who are born into healthy, with a wealth of cultural, sporting, music, physically active, productive families are heritage and family friendly activities and it far more likely to experience better health is no surprise that Liverpool is often cited in and development outcomes through surveys as the best place to visit or the most

26 27 MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I INVESTING IN OUR CHILDREN AND YOUNG PEOPLE MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I INVESTING IN OUR CHILDREN AND YOUNG PEOPLE

childhood and as adults. Unfortunately, the PRIORITY 1.1 extent of child poverty in the city makes it The number of 16-18 year olds that are difficult for families to live and experience not in education, employment or training Children and young people are safe those healthier lifestyles and the impacts (NEET) in Liverpool is significantly higher of poverty can set a newborn child on a than national average. We recognise this as life-long course of disparities in health a big issue for the city and are committed outcomes, and can result in behavioural to providing integrated services that issues and poor school performance. In continue to engage, support and progress Our actions and ambitions will include: • Supporting families experiencing crisis and whose children are at risk 2014, a third of Liverpool’s children were more of our young people into education, • Improving our safeguarding practice of coming into care by providing living in poverty and the rate is increasing employment and training. Our Ways to through embedding the learning from short term residential respite, nationally. Too many of Liverpool’s children Work programme targets NEET young our multi-agency Safeguarding Hub start school already lagging behind the people and our dedicated careers advice family outreach interventions and expected level of development at age five. and information service helps those young • Tackling child criminal and sexual other ‘edge of care’ services exploitation with partners through people that we know need additional • Delivering collective actions including the new city region pathway support, such as looked after children and through the city region Road Safety and multi-agency planning Liverpool must continually improve its young offenders, and focuses on areas of the Partnership to reduce the number of schools offer to ensure all young people city where we know that unemployment • Supporting families and keeping children injured or killed on our roads are equipped to fulfil their potential, and rates are high. Our supported employment children safe through preventative to attract and retain residents. The Mayor programme offers 6-12 month paid work work including developing and What we want to achieve: has invested £180m in 23 state-of-the-art placements for young people aged 16 – 29, embedding Early Help Hubs • To safely reduce the number of schools over the last five years. There are around a third of which have successfully and the Early Help Offer children in local authority care many excellent schools working innovatively secured permanent employment. Alongside • Identifying families who will benefit and producing exceptional results in difficult these initiatives, we work with partners, • To improve outcomes for our from an early help response through circumstances. Yet citywide educational colleges and training providers across looked after children developing a Universal Support attainment at all ages is below the national the city to ensure that their offers meet Tool with midwifery services, health • To reduce the number of first average and there are huge variations the needs of our NEET young people. visiting, children centres, and family time entrants into the youth across the city’s schools. Ofsted ratings of nurse partnership services. offending system and reduce Liverpool schools are generally good but Recent government inspections of the the youth re-offending rate there are too many schools that require • Reducing domestic violence and city’s education provision and children’s improvement, particularly at secondary its impact on children through • To reduce the number of road services have further confirmed that there level. Improving school attendance is working with partners and families to casualties amongst children are areas that need to be improved. We are critical to improving attainment. refresh the Domestic Abuse Strategy and young people committed to driving these improvements and associated interventions and to being ambitious for all our children Liverpool needs to safely reduce the and young people, regardless of their • Working with schools and other number of looked after children. The city circumstance. To do this we will invest in agencies to stop bullying has one of the UK’s highest numbers of and develop effective universal services that children in care and this has increased deliver our aim and priorities for all of our significantly over recent years. The children and young people, whilst prioritising educational performance and future life investment in children in care, children chances of children in care is of significant with additional education and health concern and the attainment gap is the needs, and those impacted by poverty, widest of any group and increases as substance misuse and domestic violence. they progress through school. The city council’s members and officers have a key responsibility as corporate parents to ensure improved outcomes for looked after children.

28 29 MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I INVESTING IN OUR CHILDREN AND YOUNG PEOPLE MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I INVESTING IN OUR CHILDREN AND YOUNG PEOPLE

PRIORITY 1.2 PRIORITY 1.3 Aligning health and social care to improve the health Establishing Liverpool as a Child Friendly City, where the outcomes and happiness of children and young people voice of children and young people is given due consideration in decision-making and the development of services

Our actions and ambitions will include: • Improving health outcomes for Our actions and ambitions will include: • Ensuring all children and young children who are in care through people are engaged and participate • Working with partners to develop the • Working with children and young ensuring regular health and dental in Liverpool’s cultural offer and universal Healthy Child Programme people and all our partners to checks and access to services that children from all backgrounds where public health nurses and make Liverpool a Child Friendly City, including mental health support work together to develop a shared health visitors will, at key points from recognised through a formal process sense of pride and identity pregnancy to age 19, assess and • Creating more opportunity and choice with Unicef, where children’s rights deliver health promotion and provide for children and young people to are reflected in policies, programmes What we want to achieve: early help and intervention, where become increasingly physically active and budgets and children have a necessary, with the support of partners through the Physical Activity Strategy central role in defining and setting • Involving children and young people priorities for the programme of activity in leading a successful Child Friendly • Delivering a programme of action for • Working with health partners to align City bid to Unicef during 2018 and the first critical thousand days of a health and social care spending and • Engaging and listening to children and in the subsequent 3 year initiative child’s life by working with partners service provision, including Health their families through the Voice of the to reduce the infant mortality rate Visitors working from Children’s Centres • To increase the number of young Child that includes supporting Schools’ and increase the numbers of children people who report that they feel valued Parliaments, Children in Care Council, achieving their developmental What we want to achieve: in school, the community, by city Young Carers and Young Advisors leaders and the number who report milestones in readiness for school • To increase the number of they feel listened to and have influence • Ensuring more children are ready children and young people who • Supporting families and young people for school at age 5 by working with report that they feel happy in a positive way that that builds • Improved outcomes for children on their strengths and develops and young people by using their partners across health and care • To increase the proportion of independence and resilience by using voice to improve services services, nursery schools, private and children assessed to be ready for funding from the Safeguarding Board voluntary sector, children’s centres and school and learning at age five others to improve support for families to train council and partner staff who and ensure all young children have • To improve children’s health outcomes work with children and families access to the best quality childcare including on measures such as: infant mortality rate, childhood • Co-producing Education Health obesity, dental health, hospital Care Plans for children with ill admission for self-harm and alcohol health and/or those requiring misuse, teenage pregnancies on going medical treatment • To improve the quality and impact • Improving support for young people of Education Health Care Plans and their families by building on the mental health and wellbeing • To improve dental and health strategy, with an emphasis on checks for children in our care prevention, and including support • To increase physical activity levels for the mental wellbeing of children amongst children and young people on the Autistic Spectrum

30 31 MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I INVESTING IN OUR CHILDREN AND YOUNG PEOPLE MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I INVESTING IN OUR CHILDREN AND YOUNG PEOPLE

PRIORITY 1.4 PRIORITY 1.5 Children and young people are educated, skilled Providing early help and support to strengthen families and prepared for a successful adulthood and safely reduce the number of children and young people becoming looked after by the local authority

Our actions and ambitions will include: • Working with partners to ensure Our actions and ambitions will include: • Supporting children and young people that every child has access to through key transition points in their • Delivering the Liverpool Promise with • Improving outcomes for children Liverpool’s arts and cultural offer and lives, helping them to manage the key partners to improve the citywide living in poverty through the Liverpool receives a creative education that threats and embrace the opportunities education system and school outcomes City Region Child Poverty Strategy develops the skills they will need that these key milestones present • Improving school attendance for working in the 21st Century • Delivering our Families Programme through delivering the schools • Identifying and reducing risk factors at • Improving the education, employment to strengthen and support families Attendance Strategy an early stage to ensure the likelihood and training opportunities for with multiple and complex needs of further risks emerging is minimised • Improving literacy through supporting young people aged 16-19 who are through a range of targeted and initiatives, such as the Reader evidence based interventions NEET, particularly for care leavers • Supporting children, young people Organisation, and delivering the library by improving the overall offer and their families to develop service-led Bookstart early reading • Reducing the impact of welfare reform across the city and by maximising problem solving abilities and coping scheme for toddlers and pre-school on families through the Families opportunities within the Council mechanisms in order to help children in partnership with health Programme and working with the itself to develop its role as a corporate them manage exposure to risk visitors, children’s centres and nurseries parent and by encouraging staff Department of Work and Pensions volunteering to support this • Working with key stakeholders to • Working with partners through the What we want to achieve: raise the aspirations of families and Families Programme to embed • To reduce the number of What we want to achieve: young people and develop clear a multi-agency ‘one workforce’ children living in poverty career pathways in partnership • To improve educational outcomes ethos and a culture of whole family • To support 6,760 families with multiple with current and new employers across all key stages and to close working across the city to improve and complex needs up to March 2020 the gap with national averages the effectiveness and accessibility • Ensuring supported young people through the Families Programme make a smooth transition to • To increase the proportion of schools of services, and to improve family adulthood and that our support rated good or outstanding by Ofsted communication and resilience • To reduce the need for children offer is joined up, targeted, person to be referred to social care • To improve attendance at school • Supporting children, young people and centred, outcome focussed and • To reduce the number of families their families to resist adversity, cope builds independence and resilience • To reduce the number of children and teenagers becoming homeless who are excluded from school with uncertainty and recover more • Lobbying through the Liverpool successfully from traumatic episodes Cultural Partnership for the inclusion • To reduce the number of young of the arts within the school people who are Not in Education, • Providing targeted, needs-led curriculum to ensure that every child Employment or Training (NEET) and support, which promotes confidence receives a creative education that ensure no care leavers are NEET and builds self-esteem in order to develops the skills they will need assist families to seek their own for working in the 21st Century solutions to the issues they face • Working with partners to ensure that every child has access to Liverpool’s arts and cultural offer

32 33 MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I INVESTING IN OUR CHILDREN AND YOUNG PEOPLE MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I INVESTING IN OUR CHILDREN AND YOUNG PEOPLE

PRIORITY 1.6 Children and young people have equality of opportunity regardless of circumstances

