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

3 4 5 6 7 8 9 10 11 14 18 21 24 27 30 33 34 35 36
37
3
Introduction
The Liverpool City Region is experiencing an
economic renaissance. Significant private and
public investment in physical regeneration is
transforming the look, image, and business
confidence in the area employment is growing in
a diverse range of sectors and the economy is
continuing to grow strongly. In the past five
years we have come a long way, growing 25 to an
economy currently worth 17bn. Gross Value Added
(GVA) per head of population stands at 12,448,
with 26,655 VAT registered businesses and on both
of these indicators we are showing growth above
the rest of England. There is growing commitment
and investor confidence in the economy,
underpinned by flagship investments in Liverpool
City Centre, the Mersey Waterfront, and 2008
Liverpool European Capital of Culture. Alongside
this, we are developing our internationally
significant knowledge-based assets to create a
leading RD and innovation base through three
universities, Daresbury Science and Innovation
Campus, National Bio-manufacturing Centre,
Liverpool Science Park, and Liverpool School of
Tropical Medicine. Liverpool City Region has a
unique portfolio of cultural, leisure and sports
assets making it a destination of choice for
growing national and international visitor
markets, contributing nearly 1.2bn to the
economy. There is also real excitement about the
scale of the opportunity to be realised within
the City Region. Ambitious plans have been
released for 10billion investment in Liverpool
and Wirral Waters which will transform the Mersey
Waterfront. The Mersey Gateway, a second Mersey
river crossing will be delivered by 2014. Our
natural resources, combined with opportunities in
the environmental technology markets, provide
substantial scope for investment, and the
expansion of the Mersey Ports and Liverpool John
Lennon Airport present an opportunity for an
internationally significant Superport. Yet
despite these significant improvements, Liverpool
City Region still has some way to go to achieve
its ambition of being a premier European City
Region by the year 2025. Our wealth per head
figure, whilst growing, is still only 73 of the
UK average, and having only 68.2 of the
working-age population in work, the City Region
still falls short of the UK mark. Our target
over the next three years is to further
accelerate our growth and add a further 4bn to
the City Regions economy whilst, at the same
time, developing strong, sustainable working
communities.
The Action Plan for the Liverpool City Region
sets out our investment framework to deliver this
growth over the period 2008 - 2011. For the
purpose of this document the Liverpool City
Region is defined as the six local authorities
of Halton, Liverpool, Knowsley, Sefton, St Helens
and Wirral. The plan gives details of projects
and programmes to be implemented across the
Liverpool City Region over the coming three
years. It demonstrates the growing confidence
and investment of the private sector in Liverpool
City Region. It also provides a framework for
allocating public sector resources, identifying
major public investments that have already
secured funding as well as the additional
resources required to further accelerate growth
and develop the City Regions asset base. The
Action Plan gives a clear statement of priorities
that will guide investment from the private,
public and voluntary sectors.
This Action Plan has been coordinated by The
Mersey Partnership, in its role as the
sub-regional partnership, following detailed
consultation and input from partners across the
City Region. This includes The 6 Local
Authorities of the Liverpool City Region LSC
Greater Merseyside Liverpool City Regions three
Universities Merseysides Chambers of
Commerce Merseyside Colleges Association Job
Centre Plus MerseyTravel and the Local Transport
Support Unit The Voluntary and Community
Sector The Mersey Partnership has over 480
member organisations drawn from the public,
private and voluntary sectors.
4
Key Opportunities for the Liverpool City Region
The first steps of the Liverpool City Regions
economic transformation and the re-establishment
of our status as a premier and distinctive
European city region are underway. Building on a
number of key and often unique opportunities will
provide the platform to improve the
competitiveness of the city region and make the
necessary step-change in economic growth.
Liverpool City Centre Liverpool City Centre is
undergoing a radical and dynamic renaissance
through a 2bn investment programme to restore
its status as a premier commercial, cultural and
retail centre. It is also the hub for the City
Regions knowledge-based assets.
European Capital of Culture Liverpools position
as European Capital of Culture 2008 is predicted
to produce direct economic impacts across the
city region in 08 with a lasting regeneration and
investment legacy over the years to come.
Liverpool Superport A vision of a Liverpool
Superport has emerged from the opportunities
presented by single ownership and plans to grow
both the Port of Liverpool and Liverpool John
Lennon Airport, major investment opportunities in
freight and logistics infrastructure, and the
delivery of the Mersey Gateway. It has the
potential to create a leading global freight /
passenger-handling gateway and national
distribution and logistics centre.
Mersey Waterfront The unique environment of the
Mersey coastline is not only of outstanding
natural and heritage value but also creates a
major opportunity to accelerate regeneration.
Peel Holdings have announced over 10bn of
investment in Wirral and Liverpool Waters -
50-year projects that will transform the Mersey
Waterfront and generate outstanding investment
opportunities.
Key Opportunities for the Liverpool City Region
Strong Economic Performance and growing
confidence The Liverpool City Region is one of
the fastest growing regions in the UK . It is
growing by 6 Gross Value Added per annum higher
than any other region in UK except inner London.
In addition, private sector confidence is
growing, evidenced by major infrastructure
investments, regeneration schemes and in
enterprise generation.
Knowledge Economy The strong and developing
knowledge economy includes biosciences, life
sciences and a general science base. It
encompasses outstanding existing assets such as
the Liverpool School of Tropical Medicine,
Science Park, Daresbury and the three City
Regions Universities.
Environmental Economy The City Region aims to
maximise opportunities within one of the
economys fastest-growing sectors. There are
major opportunities to develop innovative
solutions for waste management and recycling
renewable energy technologies energy efficiency
green infrastructure and cleaner production
techniques. This includes the commercial
opportunities to exploit the renewable energy
potential of the River Mersey and Liverpool Bay.
