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TECHNICAL SERVICES DEPARTMENT

Service Delivery Plan

2005/2006

“To Safeguard and Improve our built and natural environment for Sefton’s communities”

Technical Services Department –Service Delivery Plan 2005-2006

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Foreword


Technical Services prime focus is on the management and maintenance of the physical assets used for delivery of services to the public; schools, social services premises; leisure and other facilities and the highway network, which provides the vital means of communication to support the economic vitality of the Borough.

The Department provides services which have a direct impact on the delivery of several of the Corporate Objectives within the themes of Creating Safe Communities, Creating Inclusive Communities, Jobs and Prosperity, Environmental Sustainability, Improving the Quality of Council Services and Strengthening Local Democracy, and provides a supporting role to other departments’ activities on meeting the Creating a Learning Community, Health and Well-being, and Children and Young People objectives. In recent years major elements of infrastructure improvement delivered by the Department: Southport Sea Defences, Pier Refurbishment and Marine Way Bridge, have made significant contribution to the revitalisation of economic activity in the Southport Seafront. The first phase of Bootle Town Centre improvements has been completed pending much improved street environment within the office quarter. Phase II of the works is now underway and will extend the environmental works through the retail frontage on Stanley Road to provide a more pedestrian friendly environment.

There are challenges ahead for the Department as the Regeneration Agenda moves forward apace together with the Housing Market Renewal Initiative, in the provision of technical expertise for acquisition and remediation of contaminated sites for development and Housing purposes. The A565 and A59 became the responsibility of the Council in 2004 and have benefited from accident reduction measures on A565 and a successful bid for resurfacing proposals in 2005/06. A major challenge for 2005/06 will be the production of the Second Edition Local Transport Plan with partner authorities across Merseyside. This requires submission of a provisional plan by July 2005 and completion of a final version, supported by a 5-year programme, in March 2006. Implementation of the duties under the Traffic Management Act, as the various sections are introduced by Government, during 2005 and beyond will take place increasing demands on the Council to coordinate street works and maintain traffic flows.

Once again the successful delivery of services during the past year could not have been achieved without the hard work and dedication of all of the staff within the Department and good working relationships fostered with all of those involved in the services we provide. Above all, therefore, our continued success in the future relies on the continued efforts of all staff, partners and stakeholders to work together to make Sefton a better place.

Paul Williams Councillor Ian Maher Technical Services Director Acting Cabinet Member

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TABLE OF CONTENTS

I. OVERVIEW ............................................................... 7

A. Technical Services in Context ............................................. 7

B. Organisation and Management............................................10

C. Income and Expenditure ...................................................11

D. Current Performance .......................................................12

E. Technical Services National Performance Indicators ................15

II. SERVICE DIRECTION AND FOCUS..................................19

A. Departmental Links to the Corporate Plan.............................19

B. Departmental Service Aims and Objectives............................19

III. SERVICE AIMS AND OBJECTIVES 2005-06 .......................21

A. CREATING INCLUSIVE COMMUNITIES .....................................26

B. JOBS & PROSPERITY.........................................................28

C. CREATING SAFE COMMUNITIES ............................................29

D. ENVIRONMENTAL SUSTAINABILITY .......................................35

E. IMPROVING THE QUALITY OF COUNCIL SERVICES AND

STRENGTHENING LOCAL DEMOCRACY ...................................40

F. OTHER DEPARTMENTAL PRIORITIES......................................48

IV. CONTACT LIST .......................................................49


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Overview

Technical Services in Context

National and Local Context

The Technical Services Department is the most diverse in the Council and provides services which impact on all residents and visitors to the Borough on a daily basis. The Department also provides technical services, advice and support for all other Council Departments.

Many of the services provided by the Department are seen by central government as being key to the delivery of government policy.

