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Liverpool announces ambitious plan to improve services over the next four years

7 months ago

By The Guide Liverpool

The Council has published an ambitious plan to improve services over the next four years.

The Liverpool City Council Plan 2023-2027 sets clear aims and ambitions to shape the improvement of the delivery of services for the city’s half a million residents.

The organisation has been on an improvement journey since the publication of a Best Value report in 2021, with significant progress made in areas such as governance, scrutiny and decision-making, as well as the introduction of a new electoral ward map and a four-year election cycle.

In May, Cllr Liam Robinson became Leader of the Council and Chief Executive Andrew Lewis joined the organisation, and there is a new Corporate Management Team and Cabinet.

The Council Plan is based around a vision of a fairer, cleaner and stronger city for all, with six ‘pillars’, or themes:

• A strong and fair economy for all  – with growth in businesses and decent jobs, thriving neighbourhoods, increased inward investment and improved infrastructure and a distinctive and exciting cultural destination.
• High quality and inclusive education, skills and employment  – with high-quality inclusive and sufficient education provision, more residents in work and a highly skilled and well-trained workforce.
• Thriving communities  – with greener and cleaner neighbourhoods, a safe city, affordable homes and a joined-up approach to ending homelessness.
• Healthier lives for children and adults  – with increased life expectancy, access to the right social care with improved choice and control, children and families that are supported to remain together, young people safeguarded in a timely and effective manner and a city that is child friendly.
• A well-connected, sustainable and accessible city  – with a modern, sustainable and connected public transport system, a responsive and effective highways maintenance service, safer, more accessible and inclusive streets and progress on climate action and environmental sustainability.
• A well-run Council  – financially sustainable and resilient, with a skilled, diverse and healthy workforce, high-quality governance and decision-making and excellent customer experience 

Recent examples of success include:

• The setting of a balanced three-year budget
• Hosting the most successful Eurovision Song Contest ever
• Progress on infrastructure schemes such as Festival Gardens, Liverpool Film Studios and Paddington Village
• Delivering additional SEND school places across the city
• The completion of highways schemes including The Strand (phase one) and Lime Street.

The Council’s new  Neighbourhood Model  aims to deliver better understanding of local need, joint working with residents and partners, and a more effective approach to waste reduction, street cleansing and recycling.

And a new Transport Plan is also set to be implemented which proposes green bus routes and green corridors, aimed at encouraging residents to walk, cycle and use public transport more often.

The Council Plan will be considered by the Cabinet on Tuesday 19 September and then go to a meeting of the Council on Wednesday 20 September for final approval. 

Liverpool City Council Leader, Cllr Liam Robinson, said:  

“This plan addresses the complex, long-term issues facing our city, many of which have deepened following Covid-19 and the cost-of-living crisis. We cannot address these challenges alone and will improve our engagement with residents, businesses, community organisations and the public sector to help make the Council Plan’s vision a reality.

“Running through this plan is a commitment to provide better services for our residents. The quality of Council services requires significant improvement, to ensure we deliver best value for every pound of public money. We are working closely with government Commissioners on our improvement plan to ensure a full return of all powers and functions to locally-elected leaders.

“The Council will reset how its services are delivered by taking them closer to those we serve and making us more responsive to our diverse communities. We will also not shy away from tougher enforcement when necessary to make our neighbourhoods cleaner, greener and safer.

“Above all, we will do everything we can to deliver high quality, value for money services that improve the lives and life chances of everyone who lives in our city.”

You can view a copy of the Liverpool City Council plan HERE .

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Business Growth Programme

LIVERPOOL BUSINESS GROWTH PROGRAMME

To help foster a strong and inclusive economy, the Business Growth Programme offers SMEs fully-funded direct advice and guidance in Strategic Business Planning or Marketing and Sales that is designed to build confidence and capacity, and give a clear route to growth and sustainability.

