Service Plan April 2005 March 2006

1
Service Plan April 2005 March 2006

• Division Building Design Unit
• BRIAN J ANDERSON

2
Section Summary

• The BDU comprises Architects, Architectural
  Technicians, Quantity Surveyors, Structural,
  Mechanical and Electrical Engineers, Building
  Surveyors, Clerks of Works
• The BDU provides full, multi-disciplinary
  building design and project management/constructio
  n services to the Council
• This unit is responsible for all the major
  capital building projects funded by the Council
  and a variety of external funding streams,
  including, inter alia, European (Objective One,
  Pathways, SRB6), DfES, Neighbourhood Renewal
  Fund, Heritage and Sports Lottery Boards etc.

3
Section Summary

• The range of projects completed over recent years
  is varied and includes, major housing estate
  refurbishment, schools, conservation work,
  leisure/sports, health, arts/culture, One Stop
  Shops, University and Industrial
  research/training buildings, Community Facilities
• The unit continues to drive Egan and partnering
  for the Authority and to date has implemented 15
  project partnering contracts with a total value
  of 30M using the PPC 2000 contract
• The BDU works closely with local community groups
  and is currently on site with the Lauries and St
  James Centres in Birkenhead, both 2M Community
  Facility schemes

4
Family Tree of Divisional Structure

5
SOME OF OUR ACHIEVEMENTS DURING 2003/04

• Capital Programme, Property Asset Management
• Capital Strategy submission scored Good by GONW
  in Nov 2003
• Rationalising office accommodation for Fit for
  Purpose
• Strengthening links between capital investment
  and AMP
• Improved delivery of 2003/04 Capital Programme
  against KPI targets
• Improved local labour figures of 57.5 (47.4 in
  2001/02)
• BDU delivered 7.7M capital works on site in
  2003/04

6
SOME OF OUR ACHIEVEMENTS DURING 2003/04

• Capital Programme, Procurement, Service Quality,
  Local Labour
• Average BDU fee 9.38 in 2003/04 (reduced from
  11.8 in 98/99)
• Client feedback average score 87.5 (increased
  from 65 in 99/00)
• Average tenant feedback score of 86.6 (increased
  from 80 in 01/02)
• Contractors on major schemes now selected on
  quality and price
• 4.08 av days lost through staff sickness (reduced
  from 10.8 in 01/02)
• 10.7 local FTEs created per 1M construction
  spend (3.72 in 02/03)
• We have worked even closer with our customers,
  contractors, suppliers and
• Consultants over the last year to achieve
  continuous and measureable service
• improvements

7
LOOKING FORWARD 2005/06 AND BEYOND

• BDU DIVISIONAL CHALLENGES
• Develop multi disciplinary teams within the BDU
  and PMU
• Develop Term Contracts with Consultants
• Establish Service Level Agreements with Client
  Departments
• Increase further efficiencies and reduced fees
• Reduce car mileage
• Re-Engineer Services to maximise opportunities as
  one Department
• Develop and implement Green Building
  Specifications
• Further development and implementation of Egan
  and Partnering

8
LOOKING FORWARD 2005/06 AND BEYOND

• DEPARTMENTAL CHALLENGES
• Establish New Department and co-locate at
  Cheshire Lines
• Maintain Services during Re-organisation
• Re-Engineer Services to maximise opportunities as
  one Department
• Adapt and support new Core IT systems
• Build teams improve performance
• Streamline operations, Clear Focus on whats
  important!

9
Risks

• W.P.H. Housing Transfer
• Loss of key professional staff
• Loss of workload on housing schemes
• Demands on key areas, procurement advice, PMU
  surveys etc
• Staffing
• Staffing EVRs staff shortage (loss of
  expertise knowledge)
• Temps long term (difficulty in retaining
  staff)
• Cross Departmental Working reduction in
  establishment posts
• Education Cultural Services
• Changes in working practices potential
  lower workload
• PFI and Schools for Future potential lower
  workload
• Systems
• QA and B.S.I. Accreditation
• Joint working and cross-cutting processes (QA,
  HS, CDM)

10
KPI Achievement Summary

• Average fee scale on Capital projects
• past 11.8 current 9.38 future 9
• Tenant feedback average scores
• past 80 current 87 future ?
• Construction Cost Predictability
• past 55 current 61 future 65
• Client feedback surveys average score
• past 65 current 87.5 future 90
• Construction Programme Predictability
• past 55 current 75 future 80
• Tender Sum Contract Sum
• past 68 current 88 future 90

11
Family Tree of Proposed Divisional Structure

12
Divisional Key Issues

• Implement multi-disciplinary design teams
• Structure of Division to be confirmed as soon as
  possible with all acting ups confirmed to
  implement interim management structure
• Potential SLAs to be agreed with client
  departments
• Term contracts to be developed with Consultants
• Further implementation of Egan and partnering
  across Department

13
Service Plan April 2005 March 2006

• Section
• Waste Strategy Recycling

14
Service Plan

• Section Head
• Allen Barker

15
Waste Strategy Recycling(setting the scene)

• Structure Strategy Manager Recycling
  Officer Assistant Recycling
  Officer Assistant Recycling Officer
  Assistant Recycling Officer Clerical
  Support

16
Waste Strategy Recycling

• Core Services Provide Recycling
  Facilities Educate and Inform the
  public Develop a Local Waste Reduction
  Strategy Help Develop a Regional Waste
  Strategy Represent the Council on the Bidston
  Project board

17
SOME OF OUR ACHIEVEMENTS DURING 2003/04

• Waste Strategy Recycling
• Introduced interim recycling services
• Relaunched the doorstep paper recycling scheme
• Installed an additional 45 on street glass banks
• Extended the kerbside collection of garden waste
• Developed a community sector scheme for the
  recycling of bulky household wastes
• Developed a multi media education and recycling
  awareness campaign
• Worked with MWDA to develop a successful bid for
  the redevelopment of Bidston (5M)