The Local Transport plan is how the Government’s Transportation policies are delivered at a Local level by those responsible for the local transport networks. The policies and strategies set out in the plan have to comply with national guidelines, which then feed through Regional Transport Strategy to the Local Transport Plan. This is clearly set out in LTP guidance and the Regional Planning Guidance (incorporating the Regional Transport Strategy). As a Metropolitan Area we are required to submit a joint plan with Merseytravel as the PTA taking the lead.

There is therefore a very strong link from the programmes we undertake through to Regional and National policies and strategies. Furthermore many of the detailed strategies and scheme proposals are directed by national government guidelines e.g. safety schemes and multi modal studies leading to GOMMS assessments for major schemes.

In 2004 Government introduced the Traffic Management Act with a view to better managing the congestion caused by activities on the Highway. This piece of legislation has placed new duties on the Council, which will be discharged by the Technical Services Department.

Effective and efficient management of local assets is seen by government as an important means of delivering value for money at a local level and the Council is required to develop an Asset Management Plan for all its assets which sets out policies and strategies for optimising the use of assets. Optimal utilisation of assets at a local level helps to reduce the cost of the provision of all services and can provide an income which helps balance the Council’s budget and keep Council Tax increases down. There are strong links with all service departments for provision of services, advice and support. It will be a requirement over the coming year for the Authority to develop a Transportation Asset Management Plan.

Transportation and Asset management services also play a key role in the delivery of the Council’s regeneration strategies.

In translating national policy and strategy to a local level there are inevitably conflicts. The Department maintains close links to other Departments, Community and local interest groups and local Area Committees as well as developing and participating in local, regional and national working groups to enable all issues to be properly discussed, debated and consulted on as they are progressed. These forums also provide a means of feedback on issues raised between the local, regional and national levels.


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Corporate Context

The Department is involved in development of a number of corporate issues and many of these will shape the way that technical services are delivered in Sefton in the future some of the key ones are:

Performance Management is recognised as important in order to measure our

achievement against service plan targets and is involved in national benchmarking groups to enable comparison with peer authorities. The Department also measures in detail the performance of the Local Transport Plan and Asset Management Plan and these reports are submitted annually to Government Office. During the past year performance appraisals were introduced for senior managers and a dedicated Performance Monitoring Officer is in post. Since this post was filled, a comprehensive performance monitoring system has been put into place. Quarterly collection of information for update of the Service Plan, Corporate Plan, and statutory reporting of Best Value Performance Indicators as well as LPSA indicators is now a reality creating the ability to make informed strategic and policy decisions. Indicators in the Service Plan will be reported quarterly to the Departmental Management Team.

Risk Management is a fundamental part of the way technical services are provided, as many

of the service areas are inherently high risk. In particular, health and safety, contractor compliance, and financial management have been identified as the big risk areas and are addressed in detail as part of all projects that are delivered. These risks have been considered at all stages during the development of the Service Plan. There is now in place a Corporate Risk Register and the priorities within our Service Plan outline how we will monitor and control these risks. We have also put into place a departmental Risk Register that will be monitored regularly through the performance monitoring process as it will form a fundamental part of the new SPRINT performance management program.

Community Cohesion and Equality Issues are important in defining service delivery

in the future and these will be developed further over the coming years as part of a corporate approach. A survey of Council buildings has now been completed and prioritisation of changes required in accordance with the Disability Discrimination Act will lead into an action plan to be implemented during the course of the year. The aim of the Department is to provide modern high quality services which recognise the diversity of our customers and staff and can respond to their needs; the Council’s community cohesion and equalities strategy and the principles which are embodied in the strategy have therefore played an important part in the development of this service plan. Beginning immediately, all policy reviews will incorporate an Equality Impact Assessment.


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Service Delivery The following gives a profile of the scale and diversity of services delivered on a daily basis by the Technical Services Department.

