About the Liverpool Strategic Partnership
The Liverpool Strategic Partnership (LSP) brings together over twenty of the city’s largest anchor institutions and networks.
The partnership is overseen by a board of chief executives. Member organisations collectively employ over 60,000 staff and spend over six billion pounds a year.
Our partner organisations
- Have a spending power of over £6bn per year
- Employ more than 60,000 People (FTE)
Our partners
- Liverpool City Council
- University of Liverpool
- Liverpool John Moores University
- Liverpool Hope University
- Liverpool School of Tropical Medicine
- City of Liverpool College
- Liverpool Chamber of Commerce
- Liverpool Charity and Voluntary Services
- Torus
- The Riverside Group
- Onward Homes
- Merseyside Police
- Merseyside Fire and Rescue Service
- HMPS - Liverpool Prison
- Mersey Care NHS Foundation Trust
- NHS Cheshire and Merseyside Health and Care Partnership
- Liverpool University Hospitals NHS Foundation Trust
- Alder Hey Children’s Hospital Trust
- Liverpool Heart and Chest Hospital
- Walton Centre NHS Foundation Trust
- Department for Work and Pensions, North West
The purpose of the Liverpool Strategic Partnership is to provide collective city leadership, with a focus upon improving outcomes for residents. The partnership also takes a leadership and oversight role on identifying and implementing opportunities for public service reform.
The partnership is not a delivery body - it is designed to provide systems leadership and placebased leadership.
Many of the opportunities and challenges we are seeking to address in Liverpool are highly complex, deeply entrenched and ever changing.
The LSP provides a unique forum for executive leaders to keep sighted on the big picture - the direction of travel, how Liverpool is performing compared with elsewhere and, ultimately, to challenge poor performance across systems and identify solutions.
Systems and place-based leadership
Systems (e.g. health, education, economy or housing) have a highly fragmented or non-existent form of leadership and responsibility, which is split across numerous local, city region and national level organisations.
Place leadership simply means the coming together of organisations in a local area to collectively solve problems and pursue opportunities which no single body can do on its own. Liverpool City Council plays a convening role in bringing partners together to achieve this.
What is the purpose of the vision and framework?
Our shared vision and outcomes are a necessary and major first step for our partnership to develop its place and systems leadership role. The vision and framework provides a collective statement on what we want to achieve for Liverpool by 2040 and it identifies and prioritises a set of outcomes that we will pursue.
Public partners have over a dozen statutory outcome frameworks that they must report to central government on – our framework provides us with a shared set of local priorities for Liverpool. By measuring Liverpool’s progress and performance against our vision and outcomes we can identify underperformance and systems failure and develop solutions.
How will we deliver the vision and outcomes?
The vision and outcomes are a prioritised summary of the total ambition arising from all of our organisational plans, city-wide and partnership strategies, programmes, projects, initiatives, consultations and community engagement.
The delivery plan for the framework is everything that we do as organisations and collectively in partnership with others.
There is a vast array of strategies, plans and city-wide boards or working groups taking care of all of this. The LSP will stay focused upon tracking progress against our vision and headline outcomes.
The second strand to delivering our vision is changing how we work and being smarter about how we identify and implement new initiatives that will make the most impact. This is what we call public service reform and pages 13-14 describes our approach to this in Liverpool.