ECONOMIC RESET & RECOVERY PLAN 2021/22
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ECONOMIC RESET & RECOVERY PLAN 2021/22
PRESTON
BLACKBURN
M65 FOREWORD
ROADMAP TO RECOVERY
The coronavirus pandemic (COVID-19) has had a significant impact on every
SOUTHPORT
M66 aspect of society.
M6 It will have a long-term legacy, and transformational Over £48m of grant funding has been channelled to
impact on a whole host of social and economic local businesses. Hundreds of residents have been
M61
issues which will require intervention, support, supported through our Ways To Work employment
M62 and difficult choices. The disproportionate and programme with over 250 supported into
BOLTON unequal impacts of the social, economic and health employment. Major investments across the borough
inequalities exposed, and created by, the pandemic have also been progressed despite the obstacles
BURY requires responsive policy interventions which are that the pandemic has presented.
WIGAN tailored to local needs.
26
The pandemic has presented significant challenges
M58 M60 The council and its partners have responded to the for the council, as well as residents and businesses
pandemic with an unprecedented and coordinated across the borough. As the crisis begins to abate
ST HELENS IRE
RO
AD
response. The council has continued to deliver in and restrictions are lifted, and the economic impact
ASH
L AN
C
MANCHESTER challenging circumstances, and in addition we have is becoming clearer, this plan seeks to identify key
AST delivered a host of help and support to ensure our activity that will support recovery over the short-to
0E
A58
residents and businesses can survive through the medium term whilst we develop an Inclusive Growth
challenging times and thrive in the recovery. Strategy to address inequalities.
M57 M60
LIVERPOOL 21a
4 M62
WARRINGTON
20a M56
3 MANCHESTER
AIRPORT
Cllr Seve Gomez-Aspron MBE Cllr Kate Groucutt
LIVERPOOL
JOHN LENNON
AIRPORT Deputy Leader & Cabinet Member Cabinet Member
- Reset and Recovery - Education, Skills and Business
M56 M6
2 3
EXECUTIVE SUMMARY THEME OUTCOMES
People-Focused • Increase job opportunities
Recovery • Enable people to get back to work quickly
PURPOSE
• Engage early with those at risk of redundancy to reduce the time spent
out of employment
TO SUPPORT A RESET OF THE ST HELENS ECONOMY • Create a broad range of opportunities for employment, including in-work
progression
AND PROMOTE ITS RECOVERY IN RESPONSE TO • Ensure education, training and skills development meets the current and
THE COVID -19 PANDEMIC, AND TO IDENTIFY KEY future needs of people and employers
• Support education providers to make up lost learning time
ACTIVITY THAT WILL SUPPORT THIS RECOVERY OVER • Develop pathways to work schemes to engage young people and reduce the
THE SHORT-TO MEDIUM TERM WHILST A LONGER- numbers not in education, employment or training
• Raise aspirations, encourage enterprise, and provide careers advice in
TERM INCLUSIVE GROWTH STRATEGY IS DEVELOPED. school curriculums and targeted at the most vulnerable young people
including Looked After Children
• Mitigate the wider health effects of COVID-19, particularly on the most
OBJECTIVES vulnerable
• Developing and supporting the borough’s • Ensuring our major investments are Place and a • Reenergise and regenerate our town and district centres, providing a unique
businesses to survive, adapt and thrive in facilitated and progressed to secure Green Recovery St Helens experience
the new economy. inclusive growth. • Establish Glass Futures as a centre of excellence with global recognition and
use it as a catalyst to attract further foundation industry to the area
• Investing in people and skills to ensure our • Maximise the opportunities of a • Enhance the visitor economy, including investment in heritage, arts and
labour market is flexible and able to grow, green recovery to drive inclusive culture
reducing inequalities. growth and transformation. • Create a world-class digital Infrastructure
• Deliver green, new homes and communities
• Facilitate employment sites and economic development of a local and
THEME OUTCOMES
regional scale
• Deliver the infrastructure to facilitate sustainable growth
Supporting • Minimise business failure rates • Invest in active transport and green infrastructure
Businesses • Safeguard jobs • Support businesses to increase their profitability by reducing their
• Provide effective business infrastructure environmental impact and taking advantage of the growing market for low
• Increase the resilience of supply chains carbon and environmental goods and services
• Empower businesses digitally • Develop and deliver a programme to meet climate change commitments.
• Stimulate start-up growth and entrepreneurship • Deliver growth that benefits people
4 5
INTRODUCTION
The coronavirus pandemic (COVID-19) has This Economic Reset and Recovery Plan will
had widespread implications for our economy focus on:
and society. The restrictions imposed to slow
• Developing and supporting the borough’s
the spread of the virus have had a profound
businesses
impact on the local economy, the workforce
and the wider community. Although many local • Investing in people and skills
businesses have been able to adapt and are
innovating and thriving, business as usual has • Making the most of our investment in place
not been possible for some time. • Maximise the opportunities of a green
The Council has responded to this crisis with a recovery to drive growth and transformation.
coordinated and unprecedented set of measures This plan will focus on driving sustainable
which has ensured not only continued service inclusive growth in the borough and transforming
delivery but also a raft of emergency initiatives the former Parkside colliery site into a major
to ensure our businesses and residents are logistics hub and employment site and, with a
supported through this pandemic period. successful Town Investment Plan, develop a town
As the crisis begins to abate and restrictions are centre that matches the potential of the borough.
lifted, the economic impact is becoming clearer, We will maximise opportunities presented our
and this plan seeks to identify key activity that will flagship Glass Futures programmes, a world-
be required to support our reset and recovery class research and innovation centre,
over the short to medium term. delivering a sustainable, low carbon glass
manufacturing facility.
This plan aligns to the Liverpool City Region Build
Back Better Strategy to ensure a coordinated
sub-regional approach.