INVESTING IN OUR CHILDREN AND YOUNG PEOPLE

Our actions and ambitions will include: • Preventing and responding to all CHILD FRIENDLY CITY bullying, including to gender based • Renewing the Children and Young and transphobic bullying through A third of children in our city live in But deeds must follow words. This is why People’s plan, the single strategic and promotion of the guidance for schools deepening poverty, with too many I want to see Liverpool become a ‘Child overarching plan for all services that that sits alongside the Anti Bullying arriving hungry at school, and half Friendly City.’ affect children and young people of adult mental health issues start and Anti Homophobic strategies My administration has done everything across the city, that will set out how the in childhood. We know that adverse possible to maintain children’s centres city council with its strategic partners • Promoting community childhood experiences, such as abuse, and local branch libraries. intends to achieve improvements language qualifications with an neglect and dysfunctional home annual celebration event • Continuing to promote the anti- environments, can lead to harmful But being a ‘Child Friendly City’ means all racism project with schools • Continuing to support City of behaviours in adulthood like alcohol and organisations in the city working together Sanctuary and Schools of Sanctuary drug misuse, violence and crime. with children and young people and their • Renewing and delivering the families to make sure that their current to ensure that Liverpool is welcoming Stark reminders that protecting our Special Educational Needs and future wellbeing is at the centre of for refugees and asylum seekers children and enhancing their life chances and Disability Strategy everything we do. must be at the centre of everything we • Improve the identification of, and What we want to achieve: do as a city. support for, children and young • To close the attainment gap between people with caring responsibilities underperforming groups and their • Using Supported Internships peers across all phases of education and working with leading • To increase the number of care leavers education providers and disability in education, employment and training confident employers to increase the number of disabled young • To increase in the number of disabled people accessing employment young people and those with special educational needs successfully • Working with community, schools, accessing and completing our health and children’s services Supported Internships Programme to improve the life experience and outcomes for children with • To reduce the number of children autism spectrum disorder (ASD) and young people where caring is impacting negatively on their • Monitoring the educational wellbeing and support them performance of pupils from to meet their outcomes underperforming groups, including by gender, ethnic groups, Free School Meals, Looked after Children and children with SEN with a termly focus on outcomes, gaps and progress via the assigned Liverpool School Improvement Partner programme

34 35 MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I INVESTING IN OUR CHILDREN AND YOUNG PEOPLE CASE STUDY

SUPPORTED INTERNSHIPS FOR YOUNG PEOPLE WITH LEARNING DIFFICULTIES

INVESTING IN OUR CHILDREN AND YOUNG PEOPLE

LIVERPOOL PROMISE The single biggest factor in predicting further/higher education, employment, a successful life is whether a child gets training or an apprenticeship. a good education. This is why we have The aim is to bring together the launched the ‘Liverpool Promise.’ City Council, cultural organisations, Our ambition is clear: to create the businesses and others to support our best school system in the UK, where schools – the pupils, teachers, heads children and young people have the and governors – in fulfilling this aim. We best start, are ready to learn, ready need to hold each other to account for work and ready for life – and are for getting this right, to make sure that healthy, happy and safe from harm. we succeed and deliver the very best for our children and young people. We want to see reading, writing and maths improve faster than the national By working together, we will. average and to get more students into The Council’s Children and Young People’s of over 60%, which is ten times the Service is using Supported Internships national employment rate of just 6% for to increase the employment rates of young people with learning difficulties. young people with learning difficulties. The council has worked with partners The scheme supports participants to including the Marriott Hotel, Hilton Hotel make the transition from education to and Glendale Liverpool to offer Supported the world of work, strengthening their Internship placements. Placements independence and avoiding social isolation. last an academic year with the pupils Far too few young people with special working for a different department needs achieve their potential because in the organisation each term. there are multiple barriers and too few Pupils from Sandfield Park School, Bank opportunities to enter the world of work. View High School and Myerscough This scheme is about working closely College are working four days a week and with young people and employers spending the other day in lessons to build to support them into work and their employability skills. All the pupils are enable them to compete for jobs. supported by a work coach who helps them The service works with leading education get used to the routine expected when in providers and disability confident employment, instructing and supporting employers following models that pupils to build skills in the work place to consistently deliver employment rates complete work tasks to a high level.

36 37 CASE STUDY

INDEPENDENT TRAVEL TRAINING PEOPLE WHO LIVE WELL The independent travel training team AND AGE WELL supports young people with special 2 educational needs and/or disabilities, providing training on a set of essential skills to enable them to travel independently. This life skill brings multiple health and wellbeing benefits to participants and enables them to independently access social, work and learning opportunities. The training also enables participants to make a smoother transition to Courtney travelling independently adulthood and trainees are given the opportunity to achieve a recognised accredited Open Awards qualification. Through this investment the council not only improves outcomes for people, it also makes financial savings from avoiding the ongoing costs to the SEN Transport and Adult Social Care budgets. Courtney had always been transported to school and college by assisted transport until she was referred to the Independent Christopher using public transport Travel Training team. Being able to travel independently has enabled her to access Christopher had travelled in a taxi with further education and to participate in a Passenger Assistant throughout his extracurricular activities, including being whole school life. When transferring to a member of the college choir and further education he was referred for playing for the college football team. independent travel training. He now travels Courtney explained: “I found it difficult independently to his education placement. because I couldn’t get the bus anywhere. I Christopher said: “I used to get upset at had to wait for my dad to take me places, home thinking I will never be normal but now I can just go out on my own like other people and go out on my anytime I want. It actually feels great!” own. It’s good now the fact that it’s really helped me a lot, I can go out on my Lisa Turner, a tutor at Greenbank College own and be like normal kids instead stated: “It gives lots of young people an of being different to other people.” opportunity to not only learn to use public transport and get themselves back and Barbara (Christopher’s mum) added: “To forth to college but it also gives them other actually let him go was a big deal for us as skills, such as interacting with people, a family. It’s given us more freedom, he can managing their money, keeping themselves go out on his own and meet friends and not safe. It’s more than just being able to get rely on his mum. It’s made a big difference themselves to college and back again.” and a big achievement for Christopher. It’s really rewarding to watch him going out of the door, being organised and knowing he knows what to do all on his own.”

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growing demand there is reduced funding PEOPLE WHO LIVE WELL AND AGE WELL Despite these challenges, we can point to across all sectors and welfare reforms are many service innovations and achievements placing extreme difficulties onto some in recent years. Liverpool City Council of our most vulnerable residents. For provides 3 intermediate care hubs for people example, there are increased numbers coming out of hospital, which are all rated of people at risk of homelessness due to ‘good’ by the Care Quality Commission. welfare reform, and the use of foodbanks Ambition In addition, the integrated assessment is more commonplace. The complexity of process has won an award for innovation. Improve health and wellbeing for all, prevent ill health, promote independence people’s lives in times of austerity makes We have been successful in bringing in and provide quality personalised care and support for those who need it. it even more difficult to make lifestyle external funding to support transformation changes that can improve health. and have developed strong partnerships Priorities: We know that 40% of the NHS workload is with health partners to align the delivery 2.1 Increasing healthy life expectancy and reducing health inequalities potentially preventable, yet the proportion of health and social care. Liverpool has 2.2 Supporting people to manage their own care and live safe, healthy of health expenditure directed at prevention pioneered a national social work programme and independent lives is around 4%. Preventing ill health is the for people with learning disabilities and we most efficient way to reduce costs and are the only council to provide an all year Aligning health and social care to improve people’s health outcomes and their 2.3 improve outcomes. The big challenge is round, access to all, homeless shelter as service experience how we utilise the totality of resources part of the “always room inside” approach. 2.4 Providing access to safe, sustainable and quality services for disabled and vulnerable across the city to address inequalities in residents and their carers healthy life expectancy and reduce the Moving forward, we will continue to burden of disease. The most efficient way 2.5 Preventing and addressing homelessness work collaboratively across the National to do this is by coordinating policies and Health Service, Public Health, Adult and putting in place structural interventions Children’s Social Care, and Community that influence behaviour change and Services to ensure that we focus reshape people’s homes and physical There are huge differences in health Liverpool has a growing population of collaboratively on the key priorities in environment to support wellbeing, healthy Liverpool, using evidence based approaches outcomes and life expectancy between older people due to demographic changes behaviours and economic growth. Liverpool’s most and least deprived wards, and the fact that people are living longer. that ensure changes are made that have and between Liverpool overall compared Liverpool’s population spends 20 years on the most impact and make the most of with the rest of the UK. Improving the average at the end of their lives in ill health. Staff recruitment, retention and the the collective city health and social care health of Liverpool’s residents provides the More people are living with several long- prevalence of low pay provide a further budget, which totals around £1.5 billion. greatest opportunity to achieve inclusive term health conditions and dementia. set of major challenges and pressures In Liverpool, our approach to person growth and break the cycle of deprivation, for the health and social care sector. centred care builds on individual strengths as poor health is both an outcome Too many people within the city still live and abilities so that our service users take and a cause of multiple deprivation. with unhealthy lifestyle choices, particularly control of their own care, where we assist around the use of alcohol, tobacco and them in maintaining their independence The key challenge for the health and social other addictive substances. Increasingly and dignity with just enough support to care sector nationally and in Liverpool is diets are poor, with high levels of sugar, meet their needs whilst keeping them to manage, and where possible reduce, fats and salt, being consumed. This can in control. And we will continue working the ever-increasing demand for services lead to people having multiple long-term together with partners across organisational during a period of decreasing budgets. conditions as they age which is worse boundaries to provide seamless services in the most deprived parts of the city. at community level to help people improve their health and wellbeing. The increasing number of people who are ill and the cost of their treatment is placing increasing pressures upon the health and social care system. Against this backdrop of

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PRIORITY 2.1 PRIORITY 2.2 Increasing healthy life expectancy and reducing health inequalities Supporting people to manage their own care and live safe, healthy and independent lives

Our actions and ambitions will include: What we want to achieve: Our actions and ambitions will include: • Increasing the use of technological solutions such as • Preventing ill health by delivering • To reduce health inequalities • Ensuring people are safe and telecare and telemedicine healthy public policies and changing within the city, and between services are good quality and behaviour to increase healthy lifestyle Liverpool and the rest of England meet service users’ needs • Increasing the staff use of data choices. Our ‘Health in all policies’ sharing and mobile technology to • To increase healthy life expectancy, • Enabling people to remain in approach aims to make every improve services and reduce waiting and particularly amongst those with their own homes for longer by individual’s default decision healthy. times for services and assessments the poorest healthy life expectancy expanding prevention services This requires alignment of leadership, What we want to achieve: decision making, data sharing and • To improve physical and mental • Expanding care and support in resource commitment across all public health and wellbeing, community settings, such as ‘extra • To improve the quality of care services care’ and ‘supported accommodation’ sector agencies so that health and • To reduce the number of people • To improve service users’ to delay people entering into wellbeing outcomes are maximised not working due to poor health experience of services residential care too early • Reducing the occurrence of chronic • To reduce the costs of avoidable • To reduce the number of • Delivering personalised, strength diseases by developing and delivering ill health upon the NHS and safeguarding incidents based care that maximises people’s a chronic diseases prevention social care services independence and choice by • To reduce unnecessary hospital programme, which expands healthy • To be recognised as a city which ensuring that care assessments attendances and admissions public policies and prevention at scale drives population health and are proportionate and build • To reduce delays to people wellbeing improvements upon people’s strengths • Developing comprehensive local leaving hospital services that support people to better • Ensuring that people are able to make • To reduce isolation and loneliness manage their own health, to become the most of their natural networks by ensuring more people maintain more physically active, and stay well in of family, friends, and neighbours to their independence and natural their own homes and communities help maintain their independence networks of support from family, • Ensuring the right amount of friends and neighbours • Ensuring every contact with a member care is delivered at the right of staff will support patients and time and in the right place clients to improve their health