Driving innovation and boosting productivity is key to facilitating economic success in all of our communities, and we are keen to support local businesses to grow and create employment opportunities in the city.

The Liverpool Business Growth team’s support can be accessed by a variety of businesses in Liverpool from long-established firms to recent university spin outs, across a range of key sectors including:

• Professional services
• Creative and digital
• Advanced manufacturing
• Health and life sciences

WHAT THEY OFFER

Following a comprehensive diagnostic of your business, the the Business Growth Programme advisors will put together an action plan to help you realise your growth ambitions and identify any issues that may be standing in your way.

The advisors can then offer your business fully-funded specialist support focusing on Strategic Business Planning or Marketing and Sales.

Alongside this, we can connect you with additional relevant services such as:

• Recruitment and training support
• Funding opportunities
• Advice around net zero

WHAT THEIR ADVISORS SAY

“As a business strategist, my role is to support SMEs to create a vision of the future and put in place a pathway for getting there. If you’re looking to grow, you may need a compelling strategy that will drive this forward or you may just be at the stage where you have many ideas in your head but need to develop them into viable propositions. Either way, I can support you to assess your current situation and identify how you can most effectively move forward at the pace you want to.'”

Mark Butchard, Strategic Business Planning

“Why do your customers love you, and how can you tell more people about what you do? That’s what I’m interested in, and although we might use some longer words to describe the process, that’s what I work on with companies through the BGP. We can work on any of your marketing problems, from the big ones like “what should we do next?” to something as specific as “how do I write a better LinkedIn post”, but we’ll always be coming back to what it is you do that makes you different.'”

Phil Davies, Marketing and Sales

WHAT THEIR CLIENTS SAY

“Liverpool City Council’s Business Growth Programme has been a very useful tool – helping us identify development strategies for the short, mid & long term. Mark Butchard, who assisted us, was able to really understand our business and the support sessions enabled us to formulate a realistic plan to help maximise our development without affecting the quality of our services. The process was very insightful and now we can look on our business in a different light having had an external view of what we do.”

Martin Mulholland & Geoff Davies – Directors, MD Safety Management Ltd.

“We received marketing support from Phil Davies through Liverpool City Council’s Business Growth Programme; his assistance was incredibly constructive, relevant and thoughtful. Taking efforts to understand our position, he made recommendations that were feasible, scalable and mindful of our capacity; I very much appreciate that. Phil was amenable to finding positive ways to inform and improve the work, rather than changing it to fit a prescribed model or simply making comparisons to other businesses. This tailored approach was deeply meaningful and has taught me much about our business, approaching stakeholders and ways to improve in the coming years.”

Emma Smith – Artistic Director and CEO, Liverpool Irish Festival

WHO CAN APPLY?

If your business is based in Liverpool, already trading, employs fewer than 250 people and trades business-to-business, you may be eligible to access the Business Growth Programme.

It is not sector specific, we are keen to work with businesses from all areas of the city and we are happy to assist SMEs who have previously been reluctant to seek support.

HOW TO REGISTER

To register your interest, please email Jacqueline Gilroy and Howard Fleming at  [email protected]  or contact us via Twitter  @lpoolbizgrowth .

This programme is partially funded by the European Regional Development Fund and is delivered by Liverpool City Region Local Authorities and Chambers of Commerce through the Business Growth Programme/Liverpool City Region Integrated Business Support (LCRIBS) Programme. Part of the Local Growth Hub in Liverpool City Region.

Speak to an expert

• +44 (0)7715 123483
• [email protected]

For general enquiries contact: [email protected]

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LIVERPOOL CITY COUNCIL TRANSFORMATION

Client: Liverpool City Council, 2022

Liverpool Council’s vision is to become a financially sustainable and resilient council with a strong culture of financial management, accountability and evidence-based decision-making across the organization supporting the delivery of key strategic outcomes, priorities and sustainable services. It has set key changes and improvements to be delivered through the Council’s Finance Improvement Plan (FIP).