6 7
CONTEXT
OUR BOROUGH STRATEGY 2021-2030
Our St Helens Together approach sets out our The vision and priorities for the Borough
vision for a better St Helens Borough. The council Strategy were developed by listening to
cannot realise the potential of the borough alone, residents, communities, businesses, and
to do this we have to be working effectively stakeholders to understand their experiences
together with our partners, local businesses of dealing with the COVID-19 pandemic
and our residents. Whether that is making our and planning how we can all build a more
communities safer, our town centres more vibrant prosperous and successful borough, support
or our environment cleaner, we must have strong the changing needs of our communities, and
and effective partnership working to achieve that. unlock our full potential.
OUR VISION -
WORKING TOGETHER FOR A BET TER
BOROUGH, WITH PEOPLE AT THE HEART OF
EVERYTHING WE DO BY IMPROVING PEOPLE’S
LIVES TOGETHER AND CREATING DISTINCT,
AT TRACTIVE, HEALTHY, SAFE, INCLUSIVE,
AND ACCESSIBLE PL ACES IN WHICH TO LIVE,
WORK, VISIT AND INVEST.
8 9
OUR BOROUGH STRATEGY
PRIORITIES
ENSURE CHILDREN PROMOTE GOOD CREATE SAFE
AND YOUNG PEOPLE HEALTH, INDEPENDENCE AND STRONG
HAVE A POSITIVE AND CARE ACROSS COMMUNITIES AND
START IN LIFE OUR COMMUNITIES NEIGHBOURHOODS
FOR ALL
SUPPORT A STRONG, CREATE GREEN BE A
THRIVING, INCLUSIVE AND VIBRANT PLACES RESPONSIBLE
AND WELL-CONNECTED THAT REFLECT OUR COUNCIL
LOCAL ECONOMY HERITAGE AND CULTURE
This plan will be a key mechanism to SUPPORT A STRONG, THRIVING, INCLUSIVE AND
WELL-CONNECTED LOCAL ECONOMY, as we seek to achieve the following outcomes in
partnership with partners, businesses and communities:
• Our local economy recovers and grows and people’s skills and access to jobs improves.
• Our town and neighbourhood centres are vibrant places for all to use, value and enjoy.
• Our places are well-connected with accessible transport and digital networks.
10 11
CONSULTATION FINDINGS
The St Helens Borough Council Economic Reset • The Business Ecosystem 79.2%
and Recovery Plan was subject to a six-week
• People Focused Recovery 84.9%
consultation commencing in January 2021.
Overall, there was high levels of support for the • Place and a Green Recovery 75.0%.
aims and priorities of the plan and the comments
received have been considered within the strategy The strongest levels of support were for:
and implementation plan and will inform the • Increase job opportunities
development of the long-term Inclusive Growth (98.1% Agree or Strongly Agree)
Strategy for the borough. The consultation report is
available as an accompanying document. • Deliver Growth that benefits people
(98.1% Agree or Strongly Agree)
55 stakeholders engaged in the consultation, with
over three quarters of respondents stating that • Enable people to get back to work quickly
they agreed or strongly agreed with the themes (96.3% Agree or Strongly Agree)
set out within the plan: • Engage early with those at risk of redundancy
to reduce the time out of employment
(96.3% Agree or Strongly Agree)
• Create a broad range of opportunities for
employment, including in-work progression
(94.4% Agree or Strongly Agree).
12 13
THE IMPACT OF
COVID -19
• The impact of the pandemic has been unprecedented.
Nationally, around 70% of businesses have seen a
reduction in income, 80% of businesses have taken
advantage of government assistance scheme where
possible, and around 24% having closed. Of those
continuing to trade, over 60% businesses furloughed
staff and more than 50% are looking to defer VAT
payments.
• Encouragement has come from a national increase in
online sales, as well as an increase in the number of
new businesses, albeit the latter is below the historic
average. However, this encouragement must be
tempered by the UK falling into recession.
• Due to the historic local challenges, the impact of the
economic downturn in 2008 was felt disproportionately
in St Helens and by 2018 the borough had not
recovered to its pre-recession peak. As a result, it is
anticipated that the impact of COVID-19 will also be
disproportionately felt in the borough, particularly
amongst young people.
• From an economic standpoint St Helens does not face
this challenge from a position of strength. St Helens
is estimated to have seen an 8.5% reduction in GVA
between January and October 2020, which is higher
than the Liverpool City Region average of 8.2% and the
England average of 7.8%.
14 15
• There is now greater competition for jobs in
• Sectors impacted by the pandemic and jobs at risk, leading more to turn to benefits,
St Helens. The number of job vacancies in
contributing most to the estimated fall in GVA initial evidence is showing a significant rise
St Helens fell sharply by 64% between March
over the period include, administration and in applications. In addition, the number of
and May 2020. The position by November
support services, transport and storage, claimants per job vacancy has risen, pushing
2020 was 35% up on the March 2020 position.
health and social work, education and those now unemployed further from the
However, the number of claimants per vacancy
accommodation and food. prospect of employment.
between March and November increased from
• Despite the initial and on-going efforts of the • The pandemic has the potential to quickly 7.3 to 9.3, nearly double the national figure.
council to provide support to businesses, it is exacerbate existing labour market and skills
• Over a quarter of the St Helens workforce
expected that there will be a rise in business gaps and undo much of the progress made.
was furloughed at some point between the
failure rates, lower business birth rates, a It also exposes other areas of concern and
start of lock down and the end of July 2020.
reduction in the number of jobs and reduced brings new challenges. There has been a
In St Helens 27.7% of employments used the
capital investment for growth, all of which will sharp rise in people claiming benefits in the
coronavirus job retention scheme at some
impact the economy. last 8 months.
point to the end of July, marginally below the
• Certain sectors will take a disproportionate regional and national average. Most of these
share of the economic impact, particularly ST HELENS CL AIMANT employments have now come off furlough.
the culture, leisure, and hospitality sectors. At the end of September 6% of employments
The impact of the cessation of large sporting COUNT INCREASED within St Helens were still furloughed,
events at Haydock Park or St Helens RFC has approximately 2% less than the national
implications not just for those businesses and BY 63% BETWEEN average.