Maintains: 970km of roads and 1,900km of pavements 28,000 street lights 230 bridges and highway structures 36km of varied and internationally important coastline 420 Council buildings for a variety of portfolio holders

Manages: 127 school crossing patrols 76 market stalls and 36 Farmers Markets each year Statutory co-ordination of utilities companies working in the highway. (Over

13,000 road openings per year) Over 6,500 lettings for Council business and private functions 6,700 car parking spaces used by 3,000,000 vehicles per year Provides: Parking management and enforcement for on-street parking Cleaning for over 120 Council buildings and schools 24 hour Security Services for Council Property, 10 Neighbourhood Wardens

and 14 Community Caretakers. Vehicle fleet Management and Vehicle Maintenance Services on a

commercially competitive basis, including responsibility for the operators licence. (Total fleet of over 240 vehicles)

Estate Management Services for over 950 properties both leased and owned, and 10,700 acres of land, including; acquisition, disposal, lease agreements and valuations. Total Estate Value £292 million total annual income value £3.1 million

3,100 materials tests per year Support for numerous community groups and other agencies Enforcement for various pieces of legislation Representation on numerous external bodies

Delivers: Preparation, tendering, evaluation, contract administration and settlement of

accounts for over 50 contracts per year. Integrated Transport Policies through the Local Transport Plan

Regeneration and land reclamation initiatives Feasibility, Design and Project Management of multi-disciplinary major

building, engineering, infrastructure and regeneration projects from inception through design, procurement, construction and handover.

Handles: 25,000 queries from the public Members, MPs and Parish Councils per year Management and monitoring of the out of hours highway services including

provision of winter maintenance functions. (Over 2,500 incidents per annum)

Funding bids for various grant regimes Responsibility for maintaining highways in a safe condition and third party

insurance claims. (Safety inspection regime and handling approximately 3,000 third-party claims per year)

6,400 land searches per year Servicing Cabinet Member meetings for all portfolios and Area Committees

on a regular basis, attending 160 meetings per year and producing 800 committee reports


Organisation and Management

The Technical Services Department is part of the Regeneration and Environmental Services Directorate, which also includes the Planning & Economic Regeneration and Environmental Protection Departments and the Housing Market Renewal Team. The Department has a workforce of over 900 staff. In order to deliver the wide range of services the Department provides, these staff comprise a wide range of professional disciplines including: Architects, Building Surveyors, Civil Engineers, Structural Engineers, Mechanical Engineers, Electrical Engineers, Estates Surveyors and Valuers. In addition consultants are regularly supervised and controlled who have expertise in Market Analysis, Hydraulics, Coastal Processes, Environmental Assessment, Ground Investigation, Project Management and so on. Paul Williams is the Director responsible for service delivery, and services are organised and led by three Assistant Directors as follows:

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• Traffic Services • Special Projects • Design & UTC Services • Development Control • Highways Management • Architectural Services • Network Management • Property Management • Building Services • Travel Awareness and Safety • Facilities Management • Drainage Services • STPU • Dept Health & Safety • Laboratory Services • Parking Services • Street Lighting • Security Force • School Crossing Patrols • Building Cleaning

• Vehicle Maintenance

Asset Management Division

Mike McSorley Assistant Director

Transportation and Development Services

Division Stuart Waldron

Assistant Director

Project Management Division

Nigel Wilkinson Assistant Director

TECHNICAL SERVICES DEPARTMENT Paul Williams

Director


Income and Expenditure

Sefton Council has an annual revenue budget of £322 million and the Technical Services Department has direct responsibility for £26 million. In addition the Department is responsible for managing over £13 million of capital projects and generates in excess of £16 million from estate management, professional fees, car parking and other charges. It also provides Architectural, Building Maintenance and Facilities Management services to the value of £7 million for other departments.