18
LOOKING FORWARD 2005/06 AND BEYOND

• Waste Strategy Recycling will comprise
  following core services
• Recycling Services
• Provide bring facilities for the recycling of
  paper, glass, cans, textiles, books, foil,
  shoes. Etc. Provide door to door collections of
  garden waste, mixed dry recyclables and other
  organic wastes
• Strategy Development
• Waste and recycling strategy development for
  Wirral
• Waste Strategy development for the Merseyside
  region
• Facilities Development
• With MWDA and others, develop the waste
  management facilities for Wirral at Bidston
• EducationProvide education resources and deliver
  the recycling and waste reduction message to
  schools and the general public
• Research Provide research and development
  services

19
LOOKING FORWARD 2005/06 AND BEYOND

• CHALLENGES
• Reduce household waste arisings
• Provide multi-material collections of recyclables
  for all households
• Provide garden waste collections for all
  appropriate households
• Procure recycling collection contractor(s)
• Recover WEEE, bulky and hazardous wastes from the
  waste stream
• Develop further the Education and PR initiatives
• Work to develop a waste disposal strategy for
  Merseyside for the next 25 years

20
BIG ISSUES and POTENTIALS

• Encourage smart shopping (low packaging, avoid
  disposables), promote home composting, promote
  reuse, (nappies,batteries, bags),
• Procurement and installation of 140,000 second
  wheeled bins, manage the PR associated with this
  and trouble shoot the problems
• Examine all the options for service delivery
  partners and advise on the best options for
  Wirral
• Procure and install garden waste recycling
  facilities for a further 60,000 households
• Work with partners for the refurbishment and
  recovery of waste electrical equipment, bulky
  waste and hazardous waste
• Make all householders and schoolchildren aware of
  the reasons why waste reduction and recycling are
  important for them.
• Work to ensure Bidston meets all Wirrals waste
  recovery needs.

21
Risks

• Failure to persuade householders to change their
  buying habits in favour of less packaging,
  reusable products, etc.
• Delays in construction of MRF and composting
  facility at Bidston
• Increased government targets
• Additional legislation
• Failure to secure budgetary provision

22
KPI Achievement Summary(appendix)

• BVPI 82a Percentage of household waste
  recycled2003/4 6.8 actual2004/5 10
  expected2005/6 18 statutory target
• BVPI 82b Percentage of household waste
  composted2003/4 0.2 actual (trial scheme
  only)2004/5 2 expected2005/6 3 marginal
  improvement expected
• ISO 14001 Accreditation in November 2004 expected

23
Family Tree of Divisional structure(appendix)

• Showing clear lines of reporting for Key Issue
  Exchange/etc., down to clustered job roles

24
Divisional Key Issues

• Reduce Household Waste Arisings
• Introduce Borough-wide multi-material kerbside
  recycling
• Procure a kerbside recycling collection
  contractor
• Expand Kerbside garden waste collections
• Recover WEEE, bulky hazardous materials from
  the household waste stream
• Develop promotion, PR and education initiatives
• Work in partnership on the development of
  regional and sub regional waste treatment and
  disposal strategies.

25
Service Plan April 2005 March 2006

• Division

Traffic Management
26
Service Plan
Technical Services - Traffic Management
Divisional Head

• Geoffrey Bell
• Assistant Director

27
Divisional Summary Core Services
Technical Services - Traffic Management
In line with both Government and Wirral Borough
Council strategy and policy, the Traffic
Management Division carries out a wide range of
traffic-related responsibilities. In particular,
the main areas of activity are-
Safety
Safety
Safety

• Design
• Design and provision of all new traffic signs and
  road markings
• Accident analysis and Safety audit
• Design, installation and maintenance of traffic
  signals including pedestrian facilities
• Urban traffic control
• The provision and maintenance of cctv
• Implementation and review of traffic regulation
  orders
• The design and implementation of local safety
  schemes, measures to assist buses, traffic
  calming, pedestrian refuges
• Provision of parking bays to assist disabled
  people and lowered kerb crossing points

• Training
• Providing road safety education
• Cycle Training
• Kerbcraft pedestrian training
• Road Safety publicity events / campaigns

28
Divisional Summary Core Services
Technical Services - Traffic Management

• Information
• Road safety and traffic management advice in the
  planning application process and to external
  agencies
• Road accident information provided for internal
  and external customers
• Road traffic data provided for internal and
  external customers

• Other
• Administration and management of the school
  crossing patrol service
• Administration and management of on-street car
  parking
• The engagement, supervision and monitoring of
  consultants and contractors to assist in the
  overall service delivery
• Traffic co-ordination role
• Inter-authority liaison in the local transport
  plan process
• Management of the highway for temporary events

29
Technical Services - Traffic Management
30
Technical Services - Traffic Management

• CLUSTERED JOB ROLES
• UTC - Urban Traffic Control
• Maintenance and design of new traffic signals
• CCTV
• Variable Message Signing Telematics
• Roadworks / events co-ordination
• Traffic survey investigations
• Accident Investigation
• Examination / analysis of accident database
• Design of Local Safety Schemes
• Safer Routes to Schools
• Road Safety
• Education, Training Publicity
• Kerbcraft Initiative
• School Crossing Patrols
• Managing 120 sites
• Risk assessment
• Traffic Management

31
Key Partners / Service Links
Technical Services - Traffic Management
Merseytravel Police Community Groups Solicitor WIR
ED Government Office NW Consultants Cheshire /
Babtie / Atkins / MIS / Highway Agency Birkenhead
Town Centre Management Tourism
Hackney / Private Hire Nth West Development
Agency NWDA Other Merseyside District
Authorities Events organisers Forums Wirral
Waterfront All Council Departments NHS Hospital
Trust Healthcare Primary Trusts Driver Vehicle
Licensing Agency (DVLA) Vehicle Operators
Standards Agency (VOSA)
32
PAST SERVICE PLAN TO MARCH 2005SERVICE AREA
OBJECTIVES AND PROGRESS TO DATE
Technical Services - Traffic Management
33
SOME OF OUR ACHIEVEMENTS DURING 2003/04
Technical Services - Traffic Management

• Centre of Excellence
• - School Crossing Patrol Service
• - UTC
• - Identifying LSS
• - Involvement with external parties
• - Funding opportunities
• Quality jobs / professional approach
• Consistent delivery of service to meet a wide
  range of performance indicators both at local and
  national levels.