Distinctive mix of sports, leisure and cultural
assets The scale and mix of the Liverpool City
Region cultural and sports assets is both a
magnet for visitors from all over the world and
part of the areas culture of creativity. We have
a unique portfolio of assets including nationally
significant museums, galleries and theatres
world class sports, leisure facilities and events.
5
Strategic Linkage
Liverpool City Region Development Programme
The Liverpool City Region Development Programme
sets out a 20 year strategy to regain our
position as a premier European City by 2025.
Priorities within the LCRDP are consistent with
those outlined in this Action Plan.
Liverpool City Region Business Case
The Liverpool City Region Business Case is
currently under development. It will outline a
new model of collaborative governance for the
City region and highlight the strength of the
Liverpool brand. The proposals are based on our
collective commitment to connect, compete and
complete within the overall City Region
Development Programme.
Regional Economic Strategy
The Regional Economic Strategy is the overarching
economic development strategy for the North West.
Its three major drivers to increase
productivity and grow the market to grow the
size and productivity of the workforce and to
provide the conditions for sustainable growth
are shared by the Action Plan, which will deliver
a number of key RES actions, provide a mechanism
for monitoring RES progress in the Liverpool City
Region and lay the strategic priorities for both
investment and a RES update in 2009/10.
Regional Spatial Strategy
The Regional Spatial Strategy will set out the
spatial framework for development and
regeneration in the North West over the next 15
years. Within the Liverpool City Region, its
priority is to maximise the economic potential of
Liverpool City Centre and its surrounding area,
by developing the role of Liverpool John Lennon
Airport and the Port of Liverpool, and improving
links between deprived neighbourhoods and areas
of economic growth. A key part of the RSS is the
Regional Transport Strategy which provides the
framework for local transport plans. The most
up-to-date proposed policies for the Liverpool
City Region are included in the appendices.
6
Economic Priorities for the Liverpool City Region
Prioritisation within the Action Plan for the
Liverpool City Region 2008 2011 is underpinned
by a sound understanding and analysis of the
economy. Our baseline performance is measured
annually by the Merseyside Economic Review and
supplemented by specific studies for evidence
base building or forecasting purposes. We have
also incorporated a value tree technique to
identify key priorities for the City Region
economy over the next three years. The
Liverpool City Region has 7 priorities for
development over the next three years. These are
Enterprise Development, Business Infrastructure,
High Growth Business Development, Skilled
Workforce and Skilled Working Communities,
Environmental Performance, Sustainable
Communities, and a Premier Destination.
Throughout the rest of the document we will
present programmes and projects by these
priorities.
Macro Environmental Factors (2)
Priority Driver
Enterprise Development

Strong strategic leadership is being progressed
via the Liverpool City Region Business Case which
highlights TMPs role as the City Regions
Economic Development Partnership.
Macro-environmental conditions refer to those
economic factors that are outside of our control,
such as global economic conditions

Strong Productivity, Competitiveness,
Business Base
Business Infrastructure
Knowledgeable and Innovative Business
High Growth Business Development
Sustainable Economic Prosperity
Skilled Workforce Communities
Environmental Performance
Liverpool City Region is also committed to
ensuring equality of opportunity and
environmental sustainability across the Action
Plan. Further details can be found on page 36
Sustainable Communities
A great place to live, work and visit
Strong Strategic Leadership (1)
Premier Destination
7
Liverpool City Region Collaboration
This Action Plan builds on the extensive
collaborative work of partnerships within the
Liverpool City Region over several years. The
following programmes provide the mechanism for
joining-up thinking across a range of policies
and geographical areas, identifying and
delivering key priorities. The approach in
prioritising spend for 2008 2011 has been to
build on those programmes that have already been
developed and have contributed to increased
productivity for the City Region. In addition
there are also some programmes in an embryonic
state that have similar long-term potential. The
18 programmes named below (and summarised in more
detail in Appendix 1) fall into these two
categories
City Employment Strategy Liverpool City Region
Single Inward Investment Agency Sector
Development Programme Destination Management
Plan Liverpool European Capital of Culture
2008 Digital Opportunities for the Liverpool City
Region Mersey Waterfront Regional Park Liverpool
City Centre Business Plan Joint Municipal Waste
Management Strategy for Merseyside NewHeartlands
Housing Market Renewal Pathfinder Local Transport
Plan (LTP) Liverpool City-Region Housing
Strategy
Existing Programmes These programmes have
collaborative delivery frameworks already in
place. There is a board structure managing each
programme, giving accountability and a mechanism
for prioritisation

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

Emerging collaborations These are programmes
currently under development within the City
Region.
8
Liverpool City Region Economy A Summary
GVA Performance by spatial area There is
significant variation in the performance of
individual boroughs within the Liverpool City
Region. Underlying the GVA
performance figures special attention should be
focused on a number of notable variations within
the boroughs. i) Liverpool Liverpools economy
is expanding rapidly. With GVA per capita rising
to 91 of the Merseyside average in 2003 it is
closing the gap with the UK. Overall Liverpool
GVA 6.9bn accounts for 41 of Merseyside
total. ii) East Merseyside GVA up to 3,812 in
2004 from 3.6bn in 2003. GVA per capita up to
11,676 in 2004 from 11,155 in 2003. iii)
Sefton GVA up to 3.2Bn in 2004 from 3.0bn in
2003 GVA per capita up to 11,321 in 2004 from
10,742 in 2003.

Key Economic Indicators for the Liverpool City
Region (1)
Total GVA growth (5.6 2003-04), keeping pace
with the UK (5.9).