TSD Gross Revenue Budgets by Service Area

48%

1%14%

3%

3%

1%

6%

3%

9%7% 3% 1%

1%

Highways Management

Market Hall

School Crossing Patrols

Building Maintenance

Security Force

Coast Protection and FloodDefenceMerseyside EngineersLaboratory ServicesOther Properties

Building Cleaning

Admin Buildings

Car Parking

Vehicles

Other Services

Technical Services - Expenditure

47%

16%3%

10%

24%

TSD Portfolio

Corporate Resources

Environmental

Other portfoliosmaintenance budgetscontrolledCapital programme

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TSD Income by Type

23%

2%

8%7%

14%21%

13%

7% 2% 3%

Car Parking

Merseyside EngineersLaboratory ServicesVehicles

Building Cleaning

Capital

Admin Buidlings

Other Properties

Security Force

Market Hall

Third Parties

Current Performance

The department has been extremely active during 2004/05, and some if its achievements are:

Sickness Absence – the Department was set itself a challenging overall sickness absence target of 4%, this is then broken down by 2.2% for short-term absence and 1.8% for long-term absence. Based on a 3rd quarter position of 2.01% short-term absence and 3.28% long-term absence, it is unlikely that the overall organisational sickness absence target of 4% will be achieved. However, the 3rd quarter out-turn figure does not reflect the work undertaken by the Department within the period on long-term absence. During the 9-month period there have been 74 long-term absence cases of which only 14 still remain unresolved and this represents an 81% resolutation rate. Technical Services also has an operational workforce of 600 employees and given the nature of the work they complete and the age profile of the employees involved, the Department can demonstrate a proactive as well as sensitive approach to managing sickness absence.

Farmer’s Markets – these have now become a regular fixture in the calendar for Southport, Maghull and Bootle with a proposal for Crosby under discussion. These events are managed by the Department in conjunction with the Economic Regeneration Team and are an excellent example of partnership working between the Council and local business communities.

Asset Management – The Asset Management Plan was categorised as ‘good’, which is the

highest category available and an improvement on the previous year. The Department is leading on an ambitious programme of rationalisation of assets both to raise capital and make better use of assets, and a large-scale programme of improvement to office accommodation in both Bootle

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and Southport. Asset disposals for 2004/05 exceeded £6.5 million and enabled the Council to fund a new starts capital programme of some significance for the first time in a number of years.

LTP Delivery and Settlement – as well as being designated a ‘Centre of Excellence for

Integrated Transport Planning’ the Department has been successful in continuing to increase the level of resources made available for Transportation Schemes. This has increased pressure on all those involved in delivery of projects and the use of partnership working and innovative procurement and delivery mechanisms have been used to ensure delivery. 100% of LTP funding allocated in 2004/05 was spent. Work on the second LTP, to be submitted in March 2006, is progressing to target. This will set out how we will continue to develop economic, social and environmental regeneration and ensuring good access for all. Programmes will align closely with the Sefton Community Strategy and the Council's Corporate Plan.

De-trunking of the non-core network – the A565 from Southport to Bootle was de-

trunked with effect from 1 April 2004 and is now managed by the Council as local highway authority, along with the A59. The effect on budgets already constrained by the large network within the Borough has increased as there is substantial work required to implement accident reduction schemes and improve them in conjunction with the balance of the network.

Regeneration Initiatives – the Department has been involved in supporting and delivering

projects for a number all of the major regeneration initiatives in Sefton: Atlantic Gateway SIA, Southport Seafront Action Plan, Neighbourhood Renewal Fund, Housing Market Renewal, as well as being the lead Department for Southport Commerce Park.

Service Delivery – as a result of financial pressures service delivery budgets have decreased

in real terms during the past several years. These pressures, combined with the mandatory efficiency savings outlined in the Gershon report, have made it necessary to use continued service improvements to ensure that despite reduced budgets the standard of service delivery is being improved. Services provided by the Department were generally rated highly as part of the CPA assessment (Street Lighting 3, LTP 4, Highways 3, Building Control 3, Asset Management 2.5 all out of 4) and we aim to achieve efficiency savings and still maintain our CPI ratings. Formal guidance on measuring efficiency savings will be made available by the ODPM later this year and our Performance Monitoring will incorporate these measures as appropriate.