• Delivery of Capital / Revenue programmes 2.2m
  and 2.0m respectively
• Delivery of increased Capital and Revenue
  programmes some of which directly assist persons
  with disabilities and generally have necessitated
  partnership working with external consultants to
  help with the peaks in workload.
• Management and monitoring of the budget within
  guiding principles.
• Delivery of P.Is
• Considerable advancement in CCTV/VMS and
  telematics technology.
• Considerable involvement and advice on major new
  initiatives throughout the Borough.

. . . . .
34
SOME OF OUR ACHIEVEMENTS DURING 2003/04
Technical Services - Traffic Management

• 3rd Child Pedestrian Co-ordinator appointed and
  Kerbcraft programmes successfully completed.
• Safer Routes to School and Walking Buses.
• Second Speed Alert Trailer and development of
  deployment strategy
• On-going improvements in Best Value Review in
  Road Safety (continuous service review)

• Success in quality bus partnership initiatives
  with Merseytravel.
• Supportive in a wide range of PR and media issues
  both of an internal and external nature eg RNLI
  Hoylake, The Egg Run, Queens Golden Jubilee and
  charitable events.
• Key role in supporting the LTP process and
  membership of MTEG.
• Close corporate working on tourism sign-posting.

35
Division Challenges(What we look forward to
managing - What we are not so good at)
Technical Services - Traffic Management

• CHESHIRE LINES MOVE
• lack of parking facilities
• accommodation
• lack of detail on move
• not properly thought out
• service delivery before during and after
• open plan office
• opportunity in flexi working from home etc
• security on site
• PRIORITISING
• Statutory functions - Road Traffic Act 1991
• Non statutory functions

• KEEPING ON TOP OF CORPORATE INITIATIVES
• BEING PROACTIVE Constrained by reactive work
• MANAGING WORKLOADS
• ACQUIRING THE NECESSARY I.T. TO DO THE JOB
• INTERACTING WITH PUBLIC ON FEEDBACK ON WHAT THEY
  WANT
• KEEPING A GOOD RECORD SYSTEM
• as-built drawings
• TRO procedure
• TEAM BUILDING

ATTRACTING AND KEEPING STAFF PERSONAL
DEVELOPMENT PLANS REVIEWS OF JDs AND JOB SPECS
36
BIG ISSUES
Technical Services - Traffic Management

• FANTASTIC FEEDBACK
• On what we have to do now, in the future and
  suggestions for economies and efficiencies

• NOW
• Deliver KPIs / P.Is Enhanced
• Deliver services and programmes
• Move to Cheshire Lines
• Address recruitment and retention
• Better manage consultants
• PR with public and Councillors (expectations v
  resources v timescale)
• Open Golf Tournament
• Merseytravel
• Neighbourhood Renewal Fund (NRF)
• Staffing

• FUTURE
• Identify Revenue savings
• Longevity of funding arrangements
• Project management
• Traffic management Bill / Act
• Improve staff morale
• More flexible working arrangements
• Management of sickness
• Open Golf Tournament
• TRO Decrim review
• Backlog of Committee reports
• Netting off
• LPSA target delivery
• Statement of Intent / P.Is
• Keeping up with Corporate initiatives
• Gain better level of public and Councillor
  support
• Develop time to monitor what we do so as to be
  able to improve
• Leaflets / displays / IT website

37
BIG ISSUES
Technical Services - Traffic Management

• COHESION
• Closer working with planning function
• Streetlink review
• Contact Centre toolbox type talks
• Work / Life balance
• Member training
• Charge for pre-planning advice
• Improved / updated IT (GIS/TROs/UTC)
• Charge all service users disabled?
• Current income generators
• Capital schemes
• Survey information
• Signal information
• Accident information
• Temp TROs
• Lost parking permits
• Automatic traffic counts
• APMs

Target 260,000
38
KEY PERFORMANCE INDICATORS AND P.IS
Technical Services - Traffic Management
39
KEY PERFORMANCE INDICATORS AND P.IS (continued)
Technical Services - Traffic Management
40
RISKS TO THE BUSINESS
Technical Services - Traffic Management

• POOR DELIVERY OF SERVICE
• POOR P.R.
• STAFF RETENTION / RECRUITMENT
• STAFF MORALE AND MOTIVATION
• EFFECTS OF THE OFFICE MOVE
• ABILITY TO MANAGE CONSULTANTS
• FAILURE TO MEET BOTTOM LINE BUDGET
• FAILURE TO DELIVER
• LPSA Targets
• P.Is
• Statement of Intent
• POOR QA PROCEEDURES
• SERVICE RE-ENGINEERING

41
Service Plan April 2005 March 2006

• DivisionProperty Maintenance Unit
• Jeff Sherlock

42
Section Summary

• Property Maintenance Section provides various
  professional services to all client departments
  and also works with the in-house Building Design
  Unit to cover peaks in workload.
• The Section comprises of Building Surveyors,
  Quantity Surveyors, Structural Engineers, Lift
  Engineers, Demolition Surveyor, Asbestos
  Surveyors, Assistant Building Surveyors and
  Technical Clerical Staff.

43
The Section is responsible for the following

• The Councils Planned Preventative Maintenance
  Programme (PPM)1m per year.
• Adaptations for disabled design and supervision
  approximate value 900,000 per year.
• Maintenance and new installations of all lifts,
  stairlifts, and lifting appliances approximate
  value 700,000 per year.
• New Deal for Schools (N.D.S.) and condition
  funding spends in partnership with Education
  Cultural Services, Facilities Management Section
  approximate value 1.5 m.
• Demolition projects annual value of 1.3 m.
• Asbestos identification, removal, encapsulation
  works, annual value of 300K.