their supply chain, but also for the wider visitor
economy. National data indicates that the
MARCH 2020 AND
hospitality and leisure sector will be extremely
vulnerable until they are able to operate free
MAY 2021
from restrictions. Much of our initial focus will Although the percentage increase across the
be on supporting these sectors through the NW and UK exceeds this, St Helens claimant
lockdown periods. count as a proportion of the economically active
• The pandemic also has the potential to quickly population at 7.9% exceeds the UK average of
exacerbate existing labour market and skills 7.4%. In the period February 2020 to February
gaps and undo much of the progress made. 2021 the number of households in St Helens
It also exposes other areas of concern and claiming Universal Credit increased by 69% to
brings new challenges. It is feared that 16,100.
unemployment will rise, with an estimate 16,000
16 17
OUR ECONOMY
St Helens was once a highly industrialised area The age profile of St Helens is comparatively old,
and has a proud heritage of coal mining, railways with proportionally less people aged 16 and under
and world-famous glass and chemical industries. than and more people over 65, than nationally. The
The decline of these industries led to significant proportion of the working age population is below
economic restructuring and a resultant reduction national and North West levels and has fallen since
in jobs and business opportunity, the legacy of 1992 and trends suggesting this will continue. In
which is still seen today. addition, the borough has relatively high levels of
deprivation and inequality, with nearly a quarter
Despite considerable positive change in recent
of all neighbourhoods within the borough falling
years in terms of local infrastructure, housing and
within the most 10% deprived nationally.
the environment, St Helens’ comparative economic
performance pre-COVID-19 remained within the Prior to the pandemic, St Helens had made
bottom half of all local authorities. The productivity, significant progress against its labour market and
or GVA (Gross Value Added, the measure of the skills profile. Since 2010, there was a considerable
value of goods and services produced in an area) reduction in the number of economically inactive
of the borough was 25% less than the national residents, and a significant improvement in
average while prosperity (GVA per head) was even residents’ skill levels. However, despite this,
greater, at 46% less. economic inactivity remained higher than the
UK average, fuelled by high levels of long-term
These gaps reflect both lower economic activity
sickness which reflects the poor health of much
and employment rates. Business numbers and
of the population.
growth have both been nearly a third less than
the UK average growth rate, and since 2015 a
reduction in the business birth rate has impacted
adversely on business density. As a result,
employment growth has also been limited with the
ratio of jobs to the working age population being
nearly a quarter less than that within the UK.
18 19ECONOMY AND BUSINESS
HISTORICAL CONTEXT
• St Helens economic productivity is low. rate for St Helens in 2018 is 12.6%, which is
St Helens GVA per hour worked in 2018 at below the UK average of 12.9% and the North
£26.08 is 25% less than the UK average West average of 14.2%.
£35.00.
• St Helens’ business survival rates compare
• Productivity, across all broad economic sectors favourably to national and regional averages,
is lower in St Helens than the UK average. although they are anticipated to fall in the
In addition, St Helens’ industrial structure current economic climate. The latest business
is weighted towards the lower productivity survival rates at 3 years from birth stand at
sectors. 56.6%, higher than the North West average of
54.6% and the UK average of 55.3%.
• There is a significant gap in terms of economic
prosperity between St Helens Borough and • The number of high growth businesses
the national average. St Helens GVA per head increased in St Helens in 2018. The number
in 2018 at £14,900 was 46% less than the UK of high growth businesses stands at 49.7 per
average of £27,500 GVA. 10,000 businesses, now above the North West
average of 47.9 and the UK average of 47.5.
• St Helens’ business density is approximately
a third less than the national average. The • The ratio of jobs to the working age
number of businesses in St Helens in 2020 population in St Helens is nearly a quarter
per 10,000 population (aged 16-64) is 521, less than nationally and regionally. There are
compared to 692 for the North West and 770 approximately 55 jobs per 100 of the working
for the UK. age population in St Helens in 2020, compared
to approximately 75 within the UK and North
• St Helens’ business growth rate is lower than
West.
regional and national averages. The number
of businesses within St Helens has increased • St Helens job growth rate is lower than national
from 4,675 in 2010 to 5,745 in 2020, a growth and regional rates. There is a total of 61,000
rate of 22.8%, which is lower than the North employee jobs in St Helens. Over the last 5
West average of 23.5% and the UK average of years St Helens Job growth is approximately
24.8%. 2%, compared to approximately 5% across the
UK and 7.6% across the North West.
• St Helens’ Business birth rates have declined
over the last 4 years and are below regional
and national averages. The latest business birth
20 21PEOPLE
• In recent years, St Helens had made significant inactive are long-term sick, higher than the UK
progress against its labour market and skills average of 23.7%, reflecting the poor health of
profile. Despite improvement however, gaps a significant proportion of the local population.
compared to national levels still exist.
• Skill levels in St Helens are lower than national
• St Helens employment rate is lower than the averages. Approximately 11% of 16 – 64-year-
national rate. St Helens employment rate in olds in St Helens hold no qualifications, 3%
the 12 months to June 2020 stands at 75.4%, more than the national average. Approximately
above the North West rate of 75.2%, but below 33% of 16 – 64-year-olds hold degree-level
the UK rate of 76.1%. qualifications, around 7.5% less than the
national average.
• St Helens unemployment rate is higher than
the national and regional rate. St Helens • There is a higher rate of young people aged
unemployment rate in the 12 months to June 16-17 not in employment, education, or
2020 stands at 5.6%, above the North West training (NEET) in St Helens than nationally
and UK rates of 3.9%. and regionally. In 2020, 5.6% of 16-17-year-
olds were NEET or not known, higher than the
• St Helens youth unemployment rate is
England rate of 5.5% and the North West rate
significantly higher than the national and
of 5.4%.
regional rate. St Helens Youth unemployment
rate in the 12 months to June 2020 at 21.3% • Levels of pay within St Helens are less than
(2,200 20-24 yr. olds) is significantly higher national and regional averages. Average annual
than the North West rate of 9.7% and the UK gross pay of St Helens residents in 2020
rate of 8.9%. at £28,094 lags the North West average of
£29,700 and the UK average of £31,461.