Major Projects – 2004/05 saw the continued development and delivery of a number of major

projects with the completion of Marine Parade Bridge, Eco-centre, Stanley Road Environmental Improvements – Phase I, and the commencement of Southport Easton Park-n-Ride, Stanley Road Environmental Improvements – Phase II, Roberts & Orrell School & Children’s Centre, and the Bootle OSS. All of these projects involved partnership working with funding partners, stakeholders, designers and contractors to ensure successful delivery.

Investors in People - 2004/05 saw good progress towards achieving investors in people

accreditation for the Department. The accreditation process is still in progress but we fully expect to achieve it within 2005/06. Further review will take place within the following 3 years to incorporate advancements in measuring our Investors in People standards and encourage their implementation throughout the department.


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Performance Management is a key part of controlling and monitoring the services we provide in the Technical Services Department.

The Department has been actively involved in developing meaningful performance measures through national and local benchmarking groups thereby ensuring effective measurement of performance and comparison with other organisations for benchmarking purposes. Recently, the Performance Monitoring and Review Officer conducted detailed workshops with the various divisions within Technical Services and developed from them comprehensive Team Plans with effective measures for the next year. These plans have been utilised in the creation of the Service Plan for 2005/06.

In the next year we will implement the new SPRINT performance management program and begin actively training the managers on its benefits for monitoring performance as well as planning and strategic decision-making. The links between the Corporate Plan, Service Plan, Divisional Plans, Team Plans and Risk Register will be clear and enable the flow of information in an easily understood format. We hope to demonstrate efficiency savings in this area by reporting performance statistics and benchmarks only once per quarter, but allow them to be accessible for all levels of the decision making process.

The table on the following pages show the performance against the national best value performance indicators. Some of the indicators have been changed for this reporting year and historical information is not available nationally to do a meaningful comparison with other authorities. It will then take time to develop a strategy to improve the performance in these service areas and set stretching targets to deliver against.

A number of the indicators feature in the Authorities Local Public Service Agreement as indicated in the table and there will be considerable focus on achieving the stated outputs prior to the end of the agreement next year.

Shortage of resources means that not all of the service areas can be covered at once and many of the targets (for example those linked to the Local Transport Plan) are developed and delivered in conjunction with a variety of stakeholders.


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Technical Services National Performance Indicators Ref. Description 2003/04

Met Ave 2003/04 Actual

2004/05 Target

2004/05 Actual

2005/06 Target

2006/07 Target

2007/08 Target

63 LPSA

Energy Efficiency – average SAP rating of local authority owned dwellings (scale of 1 – 120 of efficiency of heating regime in homes)

52 6.5 64.4 64.4 (est) 64.9 65.4 65.9

99a LPSA

(i) Pedestrians – Road accident casualties (per 100,000 population)

17 11.3 12.1 11 11.50 Not Required

Not Required

99d LPSA

(i) Car – Road accident casualties (per 100,000 population)

20 31.8 29.8 20.6 28.40 Not Required

Not Required

99a(i)1 Number of Road accident casualties: All KSI N/Av 106 105 112 105 98 91 99a(ii) Road accident casualties: All KSI (% change over

previous calendar year) N/Av +7.07% -0.94% +2.8% -6.13% -6.53% -6.99%

99a(iii) Road accident casualties: All KSI (% change over 1994 - 98 average)

N/Av -10.17% -11.02% -5.1% -10.9% -16.72% -22.54%

99b(i) Number of Road accident casualties: Children KSI N/Av 12 11 18 17 16 15 99b(ii) Road accident casualties: Child KSI (% change over

previous calendar year) N/Av -33.33% -8.33% +12.5% -5.56% -5.88% -6.25%

99b(iii) Road accident casualties: Child KSI (% change over 1994 - 98 average)

N/Av -50.0% -54.17% -25% -29.17% -33.33% -37.5%

99c(i) Number of Road accident casualties: All Slight N/Av 1220 1219 1026 1000 974 922 99c(ii) Road accident casualties: All Slight (% change over

previous calendar year) N/Av -9.5% -0.08% -22.2% -2.52% -2.59% -2.73%

99c(iii) Road accident casualties: All Slight (% change over 1994 - 98 average)

N/Av -15.92% -15.99% -29.3% -31.08% -32.86% -36.43

1 BVPI 99 (including all sub measures) has been changed to a comparison in percentage to previous years’ data. It is based upon a calendar year and not the financial year. Also of note is that data is not available for 6 months past the period in question due to police reporting procedures.