44

• Day-day reactive maintenance works to municipal
  buildings and managed properties covering over
  300 properties with an annual budget of
  approximately 500k.
• Day-day reactive heating maintenance for 12
  communal housing properties and 40 Social
  Services sites.
• Annual boiler maintenance on municipal buildings
  and 135 schools.
• Structural surveys and reports for Department of
  Housing Environmental Protection including the
  Market Renewal funded schemes.
• Council House Right to Buy surveys.
• Day-day reactive works and major refurbishment
  schemes for Merseyside Magistrates Courts.

45
SOME OF OUR ACHIEVEMENTS DURING 2003/04

• Capital Programme, Property Asset Management
• Significantly improved disabled access to
  Councils public buildings
• Rationalising office accommodation for Fit for
  Purpose
• Strengthening links between capital investment
  and AMP
• Improved delivery of 2003/04 Capital Programme
  against KPI targets
• Improved local labour figures of 79 (71 in
  2002/03)
• P R Programme restored to summer working

46
SOME OF OUR ACHIEVEMENTS DURING 2003/04

• Average PPM fee 11 in 2003/04 (reduced from
  12.5 in 2002/03)
• Client feedback average score 87.5 and average
  tenant score of 92
• Contractors on major schemes now selected on
  quality and price
• Major scheme incorporating new court rooms at
  Birkenhead Court House delivered on time for
  Merseyside Magistrates Courts.

47
LOOKING FORWARD 2005/06 AND BEYOND

• DIVISIONAL CHALLENGES
• Develop multi disciplinary teams within the new
  Property Maintenance Unit and Building
  Maintenance Unit
• Develop Facilities Management services
• Establish Service Level Agreements with Client
  Departments
• Increase efficiency and reduce fees
• Reduce car mileage
• Re-Engineer Services to maximise opportunities as
  one Department
• Re-tender all S.O.R. Contracts

48
LOOKING FORWARD 2005/06 AND BEYOND

• DEPARTMENTAL CHALLENGES
• Establish New Department and co-locate at
  Cheshire Lines
• Maintain Services during Re-organisation
• Re-Engineer Services to maximise opportunities as
  one Department
• Adapt and support new Core IT systems
• Build teams improve performance
• Streamline operations, Clear Focus on whats
  important!

49
Risks

• W.P.H. Housing Transfer potential reduction in
  workload
• Adaptations Home Adaptation Role (HAT)
• Right to Buy Surveys, Structural Surveys, Lifts
• Staffing
• Staffing EVRs staff shortage (loss of
  expertise knowledge)
• Temps long term (difficulty in retaining
  staff)
• Cross Departmental Working reduction in
  establishment posts
• Education Cultural Services
• Changes in working practices potential
  lower workload
• Schools autonomy potential lower workload
• Changes in Legislation eg Asbestos Regulations
  places increase on workload
• S.O.R. Contracts extended year on year not
  market tested (D.A.)
• Systems
• QA and B.S.I. Accreditation
• Joint working and cross-cutting processor (H S,
  CDM)

50
KPI Achievement Summary(appendix)

• Average fee scale on PPM projects
• past 12.5 current 11 future 10
• Adaptation Service Delivery Targets
• past 75 current 95 future 100
• Improve Service Delivery Stairlifts
• past 75 current 50 future 80
• Client feedback surveys average score
• past 80 current 87.5 future 90
• Housing Repair Painting Programme Summer
  Working
• past 56 current 95 future n/a
• Development of Asbestos Register completed
  surveys
• current 55 future 75

51
(No Transcript)
52
Divisional Key Issues

• Structure of Division to be confirmed as soon as
  possible with all acting ups confirmed
• Potential SLA to be agreed with client
  departments with priority given to those affected
  under Wirral Partnership Homes Transfer
• Diagnostic Surveys (structural)
• R.T.B. Surveys/Valuations
• H.R.A. Adaptations for the Disabled
• Lift Maintenance Installations
• Asbestos Removal/Treatments
• C.D.M. Regulations

53
Divisional Key Issues

• Develop FM commencing with Education
  Cultural Services
• S.O.R. contracts to be re-tendered
• AMP/condition surveys to be completed as per
  Government guidance
• Implement Asbestos Management Procedures

54
Service Plan April 2005 March 2006

• Division
• Drainage Coastal Parking Services

55
Service Plan

• Assistant Director
• Malcolm Alexander

56
DIVISIONAL SUMMARY(CORE SERVICES)

• Drainage
• Coastal
• Parking Services (Since April 2003)
• Highway Development (Full since April 2004)
• Street Lighting (Since April 2004)
• Bridges and Special Projects (Since January 2003)

57
STAFF STRUCTURE
58
SOME OF OUR ACHIEVEMENTS DURING 2004/05

• Divisional
• Six partially completed sub-key issues from
  2003/2004 Departmental Plan now fully
  completed.
• Integrated Street Lighting Section into the
  Division.
• Took responsibility for all highway
  development and street naming and numbering
  functions.
• Developed special projects section to meet
  Departmental
  needs.

59
SOME OF OUR ACHIEVEMENTS DURING 2004/05

• Sectional
• Introduction of new paperless naming numbering
  system electronic notification to improve
  efficiency of service
• Reviewed improved the authorities highway
  adoption agreements incorporating more efficient
  inspection regimes and commuted sums for future
  maintenance of new highway assets
• 11m Mersey River Wall scheme audit and final
  grant payment
• DEFRA approval of Shoreline Management Plan
  monitoring and Scoping Study for Cell 11 Tidal
  and Sediment Study with Wirral as Lead Authority
• DPE operation on budget (first full year of
  operation)

60
SOME OF OUR ACHIEVEMENTS DURING 2004/05

• Sectional (continued)
• PD ticket machine replacement programme
  completed
• Unified permit system
• Transition to paperless system for ordering
  lighting works
• using Hilight Horizon
• Traffic signs on the highway report and asset
  survey
• Procurement of maintenance painting contractor

61
LOOKING FORWARD 2005/06 AND BEYOND

• DRAINAGE
• Operational control and asset management of
  highway drainage network
• Design of highway drainage and flood defence
  works
• Operation and management of gully cleansing
  contract
• Advice service for general drainage issues
• Act as Land Drainage Authority in respect of
  ordinary watercourses and liaison with
  Environment Agency in respect of main river
  issues