GVA per capita growth rate 5.5 (outpacing the
North West)
Economic activity rate 73.1 in 2005 (an increase
of 0.2, over the GB growth rate)
Business start-up rates 10.7 of stock (above
North West figure of 9.9)
At 68.2 the City Regions employment rate has
increased by 0.1 since 2004, whilst GB has
decreased by 0.2.
Total revenue generated from tourism in 2005 was
1.2 billion (up 22.9 from 2002)
Population 1.49 million in 2005 (0.1 increase
2004-05)

Challenges Liverpool City Region economic
activity rates at 73.1 in 2005 are lower than
any other metropolitan area, with the exception
of the West Midlands (72.9), and well short of
the national rate of 78.3 60.8 of the
working-age population of the City Region are
qualified to at least NVQ level 2, a rise on the
2004/05 figure of 59.5, but the City Region is
still adrift of the England rate, the North West
and comparator areas. At 22 VAT businesses per
1000 population the City Region remains well
behind the UK figure of 38.1 for 2006 (38.1 for
North West).
(1) Statistics presented here are taken from the
Merseyside Economic Review published in March
2007. Liverpool City Region is the six local
authority areas of Halton, Liverpool, Knowsley,
Sefton, St Helens and Wirral. GVA figures
exclude Halton, as no exact data source is
available for Halton alone.
9
Headline Performance Indicators and Targets
The following table identifies Liverpool City
Regions current baseline position and key
performance indicators until 2011. This is
supported through detailed analysis of the
economy which is undertaken through the
Merseyside Economic Review on an annual basis.
The overall priority is to continue the City
Regions strong GVA growth above the UK average.
Priority
Current
Target 2011
Measure
Rationale
22 600 (5 per 10000 population
23.1 1,000 (6.8 per 10,000 population)
Enterprise Development
Business density per 1000 people Net VAT
registrations per annum
Targets based on time series analysis of years
1995-2005. Source Nomis.
1
Maintain levels of growth (c 32 over 7 years)
Composite from various property market reviews,
and City Centre Commercial Update
Business Infrastructure
20 per sq ft 5.50 per sq ft
Commercial Grade A property value Industrial
property value
2
Based on Inward Investment forecasting
information and recent employment growth trends.
Source ABI/ONS.
New jobs from Inward Investment employed in
high growth sectors
High Growth Bus. Develop.
795 (pa) 39.2
1400 (pa) 44
3
working-age pop. at Level 4 working-age pop.
at Level 2 Employment rate
Time series analysis of data from 1995-2005. LFS,
Nomis. Source REFP, NWDA. To be updated using
CES targets once agreed
21.2 61 68.1
24.2 65 70.6
Skilled Workforce Communities
4
Municipal recycling and composting rate Carbon
emissions (CO2) per capita
Environmental Performance
22.5 7.33 tonnes
33 6.6 tonnes
JMWMS for Merseyside target NWCCAP target
5
254 (25.8) 4,470 31 (women)
No.and proportion of SOAs in the worst 5
nationally Net growth in housing stock (pa)
inactivity rates for women, BME and disabled
Improvement 4,470 30 (women)
Sustainable Communities
2004 IMD rank by SOA. Targets to be updated from
the LCR Housing Strategy.
6
1,176M 10.22M
Revenue generated from Tourism Overnight stays by
visitors
1,362M 11M
Based on DMP 2010 targets.
Premier Destination
7
17,001M 5.7
21,220M 5.7
GVA GVA Growth
Based on recent growth trends. NB not price /
population adjusted
Total
Using current UK measure
10
Summary Financial Information 2008-2011
The following tables show headline figures based
on our plans for investment over the next three
years. This information is presented by headline
priority and by programme. All figures are given
in millions.
In order to deliver this Action Plan investments
will be needed from a range of public and
private stakeholders. We are looking to secure an
additional 305 from the NWDA over the three
years of this action plan. At present our ERDF
requirements of the North West Operational
Programme are 317million. Strong partnership
with the private sector is at the heart of our
investment plan. The anticipated private sector
investment levered into this programme is in the
region of 1.54 billion.
11
Priority 1 - Enterprise Development
Generating Enterprise Liverpool City Region has
an acute deficiency in the volume of high value
businesses needed to grow the economy to the UK
average with only 22.2 firms per 1000 business
density significantly lower than the averages
for the Northwest (32.1) and the UK (38.1). It is
estimated that we need 11,000 new businesses to
bring parity to the UK in terms of business
density (26,655 VAT registered businesses - 2005
figures).
Entrepreneurial Culture
Due to this deficiency, Liverpool City Region
partners view enterprise generation as a key
priority. Over the past 3 years, partners have
stepped up their efforts both to identify and to
rectify the problem. This has included a high
level Merseyside Entrepreneurship Commission
(MEC). The final report of the MEC was
facilitated and produced by the City regions
Chambers of Commerce, to investigate causes and
make recommendations on solutions, as well as
significant financial investment and partnership
arrangements to tackle the issues in a
joined-up way.
Availability of Funding
Raising Enterprise Levels (Start-up)
Business Start-up Programmes
New Enterprise Opportunities
Business Start up - Quality Evaluation
Enterprise Development
Initial Business Growth
Enterprise Growth and Sustainability
These efforts have manifested themselves in major
Enterprise Development Programmes (c28m), the
awarding of LEGI status in two City Region areas
and innovative pilots resulting from the MEC. We
have seen short term gains by increasing the
number of business start-ups, particularly those
started by women and by 18-24 year olds. The
challenge in the short term is to grow the
business base through increased business
start-ups and improved survival rates. Alongside
this we need to support business growth and
increased productivity through links with the
City Regions key sectors, inward investors and
wider national and international markets. Our
long term goal is to develop an enterprise
culture throughout the City Region.