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PRIORITY 2.3 PRIORITY 2.4 Aligning health and social care to improve people’s health outcomes Providing access to safe, sustainable and quality services for disabled and their service experience and vulnerable residents and their carers

Our actions and ambitions will include: • Increasing support for carers by offering Our actions and ambitions will include: • Continuing to expand the use of frequent and improved respite care innovative digital technology in care • Aligning health and social care • Compiling Joint Strategic Needs settings to improve quality. Liverpool services by bringing providers and • Improving support to disabled Assessment and Market Position has witnessed the biggest uptake of commissioners together to develop parents to look after their children Statement documents that outline telehealth / telecare in the country a single Health and Social Care Plan to care providers our current • Ensuring adequate provision of and over 5,000 people already have for Liverpool, which identifies joint and future health and social specialist dementia care in the city technology in their home that allows priorities, delivers increasingly seamless care service requirements them to live more independently. services, and makes better use of the What we want to achieve: • Expanding the number of quality combined spending on health and • To improve health outcomes, and Dementia Nursing Care Homes What we want to achieve: social care across the whole system services users’ experiences through a • To ensure that people’s current and • Developing a Workforce Improvement • Expanding the numbers of single Health and Social Care Plan future health and social care needs can Strategy with health and social care multidisciplinary teams of health be met with quality service provision • To engage the workforce in shaping organisations, which will assist with and social care workers who are the transformation agenda and staff recruitment and retention • To increase the number of care homes trained in conducting strengths use their ideas for improvements and domiciliary care agencies that based assessments that maintain • Working with health and social care in services to meet the future are rated outstanding or good by the people’s independence market providers, including Care needs of service users/patients Care Quality Commission (CQC) Home and Domiciliary Care providers, • Ensuring fair access to quality service • To ensure services are more joined to improve the quality of care and to • To reduce the number of safeguarding provision across all parts of the city up and provide seamless care to ensure the sustainability of the market incidents and quality concerns • Improving people’s experience of patients, reducing the duplication • Collaborative working and co- • To reduce the number of people with health and care services by making of services and multiple hand offs production of new services with learning disability who are placed services more responsive and from one service to another service users and carers out of the city area for their care accessible to meet service users’ needs • To improve service users’ • Building a new facility for people • To reduce loneliness and social • Reducing delays in hospital experience of services with learning disability that can isolation through facilitating the discharges, avoiding unnecessary • To reduce avoidable hospital care for people with autism expansion of community and self-help hospital attendance and reducing admissions (and readmissions) and complex care needs and providing access to facilities for hospital admissions by increasing and reduce people being delayed people to develop support networks • Developing a new Community alternative provision in the unnecessarily in hospital community and increasing the Wellbeing Hub in collaboration with number of Reablement beds for the community and voluntary sector people with complex care needs • Ensuring information and advice is available on multimedia channels in order to promote self- assessment and access to services

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PRIORITY 2.5 Preventing and addressing homelessness

PEOPLE WHO LIVE WELL AND AGE WELL

Our actions and ambitions will include: • Supporting the development of Housing First alongside the Liverpool • Implementing the Homeless SOCIAL CARE REFORM City Region Combined Authority Reduction Act (2017) through a to ensure people with histories of Closer integration between adult Across Liverpool we spend over £1billion modernised Housing Options Service homelessness and complex needs services and the NHS is vitally important. per year on health and social care across • Developing targeted pathways are provided settled homes as Especially as demand for services our hospitals, community services, for those who are at most risk of quickly as possible with wrap around continues to rise. primary care, voluntary services and others and this group will be ensuring homelessness, such as those under support to sustain their tenancies . Last year we set up the Liverpool immediate threat of eviction, those we spend this money well. What we want to achieve: Integrated Care Partnership Group sitting escaping domestic abuse, family under our Health and Wellbeing Board. It is also helping to provide a seamless breakdown, ex-offenders, care leavers, • To increase the number of people The group brings together commissioners service to patients and service users who and Armed Forces personnel who have been prevented from and providers of health and social care are reliant on both health and social care, becoming homeless and have • Engaging local businesses to services to agree how we can improve as well as flushing out inconsistencies in stable and settled housing provide apprentices, employment outcomes for our citizens and make best service delivery and making significant or volunteering opportunities for • To reduce the number of use of the significant resources we have savings in the process. those with a history of homelessness, people rough sleeping between us. including those with complex • To increase the successful move on of needs who are ready to move on people in temporary accommodation • Developing new approaches to into their own homes support people who are homeless • To increase the number of people with substance misuse issues, with histories of homelessness that including developing multi-disciplinary are supported into employment, outreach services to improve access training and apprenticeships. to treatment and commissioning new rehabilitation and recovery services • To increase access to services for those who are alcohol dependent or • Improving the mental health and who have a substance misuse issue wellbeing provision for people who are homeless or rough sleeping through • To provide a coordinated health and enhancing psychological and trauma- social care response for those with informed approaches, improved complex and / or mental health needs prevention and multi-disciplinary outreach services to prevent unnecessary hospital attendance

46 47 MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I PEOPLE WHO LIVE WELL AND AGE WELL CASE STUDY

INVESTMENT IN SOCIAL CARE HUBS

PEOPLE WHO LIVE WELL AND AGE WELL

TACKLING HOMELESSNESS CASE STUDY: Anthony (Aged 21) Ensuring people have a roof over their heads is our top priority. As a Council, Due to a relationship breakdown with his we invest £11million a year in a range of Mum, Anthony had to move out of the interventions designed to help families family home. He spent three weeks sofa and individuals meet the costs of their surfing with different friends and in July rents and avoid becoming homeless. last year found he had nowhere to stay – with his only option being to rough sleep. For those facing even more acute hardship, like rough sleepers, our aim is to Anthony arrived at a hostel at 8pm to ask get people in off the streets and ensure if they had a bed. He was assessed and there is ‘always room inside.’ And to do because there were no beds available, the this we have opened the pioneering hostel worker contacted The Whitechapel Labre House Centre and work with our Centre. Anthony was allocated a bed partners at the Whitechapel Centre. in the in the ‘Sit Up’ facility, and thus a safe place to stay indoors overnight. Within days of moving into the Sit Up, Anthony was offered employment and New Venmore Hub - Anfield suitable shared accommodation via the Whitechapel Bond Scheme, where they SOCIAL care for adults will get a £30 who would otherwise end up in hospital, paid his first month’s rent in advance. million boost with three new centres as well as providing intermediate care to This was crucial as Anthony was being and improved accommodation for help get people out of hospital quicker. paid a month in arrears. He remains people with learning disabilities. The city council already spends almost in his shared accommodation and The 60 bed flexible facilities will open £50 million a year on residential and employment and receives weekly support by 2020 in the north, south and central nursing care, plus a further £11 million from his Whitechapel support worker. areas of the city, providing state-of- on dementia and memory loss services. the art accommodation and care The new hubs will have en-suite for people living with dementia, as bedrooms, areas for therapy and well as those with other long term socialising, dining facilities and gardens. residential and nursing care needs. The investment in the hubs is part of a They will help reduce the number of commitment by the council to meet people unnecessarily delayed in hospital the rising demand for dementia care following NHS treatment and improve services, as well as increased need for their experience of health and social care quality respite facilities for carers by 2020. services by driving up quality standards. They will be flexible step-up, step-down facilities, meaning they can be used to support people with lower level needs

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QUALITY HOMES IN THRIVING QUALITY HOMES IN THRIVING 3 NEIGHBOURHOODS NEIGHBOURHOODS

Ambition All residents have access to quality housing and feel a sense of belonging and wellbeing living in a safe and sustainable neighbourhood.

Priorities: 3.1 Improving housing and neighbourhoods through targeted and coordinated actions with partner agencies 3.2 Empowering residents and communities to improve their local environment and services 3.3 Improving health, wellbeing and prosperity in all neighbourhoods 3.4 Maintaining community safety and cohesion 3.5 Supporting residents in need and preventing and alleviating poverty

growth. Liverpool’s housing offer is not of the Liverpool’s population has grown by quality found in many other places and is almost 45,000 since 2001 and is projected imbalanced towards lower value and older to reach 496,000 by 2024. The city has a houses. This characteristic is starker at ward proud history of welcoming people from level where, in an arc around the city centre, different cultures and communities and there is an oversupply of smaller, ageing supporting them to make Liverpool their terraced houses of persistent low value, home. Our communities are constantly which are difficult and expensive to adapt changing and Liverpool is proud to be an and retrofit, and are increasingly located inclusive and diverse city. It has vibrant in the private rented sector. Vacancy and BAME, LGBT and disabled communities long-term void levels are higher here and the and is home to renowned higher stock condition is poorer, which exacerbates education institutions, attracting tens of problems such as fuel poverty. Poor quality thousands of students to the city each housing is strongly associated with physical year from across the UK and the world. and mental ill health and preventable deaths in vulnerable groups, especially in the winter A choice of good quality sustainable months. Excess winter deaths in the coldest and lifetime homes, located in attractive homes are almost 3 times higher than in neighbourhoods, is a key determinant of the warmest homes. There is a clear invest to our residents’ quality of life and the city’s save case for investment into improving poor competitiveness and future prosperity. quality housing as it significantly reduces the Quality housing can improve mental cost burden on health and care services. and physical health; help educational achievement, and support economic