• There are more workless households in St
Helens than nationally. Over 17% of households
remain workless compared to a 14% UK
average in December 2019.
• St Helens rate of economic inactivity has
improved significantly. St Helens economic
inactivity rate in the 12 months to June 2020 at
20.1% is marginally below the North West and
UK average. However, 29% of the economically
22 23PL ACE
• Relatively high levels of deprivation and • St Helens population is expected to grow at
inequality exist across St Helens. The Index a lesser rate that that projected for the North
of Multiple Deprivation 2019 ranks St Helens West and England. The working age population
as the 26th most deprived local authority in is anticipated to grow 3.5% by 2037, below the
England out of 317. respective projected North West and England
increases of 8.5% and 10.3%.
• Nearly a quarter of all neighbourhoods within
the borough fall within the most 10% deprived
of neighbourhoods nationally. There is a high
prevalence of health, income, and employment
deprivation.
24 25EXIT FROM THE
EUROPEAN UNION
The full impact of the British Exit from the
European Union (Brexit) remains unknown.
Brexit and the COVID-19 disruption has led to a
nationwide drop in trade, with both EU and non-EU
partners. The extent of the impact on local businesses
remains uncertain although it is anticipated that local
businesses will need time to adjust to the new reality of
more stringent border checks and higher duties and fees
and may need support to adapt.
While there will undoubtedly be opportunities, and new
funding streams such as the proposed UK Shared
Prosperity Fund, there are still many inequalities in our
borough made all the more stark by the pandemic. New
funding streams such as the Community Renewal Fund
could be an opportunity to pilot initiatives and prepare a
pipeline of projects and schemes that support economic
recovery and tackle inequalities.
26 27SUPPORTING THE ECONOMIC
RECOVERY OF THE BOROUGH
In response to the pandemic, the council has Now, as part of the council’s plans to recover and
already done all it could to support residents reset, we will undertake medium-term activity
and businesses in the short-term, including: to enable recovery, as well as facilitate long-
term plans to reset our economy and address
• Ensuring our Ways to Work and Households
inequalities. Our priority is to support a strong,
into Work teams continued to operate during
diverse, and well-connected local economy with
lockdown to continue supporting people back
an aim to; improve inclusive economic growth,
into employment.
enhance business density, and increase the
• Working closely with partners to ensure numbers of jobs.
the availability of advice and guidance on
The approach will be adaptable to respond to the
employment and training opportunities.
rapidly changing and challenging environment, as
• Providing recruitment support and advice to well as incorporating learning from our ongoing
businesses looking to retain and expand their engagement with residents, business, and
staff. partners.
• Helping businesses to adapt to new trading
conditions and to embrace innovation.
• Successfully supporting the reopening of the
borough’s Town Centres; and
• Providing additional grant support to retail,
hospitality and leisure businesses.
28 29DELIVERING ECONOMIC RESET
& RECOVERY IN PARTNERSHIP
St Helens Borough forms part of Merseyside and Authorities, Cheshire and Warrington will be
is one of the six local authority areas, along with essential to maximising regional opportunity,
Halton, Knowsley, Liverpool, Sefton, and Wirral, and provide access to private, government and
that make up the Liverpool City Region. devolved funding to supplement the Council and
partners activity.
For many years, the City Region authorities have
collaborated closely on key strategic planning The key to the success of the St Helens economy
issues such as the economy, infrastructure, is our relationships and partnerships at a
housing and environmental assets and these local level. This economic recovery plan has
working relationships were formalised by the at its heart the intention to work closely with
creation of the City Region Combined Authority in stakeholders across the borough, including
2014. business leaders, education and skills providers,
young people, public sector partners, and the
In response to the impact of COVID-19 on the
community and voluntary sector. The Council’s
regional economy, the Combined Authority
role will be to facilitate, enable and collaborate to
developed its Economic Recovery Plan, named
deliver an Economic Reset and Recovery Plan.
Building Back Better, a design for a new,
progressive, and resilient economy. Recognising The Plan is seeking to identify new industries,
our close allegiance to the City Region and opportunities and areas of growth that will put
the strong part that St Helens will play in the St Helens at the forefront of transformation.
regional recovery we have decided to mirror the An example of this will be the development of
framework for our own approach, that will cover: the £25m Town Investment Plan in 2021 which
outlines how, by working with public and private
• Supporting Businesses
sector and in partnership with English Cities
• People Focused Recovery; and Fund, we will invest in transformative projects
• Place and a Green recovery. to shape our future economy and address
inequalities.
St Helens has the capacity to play a stronger
role in the recovery of the Liverpool City Region
and the wider region. Our relationships with
the Liverpool City Region, Greater Manchester
30 31SUPPORTING BUSINESS
To support business survival and promote future such as the discretionary fund and business
inclusive growth, a suite of interventions will be grants fund, we will also begin to look at
required tailored to respond to local needs and additional ways to provide financial support
develop an effective business ecosystem, this through existing and new opportunities, such as
being our network of, suppliers, distributors, a Town Centre Fund.
customers, competitors, government agencies,
Other inward investment options will be actively
and other organisations.
researched and promoted, through investor
The impact of the national and local response to support or in partnership with the Recovery
the pandemic has caused significant financial Investment Platform, Future Innovation Fund,
challenges and a need for increase advice Community Renewal Fund and Kindred Social
and support, with our key regional employment Investment Vehicle.
sectors being hit harder than the national
2. Business support and advice
average. In addition, changing behaviours and
expectations, particularly with an increased A key success of the response to the pandemic
reliance on digital solutions, have led to a need for has been the ongoing business advice and
new and innovative solutions, as well as effective support, which has led to levels of engagement
enabling infrastructures to meet these demands that have never previously been seen. Working
and promote business sustainability. with key partners, such as the St Helens Chamber
of Commerce, we will continue to build on
Our aims will be to: this success by investigating opportunities to
• Minimise business failure rates establish sustainable mechanisms to support
• Safeguard jobs businesses to ensure they remain sustainable.