62
LOOKING FORWARD 2005/06 AND BEYOND

• COASTAL
• Implementation of Councils Policy Statement on
  Flood and Coastal Defence
• Act as Coast Protection Authority
• Operational control and asset management of
  Wirrals coastal defences
• Implementation of Shoreline Management Plan
  recommendations
• Operation of tidal flood warning procedure
  consistent with Environment Agencys Local Flood
  Warning Plan

63
LOOKING FORWARD 2005/06 AND BEYOND

• PARKING SERVICES
• Operation and management of on-street and
  off-street parking enforcement
• Operational control and asset management of pay
  and display and non pay and display car parks
• Management of operational maintenance for
  on-street parking and waiting restriction signs
  and lines

64
LOOKING FORWARD 2005/06 AND BEYOND

• HIGHWAY DEVELOPMENT LIGHTING
• Operational control and asset management of
  Wirrals street lighting
• Development of revised residential roads
  specification.
• Management of highway-related development and
  adoption of new highways
• Management and operation of street naming and
  numbering system

65
LOOKING FORWARD 2005/06 AND BEYOND

• BRIDGES SPECIAL PROJECTS
• Operational control and asset management of
  bridges and other highway structures
• Procurement of consultancy services
• Service reviews

66
LOOKING FORWARD 2005/06 AND BEYOND
67
LOOKING FORWARD 2005/06 AND BEYOND

• BUDGETS AND RESOURCES (continued)
• Capital Budget Expenditure
• Coastal - DEFRA grant aid and SCE for coast
  protection schemes. Annual allocation varies
  (0.15m 04/05)
• Bridges - Dft grant aid through LTP highways
  capital budget. Annual allocation varies
  (3.4m 04/05)
• Street Lighting - LTP and Wirral Capital funding
  (0.14m 04/05)

68
CHALLENGES

• Provision of services and maintenance of income
  during reorganization
• Meeting income budgets with diminishing parking
  assets
• Secure funding for Bidston Moss Viaduct
• Roll out the revised Residential Road
  Specification to internal and external users
• Undertake a survey of street lighting stock
• Secure DEFRA funding for coast protection capital
  works programme

69
BIG ISSUES AND POTENTIALS

• Development of highway related database and asset
  management plan
• Crime reduction initiatives in partnership
• Effective use of consultants
• Introduction of new government strategy for flood
  and coastal erosion risk management in England
• Implications arising from the Water Framework
  Directive
• Replacement of life-expired street lighting stock

70
RISKS

• Reduced car park income due to falling footfall
  in Birkenhead town centre and redevelopment of
  car park land
• Bidston Moss Viaduct costs and/or programme
  overruns
• Seeking energy supplier for street lighting stock
  by tender
• Impact of global warming on land drainage and
  flood defences
• Failure to capture knowledge and data relating to
  drainage, highway and coastal assets

71
KPI ACHIEVEMENT SUMMARY
72
KEY ISSUES

• Raise the total penalty charge notices recovery
  percentage to 70 by March 2006
• Increase the percentage of Wirral pay and display
  car parks achieving Secured Car Park status from
  0 to 10 via the Safer Parking Scheme, by the
  end of March 2006
• Replace night scouting paper report system with
  electronic data capture system by March 2006
• Reduce the number of repeat highway drainage
  flooding incidents caused by blockages in the
  network by 10 before March 2006
• Revise the tidal flooding section of the
  Departmental Emergency Plan for Major Disasters,
  and include a section for fluvial flooding, by
  March 2006
• Issue an invoice for the highway supervision fees
  and secure a cash deposit/bond for completion of
  the new highway works within six weeks of
  approving development proposals.

73
KIE STRUCTURE
74
Service Plan April 2005 March 2006

• Division
• HIGHWAY MAINTENANCE/ ENVIRONMENTAL SERVICES

75
Service Plan

• Divisional Head
• Mike Wilkinson

76
Divisional Summary(setting the scene)

• MANAGEMENT OF THE WASTE CONTROL FUNCTION,
  INCLUDING
• Management of the refuse collection contract
• Management of the street cleansing contract
• Operation of enforcement issues
• Flytipping
• Graffti
• Abandoned Cars
• Joint operation of the
• ERIC Service
• Hit Squads

77
Divisional Summary(setting the scene)

• MANAGEMENT OF THE HIGHWAY NETWORK, INCLUDING
• Highway Maintenance
• Management of the New Roads and Street Works Act
• Ground Maintenance contract
• Arboriculture contract
• Public Rights of Way management
• Highway Enforcement
• Winter Maintenance Service

78
Current Structure(setting the scene)
79
Proposed Structure(setting the scene)
80
SOME OF OUR ACHIEVEMENTS DURING 2004/05

• Transfer of manual operations (Eric, Hit Squads
  etc) to Operational Services.
• Amalgamation of Environmental and Highway
  Maintenance Services in Streetscene operation.
• Ground maintenance contract now developed into
  partnership.
• Arboricultural contract now influencing condition
  of highway trees.
• Highway Inspection regime revised in accordance
  with Code of Practice.
• Public liability claims, repudiation rate
  continuing to rise.
• High levels of defects issued against Statutory
  Undertakers.
• S.74 NRSWA operation proving effective.

81
LOOKING FORWARD 2005/06 AND BEYOND

• CHALLENGES
• reduce litter production, flytipping, illegal
  dumping
• meet the requirements of the LPSA bid associated
  with BVPI 199
• improve condition of highways, demonstrable
  through Performance Indicators
• improve public perception and satisfaction with
• cleanliness
• household waste collection
• footway condition
• carriageway condition
• design and condition of street furniture
• verge and tree maintenance
• develop an effective strategy for enforcement

82
LOOKING FORWARD 2005/06 AND BEYOND

• BUDGET AND PERSONNEL
• Number of staff 52
• Revenue Budget - Works Expenditure
• Environmental Services 6,280.400
• Highway Maintenance 3,895.300
• Total 10,175.700
• Capital Funding 1,180.000
• Overall Total 11,355.700

83
BIG ISSUES and POTENTIALS

• Future of the refuse and cleansing contracts.
• Impact of M.R.F. on services.
• Acquisition of Maintenance Management System.
• Improved methods of working through acquisition
  of Maintenance Management System.