Mature Business On going Support
12
Priority 1 Enterprise Development Programmes
and Links
Links with other priorities High Growth Business
Development Strong sector networks to provide
accurate market information and link new
enterprise with existing networks and potential
supply chains. Inward investment will create
markets for new businesses. Skilled
Workforce Changing attitudes to ensure that
enterprise is a viable route out of unemployment.
Skills shortages addressed in key sectors to
ensure that growing business have access to
appropriate potential employees. City Employment
Strategy links to pathfinder enabling programme
on enterprise, and the LTP ensures access to
employment via the Workwise programme Business
Infrastructure Provision of suitable incubation
and grow-on space as required. Digital
connectivity is important to ensure maximum
competitiveness of new business. Sustainable
Communities Specialist support required to
promote enterprise in specific underperforming
communities. A Premier Destination Market
opportunities arising as a result of expansion of
the visitor economy. Environmental
Performance Market opportunities arising as a
result of expansion of the environment economy.
Regional Enterprise and Business Growth
Programmes There is currently a complete
restructure and simplification of business
support provision on a national scale coupled
with initiatives led by the NWDA to maximise
regional enterprise development. This includes
the provision a North West Business Link service.
The NWDA are also commissioning three regional
contracts to support business start-ups. So
far, only one contract has been awarded and the
current scale of targeted activity is not
commensurate with the scale of the challenge
across Liverpool City Region. Liverpool City
Region Enterprise Strategy In 2008 2011
Liverpool City Region will need further
investment in enterprise to continue to meet its
challenge. This investment will build on recent
successes under the Objective 1 and 2 Enterprise
Development Programmes, funding from which will
end in December 2007 in Halton and in July 2008
for the rest of the City Region. It will also
extend work started by the Merseyside
Entrepreneurship Commission and complement Local
Enterprise Growth Initiatives. Liverpool City
Region Partners have commissioned an Enterprise
and Business Strategy. This Strategy will direct
investment, allowing us to gain maximum advantage
from the current and future portfolio of funding
streams available for enterprise activities,
ensuring coherence and reducing duplication
across the City Region.
Digital Opportunities Strategy for LCR This
strategy aims to raise awareness within local
businesses and organisations of the productivity
growth which can be attributed to the
exploitation of digital technology.
Rural Development Over the next three years we
will continue good practice in rural economy
diversification through the ICEP programme and
Rural Economy Action Plan.
13
Priority 1 Enterprise Development Financial
Tables (m)
1
2
In compiling the action plan a number of projects
have been submitted and these will be considered
for inclusion in the strategy, taking into
account balanced spatial provision and inclusive
target groups. The list of projects submitted to
TMP is found in the appendices.
1
A key priority for Enterprise development in
Liverpool City Region is the provision of
suitable business start-up, growth and venture
capital funds. Much of this will be met by
private sector provision, but further support is
needed to meet market failure and provide
additional incentive for high growth provision
currently met via Merseyside Special Investment
Fund working through a strategic regional
approach.
2
14
Priority 2 - Business Infrastructure
Creating a Demand-Led Infrastructure
Digital Knowledge
Digital Connectivity
Liverpool City Regions port and airport
infrastructure provides a major competitive
advantage and a platform on which to base future
growth. Long term plans are underway to expand
the Mersey Ports to deliver 3.1bn to the economy
by 2025. Furthermore, the increased capacity of
Liverpool John Lennon Airport Masterplan will
deliver 12.3m passengers by the year 2030. The
combination of these plans, along with existing
strengths in freight and logistics, will provide
the City-Region with a major strategic
opportunity to develop a Superport of
international significance.
Digital Need
Grow on Space
Growth Business Clusters
Start-up Space
Sites Premises
Liverpool City Centre Demand
Business Infrastructure
Cost Availability
Substantial progress has been made over the past
five years in providing a suitable supply of
investor-ready sites and premises, including
high quality office and public realm improvements
in Liverpool City Centre. A key challenge is to
continue to provide the right conditions for
further investment, both to new inward investors
to strengthen our existing business base, and to
speculative property developers.
Inter City Region
Transport Infrastructure
Intra City Region
Ports Growth Strategy
A well-connected City Region is essential to
underpin our intended productivity gains. The
Local Transport Partnership has worked
collaboratively to identify key schemes for the
City Region, including the Mersey Gateway, which
we will deliver in 2014. Improved links are
being created between the private sector and
public sectors, and partners are continuing to
lobby for better links nationally and
internationally to drive up our competitiveness
as a City Region.
Airport Masterplan
Gateway Infrastructure
Mersey Gateway
Liverpool City Centre
15
Priority 2 Business Infrastructure Programmes
and Links
Links with other priorities Enterprise
Strategy Provision of low cost incubation space
for new enterprise. High Growth Business
Development Sector needs and inward investment
intelligence to guide the selection and
prioritisation of sites. Appropriate space
provided including grow-on premises for
science, high quality, flexible office space, and
tailored creative industries and digital
space. Sustainable Communities Provision of
employment opportunities within deprived
communities, or linked via good public
transport. A Premier Destination Commercial
components in key visitor economy
schemes. Environmental Performance Investment in
and promotion of public transport to reduce
carbon footprint. Good practice in built
environment, including all new industrial and
commercial space provision. Negative impacts of
port and airport growth.