• Provide effective business infrastructure We will look to identify best practice from across
• Increase the resilience of supply chains the region, and tailor this to local needs, using
• Empower businesses digitally our regulatory powers, leveraging our assets,
or introducing new schemes and initiatives to
• Stimulate start-up growth and entrepreneurship
encourage businesses to recover or even get
Aligned to the Combined Authority, we will deliver established. This will include Start-up Support
our aspirations through the provision of: Packages, Night-time and Leisure Economy
Packages, pavement licences and road closures,
1. Access to finance visitor economy measures, festivals and events,
As we continue to promote, and in the main business accommodation and enterprise hubs.
administer local and national funding schemes,
32 333. Innovation, research, and development and communication activity (such as the digital
Working practices and customer behaviours high street) to raise awareness, drive footfall and
have changed and the business ecosystem has attract new businesses and investment.
had to adapt at pace as a result. While some of Along with local schemes, we will engage with
these have been temporary, others will likely lead the LCR Long-term Infra Platform, and LCR Digital
to significant long-term changes that will require Connectivity project, to deliver gigabit-capable
more permanent solutions. speeds and fast, reliable broadband across the
Digitisation and digital innovation is an area region, boosting productivity and innovation by
that has grown exponentially, and to ensure creating, a resilient fibre network.
our economy is fit for the future, we will need 5. Inward Investment
to ensure everyone embraces this change and
While the initial focus will be on keeping our
is supported to optimise it. Working with the
existing business base, there is a clear need to
Combined Authority, the Council will make use
focus on inclusive growth in the medium and long
of; Digital Supply Chain Platform, Advanced
term. Recognising the importance of continuing
Manufacturing Support Programme, Liverpool
to secure future investment in the borough and
City Region Accelerator, and Liverpool Health
to put in place the dedicated resources that
Ventures to embrace digital and enabling a
provides a compelling proposition to prospective
culture of commercialisation.
investors, to provide the wraparound service that
4. Network and infrastructure development will facilitate their investment in St Helens.
Along with direct involvement in supporting the
business ecosystem, there is also a need to
ensure the infrastructure exists in which it can
flourish. Through investment in transport (such
as the St Helens Southern Gateway scheme) and
digital projects (such as the digital super spine
and the Cityfibre network) we can ensure that the
infrastructure needed by modern business is in
place. In addition, we will undertake marketing
112
34 35PEOPLE FOCUSED RECOVERY
The existing challenges of St Helens will only be Health challenge. Our aims will be to:
further exacerbated by effects of the pandemic, • Increase job opportunities.
We will seek to encourage economic recovery
and has led to an increase in unemployment,
that maximises accessibility for people of • Enable people to get back to
reduced opportunities for future employment and
different ages, abilities, and mobilities, and work quickly.
severe financial challenges. Evidence shows this
ensures housing, transport, retail, and other • Engage early with those at risk
is taking place and the pandemic has increased
facilities can be used safely and easily by all of redundancy to reduce the
the gender wage gap, as more women have lost
people without unnecessary effort, separation, or time spent out of employment.
their jobs than men. A report by the Institute of
special treatment. • Create a broad range of
Fiscal Studies in May 2021 suggested working
mothers were 48% more likely to lose their jobs Self-employment is less prevalent in St Helens opportunities for employment,
than fathers. While a report by PwC, published in compared to the national and regional average. including in-work progression.
May 2021, found 78 per cent of those who had It is vital to the local economy and the pandemic • Ensure education, training
already lost their jobs because of the COVID-19 brought about a new entrepreneurial spirit in the and skills development exists
emergency were women. borough. New working methods and lockdown and meets the current and
innovations have demonstrated many hidden skills future needs of people and
Youth unemployment is a significant and growing
and entrepreneurial talent. It is important that employers.
concern, with youth unemployment rate over
we continue to encourage and ensure that the • Support education providers to
double the northwest and national rates. A
correct support and assistance is available that make up lost learning time.
coordinated approach with partners is essential
supports start-ups and helps grow successful
to address this issue, together with a need to add • Develop pathways to work
businesses.
value to mainstream programmes with bespoke schemes to engage young
and targeted approaches to deliver results. The Creating jobs is only one part of the equation - people and reduce the
Implementation Plan outlines a set of initiatives we know that there is a need to be have people numbers not in education,
that are designed to address this significant with the right skills to fill them. We will work with employment or training.
inequality. partners to raise aspirations, create a local • Raise aspirations, encourage
infrastructure, develop local schemes, utilise enterprise, and provide
While supporting businesses to survive and
national initiatives to; support employability, careers advice in school
grow, there will also be a need to upskill those
tackle skills gaps, reduce skills shortages. We curriculums and targeted at
who remain in employment and reskill those
will also look to directly create opportunities the most vulnerable young
recently unemployed to increase their opportunity
for employment (e.g. graduate employment people including Looked After
for future employment. In addition, the health
programme, apprenticeship programme, Children.
vulnerability of the local population could mean
Kickstart programme) or to help people become • Mitigate the wider health effects
that people are more susceptible to the effects
tomorrow’s entrepreneurs. of COVID-19, particularly on
of COVID-19, potentially increasing economic
inactivity due to ill health and a further Public the most vulnerable.
36 37ALIGNED TO THE COMBINED AUTHORITY, WE
WILL DELIVER OUR ASPIRATIONS THROUGH THE
PROVISION OF:
1. Support People in to Work and Employment Strategy which is evidence and permanently disadvantaged. In addition, with the is addressed to ensure people are fit and able
Having worked hard to change the historic intelligence-led and that demonstrates how the Liverpool City Region, we will look to implement a to work, or return to education, employment, or
challenges regarding unemployment and skills, borough will work closely with businesses and creative curriculum to capture the talent of young training.
the Council and our partners are in a good providers, to match emerging skills demands people in the City Region.