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The natural environment and green Delivering our vision for inclusive growth PRIORITY 3.1 spaces make an important contribution requires a whole city approach to Improving housing and neighbourhoods through targeted and to people’s health and quality of life, and regeneration, which improves housing coordinated actions with partner agencies to the attractiveness and sustainability and neighbourhoods and breaks the of our neighbourhoods. Overall, Liverpool cycle of deprivation that afflicts too many has an abundance of high quality, historic individuals, families and communities parks and green spaces but there is an in our city. We will work with all of the Our actions and ambitions will include: • Delivering flexible and responsive under provision in some areas and a need city’s stakeholders to transform the city’s street cleansing services and providing • Implementing an evidence based, to target green space improvements in housing offer, grow the civic pride in our HIT (high-intensity) teams to resolve long term Housing Strategy to these neighbourhoods. Reductions to communities and tackle the issues of most local environmental issues and take rebalance the city’s housing offer, the maintenance budget make it very concern to them. We have already begun enforcement action against offenders challenging to invest in improvements but by bringing and developing key services improve housing quality and better a range of initiatives have, to date, created back under Council control through our meet the aspirations of residents • Working with residents to revenue streams, attracted funding and companies Liverpool Streetscene Ltd and and their lifetime housing needs raise awareness of the impact and consequences of littering explored alternative management regimes the Foundations Housing Company. Such • Ensuring that new homes are high and fly-tipping and how they to reduce ongoing costs. Strategically, plans initiatives will continue to ensure we are quality in terms of environmental can help to prevent and deter to bring the maintenance of the city’s more pro-active and respond promptly and construction standards, space this in their communities parks and green spaces back in house to community concerns and make best standards and are designed as will reduce costs and integrate existing use of our resources by reinvesting in our accessible and lifetime homes What we want to achieve: maintenance arrangements to improve services. We will work with stakeholders to • Working with partners including • To improve the city’s housing offer local environmental quality. The draft deliver focused housing and neighbourhood housing associations, house builders, and bring the housing mix closer to Liverpool Local Plan contains strong policies management interventions, along with a developers, and the Council’s new national averages in terms of type and that will help to protect green spaces longer-term strategy to rebalance the city’s housing company, to ensure that the tenure mix (particularly in any housing from development. The plan will soon be housing offer and mix. We will expand our provision of new homes meets the priority wards that are identified finalised and will be in place until 2033. civic pride campaigns, building a coalition city’s current and future housing needs in the future Housing Strategy) of citizens and public and private agencies Many of Liverpool’s neighbourhoods have to deliver coordinated actions to improve • Improving the quality of the Private • To improve the quality and standards of some of the highest levels of multiple our neighbourhoods. We will do more to Rented Sector through proactive new homes and increase the provision deprivation in England and there remove the physical and socio economic landlord licensing including of homes that meet the needs of their are large socio economic and health barriers that too many people face. We will tackling the anti-social behaviour occupiers throughout their lifetime of some temporary residents inequalities between different parts of continue to guarantee the basic needs of all • To reduce the number of the city. Government’s austerity policies of our citizens and provide support for those • Using planning powers to manage empty homes (voids) and welfare reforms are increasingly who need it most. We will help people to the sustainable growth and • To improve the management of exacerbating poverty in Liverpool’s most help themselves, build their own resilience, location of housing and particularly all private rented homes, protect deprived areas and amongst our most engage them more in the decisions which Houses in Multiple Occupation tenants, reduce antisocial behaviour, vulnerable citizens, particularly children affect them and their neighbourhoods, • Influencing the development and and improve quality and reduce the and disabled people. Additionally, Liverpool and empower them to create and take management of social housing stock to numbers of homes in disrepair has 81,000 lone households, and loneliness up opportunities to improve their own help build sustainable neighbourhoods and social isolation has a negative lives and to become active citizens. • To prevent and reduce homelessness • Intervening to prevent and impact upon health and wellbeing. • To reduce fuel poverty and reduce homelessness and tackle excess winter deaths the causes of homelessness • Continuing to provide interventions to reduce fuel poverty

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PRIORITY 3.2 PRIORITY 3.3 Empowering residents and communities to improve their local Improving health, wellbeing and prosperity in all neighbourhoods environment and services

Our actions and ambitions will include: • Developing new and better ways Our actions and ambitions will include: • Empowering and supporting of managing the waste resources communities to develop initiatives • Using our City Conversation and • Delivering targeted health and that the city council collects and in parks and green spaces ward level discussions led by local wellbeing campaigns and activities reducing the amount sent to landfill Councillors, to explore how people in all neighbourhoods through • Developing initiatives to strengthen can get more involved in setting • Working with communities to the Physical Activity Strategy relationships between neighbours the priorities and making the identify vacant sites which can be and create support networks • Delivering targeted skills and decisions that affect them, their transformed through community employment support to residents, • Animating communities and neighbourhoods and their services, gardens and other green initiatives particularly those facing additional increasing wellbeing through with the aim of formalising new that benefit the local community barriers and those living within our neighbourhood-based creative local democratic processes • Continuing to support behaviour most deprived neighbourhoods and cultural interventions, such • Empowering and supporting change through positive initiatives as developing an “Eleanor Rigby • Working with communities community groups to form and and enforcement to reduce the programme” of initiatives to combat and partners to maximise lead initiatives that respond to litter, dog-fouling and fly-tipping loneliness and social isolation, or the use and development of the priorities in their area that blights our neighbourhoods events that celebrate Liverpool community facilities and ensure people’s identity in all its diversity • Delivering a Civic Pride Campaign and • Growing the circular economy in our that they are accessible to all activities with community, business neighbourhoods so that waste, food, • Improving health and wellbeing What we want to achieve: and public sector organisations buildings, energy and other resources through interventions that • To improve health and mental health to reduce litter and waste, care are used to help maximise the value improve housing quality outcomes for adults and children for the local environment, and to and investment back into the city enhance and value well-planned and • Increasing the use of libraries • To reduce health inequalities What we want to achieve: maintained green infrastructure to support literacy, wellbeing between neighbourhoods • To increase levels of active and community cohesion • Continuing to encourage and • To increase levels of skills and citizenship, community pride support community engagement • Continuing to work with partners to employment, particularly in the and community activity and empowerment, through invest in youth and play provision and most deprived neighbourhoods • To improve the local environment to develop a Play Strategy. During 2018, local community environmental • To increase the use of community and increase awareness and the council is investing £1 million from action days and events facilities and their contribution to engagement in environmental issues developer contributions into 20 new • Working with residents and schools resident and neighbourhood wellbeing and improved play areas across the city • To reduce waste and litter, and to increase understanding and • To reduce social isolation and increase reuse and recycling, which • Continuing to work with community engagement in the protection of increase social networking in will enable funds to be invested and voluntary partners to deliver the environment, climate change, communities, particularly for more productively elsewhere play schemes and free meals waste reduction and recycling older and disabled people through explaining the challenges during school holidays and reinforcing the benefits of • Animating parks and greenspaces not wasting resources, and re- across the city with activities using and recycling materials that benefit the health and well-being of residents

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PRIORITY 3.4 PRIORITY 3.5 Maintaining community safety and cohesion Supporting residents in need and preventing and alleviating poverty

Our actions and ambitions will include: • Supporting activities to increase Our actions and ambitions will include: Use local intelligence to increase the community cohesion and take-up and awareness of initiatives • Working with Police and partner • Preventing families and individuals inclusion in neighbourhoods that reach out to those who may be agencies to ensure the safety of from falling into crisis by working missing out on essential support, and all of our communities and in • Developing a welcome programme with partners to better identify and particular, our most vulnerable for all newcomers to Liverpool support those at risk through: Share information and data to allow citizens and those neighbourhoods including asylum seekers, refugees analysis and mapping of current and Providing targeted discretionary with higher crime levels and economic migrants future need, which will help with financial support to those targeting support and promotion. • Working with police and other partners • Working with University of Oxford most in need via the Citizens to reduce serious and organised and other UK cities on the Inclusive Support Scheme, Discretionary • Continuing to support residents crime, and child exploitation Cities project, which aims to improve Housing Payments and the through the ongoing welfare reforms the integration of newcomers to the Mayoral Hardship Fund; by working with partners to develop • Delivering targeted initiatives to city and broaden opportunities for benefits and debt advice capacity, tackle local concerns, e.g. fly tipping, Empowering front line workers all residents to be included in the digital access and to create specific graffiti, noise, gangs, drugs etc with knowledge to enable economic, social and civic life of the city advice models for citizens during them to signpost those ‘in • Reducing offending through Universal Credit implementation need’ to the correct service prevention work with young What we want to achieve: or organisation quickly; • Continuing to monitor the people and adults at risk • To reduce crime and the fear of crime impacts of austerity and welfare Helping people to get all of the • Reducing reoffending by working • To reduce the number of young people reforms on residents income-related and disability, with partners to increase the skills entering the criminal justice system carers and other benefits which and employment opportunities for What we want to achieve: • To reduce youth and adult reoffending they are entitled to, and offenders, including for example, • To provide a safety net that ensures growing the Skill Mill employment • To reduce domestic abuse and Supporting and working with local people’s basic needs are met when and training initiative increase reporting by those affected partners to ensure that there are they are facing difficulties (including mechanisms in place to provide food, fuel, clothing, home, income, • Continuing to develop interventions • To reduce hate crime and access to: food, fuel, clothing, budgeting support, access to fair that prevent domestic abuse and improve community cohesion housing, income, budgeting support, and affordable finance, digital support those who are affected • To reduce antisocial behaviour fair & affordable finance, digital access and access to justice) by domestic abuse to be safe access and access to justice. and stop its reoccurrence • To reduce the public costs associated • Alleviating the impacts of poverty and with crisis interventions by preventing • Working with partners including welfare benefit changes upon residents people falling into hardship Merseyside Police, to prevent hate in need by working with partners crime and ensure there is support • To maximise existing capacity through the City Wide Strategy Group for those who are victims and financial resources and avoid on Fairness and Tackling Poverty to: duplication between service providers Coordinate actions and • To use local intelligence to provide a resources to maximise the voice for our most vulnerable residents, impact of existing services; inform national policy and enable city level responses to be developed

56 57 CASE STUDY CASE STUDY

LANDLORD LICENSING IMPROVING SERVICES BY BRINGING THEM BACK INTO THE COUNCIL

QUALITY HOMES IN THRIVING NEIGHBOURHOODS

FOUNDATIONS HOUSING COMPANY

Liverpool needs 27,000 new homes Accumulations at properties in Windsor Road, by 2030. We also need to diversify Tuebrook. Property following action by Landlord Licensing Team our housing market - with surveys showing our supply is dominated by The city-wide selective licensing scheme small terraced houses, which skews started in April 2015, using a discretionary the city’s council tax revenues. power in the 2004 Housing Act. In response, we are creating a ground- Across the city, 25-30% of our housing Starting with the Liverpool Direct contract • Eliminating unnecessary travel in breaking, council-owned, ethical stock is privately rented and poorly with BT for IT and customer services, grounds maintenance and a change housing company - Foundations managed properties can make streets the Council has insourced contracts in work patterns generating 30 per - to deliver 10,000 new homes unattractive to live in, leading to low worth millions of pounds, delivering cent increase in productivity. across the city, including bespoke demand by owner occupiers and substantial savings, improvements in properties for the homeless, a proliferation of rented properties • Changes to city centre street service delivery and new flexibility in foster carers, large families, older - with high turnover of tenants. cleaning arrangements, with a move managing and procuring services. people and disabled people. In 2016, our housing enforcement to longer periods of the day being Since 2015 services including waste worked, seven days a week coverage Foundations will utilise council- team received over 3,500 complaints management, grounds maintenance, and a four day working week. owned land and refurbish vacant about properties in Liverpool with street cleaning, markets, parks, cemeteries stock, helping us future-proof our the majority about the private rented • A million pound programme of and sports pitches maintenance, local housing market for an ageing sector. In addition, rental yields, turnover investment in alleyway improvements of tenancies, empty properties and City Bike and highways maintenance population, ensuring people can live to avoid unnecessary risks to bin low property values strongly support have been brought back in-house. independently for longer and provide crews, improved access to alleys a case for better regulation. intermediary accommodation that The majority of these services are now and efficiency, a reduction in helps reduce long-term hospital stays. The overriding objective of licensing delivered by Liverpool Street Scene Services costs from pest control and an is to raise management standards Limited, a company wholly owned by improved service and environment within the private rented sector for the the council. The initiative emerged from for residents in terraced streets. benefit of tenants, property owners a dialogue with the trades unions, who • Managers and trade union and other stakeholders alike. agreed to work with the City Council to representatives have led work to replace improve services as part of a commitment To date 41,786 property applications the diesel fleet with gas and electricity to insourcing. Examples of what has been have been received and licences granted powered vehicles to reduce emissions. to 6,611 licence holders. The scheme achieved through this approach include: has generated £10.8m of income which • Starting the bin service half an hour is ring fenced to fund work to ensure earlier, reducing travel times by compliance with licence conditions avoiding the rush hour, leading to ensuring tenants are protected and a million pounds a year savings. communities are not adversely affected by poorly managed properties.