84
RISKS

• Budget levels for service provision affected by
  overall Council budget levels.
• Service over re-engineering (leading to too few
  staff).
• Statutory Undertakers resolve quality issues with
  their contractors and level of defects reduces.
  Adverse affect on budget provision.
• Refuse and cleansing services, contractor
  performance in final year of contracts.
• Establishment of Council liability, following
  Court judgements on requirements to pre- treat
  footways to ensure public safety.
• Industrial Action in connection with the refuse
  service.

85
KPI Achievement Summary(appendix)
86
KPI Achievement Summary(appendix)
87
Divisional Key Priorities

• Develop and implement short and long term
  strategies for the management of NRSWA.
• Review enforcement policies, programme and
  operational structure to meet requirements of the
  Streetscene approach to environmental and highway
  management.
• Develop and implement with partner contractor, a
  short term service improvement plan for refuse
  and cleansing contracts.
• Review operational administrative roles, develop
  training procedures and implement training
  programme to allow staffing flexibility within
  operational roles.
• Review operational requirements of Public Rights
  of Way service area.
• Investigate, trial and evaluate methods of
  footway and carriageway reconstruction that
  assist the sustainability agenda.

88
Family Tree of Divisional Structure(appendix)
Proposed Structure
89
Wirral
Service Plan April 2005 - March
2006 Division OPERATIONAL SERVICES
90
Wirral
Service Plan Divisional Head NIGEL JENKINS
91
Metropolitan Borough of Wirral
Technical
Services Department
OPERATIONAL SERVICES DIVISION
92

• Core Services
• Highway repair and maintenance
• Drainage
• Street Lighting
• General Engineering
• Road Lining and signs
• Transport
• Environmental Services

93
Metropolitan Borough of Wirral
Technical
Services Department
PROPOSED STRUCTURE OPERATIONAL SERVICES DIVISION
94

• Operational Services Division
• Some of our achievements during 2003/04
• 1. Successful integration of Environment
  Services operational unit into OSD.
• 2. Improved communications and working
  relationships with other
• divisions in Technical Services.
• 3. A developing multi-task workforce.
• 4. Improved succession planning-
• Stand-in Team Leaders
• Stand-in Highway Inspectors
• 5. Training and development successes.
• 6. Further improvement of working relationships
  with trade unions.

95

• 7. Expansion of recycling of waste materials-
• 100 highway waste now recycled
• recycling of plastics
• co-ordination of Corporate fluorescent tube
  recycling scheme
• 8. Further development and better understanding
  of IT systems.
• 9. Continuation of Craft Apprenticeship
  programme.
• 10. Expansion of partnership working with
  external contractors.
• 11. Review of procedures within Transport
  Section.
• 12. Improving morale within division.
• 13. Achieved or showing improving trend on all
  performance targets set by
• Clients.

96

Looking forward 2005/06 and beyond. Operational
Services will comprise of the following core
services- Construction, maintenance and repair
of road and footpaths Street Lighting Drainage Roa
d Signs Road Lining General Engineering
(Metalcraft) Fleet Vehicle Management Vehicle
Maintenance and Repair Out of hours emergency
call-out service Winter Maintenance ERIC
Service Recycling collection - schools Green
Waste collection Environmental Hit Squads Street
Litter Bins Dog fouling signs Graffiti Squad Skip
Wagon Maintenance of bottle bank sites Kerbside
recycling scheme collection
97

• LOOKING FORWARD 2005/06 AND BEYOND
• Operational Services will have
• Total number of staff _at_ 170
• Environment Services budget of 1.8m
• Highway operations turnover of 7.7m
• Transport operations turnover of 4.8m

98

• CHALLENGES
• Further review of management structure following
  integration of Environment Services operations.
• Maintain services, workload and morale during
  time of change.
• Re-engineer operations to ensure maximum
  efficiency.
• Improve performance.
• Improve quality of work.
• Management of depot facilities due to
  establishment of Wirral Partnership Homes.
• Further develop working relationships between
  divisions.
• Maintain/improve financial performance.

99

• Big Issues and Potentials
• Further develop existing partnering arrangements.
• Future development of facilities/resources at
  Dock Road and Cleveland Street sites.
• Multi-task working.
• Joined-up working. (Best use of expertise and
  avoid duplication).
• Safe working methods.
• HSE regulations
• Fleet Management.
• Fit for Purpose
• Wirral Partnership Homes
• Performance and Quality
• Learn from each other.

100

OSD KEY RISKS 1. Loss of use of buildings
(fire/explosion) 2. Long term loss of IT /
telecommunications. 3. Failure to operate
profitably. 4. Loss / withdrawal of O
licence. 5. Failure to effectively manage
Health, Safety and Welfare - staff
absences, sickness, injury rates, HSE
regulations. 6. Industrial action by own
workforce and/or external partners. 7. Long
term fuel delivery strike.
101
OSD PI Achievement Summary
102
Operational Services DivisionKey Issue Exchange
Reporting Lines
103
Service Plan April 2005 March 2006

• Division
• Highway Improvements

104
Service Plan

• Division Head
• Paul McBride

105
Highway Improvements Divisional Summary

• Current structure and core services
• Fit for Purpose proposed structure (include
  family tree as appendix) and core services
• No change

106
HID Core Services

• To provide a range of services for highway
  improvement and footway reconstruction schemes
  (gt50k) including
• topographical surveys
• civil engineering advice
• highway/civil engineering design
• preparation of tender documents
• site supervision
• Transport forward planning and policy (LTP APR)
• develop monitor the transport policy
• develop new transport schemes initiatives
• bid for central government funding thro LTP/APR
• comment upon relevant development proposals
  planning applications
• Sustainable transport co-ordination
• Review update travel plan
• Assist in achieving the award of ISO 14001