We understand that financial challenges often
position to build on the success of our pre- with local provision. Our future programmes
Being mindful of the existing issues we face with lead to severe outcomes, and we will introduce
pandemic schemes, such as Ways to Work and will be clearly evidenced, business-led skills
those at risk of becoming NEET, we know the support to help manage finances, tackle debt,
Households into Work, and supplement this with programmes, utilising regional funding to reskill
pandemic will further exacerbate this, and so and reduce the risk of homelessness. In addition,
additional national, regional, and locally targeted and retrain.
we will work with others to identify those being we will roll out the national digital poverty
initiatives, such as the Kickstart Scheme and the With the growing demands on digital technology, at risk and support their successful transition to programme in order introduce high-speed
DWP Back to Work Programme. we will use regional funding to undertake a digital education, employment, and training. Through broadband and 5G infrastructure, that will keep
We will work closely with local employers and skills project to retrain businesses, workers, and the introduction of a fully funded offer for people connected through improved access to
key partners, such as Jobcentre Plus, St Helens job seekers for the increasingly digital world. school leavers and a young person’s guarantee, digital connectivity as well as providing devices
Chamber of Commerce and St Helens and In addition, using our own services, as well including provision for care leavers, we aim to for those that need them.
Carmel Colleges to provide a responsive and as working with our partners, we will enhance ensure that all those aged under 25 can access
A community and voluntary sector resilience
inclusive offer to align support to vacancies and access to an adult learning offer tailored to the training, an apprenticeship, or a job, particularly
programme will be introduced, in partnership
skills shortages. opportunities in the employment market, and those who have been out of work for more than 6
with the Liverpool City Region and their Voluntary,
use flexibilities within the apprenticeship levy to months.
We will lever in addition funding through the Community, Faith and Social Enterprise (VCFSE)
introduce new apprenticeships and traineeships
Liverpool City Region for the roll-out of the We will take on board the insights provided by the Sector Resilience and Capacity Fund, that will
which will include those already in work.
Sustainable Job Creation Programme, Graduate St Helens Good Childhood Inquiry to tackle our provide the right infrastructure and financial
Employment Programme, Entrepreneur 3. Prevent Young People becoming NEET longstanding deficit in young people’s aspiration resource for the sector to engage with those
Development Programme, responsive Schools and Early Years Providers have been levels to nurture and retain as much talent as impacted by the pandemic.
employment support and targeted support for at the very forefront of the pandemic, they have possible for our future economy.
Aligned to our business support offer, and in
specific groups. relied heavily on local and regional support to 4. Address Health and Wellbeing Vulnerability partnership with the Liverpool City Region, we
introduce blended learning solutions to support will develop and deploy a workplace wellbeing
2. Develop Skills to Improve Employability The lockdown has put a tremendous strain on
reopening and sustain a mixed learning offer. programme, to ensure businesses recognise the
The ongoing and improved engagement with the health and wellbeing of our communities,
This new relationship provides a strong foundation both from the imposed isolation, the impact challenges they face and develop the tools to be
local businesses, through partnerships with the
to introduce an enhanced catch-up programme upon mental health and wellbeing, as well as able to support individuals to overcome them.
St Helens Chamber of Commerce in addition to
the Council engagement with local businesses, to overcome lost learning particularly amongst the potential financial strain of furlough and
enables us to determine future skills demands our most vulnerable children and young people unemployment. Given the existing issue of health
better than ever before. We will develop a Skills and raise attainment levels to ensure they are not vulnerability in the borough it is important that this
38 39Our aims will be to:
PL ACE AND ENSURING • Reenergise and regenerate
our town and district centres,
A GREEN RECOVERY providing a unique St Helens
experience.
• Establish Glass Futures as
a centre of excellence with
St Helens is perfectly positioned at the heart The borough covers an area of 136 square
global recognition and use it
of the North West. The link between the kilometres. The two primary town centres play an
as a catalyst to attract further
conurbations of Liverpool and Manchester important role in providing a range of retail and
foundation industry to the area.
with a strong strategic position at the heart of other services, complemented by the roles played
the Northern Powerhouse. We have a proud by a range of smaller district and local centres • Enhance the visitor economy,
industrious heritage and with innovation at our across the borough, the importance of which has including investment in heritage,
core we are a great place to live and grow. only been intensified during the pandemic. arts and culture.
We have access to a 3 million strong workforce • Create a world-class digital
With the opportunities provided by our
within one hours travel time and in recent years Infrastructure.
geography, and the challenges faced due to
we have become a place for logistics, advance • Deliver green, new homes and
the changing nature of high streets along with
manufacturing and research & development. communities at Cowley Hill and
the likely negative impact of the pandemic on
Located on the West Coast mainline and local key business sectors, a key aspiration and Bold.
Trans-Pennine rail network and sitting directly on opportunity will be the delivery of our ambitious • Facilitate employment sites and
the M62 and M6 we have unrivalled accessibility development sites and our emerging plans to economic development of a local
and connectivity. Not to mention access to two regenerate the town and district centres. and regional scale.
airports and the enhanced Port of Liverpool. • Deliver the infrastructure to
Our location and access make us a perfectly facilitate sustainable growth.
situated to take advantage of future • Invest in active transport and
developments associated with Superport, rail green infrastructure.
freight, logistics and manufacturing. Our heritage
• Support businesses to increase
and innovation coupled with our place-based
their profitability by reducing their
opportunities make us a great place to embrace a
environmental impact and taking
green recovery.
advantage of the growing market
for low carbon and environmental
goods and services.
• Develop and deliver a
programme to meet climate
change commitments.
• Deliver Growth that benefits
people.
40 41ALIGNED TO THE COMBINED AUTHORITY, WE
WILL DELIVER OUR ASPIRATIONS THROUGH THE
PROVISION OF:
1. Revitalised Urban Centres opportunities for future generations, new housing,
We successfully worked with businesses and including affordable homes and new and varied
partners to reopen our high streets and are employment options will make our communities
continuing to respond to the changing regional even more resilient. The delivery of these plans
and national guidance as it emerges. However, will be accelerated through direct involvement
our town centres need significant investment as and enabling activity. Opportunities at Parkside,
they look to adapt to the changes in consumer Moss Nook, Omega North, Haydock Point and
behaviour and the challenges facing retail. Cowley Hill will be supported, nurtured and
guided to ensure they deliver the sustainable and
We will revise our existing regeneration plans to quality place that we want St Helens to be. We
consider the additional impact of the pandemic will be ready to access the right private capital
on these centres and the opportunities our investment, social housing provider support,
new partnership with the English Cities Fund housing grant and government support.