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COMMUNITY MANAGED LIBRARIES SKATE PARKS, PLAY AREAS AND COMMUNITY GARDENS

We want all our children to enjoy the best quality of life and reach their full potential and to do this, they need opportunities to play and explore our public spaces. We have therefore made a significant investment in play, despite the overall budget challenges we face. In response to calls from youth groups and consultation, five new skate parks were opened by 2015 in Everton Park, Otterspool Park, Newsham Park, Scargreen and Dingle Bank. We are currently investing £1 million to fund 20 new and improved play areas across the city, using funds raised through Section 106 payments from developers. Walton Library In addition, our Youth and Play service has worked with partners to provide play Despite our enormous budget pressures, the To date, four libraries have been successfully schemes across the city during school council has been innovative and proactive taken on by community organisations: holidays. In recent years the activities have in working with a number of community- Dovecot Library and Breck Road Library are been supplemented with free meals - an based organisations to ensure communities both managed by Alt Valley Community Trust; important provision, given the financial are still able to access a local library service. Fazakerley Library is managed by Fazakerley challenges facing many families. We plan In response to a consultation about the Community Federation, and Walton Library to build on this work by developing a Play best way to provide a sustainable service, is managed by Mersey Care NHS Trust. Strategy for the city that can promote access several community-based organisations for all our children and young people to Kensington Library will transfer to offered to take responsibility for running play and ensure No Child is Left Out. Kensington Fields Community Association their local community library. in the near future and business plans In addition, we’ve created over a hundred To support the successful transfer, we are in preparation for two more libraries community gardens over the past seven provided training to staff and volunteers potentially to transfer to local organisations. years, utilising ‘incidental sites’ where from each organisation. In addition, the former housing or businesses have been To date the transfer of libraries to community contents of the libraries (books, furniture and demolished and not replaced. Some organisations has saved Liverpool City computers) were asset transferred to the are used for growing food, while others Council in the region of £800,000 per community organisations. Ongoing training, provide small pockets of green space annum while communities continue to advice and support is provided as required. in densely populated communities. have a seamless local library service. There was also a commitment to allow a single library membership card to access any Liverpool Library. Customers can also request items from the full catalogue and have them delivered to any library within the city which is convenient for them to use.

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A STRONG AND A STRONG AND INCLUSIVE ECONOMY 4 INCLUSIVE ECONOMY

Ambition Growing an increasingly modern, productive and fair economy where the benefits of growth are more equitably shared amongst all citizens.

Priorities: 4.1 More businesses creating more and better quality jobs with fair pay and employment practices 4.2 A skilled resident workforce and a city skills offer that better meets the needs of businesses 4.3 A commercially minded Council that supports and invests in local businesses and growth 4.4 Infrastructure and key strategic developments to support the city and city region’s economy 4.5 Attracting businesses, trade and investment

Liverpool’s economy is the key driver at Liverpool’s broad sector strengths include the centre of the Liverpool City Region health and life sciences; creative and functional economic area. Liverpool digital; professional services; advanced contributes 37% of the city region’s manufacturing; logistics; real estate; and £31billion output (GVA) and 39% of the city tourism, leisure and retail. And the city region’s 628,000 jobs. Growing Liverpool’s has strengths in niche areas with higher economy will benefit not just the city value growth potential including digital but also the whole city region. Our aim technologies, sensors, gaming, e-commerce, is to achieve inclusive growth in the city’s wealth management, materials, economy through working closely with and infection, vaccines, and automotives. supporting local businesses to expand and Liverpool’s development market is supporting residents to increase their skills vibrant and the past five years has and assisting them into employment. seen over £4.6 billion worth of major investments, with many more significant There are a number of broad competitive projects in the development pipeline. strengths to the city region’s economy: a However, more needs to be done to relatively productive workforce; a diverse help strengthen and grow the local economy which is not over dependent economy through working closely with upon a single sector; a relatively low cost our key economic partners including the base; good connectivity, and specialist Combined Authority, LEP, Liverpool Vision, sector strengths which align closely with local businesses and the city’s universities those of the Northern Powerhouse. and research intensive organisations.

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Following a decade of rapid growth to Liverpool has a range of strategic, economic PRIORITY 4.1 2008, Liverpool’s economy has proved advantages that can help to grow its More businesses creating more and better quality jobs with fair pay to be resilient and has recovered economy over the next decade: land prices and employment practices slowly but steadily since the end of the and business costs are relatively low, the recession in 2009. The city’s economic city has a strong international profile and output (GVA) and its number of jobs connections, world-class universities with and businesses are all higher now than a growing student base and, in a post Our actions and ambitions will include: • Implementing the Council’s Fair City before the global financial crisis. Brexit Britain, there should be increasing Policy approach to procurement so • Working with partners to develop opportunities for an Atlantic facing port as to maximise the local business However, the city continues to complementary city and city region which offers access to 7 million customers and employment benefits of Council face significant, historic economic Economic Strategies, which align with within the North West and beyond. expenditure, and working with the challenges, including: the Government’s Industrial Strategy As Britain’s economy enters a period of procurement teams from across the • Liverpool’s employment rate is radical change, alongside the opportunities • Growing the knowledge economy, local public sector to do likewise significantly below average and and threats from Brexit, there are also through working with partners to there are almost 17,000 active job • Working through the Fair City potentially seismic changes that new support the growth and development seekers and around 30,000 people Forum to encourage businesses and technologies will present. During this period of Liverpool’s Knowledge Quarter not working due to sickness; employers to pay their staff at least of flux, Liverpool has a genuine opportunity • Working with city region partners and the Real Living Wage, to adopt fair • Skills levels are low and 16% of working to restructure and grow its economy in universities to deliver innovation and employment practices and to offer age residents have no qualifications; a sustainable and inclusive manner. growth in high value sectors, including vocational progression to staff • Since 2010, the productivity of Liverpool’s the opportunities identified within the • Encouraging employers to economy has been declining, relative As a city we will refocus our efforts to LCR+ Science and Innovation Audit, offer opportunities to disabled to the national average, and support and grow our local business base, which has identified niche world-class people who are able to work capabilities around Infection, Materials • Liverpool does not have enough and make Liverpool and the surrounding Chemistry and High Performance What we want to achieve: businesses for a city of its size and its city region the first choice for new and and Cognitive Computing business density rate is significantly increased investment. We will ensure our • To achieve growth in key lower than average. Liverpool has 3,600 infrastructure remains competitive and • Building a partnership and economic indicators: jobs, GVA, more businesses than in 2010 but still that our young people and residents are Growth Charter between the businesses and productivity suitably skilled and ready for the future of city council and the city’s largest needs around 6,400 more businesses • To increase the employment, to equal the GB business density rate. work and able to take up the opportunities businesses and employers presented by continued growth across businesses and GVA within high value the city and city region. We will develop • Providing business support sectors and the knowledge economy to protect existing jobs, grow a clear economic strategy for the city in • To reduce the proportion of our existing businesses and to partnership with the city region Combined residents and workers earning strengthen local supply chains Authority, LEP and local businesses that less than the Real Living Wage maximises Liverpool’s contribution to • Providing and enabling the provision • To increase the employment rate ensuring inclusive economic growth benefits of high quality employment land, amongst BAME communities all residents and all parts of the city region. business space, incubator and start-up and those disabled people schemes to encourage new businesses who are able to work

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PRIORITY 4.2 PRIORITY 4.3 A skilled resident workforce and a city skills offer that better meets A commercially minded Council that supports and invests in the needs of businesses local businesses and growth

Our actions and ambitions will include: • Working with developers and Our actions and ambitions will include: • Identifying new commercial contractors to increase the number opportunities or spin outs from Council • Producing an Employment and Skills • Achieving business growth, business of local residents they recruit services and delivery to create new Strategy that responds to the demands investment and community benefits and the training they deliver business opportunities and maximise of business and the needs of residents, through the Mayoral Investment the wider supply impacts bringing supports workless people to enter • Recruiting apprentices Strategy, which will focus on growing further jobs, business and growth and sustain employment, provides into the city council and its the existing business base and opportunities for career and skills contractors and suppliers attracting inward investment • Working with local businesses progression, and shapes the future to maximise their commercial What we want to achieve: • Exploring new and additional commissioning of adult learning opportunities through opening up ways of increasing investment into • To improve the skills levels of residents new investment and trade links • Working with businesses to support the growth of local businesses and in particular to reduce the their growth ambitions through proportion without qualifications • Creating and participating in innovative What we want to achieve: recruitment services including and increase the proportion investment initiatives with both • To increase the level of business employment brokerage services qualified to Level 4 (graduate level) private and public sector partners investment to provide skilled personnel • To increase the proportion of • Monitoring, gathering and utilising • To Increase access to business finance • Supporting residents into residents in employment, and market intelligence and data to work, particularly those facing • To achieve fair city outcomes, particularly the rate for those from help drive investment activity, multiple and complex barriers regeneration and socio economic underrepresented groups, such and target areas of commercial to accessing employment benefits to the city as those from black, minority and and economic growth • Delivering and commissioning ethnic (BME) communities, care • To provide financial benefits to the city • Working with key organisations community based skills, training and leavers and disabled people. council through generating additional and businesses to ensure the employability initiatives targeted on business rates, or new revenue streams • To encourage employers to invest Mayoral Investment Strategy and our most deprived neighbourhoods and income significantly more in the quality and investment funds remain relevant • Working with the Combined Authority quantity of the skills of their workforce within the commercial market and public sector partners to deliver • To reduce incidences of skills bespoke employment initiatives shortages or recruitment difficulties that are responsive to changes in faced by local employers the economy and to the needs of local residents, particularly in the city’s most deprived wards • Working with businesses to improve the reach into all communities across the city region for recruitment purposes

