Team Liverpool:
A shared vision and desire to do things differently
Who we are
We are a group of organisations across the city, committed to a new model of leadership that embraces cross-sector working with a common aim – to better meet the needs of everyone in Liverpool.
Team Liverpool brings together leaders of the city’s largest public sector organisations and private and third sector. Together, we will deliver the City Plan for Liverpool.
Tim Jones, Vice Chancellor
University of Liverpool
Steve Coffey, Chief Executive
Torus
Clare White, Chief Executive
Liverpool Charity and Voluntary Services
James Sumner, Chief Executive
Liverpool University Hospitals NHS Foundation Trust
Elaine Bowker, Principal
City of Liverpool College
Serena Kennedy, Chief Constable
Merseyside Police
Theresa Grant, Interim Chief Executive
Liverpool City Council
Paul Cherpeau, Chief Executive
Liverpool Chamber of Commerce
Phil Garrigan, Chief Fire Officer
Merseyside Fire and Rescue Service
Joe Rafferty, Chief Executive
Mersey Care NHS Foundation Trust
The following principles guide the Team Liverpool approach:
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Partnership for Place
We are committed to leading by example in our own organisations, and to work together to deliver the City Plan. All organisations and communities in the city will be encouraged to join us in this approach.
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People Power
We aim to take a step back and reset the relationship between public services and residents, communities and businesses. We are committed to working with our communities to ensure that they have more involvement in the design of future changes. We want our communities to take more control over defining and shaping the things that matter to them.
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Tackling inequalities by prioritising resources according to needs
Covid-19 has highlighted, and exacerbated, long term inequalities for residents across the city. We need to look again at our plans and strategies to make sure that our recovery tackles deep routed inequalities in everything that we do.
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A stronger focus on prevention and early help
Our services are meeting exceptionally high levels of demand. Across our health services, children’s social care, schools, support for older people, and our blue light services, we are responding to demand which would have been avoided if we had invested earlier and differently. We have to work together as a partnership to refocus our decisions and make the right interventions in a proactive way, where they can achieve the best outcome for the system as a whole.
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Integrated services for both people and place
Our focus is on bringing services together into a much more joined up offer at the level of the person or family, neighbourhood and city. It is about bringing our services together for families and individuals, being able to deliver the right services at the neighbourhood level and having the right arrangements in place at the city level to act as one public service partnership.
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Shared intelligence and evidence-based decision making
Underpinning our partnership model is the need to develop a shared intelligence base to ensure that our decision making is informed by high quality evidence. Partners have committed to safely sharing their data between agencies to support effective delivery and to identify those most in need.
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Shared risks and resourcing
Our partnership is committed to more joint decision making and to rise to the complex challenges we face as organisations. We will develop new investment and resourcing models to enable this collaboration, share the risks and enable the rewards and benefits to be reinvested in our system as a whole. We will incentivise investment in prevention and early help and we will promote innovation in the design and delivery of services.