(ECF) will bring. We will create new sustainable
urban centres that serve the needs of our local Infrastructure improvements will be needed
communities. to enable successful future development, and
so we will bring forward schemes, such as the
While we will use our own assets and funding to digital super spine and local loops, to provide
kick-start these opportunities, we will also look to digital capacity that addressed the significant
maximise access to private and external funding growth in local need. We will invest in transport
opportunities to make things happen and happen infrastructure, be that through new roads
fast. (Parkside Link Road), enhanced accessibility
2. Sustainable Communities (hackney carriages and rank pProvision) or
improved public transport (the ERIC scheme
St Helens is unique in the strength of the
to improve interchange options for Lea Green
communities within it and any future development
station). We will explore new opportunities to
must look to maintain this while promoting
maximise walking and cycling connecting local
growth and provide the infrastructure to sustain
people to local jobs.
future generations. Through the adoption of
our Local Plan, we will be able to manage
future development in a way that maintains
the character of the borough while providing
42 433. A Vibrant Visitor Economy region and beyond to increase those visiting our
The borough has a long and proud cultural history borough.
that is not represented by the existing visitor Links will be made to complementary
economy, with very limited numbers being aware programmes, such as the LCR Somewhere
of its past or attractions, meaning visitor and scheme, to build community cohesion as well as
resident leisure spend is low and this key element running outdoor public art events, to animate our
of the local economy is underrepresented. To spaces and provide a more attractive and vibrant
help our economic recovery we will address this family café culture and safe night-time economy
gap and look to grow a visitor economy that is through a new Licensed Premises Network and
appropriate to the size and cultural significance of the Best Bar None programme, to extend visitor
the borough. and resident dwell time.
St Helens Borough Arts Strategy has been St Helens has amazing architectural backdrop
developed in collaboration with the arts sector. and as shopping becomes less of a visitor draw
It is designed to help ensure every resident it will be the space between the buildings that
can engage with the arts, and to support the defines the success of the town and opens it up
borough’s recovery alongside future regeneration to the potential of events, festivals, and culture
projects. The strategy centres on seven priorities activity.
for action within the next five-years, including
aligning arts with the borough’s priorities for We will explore pop-up performances, pop-up
regeneration, with a particular emphasis on the food, storytelling that brings the outer assets of
Town Deal; strengthening relationships with the St Helens into the centre. Cultural trails will join
voluntary sector; and developing The Dream the tremendous assets of the place together.
sculpture as an asset. St Helens Borough has
We will explore innovative new models that foster
been selected to be Borough of Culture for the
socially responsible entrepreneurial activity,
Liverpool City Region in 2023 which will be a great
the St Helens version of BOXPARK will bring
opportunity to further build the visitor economy.
creativity, craft, and studio spaces into the town,
Investment in development of a digital and more demonstrating the innovation, zeal, and sense
animated high street along with a more proactive of community that the pandemic brought to the
approach to marketing St Helens as a destination, forefront.
will raise our profile and awareness across the
44 454. Innovative and Green Economy
In celebrating our past, we must also look to
the future, and so we will invest in innovative
schemes that raise our profile and support our
commitment to carbon neutrality. Our historic links
with glass will be central to the delivery of the
Glass Futures project, an industry backed scheme
in collaboration with the global glass industry,
academia, and government. The scheme will
provide economic stimulus while also researching
innovative new approaches to glass manufacturing
in a bid to reduce its environment impact.
In addition, linking to Liverpool City Region
schemes, such as Manufacturing Technology
Centre’s will introduce radical innovation of Modern
Methods of Construction (£155million programme),
the LCR Hydrogen Economy Programme will bring
innovation to energy, and the Refurbishing Housing
for a Green Future Programme will help to tackle
fuel poverty, reduce energy consumption and
tackle the climate crisis directly.
Our work will link to available funding regionally as
well as nationally to promote a sustainable recovery
through the development of local supply chain
that create social value, while also developing a
flourishing green economy, all delivered through
the targeted use of local spending power, the
attraction of key national and global partners, and
stimulation of entrepreneurship and small business
growth.
Delivery
Attached to this plan is a detailed implementation
plan setting out the range of activities and
interventions planned and underway to support our
business ecosystem, a people centred recovery
and place and a green recovery.
46 47IMPLEMENTATION PLAN 2021/22
SUPPORTING BUSINESSES
Project Description Lead Delivery Partners Outcomes Cost Resources Gaps Timescales
B1 Business Grant Delivery of a range Council Chamber Grants disbursed Final costs to be Town Centre Fund None Sep 20 - Dec 21
Funds of grants to help Jobs safeguarded determined - up to Govt COVID Support
businesses survive the £48m by May 2021
Jobs created Liverpool City Region
pandemic and grow
Business Strategic Investment
into the future and
improvements Fund (LCR SIF)
protect and/or create
jobs. Council support
B2 Engagement Strong engagement Council Combined Authority Preserve and Existing staffing Council Budget None Oct 20 - Sep 22
with key assets and with and support (CA) encourage investment resource
businesses for key assets and Chamber in the borough
businesses.
Mapping of who
does what to better
coordinate responses.
B3 Inward investment Develop inward Council Growth Platform Foreign owned inward £0.250m Existing ERDF Place Existing ERDF and Aug 20 - Mar 23
and investor support investment offer, and investors receiving Marketing Initiative Council Match to
investor support and support. (to Dec 21). Dec 21.
aftercare offer and 350 local employers Extended ERDF Place New ERDF Funds and
identify resource for provided with direct Marketing Initiative Council Match to
delivering inward support and advice (Jan 22 to Mar 23). Mar 23.
investment. per annum.