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PRIORITY 4.4 PRIORITY 4.5 Infrastructure and key strategic developments to support the Attracting businesses, trade and investment city and city region’s economy

Our actions and ambitions will include: • Lobbying alongside city region partners Our actions and ambitions will include: • Pursuing a proactive approach to to ensure Liverpool is better connected Inward Investment alongside our • Developing key economic sites such as: • Continuing to work with partners across with national transport networks national, regional and city region the city region to deliver a co-ordinated Delivering 1.8m sq ft of science, such as HS2 and that transport partners – particularly targeting approach to business support and technology, education and health connections with other Northern advanced manufacturing, immersive inward investment, including through space at Paddington Village, in the cities are significantly improved to technology, business services, clean the Growth Hub and Place Marketing Knowledge Quarter, which will be support agglomeration and growth energy, creative and digital sectors for Investment programme occupied by leading businesses and • Investing in our local strategic • Marketing the economic organisations in key growth sectors • Implementing a renewed Inward highways network to better connect potential of the city by building Investment Plan, which builds upon Building much needed Grade A residents with employment and an international network of our international relationships and office space at Pall Mall which businesses with their markets brand ambassadors and through brand, and that maximises the will support the growth and engagement with international What we want to achieve: city and city region’s post Brexit popularity of the Central Business marketing and marketing events economic and trade potential District as the city region’s • To increase the number of jobs

leading office destination • Increasing the city and the city region’s What we want to achieve: • To increase the amount of high quality profile as a place for business to locate • To increase international inward Building the sub regional tourism business space available and invest through events such as investment and trade offer through a new cruise liner • To reduce travel times within the city the MIPIM property conference terminal and through world- • To attract business relocations and from Liverpool to the rest of the UK class leisure facilities at the • Delivering a successful International and the world former Garden Festival site Business Festival in June 2018 Strengthening the waterfront offer with new developments, such as the proposed new stadium for Everton FC at Bramley Moore Dock Delivering a range of new business space through the development of the Lime Street Gateway, and in support of the growing creative economy at Baltic Triangle and in the Ten Streets area of northshore Continuing the economic regeneration of the north of the city through the Anfield regeneration programme

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LIVERPOOL IN WORK A CONNECTED AND Liverpool in Work staff help people to find training and job opportunities ACCESSIBLE CITY WITH across the city - and beyond. Based in 5 A STRONG AND INCLUSIVE ECONOMY local community centres and libraries QUALITY INFRASTRUCTURE they can help with information, advice and guidance for local people, to boost their employment PADDINGTON VILLAGE prospects and help them find work. Liverpool’s future relies on us The service also provides free advice developing an economy that on how to recruit, train and retain staff generates high-skill, high-wage jobs. to businesses - of all sizes - across the That’s how we reduce inequality and city. They help employers tap into the spread opportunity. Our response pool of local labour, accessing advice, is the Paddington Village scheme products, services and funding. in the Knowledge Quarter on the Using their local labour market insight, old Archbishop Blanche site. Liverpool in Work have specialist This £1 billion flagship expansion knowledge of growth employment will create a destination of choice sectors in the city and new businesses. for primarily research, education, LiW is part of a much larger network health and science related business of partners, dealing with employment and institutions. The 30-acre site and skills and can help people access is of national significance, with a a broad range of support services commercial focus on Life Sciences, from large scale recruitment through Medical and Knowledge industry led to one off vacancies, or training development capable of creating support. It also offers a referral service upwards of 10,000 new jobs. to other organisations that can offer other kinds of business support Charles, 55, found himself long- term unemployed before starting a LiW training course in construction which included a work placement to gain practical ‘work ready’ skills before being taken on full time. “This is what I have been looking for,” he said. “I’m really pleased.”

The Spine, Paddington Village

70 71 MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I A CONNECTED AND ACCESSIBLE CITY WITH QUALITY INFRASTRUCTURE MAYOR OF LIVERPOOL INCLUSIVE GROWTH PLAN I A CONNECTED AND ACCESSIBLE CITY WITH QUALITY INFRASTRUCTURE

A CONNECTED AND ACCESSIBLE CITY The city council is the Local Highways Liverpool has good digital connectivity Authority and we have begun a £300m relative to the rest of the UK, with 97% WITH QUALITY INFRASTRUCTURE investment through our Better Roads coverage of superfast broadband (>30mbps), programme to improve the key routes 81% coverage of ultrafast (>100mbps), throughout the city. We are very aware that and 95% coverage of 4G mobile internet. the quality of roads in the city is not good However, like most parts of the UK, the Ambition enough due to decades of underinvestment availability of ultrafast fibre-to-the-premise Smart, clean, accessible and integrated infrastructure that meets the needs of a modern and there is an estimated £430m backlog connections remains low and the city and productive city and its residents. of maintenance works required to our centre suffers from a lack of standard roads, footways and street lighting, which fixed broadband infrastructure and very has been exacerbated by underfunding high speed / low latency connectivity, Priorities: and budget cuts from central government. which is essential for the increasing 5.1 Providing a quality transport system that connects people, jobs and places and is Our immediate priority is filling potholes number of internet intensive businesses. accessible, safe and inclusive and the city council has committed £5m 5.2 Encouraging citizens to make active, healthy and sustainable journeys via quality and from the sale of the former Municipal The city needs to ensure that current accessible public transport, cycling and walking options Buildings in Dale Street to fund an additional investments are future-proofed and programme of pothole repairs, which is The 5.3 Maintaining the road network and public spaces to support a growing economy prepared for technological change. on top of the existing £80m programme. city will need to accommodate new 5.4 Improving air quality and reducing congestion and emerging modes of transport, such 5.5 Making Liverpool one of the most digitally connected cities in the UK We will prioritise the use of Inclusive as electric and driverless vehicles, and Design Principles to ensure that the city technologies like smart ticketing. Citizens is more accessible for all users. Older and businesses need to have travel choices people, children and those with mobility that are safer, cleaner and non-polluting. stakeholders to ensure that the expanded impairments or different ways of perceiving Connectivity plays a crucial role in The impacts of air pollution on health and Port of Liverpool is better connected to the the environment (e.g. visual impairments, supporting economic development the number of traffic accidents in the city national rail and motorway networks. dementia, autism, dyspraxia, learning and creating opportunities for growth. are recognised and are of concern. We will Cities with high quality infrastructure, difficulties, anxiety) must be taken into ensure that inclusive economic growth is Liverpool’s national road and rail transport networks, digital connectivity account in infrastructure planning. underpinned by planning, development connections are generally good and and public realm are more able to attract and highways programmes that work have improved over recent years. The investment and grow their economies. Improving the design, masterplanning to improve air quality, health and well- city council will work with partners and Businesses rely on our local, national and quality of our public realm and being and maximise accessibility through focus its lobbying efforts on improving and international connectivity to offer green spaces is key to creating a options such as cycling, walking and public journey times and direct linkages between services, deliver goods and attract workers. more liveable and competitive city. transport and taking into account of how Liverpool and the UK’s other major cities. Residents rely on good connectivity to Connecting spaces to form corridors will people with mobility impairment, activity access employment, services and leisure, provide safe and accessible routes for limitations or different ways of perceiving Locally, Liverpool is the hub of the city and the quality of the infrastructure pedestrians and cyclists, and create a will use transport and infrastructure. region’s extensive local public transport impacts upon people’s quality of life. more pleasant environment for all users. network. Merseyrail is a major asset for the sub region and is one of the best and most Liverpool is a major international gateway extensive local rail networks in the country. with global connections through the Our priorities will include working with the ports and through Liverpool John Lennon city region Mayor to improve the quality of Airport and Manchester Airport. There is the local rail network; create a number of a need to support the continued growth new stations to support the city’s growth; and improvement of Liverpool airport, to create a more modern, fair and integrated keep improving the connections between public transport ticketing system, and to Liverpool city centre and the airports, and improve the quality of the bus network. to work with the city region and other

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PRIORITY 5.1 PRIORITY 5.2 Providing a quality transport system that connects people, jobs Encouraging citizens to make active, healthy and sustainable journeys and places and is accessible, safe and inclusive via quality and accessible public transport, cycling and walking options

Our actions and ambitions will include: • Reducing road casualties, including by Our actions and ambitions will include: • Legislating to ban parking in cycle lanes continuing to work with the Liverpool • Investing over £300m in both the • Implementing the major City Centre • Promoting and supporting City Region Road Safety Partnership local and strategic highways network Connectivity Phase 1 scheme between the health benefits of more to meet the target set out in their through the Better Roads programme 2018 and 2021 to support the ease sustainable travel options Road Safety Strategy 2017 – 2020, of movement of people in a more • Working with the city region Mayor to • Increasing access to and use of • Using inclusive design principles accessible, safe, sustainable and improve the quality and accessibility the Citybike cycle hire scheme and empowering disabled people inclusive manner. The scheme will of the local rail network; create a with mobility impairments, activity focus on making walking and cycling • Working with stakeholders number of new stations to support limitations or differences in perception the first choice for short journeys in the to implement the rights of the city’s growth; improve the public to advise and influence planning and city centre. The work will also reduce way improvement plan transport ticketing system, and to develop initiatives to make Liverpool car and bus traffic and make it easier improve the quality of the bus network What we want to achieve: a more accessible city for all citizens and more enjoyable to get about • Working with Liverpool John • To increase the proportion of journeys • Legislating to ban pavement parking • Working with partners to improve Lennon Airport to deliver the made via public transport, cycling and the quality and integration airport master plan and improve What we want to achieve: walking of public transport networks, connections to the city centre • To improve Liverpool’s strategic including smart ticketing • To develop a comprehensive network • Continuing to lobby for improved transport connections of safe, attractive cycle routes, and • Working with the city region to connection to HS2, including increase the proportion of workers • To create a more accessible city improve the bus network upgrading Lime Street Station to cycling to work for all citizens cater for high speed trains, and to • Developing and implementing a • To improve the health of citizens • To improve road safety and reduce the lobby for high speed rail connections citywide walking and cycling strategy through increasing healthy travel rates between the northern cities numbers of people killed or seriously • Working with cyclists and residents injured on our roads • To reduce traffic congestion • Working with national and city to increase the provision and region partners to improve road • To support economic growth and quality of safer cycle routes access to the Port of Liverpool development

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PRIORITY 5.3 PRIORITY 5.4 Maintaining the road network and public spaces to support Improving air quality and reducing congestion a growing economy