Liverpool City Centre Liverpool City Centre is
the principal economic driver for the Liverpool
City Region conurbation, generating benefits in
terms of employment, leisure, transportation and
culture for the whole sub-region. Over the next
three years an extensive package of existing
developments, including new high-quality
commercial office space, Grosvenor's 1bn
Liverpool One Development, the further
development of the Liverpool Waterfront as an
international visitor destination, development of
cultural assets and a City Centre Movement
Strategy will come on stream to strengthen
Liverpools offer as both a premier destination
and a compelling proposition for inward
investment. In addition, further investments
identified as part of a Business Plan for the
City Centre Business delivered by Liverpool
Vision will be progressed. Superport Delivery
over the next three years will concentrate on
existing plans for port and airport growth and
the further development of the freight and
logistics sector. This includes major private
sector investments in multimodal facilities at
Parkside, St Helens and 3MG, Ditton. Further
collaborative work will be undertaken to explore
the long-term opportunities afforded by the
integration of air, port, logistics and other
relevant facilities and assets. Influencing
local, regional and national policies and the
need to develop the core assets will be essential
to the ultimate goals. Delivery of Key
Investment Sites Further investment is needed to
create the conditions for the private sector to
develop and deliver important strategic and
employment sites across Liverpool City Region.
Local Transport Plans Liverpool City Regions
internal transport links will serve and
facilitate the priority areas of Liverpool John
Lennon Airport, Mersey Ports, Liverpool City
Centre and key important employment sites,
particularly via the Workwise programme, as well
as supporting the visitor offer around Liverpool
Capital of Culture 2008.
16
Priority 2 Business Infrastructure Financial
Tables (m)
1
Details of projects to be delivered through the
Liverpool Vision transitional programme are found
in the appendices (p40)
1
Continued overleaf
17
Priority 2 Business Infrastructure Financial
Tables (m)
18
Priority 3 - High Growth Business Development
Investment Growth in High Value Sectors
In order to accelerate GVA growth in the City
Region it is imperative to significantly increase
levels of inward investment in our target high
value sectors. This increase can only be
achieved through a combination of product
improvement and effective promotion and selling
of this improved product in target growth markets
where we can offer a competitive value
proposition.
Investment -Positioning
Investment Procurement
Investment - Targeting
Liverpool City Regions product has
significantly improved over recent years with
improvement in skills levels, development of key
innovation, knowledge and science assets and a
much enhanced property offering. It is critical
that we continue to invest in the improvement of
our product in order to maintain a competitive
advantage.
Investment -Selling
Inward Investment
Access To Capital
Quality Employee Pool
Local Procurement
Investment Proposition
Alongside this we are also looking to strengthen
our knowledge and innovation assets in the City
Region.
High Growth business Development
Quality Supply Chain
Bespoke Market
Innovation / Research Development
The universities, local authorities, companies
and intermediary agencies recognise that they can
do more to develop this aspect of the economy and
raise the profile of the Liverpool City Region as
a leading centre for such investment in the North
West. We will build on the Liverpool Research
Alliance proposal to take forward a more
broadly-based growth strategy which is coherent
and unified.
Value Chain
Suitable Investment Infrastructure
Delivery Expertise
Market Positioning
Existing Business Base Development
Sectoring / Clustering
Catalyst Companies
Together these improvements will help not only
to improve the offer to prospective investors,
but also to sustain and grow the existing
business base. We must harness the potential of
our high-value clusters to enhance the economic
performance of the City Region.
19
Priority 3 High Growth Business Development
Programmes and Links
Single Inward Investment Agency A single inward
investment agency, embedded within The Mersey
Partnership, has been established to lead the
challenge of growing the high value clusters in
the Liverpool City Region through inward
investment. Supported by the six Local
Authorities, NWDA, LSC, three Universities and
Liverpool Chamber of Commerce, this represents an
outstanding opportunity to collectively champion
the Liverpool City Region, both nationally and
internationally. Inward investment is a highly
competitive market, with substantial resources
being committed in some of the City Regions
competitor locations. To secure the significant
levels of investment required to grow the
economy, this new investment vehicle requires a
level of resources commensurate with the task.
Cluster Development Cluster Development in the
City Regions high value science, knowledge and
innovative sectors is an urgent economic
priority. Effective cluster development requires
investment in infrastructure, networks and skills
to achieve a shared vision for each cluster. The
Cluster Programme for Liverpool City Region aims
to deliver this in association with regional
programme and Business Link North Wests RES
sector broker teams. Particular focus will be in
high value-added sectors such as Life Sciences,
Digital and Creative Industries, Maritime and
Financial and Professional Services, whilst
continuing to support high employment sectors
such as Tourism, Food and Drink, Business
Services and Automotive. The emerging Environment
and Energy Technologies cluster will also be
supported. Science, Innovation and Technology
Assets A range of projects have been identified
to develop our science, technology and innovation
assets, based around our three Universities,
Daresbury Science Park and the Liverpool Science
Park sites at Liverpools University Edge and on
Edge Lane. In addition, discussions are required
with NWDA to shape further investment on the
development of a strong and strategic programme
of business facing activities, aimed at
increasing the City-Regions market share of
opportunities aligned to its strengths in science
and innovation.
Links with other priorities Enterprise
Development Sub-regional Enterprise Strategy to
place priority on development of new start-ups
and growth initiatives that are focused on
defined high value sectors. Skilled Workforce A
City Region Employment and Skills Board will
emerge from the existing City Employment Strategy
to address the development skills in the growth
sectors and, in particular, of level 4 and
improving graduate retention levels. Business
Infrastructure Expansion of Liverpool John Lennon
Airport, the building of the Mersey Gateway and
establishing improved air and rail links will
each drive up the Inward Investment offer, as
will a step-change increase in the stock of
quality office space in the City Centre and space
appropriate to the growth sectors. A Premier
Destination The further development of Liverpool
City Regions tourism, cultural and leisure
assets, as well as an improvement in quality of
life, will enhance our attractiveness to
investors and potential employees. Major schemes
such as the Arena and Conference Centre Liverpool
and Liverpool One will also contribute to image
improvements.