Mapping of who
does what to better
coordinate responses.
48 49Project Description Lead Delivery Partners Outcomes Cost Resources Gaps Timescales
B4 Night-Time Approved projects for Council Private Sector COVID Secure £0.020m Town Centre Fund Targets St. Helens June 2021 -
Economy (NTE) and NTE proposals as part Best Bar None town centre and March 2022
Leisure Economy of LCR Town Centre Earlestown, further
Introduction of the
Package Fund for delivery in funding sourced for
NTE Forum
2021. continuation across
the borough.
B5 Pavement Cafes Pavement Cafe Council Businesses Second summer Existing staffing N/A None Temporary Law
legislation has since introduction resource. change until
been adopted and more business September 2021
and successfully have extended
introduced. This Pavement Café areas
is in place under to maximise outdoor
temporary legislation space.
until September 2021.
Further businesses
may be added as the
term progresses.
B6 Local Support the Council Businesses LCR Visitor Economy Existing staffing Council None January -
implementation of development of the Strategy (by Sep 21) resource. LCR SIF December 2021
visitor economy LCR Visitor Economy Place Marketing LCR
measures Strategy and begin SIF bid.
development of a St
Helens Visitor Economy
Strategy as part of a
wider Economic Growth
Strategy. Develop local
measures to ensure the
survival and resilience
of tourism businesses
in preparation for the
next 12 - 18 months.
50 51Project Description Lead Delivery Partners Outcomes Cost Resources Gaps Timescales
B7 LCR Business Funding and finance CA Council Investments in growth £17.100m across the LCR SIF None January -
Ecosystem Initiatives for business growth in Chamber businesses LCR December 2021
the LCR.
B8 Good Business Maximise CA Council Events based in and/or Existing staffing Council None Oct 2020 (Act 1)
Festival opportunities for St Event organisers focused on St Helens resource July 2021 (Act 2)
Helens to highlight
projects including
Glass Futures, links
with Stuttgart. Events
secured for July 2021.
B9 Start-up Support Support and Chamber New Start Ups DWP New Enterprise None Sep 20 - Dec 21
Package grant available for ERDF Allowance
entrepreneurship and Enterprise Hub
start-ups.
52 53PEOPLE FOCUSED RECOVERY
Project Description Lead Delivery Partners Outcomes Cost Resources Gaps Timescales
P1 Ways to Work Support for Ways To Work Jobcentre Plus 5,000 engaged £7.100m Existing ESF allocation Funding applications Oct 20 - Sep 23
transitioning into Local training 1,500 job outcomes New ESF 1.1/1.3 bids submitted for
employment, education providers submitted extension beyond
1,000 education /
or training, including: June 2021.
training outcomes Council match
• newly unemployed
• under-employed
• those facing
redundancy
• 16-24
P2 Kickstart Scheme Creation of 6-month DWP/JCP Ways To Work 650 placements £5.500m DWP None Nov 20 - Mar 22
work placements Chamber
aimed at those aged
Torus
16-24.
Local Employers
P3 Traineeships & Additional incentives DWP/JCP Training providers 450 traineeships £1.250m (estimated) DWP None Aug 20 - Sep 21
Apprenticeships to employers for Council 400 apprenticeships
traineeships and
Chamber
apprentice.
College
P4 St Helens Delivering and DWP/CA Ways to Work 610 local residents £0.800m Community Renewal Bid submitted Aug 21 - Mar 22
Pathways into piloting an integrated ACL supported Fund 17/05/21
Employment package of 148 local employers
VCA Orgs
employment support supported
initiatives, enhancing Career Connect
340 engaged in job
and expanding the
search
existing local offer
and supporting 157 into education /
residents to progress training
towards employment. 174 into employment
54 55Project Description Lead Delivery Partners Outcomes Cost Resources Gaps Timescales
P5 Clean, Green Ensure the local Chamber Council 1,300 people engaged £0.800m Community Renewal Bid Submitted Aug 21 - Mar 22
and Advanced economy has the skills Schools (mainly school age) Fund 17/05/21
Manufacturing Skills needed to create 28 Businesses Public Match
College
for the Future clean/green growth supported
Employers Private Match
in our area and to
100 in education /
further strengthen
training
our advanced
manufacturing sector. 30 gaining
qualifications
P6 DWP Youth Hub / Creation of town centre Ways to Work JCP 2 Community Hubs £0.060m Town Centre Fund None Dec 20 - Mar 22
Ways To Work Centres community hubs for Training providers
employment support,
Council
advice and guidance.
Chamber
College
P7 Workforce Assist employers to CA Merseycare Employees supported £0.500m The Health Foundation Bid submitted, Oct 21 - Dec 22
Wellbeing Programme deliver organisational Trade Unions to improve health/ decision expected
change to improve the wellbeing Aug 21
Growth Platform
health and wellbeing
of employees. Council
VCA
HE / FE Orgs
P8 Reskill and Retrain Menu of relevant CA Council 2,250 supported in £4.600m estimated Government LCR ask None Jan 21 - Sep 23
employment and skills Chamber 200 businesses AEB
support interventions
Training Providers LCR CA Resources
to meet the skills
needs of our key College
sectors and clusters.
56 57Project Description Lead Delivery Partners Outcomes Cost Resources Gaps Timescales
P9 Digital Skills 8-12 week courses Council CA 100 supported £0.100m Government pilot None Dec 20 - Mar 22
Project with residents and (£1.000m LCR) funding to March 21,
businesses to develop further funds now
mid-level digital skills. received to March 22
P10 NEET Prevention Work proactively to Ways to Work, Jobcentre Plus 300 engagements pa £0.380m p/a • ESF 1.2/1.4 None Oct 20 - Dec 22
understand those at Positive Inclusion Local training 50 into employment p/a resources
Risk of becoming Programme providers • Council match for
120 into education
NEET, informed career ESF
Career Connect training p/a
advice and guidance,
• Council funding
successful transition
for commissioned
and pathways to
service
Education Employment
and Training.
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