Our actions and ambitions will include: • Working with the private sector Our actions and ambitions will include: • Reviewing the case for the to determine the feasibility and introduction of Clean Air Zones • Delivering the £300 million • Bringing about a change to cost benefit of a road tunnel investment into the Better Roads public sector fleet vehicles • Working with taxi trade to future to fundamentally improve the programme to support the city’s that prioritise cleaner fuels proofing the industry, improving fleet linkage and amenity between the economic growth, which includes: quality and reducing emissions Waterfront and the city centre • Engaging with citizens and Completing the dualling of the schools, and raising challenges • Improving the electric vehicle • Continuing to deliver the £80m A565 from the city centre into and awareness of the impacts of charging infrastructure in the city to investment in roads maintenance Sefton to improve port access, poor air quality and things that encourage the use of electric vehicles works and tackling potholes, which and improvements to the ‘Dock can be done to help improve it the Mayor of Liverpool made available What we want to achieve: road’ to support the Cruise through a combination of capital • Promoting safer and more Terminal, Ten Streets District and • To ensure a diesel free city council receipts and prudential borrowing environmentally friendly the proposed football stadium vehicle fleet in the city centre by 2019 modes of transport through at Bramley Moore Dock; • Investing a further £5m from the and city wide by 2024 our Highways programmes sale of the old Municipal Buildings City Centre Connectivity Phase 1, • To reduce measured Nitrogen Dioxide in Dale Street to fund an additional • Ensuring all future developments £45m improvements including: and Particulate Matter pollutants at programme of pothole repairs in 2018 make provisions to support a City Bus Hub, a new Coach targeted locations cleaner personal transport through Park, public realm improvements • Reviewing the use of key routes Planning requirements • To improve the health and well-being to Lime Street, Moorfields and to release unused capacity of residents Brownlow Hill, four pedestrian and reduce congestion • Introducing red routes to bridges across the Canning Docks reduce congestion • To increase the numbers and • Setting up multi-disciplinary and significant, public realm, and proportion of people opting to use working groups to review and • Implementing the next phase of the pedestrian / cycling improvements sustainable ways of travelling around improve the design quality of city centre connectivity programme along The Strand, and the city the Council’s major schemes City Centre Connectivity Phase • Supporting National Museums 2, which includes a new road to Liverpool, Tate Liverpool and the support a relocated Isle of Man Biennial to transform the public realm ferry terminal and an extension of surrounding the historic Graving Docks Leeds Street to support access to and from the new cruise terminal. What we want to achieve: • Continuing to develop business • To improve the quality and cases to fund infrastructure maintenance of the city’s roads improvements including: a new • To improve road access to unlock eastern access corridor to the Airport; development sites and economic the M62 / Queens Drive (Rocket) potential interchange, and road improvements to support the development of • To reduce the roads and public realm the former Festival Gardens site maintenance backlog

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ACCESSIBILITY: STREET CHARTER & MAYORAL PRIORITY 5.5 QUALITY MARK Making Liverpool one of the most digitally connected cities in the UK

Obstructions on pavements cause A CONNECTED AND ACCESSIBLE CITY a nuisance and can be unsafe WITH QUALITY INFRASTRUCTURE for pedestrians. ‘Street Charter’ is Our actions and ambitions will include: What we want to achieve: our commitment to improve the public realm through removing • Utilising the city council’s assets • To create an affordable and open BETTER ROADS barriers and blockages. to create a platform for enhanced access internet distribution network Good roads are the arteries of a digital connectivity across the city utilising the city council’s assets We have started the process of successful city. It’s estimated that in acquiring the legal order to give us • Enabling the provision of more • To increase the coverage of fibre to the ten-year period running up to powers to crackdown on obstructions Fibre to the Premise connections the premise internet capability and as 2023 the number of people visiting, like parked cars, overhanging foliage, in the city while continuing to close to 100% coverage of superfast living and working in Liverpool’s bins left out and dog fouling. Also, increase coverage of superfast broadband as possible city centre will have grown 25%. the lack of dropped kerbs across broadband (>30mbps) through the • To support the growth of internet With this in mind, this scheme will the city limits access for wheelchair Merseyside Connected programme intensive businesses focus on making walking and cycling users and a retro-fitting scheme is • Supporting and promoting the the first choice for short journeys already in operation to address this. development of the Liverpool Internet in the city centre. The work will Meanwhile, the Mayoral Quality Mark Exchange to provide high speed / also reduce car and bus traffic and for Inclusive Places will encourage low latency connectivity, which is make it easier and more enjoyable people to judge whether a place essential for the increasing number to get about. We will also work to is accessible to them or not. of internet intensive businesses improve traffic flow in the city centre, • Working with Liverpool City Region particularly along The Strand. Combined Authority to develop and implement a Digital Infrastructure Action Plan for the city region

A565 Bridge

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LIVERPOOL - THE MOST LIVERPOOL - 6 EXCITING CITY IN THE UK THE MOST EXCITING CITY IN THE UK

Ambition Growing Liverpool’s reputation as a cultural and sporting capital and the most exciting city in the UK in which to live, visit, work, study and invest .

Priorities: 6.1 Growing an ambitious, innovative, distinctive and inclusive cultural, music and sporting offer that positions Liverpool as a globally attractive city 6.2 Working with local organisations to celebrate and engage with Liverpool’s communities through culture and sport 6.3 Promoting Liverpool as a global cultural and sporting destination 6.4 Growing the visitor economy through investment in the destination offer and infrastructure 6.5 Effectively securing high quality design to continually improve the quality of the built environment and maintain the city’s distinctiveness

Liverpool’s culture, its people, its maritime Liverpool has always championed this and mercantile heritage, its music, arts, duality of approach, embracing the local sport, architecture, fashion and nightlife and the global just as one Liver Bird looks are the city’s lifeblood. They make this out to sea and one looks back over the city the most exciting in the UK with city. The city’s world-class cultural and untapped potential and an innate creativity sporting organisations have groundbreaking that leaves others standing. Culture is community programmes, major events the city’s USP and has made Liverpool and festivals many of which are free, and globally famous. It provides the city and the burgeoning creative economy has its people with a strong and distinctive transformed derelict warehouses into factories identity, a sense of belonging and makes of innovation spawning a new generation them proud of where they live. It positions of entrepreneurs. Liverpool’s independent the city globally and provides a distinctive and often anarchic creativity is deep rooted competitive advantage. It is the rocket fuel in our communities, entrepreneurs and for regeneration and the driver of spectacular our collective psyche and this contributes growth within the visitor and night-time something truly distinctive to the city’s economy. Locally, it gives communities a voice appeal as a brand and as a visitor destination. and a platform to be heard and provides Cultural engagement and participation, the glue that binds together a rapidly from cradle to grave, will help to develop the changing and diversifying population. creative, problem solving and collaborative skills and aptitudes that people will need throughout their lives and these skills will be increasingly required in the future economy.

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The growth in leisure and business visitor The quality of Liverpool’s built environment PRIORITY 6.1 numbers to Liverpool has consistently contributes to the city’s economic Growing an ambitious, innovative, distinctive and inclusive cultural, outperformed national growth rates for over competitiveness and distinctiveness, and has music and sporting offer that positions Liverpool as a globally a decade and visitors are staying longer and a significant impact on people’s quality of attractive city spending more. Liverpool’s destination offer life and wellbeing. Great design, architecture, and appeal continues to go from strength public realm and public art play a vital role to strength and its waterfront, architecture, in creating better places that enrich the local Our actions and ambitions will include: the heart of the UK’s international heritage and retail offers are truly world class. community. Many parts of Liverpool have cultural and sporting offer The city is well known internationally for its transformed rapidly but there remains a need • Working with partners to deliver vibrant nightlife, its coolness and appeal as a to be vigilant. We need to strike the right an exciting and internationally • Supporting the growth and impact great city to party in, with venues and districts balance between preserving our heritage recognised event and conferencing of creative industries sub sectors that are amongst the most exciting in the and creating a city for the future and we programme through pooling resources, including, developing a screen country. And there is so much more that must ensure that regeneration reaches all and collaborating on animation, cluster and talent pipeline for the deserves mentioning. We need to actively parts of the city and includes rather than theming and aligning activity film and digital content sectors promote the city and develop a core and displaces resident communities. Promoting • Delivering more coordinated • Working with partners to develop a compelling narrative that drives international and protecting high standards of design programming, marketing and pipeline of bids to attract internationally and domestic tourism. The city needs to will play a key role in ensuring Liverpool’s ticketing of the city’s annual significant events and conferences use its magnetism and brand to develop its future growth is inclusive and sustainable. cultural programmes • Leading the delivery of the Unesco economic potential and spread the impacts • Investing in the local cultural City of Music Strategy via setting beyond the city centre, into its communities In 2018, we are collaborating with the city sector to increase the quality and up a Liverpool Music Office (that have their own distinct offer) and further region to deliver a major events programme ambition of the cultural offer and afield into the city region and the wider north. celebrating ten years since European • Promoting community cultural supporting and attracting new and Capital of Culture, with seasons such as assets as part of the city’s emerging artists and organisations Internationally, Liverpool needs very little the Future of Work, China Dream and the placemaking and visitor offer In 2019, we will develop • Exploring innovative options to introduction. The word conjures up images Art of Football. What we want to achieve: of passionate fans, groundbreaking music, a dedicated programme to celebrate the ensure the future sustainability of breath-taking architecture, fierce pride, a 20th anniversary of Liverpool’s twinning the city’s cultural sector, including • To grow Liverpool’s global profile thriving port of international significance, with Shanghai. Alongside our hosting of lobbying central government for the and reputation visual art, festivals and laughter. Over the Netball World Cup we will develop an power to implement a ‘City Visitor • To increase day and overnight visits and recent decades the city has led the way in artistic programme “A Change is Coming” Tax’ on overnight hotel stays increase visitor spend cultural regeneration and is recognised as celebrating the role, creativity and sporting • Collaborating with partners across • To attract new and internationally a ‘cultural exemplar’ by governments and prowess of women. 2020 will see the the city region to deliver the Liverpool significant events, conferences and cities across the world. This has enabled opening of the new Cruise Liner Terminal City Region Cultural Strategy and performers to Liverpool Liverpool to establish new relationships with and our thematic programme will focus set out a clear case for investment some of the world’s most forward-looking on trading routes and exploring the city’s in culture as a catalyst for urban • To attract investors, sponsors and cities, relationships that will ultimately transformation from port to Portal. In 2021 renaissance and to stimulate, operators to contribute to the city’s bring more visitors, students, cultural (alongside the anniversary of the Albert Dock, develop and cherish creativity cultural offer collaborations, trade and investment into the first statement thirty years ago of cultural Liverpool. To stay ahead, Liverpool needs regeneration) we will curate a year-long • Working with national partners to continually renew its offer and sustain programme provisionally entitled “Happy 21st including Arts Council England, investment in its heritage and visitor assets, Birthday, 21st Century”, which will contain Department for Digital, Culture, deliver transformative infrastructure projects the very best from the cultural sector. And Media and Sport, British Council, and innovative cultural programming. hopefully, all of this will be complemented BFI, British Film Commission, by successful bids for some standout new Creative England, Creative Industries major events including the World Gymnastics Foundation, Sports England, UK Sport and the Special Olympics GB to cement our and others to position Liverpool at position as the most exciting city in the UK.