Working collaboratively with our Liverpool City Council colleagues, Inner Circle Consulting investigated the Council’s existing processes for collecting income, understanding the key challenges and working to overcome these.

Building on an in-depth research and analysis of best practice and developing a framework for service improvement, we are developing a delivery model for risk management and internal audit that will enable the Council to accelerate improvements in these areas.

We are supporting the Council to make sure the required tools are in place to build a strong financial planning process that results in a realistic budget and enables a “whole Council” response, and an improved procurement service that delivers on social value and raises the bar on contract management.

We are working with all Council departments to strengthen control and oversight of service delivery companies, making sure they deliver value for money and quality services, and that there are robust performance monitoring processes in place.

We are looking into the Council’s existing financial systems to understand the main challenges and support implementation of new systems that underpin the Council’s strategic objectives, ensuring redundant processes are automated and that data is generated and managed more efficiently.

We are providing project management support across the workstreams of the FIP ensuring that robust foundations are in place to achieve the programme’s ambitious objectives.

We are developing a comprehensive communication and engagement plan to be delivered in parallel to the FIP priority workstreams, to ensure that finance becomes everyone’s business.

We met individually with the local authorities to build a relationship and ensure all voices were heard early in the process.

We then designed a series of data-driven workshops to interrogate the current challenges and opportunities in the region, define the knotty challenges that were best addressed together rather than apart, and agree the enabling resources required to carry out the vision through to 2050.

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11th Jul 2023

Liverpool City Council seeks to transform delivery of key services

By: Liverpool City Council

Liverpool City Council is set to implement a new Neighbourhood Model to fundamentally transform the way it delivers frontline services for the people of the city.

A report is going to the Council’s Cabinet next Tuesday (18 July) recommending the adoption of the biggest shake up in how Council services are provided and commissioned in more than a decade.

The new model will see the city divided up into 13 Neighbourhoods, each led by a senior manager who will be permanently situated in the area. They will each work with departments across the Council to highlight and tackle the key issues in the area, be it housing, waste management, potholes, parking, or anti-social behaviour.

The landmark proposal, which has been highlighted as a key priority and has a £1.2m budget to recruit a team of 19 officers, will place the Council much closer to its residents enabling it to better understand the need and demand across Liverpool’s diverse communities.

The Cabinet report notes that the implementation of the Neighbourhood Model will be phased, initially focussing on the services within the Neighbourhoods and Housing directorates with a big emphasis on partnership working with other stakeholders in the city and communities.

If approved it is anticipated that recruitment of the new team will begin on a phased basis as soon as possible, with all roles to be recruited by next Spring.

Liverpool City Council has already begun piloting a neighbourhood model style approach, and has partnered with Cobalt Housing to deliver the Croxteth Hub.

Launched in January, the hub has brought together over twenty community partner agencies to offer a ‘one stop shop’ for a variety of essential local services – be it housing, health, employment and skills, benefits advice – so that residents can access support easily and quickly without travelling across the city.

Liverpool’s new Neighbourhood Model will also place an emphasis on using data to improve services, as well as informing and influencing emerging strategies – for example leisure, libraries and property and family hubs in Children’s services – to ensure the needs of each neighbourhood are better understood.

The new model will also support the Council’s priorities on closing the gap on inequalities, giving residents a voice and enabling decisions to be informed by local issues and ultimately improving outcomes for residents and reduce demand for high cost responses.

The four key aims of Liverpool’s Neighbourhood Model programme are to enable: 1. More effective joint working across Council services locally with a focus on prevention, improving standards of delivery, maximising our assets and improving outcomes. 2. More effective use of data to understand local neighbourhood issues and to inform strategies, service design and delivery on the an appropriate geographical footprint. 3. An inclusive, partnership approach, working together to benefit residents and communities and enabling engagement in the decisions that impact their neighbourhoods. 4. Reduced duplication, particularly in resolving local issues.