107
Highway Improvements DivisionStaffing Structure
108
SOME OF OUR ACHIEVEMENTS DURING 2003/04Highway
Improvements Division

• Capital expenditure of 6.44M (not all H.Imps)
• Local Transport Plan (LTP) / Annual Progress
  Report (APR)
• 80 - above average
• Award of 9.871M for 2004/05
• English Regions Cycling Development Team (ERCDT)
  - 16 bells
• Reconstruction of 7.8km of footway
• Reconstruction of 22km of carriageway
• Improved condition of highways cway
  satisfaction 33.2 (28.4)
• fway satisfaction 36.8 (30.7)
• Establishment of new/upgraded cycle parking
  facilities at 46 locations
• 100 of bridges subject to Principal Inspection
• 100 of Celsys enquiries completed within target
  time
• 61 increase in cycle usage compared to 2002/03
• St James Rd junction improvement

109
SOME OF OUR AIMS/ACHIEVEMENTSDURING
2004/05Highway Improvements Division

• Forward Planning
• LTP updated and APR submitted to central
  government (HID 7)
• Maintain high level of LTP capital funding. Bid
  of 7.946M (HID 7)
• Achieve minimum Above average APR score
• ERCDT - target 20 bells, probable 24 bells
  minimum (HID 6)
• Appointment of Sustainable Transport Co-ordinator
• Design
• Working with consulting engineers on the Heron
  Road improvement
• Working with consulting engineers on the Arrowe
  Park Roundabout improvement
• Telegraph Road/Station Road/Thurstaston Road
  roundabout
• Birkenhead Strategic Movement Improvements
  (Wirral Waterfront)

110
SOME OF OUR AIMS/ACHIEVEMENTS DURING
2004/05Highway Improvements Division
Construction (approx. 4m)

• Saughall Massie Bypass
• Woodchurch Road/Prenton Hall Road junction
  improvement
• Leasowe Road/Gardenside roundabout
• Leasowe Road/Reeds Lane junction improvement
• Hoylake Park and Ride car park
• Hoylake to West Kirby pedestrian/cycle-track
• Seacombe Spaceport car park bus facility (in
  partnership with Merseytravel)
• Wirral Way pedestrian/cycle-track - (West Kirby
  to Thurstaston)
• Clatterbridge Road/Thornton Common Road junction
  improvement
• Other cycling schemes
• Caldbeck Road extension

111
SOME OF OUR AIMS/ACHIEVEMENTS DURING
2004/05Highway Improvements Division
Construction continued

• 26 (25 target) increase in the quantity of
  recycled material used in highway schemes
  (HID 2)
• Operation of Constructionline/CHAS tenderer
  selection procedure
• Working with consulting engineers to deliver the
  Dundonald Street Methuen Street Home Zone

112
LOOKING FORWARD 2005/06 AND BEYONDHighway
Improvements Division

• Forward Planning
• LTP2 APR
• Review Wirrals Travel Plan develop action
  plans for key Council sites
• Cycling schemes (ERCDT - 30 bells)
• Highway Improvements
• Birkenhead Strategic Movement Improvements
• Cross Lane Access
• Hoylake West Kirby Regeneration Improvements
• Heron Road Improvement
• Saughall Massie Road Improvement Ph5
• Arrowe Park Roundabout Improvement
• Woodchurch Road/Storeton Road junction
  improvement
• Telegraph Road/Station Road/Thurstaston Road
  junction improvement
• Green Lane/Mollington Link
• Hind Street Regeneration Zone
• Wirral International Business Park infrastructure

113
LOOKING FORWARD - 2005/06 AND BEYOND

• HIGHWAY IMPROVEMENTS will have
• Total nr. of staff 20 FTEs (21 posts)
• Net Revenue Budget (staff) 335.5k
• LTP/Capital Budget 4m/annum Delivery - Staff
  -
  Consultants
• Income Nil - only recharges
• Income Generators None

114
LOOKING FORWARD - 2005/06 AND BEYOND

• CHALLENGES
• Co-locate at Cheshire Lines and integrate within
  New Department
• Maintain services during re-organisation
• Re-engineer services to maximise opportunities as
  a reunited
• Division and one Department
• Adapt and support new Core IT systems
• Contribute to intradepartmental teams to improve
  performance
• Review necessity for QA procedures to determine
  benefits/disbenefits
• Production of successful LTP2 maintain high
  transport capital settlements
• Finding sufficient parking spaces!!

115
BIG ISSUES and POTENTIALS

• Further develop Egan and Partnering principles,
  expand across all areas, embrace modern
  procurement techniques (CPU) but if it aint
  broke, dont fix it!
• Develop multi-disciplinary working, particularly
  in specific Service Improvement areas, e.g. HS,
  Forward Planning
• Local Transport Plan 2 / Annual Progress Report
• Local Transport Capital Expenditure Settlement
• Comprehensive Performance Assessment
  (Environment)
• Wirral Waterfront (Birkenhead T C, Wirral Interal
  Business Park).
• Hoylake/West Kirby (Open Golf Championship -
  2006).

116
BIG ISSUES and POTENTIALS

• Expand best practice across all areas of
  operation
• project management, contract performance and
  monitoring, user feedback, suitability etc
• Contribute to Environmental Issues
• ISO14001 - Sustainable Transport
• Development of Supplementary Planning Guidance to
  support LTP/ Sustainable Transport
• Recycling
• Develop long-term framework/Partnership
  Agreements
• Consultants and Contractors
• Customer Care - Members, public (complaints and
  feedback).