20
Priority 3 High Growth Business Development
Financial Tables (m)
1
Subject to further discussions with NWDA to
maximise investment in the Bio-medical research
centre
1
21
Priority 4 - Skilled Workforce Working
Communities
Joining-up Employment and Skills
The Liverpool City Region has made significant
improvements in its skills levels over the past
five years, with consistently high growth in
performance from school level through to Higher
Education Institutions, which currently attract
50,000 students per year. In relative terms,
however, our performance is poorer than the
national average, with an above- average
percentage of the population qualified at Level
2 or less, and a percentage at Level 4 and above
which is below the UK average.
Age 14 19 Provision
Level 4 Provision
Development of the City Region economy is also
hampered by acute concentrations of worklessness
that rank as some of the worst in the UK
(activity level of 73.1).
Graduate Retention
The link between skills and productivity is clear
a message reinforced by the Government in its
Leitch Review of 2007. Tackling worklessness and
improving our skills levels across the whole
range of qualifications is essential to underpin
our move toward a knowledge- based and innovative
economy and is one of our key priorities for the
next three years.
Workforce Development
Employer Demand and Engagement
Skilled Workforce Skilled working communities
Retention work based upskilling
Transition to Work / Enterprise
Significant progress has been made across the
City Region to align and coordinate our response
to skills and employment challenges. Close links
between the City Regions employment and skills
agencies, including the LSC and Job Centre Plus,
and key growth sectors in the economy have led to
the development of good practice, including
sector-specific skills initiatives, employment
routeways and the operational success of the
Skillworks programme. These have led to both
gains in existing business competitiveness and a
stronger inward investment package. Engagement
with the private sector remains central to the
City Regions plans for skills and employment
intervention over the next three years, alongside
strong engagement with targeted local
communities.
Employability
Community Engagement IAG
Collaborative progress has also been made though
the development of a City Employment Strategy.
The strategy aligns efforts to address
worklessness across Liverpool City Regions most
disadvantaged areas and provide a continuum for
individuals to progress once in work. It is a
forerunner to a wider Employment and Skills board
that will coordinate efforts across the full
range of skills and employment initiatives,
including higher level skills.
22
Priority 4 - Skilled Workforce Working
Communities Programmes and Links
LSC Mainstream Programme The LSC invests
approximately 250 million per annum in
employment and skills activities via its
mainstream budgets. This includes investment in
employer responsive programmes such as the Train
to Gain service and provision for 16-19 via FE
colleges and work-based learning and through
Business Link North Wests core activity. In
addition, LSC will add value to this mainstream
provision via new ESF co-financing plans.
Links with other priorities Enterprise
Development New business generation providing
additional employment opportunities, including
high growth sectors for graduates. High Growth
Business Development Meeting the skills needs of
existing business and potential inward investors,
particularly in LCRs key sectors. Business
Infrastructure Local Transport Plan links areas
of high unemployment to key employment growth
areas. Provision of key sites to stimulate
employment opportunities. Sustainable
Communities Engaging local people to meet skills
needs of business, and take up additional job
opportunities created by growth. A Premier
Destination Provision of key sector skills
requirements. Environmental Performance Provision
of key sector skills requirements.
City Employment Strategy Development of the City
Employment Strategy is a collaborative approach
by partners in addressing worklessness.
Programmes are being developed to support the
three key objectives -

Increase supply of suitably skilled labour to
meet demand from growth and for replacement
labour.
Build skilled working communities, eliminating
child poverty and increasing opportunities for
social mobility.
Create opportunities for businesses and
communities through European Capital of Culture
in 2008.

The City Employment Strategy will direct funding
priorities for the ESF complementary strand, ESF
via LSC and JCP co-financing plans, ERDF and a
significant amount of Local Authority funding to
deliver a co-ordinated package of skills and
employment initiatives to agreed priority groups
and areas
Sector Development Local Skills Agreements have
been developed in particular growth sectors, in
collaboration with the Learning Skills Council.
Some are underpinned by infrastructure
investments such as the Maritime Institute,
Partnership for Learning and ICDC. Projects are
needed to build on and support skills development
across the 9 growth sectors and, in particular,
those within the Science Innovation cluster
which is a critical productivity driver for the
sub-region.
23
Priority 4 - Skilled Workforce Working
Communities Financial Tables (m)
1
2
3
These figures my differ from actual co-finance
plans, as they take into account an estimate for
2011. Current plans include only spend until the
end of 2010. Revised profiles will be developed
from 2010 - 2013
2
A Single Investment Framework for the City
Employment Strategy is currently under
development. This will provide full details of
projects to be prioritised and supported. Details
of projects that were submitted to TMP in the
compiling of this action plan are found in the
appendices.
1
3
Reflects major capital investments by the LSC in
learning facilities
24
Priority 5 - Environmental Performance
Improving performance, maximising opportunities
In 2006 the Government commissioned an
independent review to assess the evidence and
build an understanding of the economics of
climate change. The report found that the
scientific evidence that climate change is
happening is overwhelming, that the net benefits
of strong early action are positive, and that the
Business as Usual position could cost as much
as 20 of global consumption.
In addition, the review pointed out that the
economic opportunities are substantial. Recent
research shows that British business could
benefit by as much as 30bn over the next 10
years, and the environmental technologies market
alone could be worth 250bn globally.
In this context the challenge for the Liverpool
City Region is two-fold To take action to
address the causes and impacts of climate change,
and to maximise the economic opportunities that
mitigation and adaptation could present.