Leader of Liverpool City Council, Cllr Liam Robinson, said:

“This new Neighbourhood Model lays the foundation for a complete reset of how this Council works with – and for – the residents of this city. “Each community in Liverpool has their own unique issues and challenges and as a Council we need to reflect that in how we design, develop and deliver our services. “This new model will put the Council at the heart of our communities, placing our eyes and ears closer to the ground than ever before so we can listen and respond much more intelligently and quickly. “I said I wanted Liverpool City Council to be the best in the country. That’s the goal and it’s achievable if we work with our residents and partners in a more collaborative way. We also have amazing staff with a huge amount of local knowledge which we don’t always use to our advantage. This model will empower people to make decision and take action. “Our residents deserve better services and we will strain very sinew to deliver them. This is a huge task but this new Neighbourhood model sets out a clear roadmap to becoming much more efficient and effective in how we work with our communities and partners to make Liverpool a better city to live and work in.”

Cllr Laura Robertson-Collins, Cabinet Member for Neighbourhoods, said:

“To make Liverpool a cleaner, greener and safer city we need to empower people with the belief and the confidence that they have a role to play – and our best route to achieving that goal is from the grassroots up. “This new Neighbourhood model is also about reshaping our approach to better understand the problems in our communities. This is about listening more and using data more intelligently to measure and improve how we respond to the needs of our residents. “We also need to be smarter and faster and more joined up as a Council, to not just think of an issue purely in terms of how that fits with a department’s priorities. For example litter is more than just a waste management issue, it cuts across housing, highways and even planning. “Anti-social behaviour is not just be the responsibility of the community safety team. And these new Neighbourhood managers will have the power to connect teams up, which means we should reach solutions far more efficiently and effectively. “Recruitment is not going to happen overnight and we need to temper expectations in what can be achieved immediately. But we’ve seen in the Croxteth Hub that greater collaboration with other partners at a community level works. “Greater collaboration also saves time and money as we’re more likely to anticipate and pre-empt issues before they develop to the point that they become a drain on resources. That is the way forward. And we need everyone to join us to help us look after our city and make and keep it cleaner and safer.”

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Plans of Management

Council manages and maintains a diverse network of community and Crown Land, such as bushland, parks and sporting fields, for the benefit of all residents, visitors and workers.

All land managed by Liverpool City Council and used by the community, requires a Plan of Management under the Crown Land Management Act 2016 and the Local Government Act 1993. This also includes Crown Land, where Council has been appointed as Crown Land Manager.

A Plan of Management helps to guide the successful delivery of open spaces and recreational facilities available to you, the community. The plans also set out how Crown and Council Land will be used, maintained, managed and improved in the future.

In the case of Crown Land Reserves, adoption of the Plan of Management is subject to Ministerial consent by the Department of Planning, Housing and Infrastructure.

What is a Plan of Management?

A Plan of Management is a document written for land that is managed by Council and classified as community land.

Why develop Plans of Management?

The Crown Land Management Act 2016 introduced legislation that requires local Councils to manage some Crown reserved land as if it were public land under the Local Government Act 1993.

This means that Council is required to prepare Plans of Management for its Crown Reserves.

Council will be developing approximately 20 Plans of Management for Crown Reserves in Liverpool. This will be done in stages.

The Draft Plans of Management listed below are in various stages of progress:

• Draft Plan of Management for Hammondville Park
• Plan of Management for Phillips Park
• Generic Plan of Management for Parks
• Generic Plan of Management for Community Facilities
• Generic Plan of Management for Sportsgrounds
• Chipping Norton Lakes Reserves

Please see Council’s Liverpool Listens pages or our Public Exhibition pages for any Plans of Management currently in progress.

For further information on Plans of Management please email us at [email protected] or send a written submission to Mark Taylor Acting Co-ordinator, Community Planning, Locked Bag 7064, Liverpool BC NSW 1871