117
Risks

• Key risks

• Failure to submit good LTP2/APR and achieve
  acceptable annual
• transport capital settlements
• Failure to deliver 5 year programmes to achieve
  LTP1 2 targets
• Failure to maintain a robust internal budgetary
  system
• Failure to spend transport capital budget
• Failure to recruit and retain the right calibre
  staff
• Failure to ensure safe working procedures
  (HS/CDM)
• Failure to supervise consultants and monitor
  performance
• Failure to supervise contractors and maintain
  construction standards

118
KPI Achievement Summary(appendix)

• KPI performance (past/current) and future targets
  relating to the Highway Improvements Division.
• LTP PIs 03/04 04/05 05/06
• actual target target
• PI 18. Length (km) of cycleways 3 6
  3
• PI 19. Nr. of cycle trips 273 290 305
• (Ave daily flow over 5 nr cordons)
• PI 27. Park ride spaces 0 137 50
• PI 34. Bus priority corridors centres
• (corridors S,T V and centre 8) 0 1(V)
  1(S)
• PI 64. No increase in HGV journey times a
  a a
• PI 75. Nr. of workplace Travel Plans 4
  3 2
• PI 76. Nr. of School/FE Travel Plans 7 5
  2

119
Family Tree of Divisional structure(appendix)

• Showing clear lines of reporting for Key Issue
  Exchange/etc., down to clustered job roles

120
Divisional Key Issues

• To develop LTP2 and APR in partnership with other
  Merseyside authorities for submission to central
  government.
• To develop a sustainable transport action plan
  for staff working at Cheshire Lines Building.
• To inspect all cycle facilities and develop a
  maintenance schedule.
• To progress the annual capital programme of
  highway schemes.
• To review the implementation of the revised
  procurement strategy for civil engineering
  projects.
• Specific
• Measurable
• Agreed
• Realistic
• Time bound

121
Service Plan April 2005 March 2006

• Division
• Building Control

122
Service Plan

• Divisional Head
• Paul Grey

123
Divisional Summary - pre FFP
124
Core Services

• Building Regulations - Administering national
  legislation across a broad range of construction
  projects and processing applications for approval
• Safety at Sports Grounds - Co ordination of the
  safety team, monitoring the safety of the public
  attending events at Prenton Park and the
  performance of stadium management with regard to
  compliance with the safety certificate
• Dangerous Structures - Maintaining a round the
  clock emergency response to co ordinate the
  removal of any danger
• Event Safety/Entertainment Liquor Licensing -
  Advice to Members and Licensing Justices on the
  suitability of venues/premises with regard to
  public safety requirements
• Demolitions - Ensuring the safety of the public
  and protection of adjacent buildings during
  demolition operations, processing of applications
  and issue of counter notices
• Hoarding and Scaffolding - Processing permit
  applications, inspection of sites and issue of
  schedule of conditions, where on the highway

125
SOME OF OUR ACHIEVEMENTS DURING 2003/04

• Currently Rated by Best Value Inspectorate - Good
  2 Star, Likely to improve
• Significant progress towards service improvement
  plan milestones reported to Members
• Full Cost Recovery on the self financing building
  regulation charge earning budget - fourth
  successive year - whilst maintaining a quality
  service
• Successfully delivered annual safety project plan
  for the Boroughs designated sports ground
  (Prenton Park) - service re engineered
• Co ordination of the Councils response to the
  Fire Precautions (Workplace) Regulations, leading
  to the satisfactory risk assessment of 95 of
  premises
• Responded to 247 (100) of emergency call outs
  within 60 minutes
• All submitted building regulation applications
  determined within statutory time limits (2525 -
  5weeks/2months)
• Top half of Merseyside authoritys in respect of
  agreed, key local benchmarks
• National Quality and Performance Matrix (QPM)
  figure equalled target 60

126
LOOKING FORWARD 2005/06 AND BEYOND

• Business Projection Fit For Purpose
• Opportunity to build on market leading business
  performance
• Building Control Fee Earning - Total
  Expenditure 466,500
• 
  Total Income 669,200
• 
  Net Expenditure 202,700 (surplus)
• Building Control Non Fee Earning - Total
  Expenditure 295,100
• 
  Total Income 4,400
• 
  Net Expenditure 290,700
• Net Cost of entire Building Control operation
  88,000
• OUTSTANDING VALUE

127
LOOKING FORWARD 2005/06 AND BEYOND

• CHALLENGES
• Establish Empty Property Strategy, as key
  Streetscene driver
• Enable proactive use of available
  legislation (sect.79)/LOPA 1925
• Identify pump priming finance as a kick
  start - role for new legal
• Example of benefits from a North West Core City
• Properties brought back into use/all debts paid
  - 235
• Properties sold to new owners
  - 49
• Outstanding debt owed to Council, repaid prior to
  sale - 258,330
• Outstanding debt recovered through the sale of
  property - 244,788

128
LOOKING FORWARD 2005/06 AND BEYOND

• CHALLENGES
• Implementation of the ODPM priority outcome - R8,
  Online receipt and processing of Building
  Regulation applications by the end of 2005
• Impact of Government proposals for Modernisation
  of Licensing Laws
• Continuing obligation under the Charges
  Regulations to achieve break even over a three
  year rolling period for building regulation work
• Significantly extended responsibilities under the
  Building Regulations due to the implementation of
  major revisions to Parts A, C E
• Additional responsibility/liability under Part M
  and the requirement for access audits with the
  continued introduction into UK legislation of DDA
  
• New responsibilities for electrical installations
  Part P
• New responsibilities to administer a self
  certification scheme for electrical installations
• Introduction of proactive measures to combat
  cowboy builders

129
BIG ISSUES and POTENTIALS

• Re engineering of application processing and
  information provision to enable transfer of
  resources to the call centre by February 2005
• Continuing support and development of the B C
  Management Information System (BCMIS) requires
  update completion

130
Risks

• Inability to recruit and retain appropriate
  levels of quality staff
• Loss of network and management IT systems and
  systems development capability
• No formal data capture plan to facilitate
  electronic land charges/searches system. Key
  staff are being allowed to leave without adequate
  replacement
• Unique knowledge of key personnel Building
  Regulation Charge setting
• 
  Safety at Sports Grounds
• Damage/Loss of reputation if not providing
  minimum Government standards. Potential loss of
  business to better performing competitors.
  Danger of exploitation of perceived weaknesses
• Disruption of licensing panel or Court hearing
  due to lack of divisional representative

131
KPI Achievement Summary

132
KPI Achievement Summary - QPM

133
KPI Achievement Summary - AGMA

134
KPI Achievement - summary
135
Family Tree of Divisional structure

136
Divisional Key Issue