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PRIORITY 6.2 PRIORITY 6.3 Working with local organisations to celebrate and engage with Promoting Liverpool as a global destination Liverpool’s communities through culture and sport

Our actions and ambitions will include: What we want to achieve: Our actions and ambitions will include: • Capitalising on our assets, especially within film and music, • Working with partners to develop a • To increase participation in cultural, • Developing an international and to attract tourism and develop Creative Communities Programme sport and civic activities among all national destination campaign with key campaigns around these that celebrates and connects with groups partners to aggressively promote the Liverpool’s diverse communities, city, increase investment and drive • Attracting more cruise liners to • To increase wellbeing, improve mental removes barriers and increases additional leisure and business tourism Liverpool, building on our success health and reduce social isolation participation and access for all groups, with a compelling and distinctive • Working with city region and northern increases wellbeing, and provides • To improve community cohesion and marketing and positioning campaign powerhouse partners, nationally opportunities to harness the creativity reduce hate crime and internationally to develop What we want to achieve: of local people and build their skills • To increase the use of cultural, creative partnerships that position and promote • To increase day and overnight tourism • Working with public, private and and inclusive approaches to problem Liverpool on the global stage visits, and increase visitor spend community partners to identify solving across all local stakeholder • Coordinating a consistent key challenges and issues and organisations • To increase attendance at conferences and compelling narrative and develop responses through creative, and exhibitions and to increase • To increase skills, and enhance communications materials about cultural and sports initiatives midweek business stays aspiration and ambition across Liverpool’s destination offer that is • Working with partners to develop Liverpool’s diverse communities supported and used by all partners • To increase coach tourism and turn day local people’s skills and capacity visits into overnight visits • To ensure that the inclusive • Working with Liverpool’s international to benefit from opportunities in participation of disabled people brand organisations to promote the • To increase the value of media coverage the tourism and cultural sectors becomes the norm for all tourism and city, open up world markets and • To achieve external recognition for cultural organisations • Supporting festival organisations develop new international relationships Liverpool’s destination offer through to celebrate diversity and give a • Developing a ‘whole city’ approach awards, media coverage, survey voice and a prominent platform to to boost major conference and rankings and peer recognition Liverpool’s diverse communities cultural programming • Promoting civic and public • Reviewing and restructuring the programmes of work for significant city’s marketing operations to fully events such as Black History Month, capture the potential of national and International Women’s Day and international tourism markets

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PRIORITY 6.4 PRIORITY 6.5 Growing the visitor economy through investment in the destination Effectively securing high quality design to continually improve the offer and infrastructure quality of the built environment and maintain the city’s distinctiveness

Our actions and ambitions will include: • Continuing to invest in and promote Our actions and ambitions will include: • Developing a Public Art Strategy Liverpool’s heritage assets building and encouraging the inclusion • Continuing to improve the visitor • Creating a distinctive sense of place upon a number of significant of quality public art within all offer and invest in the city council’s that is grounded in local context achievements in protecting and major development proposals visitor assets, including the Arena, conserving our world-class historic • Working constructively with built Conference and Exhibition What we want to achieve: fabric and the significant progress environment stakeholders to secure Centre, and St George’s Hall in relation to the repair and re- high quality design in all new buildings • To enhance the city’s built environment • Developing the Liverpool Cruise use of historic buildings at risk and public realm, including through and maintain Liverpool’s distinctive Terminal and growing Liverpool’s architect and developer forums sense of place • Supporting the city’s emerging and reputation as one of the most desirable established cultural and creative • Challenging and improving poor • To achieve recognition for achieving cruise destinations in Europe districts to develop a distinctive quality development proposals and championing high quality urban • Developing a major new attraction offer to visitors for example, by via the development process design to celebrate the Beatles and developing stronger transport links • Achieving the right balance • To ensure that new development their influence on the city and and Promoting development of between conserving and enhancing contributes to achieving safe, healthy working with partners to develop Music and Football heritage districts the features that make Liverpool and accessible communities that are Beatles heritage assets • Introducing measures to improve an attractive, vibrant, distinctive inclusive and sustainable for existing • Developing a world-class the environmental sustainability of and interesting place, what we and future generations Film and TV Campus term the ‘Liverpool twist’ tourism activity wherever possible • To ensure that public art plays a role in • Growing the film, music, sport, What we want to achieve: • Appointing a Design Champion to contributing to local distinctiveness and heritage and arts tourism offers promote good design and better the legibility of neighbourhoods • To increase day and overnight tourism outcomes for people, working • Announcing cultural programmes visits, and increase visitor spend alongside the Mayoral Lead for Heritage at least 2 years in advance, • To increase Liverpool’s share of the UK wherever possible, to better meet • Setting up multi-disciplinary cruise market and increase the local the needs of tourism operators working groups to review and economic impact improve the design quality of the • Developing the city’s festival offer, • To increase attendance at conferences Council’s major development boosting visitor numbers and and exhibitions and to increase and infrastructure schemes the sustainability of Liverpool’s midweek business stays unique all year round offer • To increase coach tourism and turn day • Working with partners to develop visits into overnight visits joint marketing, ticketing and database systems that extend the reach of the cultural programme by for example, enhancing online and smartphone user experiences

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CRUISE LINER TERMINAL 2018 CULTURAL PROGRAMME

Liverpool’s maritime offer is again a facility which would enable the city to To mark the tenth anniversary of Liverpool’s Rather than look back to 2008, Liverpool major feature in the life of the city. Last welcome the world’s biggest cruise ships. triumphant year as European Capital 2018 is about looking forward to the year, Liverpool welcomed more than of Culture, Liverpool 2018 is a year long next decade and engaging communities A state-of-the-art passenger and baggage 60 vessels, with 120,000 passengers celebration of extraordinary art, culture, from across the city region with ideas facility, complete with passport control, and crew, generating more than music and performance which will once and events which help them think lounge, café, toilets, taxi rank and vehicle £7m a year to the city’s economy. again shine a national spotlight on the city. differently about the place they live pick up point, to cater for Liverpool’s and their future role in the city. But we now want to take things further with growing appeal in the cruise industry. From the arrival of the Terracotta Warriors an ambitious plan to create a new £50m to the brand new Irish music extravaganza Details about all the events and projects Cruise Terminal Facility on the River Mersey. The Liverpool Feis, a huge Tall Ships which are part of Liverpool 2018 as This “international standard” permanent Festival to returning favourites such as well as how you can get involved can the Liverpool International Music Festival, be found at visitliverpool.com/2018 Liverpool 2018 is about delighting local audiences and national and international visitors with one of the best cultural offers you will find anywhere in Europe.

Visualisation of new cruise terminal facility

Existing cruise terminal facility China’s First Emperor and the Terracotta Warriors © Gareth Jones

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SGT. PEPPER AT 50 LIST OF CASE STUDIES To celebrate the 50th anniversary of the portrayal of She’s leaving Home by local seminal Sgt Pepper’s album, Culture arts organisation 20 Stories High in a Liverpool commissioned 13 brave new house in Toxteth. Praise was heaped on artworks from internationally and locally Group F’s pyrotechnic homage to Lucy renowned artists. This is an album people in the Sky with Diamonds and Aintree’s CASE STUDY Position within the Page know and love, and it was our job to take incredible remix of Mr Kite which shone plan the audience on a different journey to a spotlight on the best of Liverpool, its Digital champions Transformation Plan 20 surprise them and open up this landmark humour, its sense of history and its ability piece of art to a new generation. to reinvent itself on a world stage. Child friendly city Aim 1 35 Each artist took a track and interpreted Receiving an Ambition for Excellence award Liverpool Promise Aim 1 36 it for the modern day, using the original from Arts Council England and reaching Supported internships for young people with Aim 1 37 songs as inspiration. The concept and the over 8 million people, the programme set learning difficulties individual projects ignited the imagination a new bar for outdoor events and for the Independent Travel Training Team Aim 1 38 of Beatles fans everywhere, from major international coverage that was achieved. articles in the New York Times through to Social Care Reform Aim 2 47 blanket coverage from all the national press. Tackling homelessness Aim 2 48 The pieces gained unanimous critical Investment in Social Care Hubs Aim 2 49 acclaim and cemented our place as a hotbed for creativity - whether that Foundations Housing Company Aim 3 58 was through the words of Lennon Landlord licensing Aim 3 58 and McCartney or the heartrending Improving services by bringing them back Aim 3 59 into the council Community managed libraries Aim 3 60 Skate parks, play areas and community gardens Aim 3 61 Paddington Village Aim 4 70 Liverpool in Work Aim 4 70 Better Roads Aim 5 79 Accessibility (Street Charter/Quality Mark) Aim 5 79 Cruise Liner Terminal Aim 6 88 2018 Cultural Programme Aim 6 89 Sgt. Pepper at 50 Aim 6 90

Mr Kite’s Musicircus at Aintree Racecourse

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MEASURING PROGRESS PLANNING AND PERFORMANCE FRAMEWORK FOR DEALING WITH POLITICAL PRIORITIES

STATE OF THE CITY REPORT translated into action in ways that build We will monitor and report upon confidence that real progress is being made. Liverpool’s progress against the six This new accountability framework will Corporate Performance aims within this plan using a series of enable performance against the plan to be Management System contextual performance indicators aligned measured, problems identified early and with the plan’s aims and priorities. resolved so that delivery is improved and the We will produce a baseline State of impact of our actions is judged over time. the City report in the summer of 2018 There are a number of elements to this and provide an update report on new system including performance, Corporate Programme progress every 12 months thereafter. programme and financial management. Financial Management Monitoring & Board Taken together they will ensure that the Inclusive Cabinet Management Growth Plan Council remains focussed on the right Member Investment Transformation CORPORATE PERFORMANCE Vision things and delivers against these priorities. Engagement Strategy Programme The Inclusive Growth Plan provides Mayor’s The diagram over the page sets out the Priorities clarity on the Council’s priorities for the key components of the new system whole Council, our partners and most under which the Mayor and Cabinet importantly the people of Liverpool. will hold the Management Team and It is important that, alongside the plan, individual directors accountable. that the Council’s performance system is strengthened to ensure that the Plan is Departmental Directors Delivery Plans Objectives

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