The City Region shares the vision laid out in the
North West Climate Change Action Plan to be Low
carbon and well- adapted by the year 2020. The
Action Plan sets a framework within which the
Liverpool City Region will operate to address the
challenges presented by climate change.
Conditions within the City Region are favourable
to meet these challenges. Our carbon footprint
is relatively low, in part due to our relatively
low industrial base. We also have highly
favourable natural assets that can be exploited
to generate economic opportunities. A recent
report from the Sustainable Development
Commission Turning the Tide identified the
Liverpool City Region as one of the top UK sites
for tidal power, presenting strong opportunities
for a number of tidal power projects. A Joint
Municipal Waste Management Strategy for
Merseyside provides the platform on which to
realise the benefits from implementing
sustainable waste management, including waste
prevention, shifting our focus towards
sustainable consumption and production and the
recovery of more energy from materials which
cannot be recycled. The Green Infrastructure of
the North West already supports a wide and
diverse range of jobs and business worth up to
2.6bn GVA and 109,000 jobs. Liverpool City
Region has a strong Green Infrastructure offer,
and a well planned and managed GI strategy will
provide a basis for good quality of life and set
the scene for the City Region as a great place to
live, work and invest.
25
Priority 5 Environmental Performance
Programmes and Links
Links with other priorities Enterprise
Development Sound green business advice leading
to more sustainable practices. Sustainable
procurement potential to drive business
growth. High Growth Business Development Signific
ant productivity gains and inward investment
potential through the environmental economy
sectors, including waste management and renewable
energy. Skilled Workforce Employment potential
in environment sector. Sector needs assessed and
addressed within environment economy
programme. Business Infrastructure Transport is
a major contributor to carbon footprint, The
LTP travel wise programme is a key contributor to
improving our performance, particularly on air
quality. Sites and premises to meet the needs of
a growing sector. Energy and waste considerations
of capital investment. Negative impacts of port
and airport. Sustainable Communities Improved
green infrastructure and public realm.
Behavioural change within households across
Liverpool City Region. A Premier
Destination Sustainable practices with visitor
economy businesses.
Northwest Climate Change Action Plan The
Liverpool City Region is a partner in the
delivery of the North West Climate Change Action
Plan, and subscribes to the ambition for a low
carbon well adapted economy by the year 2030. We
are currently developing our own role for
delivery of the plan in order to complement and
add value to those initiatives being delivered
regionally. Environment Economy Programme A
working group of the sub-regional partnership has
been established to develop the City Regions
approach to maximising the economic opportunities
within the environment economy. This includes
Establishing a vision for the City Region,
identifying key opportunities, undertaking
feasibility works and ensuring partners are
aligned in delivery. Initial investment by NWDA
has been identified to develop this programme.
Future investment will be required to make these
ambitions a reality in future years, particularly
to realise the benefit of the River Mersey, to
enhance the environmental technologies sector,
and to deliver green infrastructure
improvements. Green Infrastructure
Strategy Green infrastructure brings together
organisations and agencies to work on agreed
priorities, backed up by a sound evidence base
and ongoing research. The proposals in this
document include work to improve the image of the
city region by reducing levels of derelict land
and grot spots as well as taking full advantage
of the tourism opportunities that our natural
environment can provide all of this backed up
by a sector with increasing skills and
productivity through better training and business
development. Joint Municipal Waste Management
Strategy for Merseyside The benefits from
implementing sustainable waste management need to
be realised, including waste prevention, shifting
our focus towards sustainable consumption and
production and the recovery of more energy from
materials which cannot be recycled.
26
Priority 5 Environmental Performance Financial
Tables (m)
1
A green infrastructure plan for Liverpool City
Region will be developed supported by the Natural
Economy North West Programme.
1
27
Priority 6 Sustainable Communities
Delivering Sustainable Communities
'Sustainable Communities' covers a range of
social, environmental and economic issues. It
includes both physical place-making the things
which make an area an attractive place to live
and quality of life factors such as the range
and standard of local services which affect
peoples lives on a day-to-day basis.
Affordability
Quality Housing
Location
Place Making
Range
The work currently being undertaken within
Sustainable Communities across the City Region
includes strategy development (e.g. Liverpool
City Region Housing Strategy), broader area based
investment programmes (e.g. NewHeartlands Housing
Market Renewal Pathfinder) and project-led
investment, such as the developments proposed for
Kirkby Town Centre and Anfield.
Local environmental quality
Sustainable Communities
Local Services
Quality of Life
Safe Neighbourhoods
In addition to this, collaborative approaches are
underway to build capacity within the voluntary
and community sector, though programmes that
strengthen the capacity of the exiting
infrastructure organisations. This supports
national government policy to provide an enabling
framework to support front-line deliverers.
Community Participation
Progress has been made in aligning and
integrating service delivery through the Local
Strategic Partnerships, although there is still
work to be done in tackling the remaining areas
of acute deprivation and empowering communities
in these areas to develop and implement local
regeneration for themselves. Development of the
Liverpool City Region Housing Strategy Action
Plan will prioritise interventions and set out
detailed proposals to support economic growth
with deliverable actions in the Sustainable
Communities sector.
28
Priority 6 Sustainable Communities Programmes
and Links
NewHeartlands Housing Market Renewal The
NewHeartlands Housing Market Renewal programme
aims to transform neighbourhoods in the inner
core of Liverpool, south Sefton and eastern
Wirral, improving the housing offer to meet the
needs of local people, support economic growth,
combat disadvantage, secure community cohesion
and create increased opportunities for people to
access support, training and employment
locally. Liverpool City Region Housing
Strategy This sets out the policies and
interventions needed to support the economic
growth ambitions of the City Region, to meet
emerging household needs, and to plan for
sustainable, balanced housing markets. An Action
Plan (to be completed by the end of 2007) will
prioritise the Strategy's proposals, and set out
in detail the feasibility, timescales, costs and
responsibilities for their implementation. Sports
Infrastructure Investment The opportunity exists
over the next three years to enhance Liverpool
City Regions sporting assets and, at the same
time, provide wide-ranging spatial regeneration
and improvements to the visitor offer. Public
investments will be made in Anfield and St Helens
to complement the work underway in stadium
redevelopments, and discussions are at an
advanced stage for a new stadium for Everton
Football Club in Kirkby. Merseyside Changeup Key
strategic projects for enhancing capacity within
the voluntary and community sectors have been
identified by Voluntary, Community and Faith
sectors. This includes a proposal to add value to
the Governments Community Assets Fund over the
next three years. Digital Opportunities for the
Liverpool City Region This project seeks to
maximise the use of new technologies within
communities, to provide greater access to public
services and promote community engagement. Spatia
l Regeneration Schemes A range of spatial
regeneration initiatives have been identified for
delivery over the next three years. These will
maximise opportunities to lever in private
investment, or to deliver required public realm
improvements and regeneration via Local Authority
Neighbourhood Renewal.
Links with other priorities Enterprise
Development Utilising particular strengths within
communities such as creativity, culture and
digital skills to generate new business. High
Growth Business Development Meeting skills needs
from within local communities. Linking
communities to new employment opportunities,
particularly inward investment. Skilled
Workforce City Employment to have a large impact
on Communities - outreach and engagement
activities targeted in specific deprived areas.
Strategy also to addressing barriers to
employment including financial inclusion, carer
responsibilities and poverty. Business
Infrastructure Provision of employment
opportunities within deprived communities, or
linked via good public transport. Environmental
Performance Improvements in green infrastructure
and public green space within communities.
Raising awareness to affect behavioural change.
29
Priority 6 Sustainable Communities
Prioritisation
30
Priority 7 Premier Destination
Grasping the Opportunities, Exploiting the Assets
Liverpool City Region has experienced
considerable growth in the tourism sector in
recent years and currently contributes 1.2bn to
the local economy. Whilst Liverpool itself
already has an international profile and major
events such as the Open Golf continue to raise
the profile of the City Region, in tourism terms
it is now presented with the most significant
opportunity to date with Liverpools status as
European Capital of Culture 2008.
Customer Services
Liverpool Welcome
Liverpool City Centre Attractions
Information
Southport Classic Resort
Tourist Attractions
Other Transformational Projects
Leisure Offerings
2008 will showcase the City Regions unique and
outstanding cultural and sporting heritage. Part
of the legacy of 2008 will be further investment
in our cultural infrastructure, including new
museums, theatres and sports-related
infrastructure.
A Premier Destination
Mersey Waterfront Park
Attack Brand Development
In addition, with the development of the Arena
and Convention Centre Liverpool, coupled with
extensive conference related developments in
Southport, major new opportunities in the
business tourism market are opening up for the
City Region.
Conferences
08 Capital of Culture
Other Events
Events
Other Events
Furthermore, private sector driven proposals, not
expressed through Priority 7, will also have a
transformational impact within the visitor
economy, contributing significantly towards the
drive to become a premier destination. These
proposals include Liverpool and Wirral Waters,
Southport Pleasureland site and Hoylake Golf
Resort.
Access to and From Events
Special Transportation Arrangements
31
Priority 7 Premier Destination - Packaging
Links with other priorities Enterprise
Development A range of business start and growth
opportunities within the fields of retail,
culture and arts, entertainment and leisure and
visitor economy. High Growth Business
Development Image improvements leading to the
attraction of inward investors. Increased
opportunities presented by business tourism
around Arena and Conference Centre
Liverpool. Skilled Workforce Sector specific
skills, including customer service. Increased
employment opportunities. Business
Infrastructure Complementary transport
infrastructure, particularly in and around
Liverpool City Centre. Specific schemes include
a commercial as well as visitor
infrastructure. Sustainable Communities Visitor
economy linkage with major sports facilities.
Legacy of the Capital of Culture year to include
creative arts within communities. Environmental
Performance Improved environment in key
locations, including Liverpool City Centre,
Southport and along the Mersey Waterfront.
Liverpool European Capital of Culture 08 In
addition to funding the actual delivery of the
event for 2008 attention is needed in ensuring
that there is a lasting legacy of cultural assets
and job opportunities.
Destination Management Plan Collection of
programmes to deliver the sub-regional tourism
strategy, key components of which are -

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

Mersey Regional Waterfront Programme The 8.8M
Commencement Programme has been implemented
successfully, the 91m Succession Programme
(including private sector investment) is
currently underway. This includes the
regeneration of New Brighton. The recently
published Mersey Waterfront strategic framework
provides ambitious proposals for additional
regeneration, leisure provision and development
of environmental assets. This will require a
further phase of investment in the Mersey
Waterfront Regional Park Programme. As a
forerunner to this, additional investments are
required in a supplementary Open Spaces, Coastal
Place programme, and feasibility study for a
quality assurance scheme.
32
Priority 7 Premier Destination Prioritisation
1
2
3
Details of the component parts of this bid can be
found in the appendices.
A list of project supported by the MWRP
succession programme is available in the
appendices
1
2
Projects for further consideration under this
programme as listed in the appendices
3
33
Strengthening the capacity of the Sub-Regional
Partnership (SRP)
The Mersey Partnership is a collaborative
partnership of public, private and third sector
in the Liverpool City Region. It has over 480
public and private sector member organisations
and is the formal sub-regional partner of the
NWDA. The Mersey Partnership is the single inward
investment

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