Ref. Description 2003/04 Met Ave

2003/04 Actual

2004/05 Target

2004/05 Actual

2005/06 Target

2006/07 Target

2007/08 Target

100 Number of days of traffic controls or road closure on traffic sensitive roads caused by Authority road works per km of traffic sensitive road

1.3

1.52

3.45

1.5 (est)

3.452

3.4

3.35

165 Pedestrian crossings with facilities for disabled persons

70% 68.9% 72% 72% (est) 72.9% 74.5% 77%

178 % of footpaths and rights of way easy to use by the public

Not Available.

72% 77% 77% (est) 80% 83% 85%

187 Condition of footways (Category 1,1a, 2) 26% 19.59% 13% 13% (est) 13% 13% 13%

215a Rectification of Street Lighting Faults: Non DNO (Distribution Network Operator)

Not Available

Not Available

Not Available

New measure

New measure

New measure

New measure

215b Rectification of Street Lighting Faults: DNO Not Available

Not Available

Not Available

New Measure

New Measure

New Measure

New Measure

223 (former 96)3

LPSA

Condition of principal roads - % requiring repairs 12.21% 2.2% Max 6.9%4

Not Available

Max 6.9% Not Required

Not Required

97a5 LPSA

Condition of classified non-principal roads -% requiring repairs

18.96% 18% 19.35% Not Available

Not available

Not Required

Not Required

2 Target set at par with target for 2004/05 although there are major works planned that will keep this target from being met. Stanley Road will be closed for 1 year. In keeping with the intention of the BVPI, we endeavour to lower the number of days of traffic controls in the years following. 3 A new method of surveying (TRACS) was introduced in 2004/05, and subsequently changed to SCANNER method at the end of 2004/05. Targets are estimated at this point in agreement with the ODPM. 4 Target was set in agreement with ODPM, but is based on the old survey method of TRACS rather than SCANNER. Neither of these methods meets with the survey method that was used when the targets were originally set for the LPSA. 5 Has been replaced by 224a, however still required for LPSA.

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Ref. Description 2003/04 Met Ave

2003/04 Actual

2004/05 Target

2004/05 Actual

2005/06 Target

2006/07 Target

2007/08 Target

97b6 LPSA

Condition of unclassified non-principal roads -% requiring repairs

17.94% 11.6% (amended)

9.3% Not Available

9.3% Not Required

Not Required

224a7 (amended from 97a)

Condition of Non-Principal Classified Roads - % where maintenance should be considered

Not available

Not Available

Not Available

Not Available

Not Available

Not Available

Not Available

224b (amended from 97b)

Condition of Unclassified Roads - % where structural maintenance should be considered

Not Available

Not Available

Not Available

Not Available

Not Available

Not Available

Not Available

6 Has been replaced by 224b, however still required for LPSA. 7 Targets are not feasible at this point as the new SCANNER process results are not comparable to the previous process and until the results are available for 2004/05, no reasonable targets can be presumed.


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Service Direction and Focus

Departmental Links to the Corporate Plan The Council’s Corporate Plan determines how the Council will make its contribution to the delivery of services required by the community. The diagram below demonstrates how Technical Services contributes to the Corporate Plan. The arrows illustrate the strength of contribution or priorities set due to the statutory nature of our daily functions.

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Departmental Service Aims and Objectives

The Departments mission statement is:

Technical Services

Creating a Learning

Community

Children & Young People

Quality of Council Services

Health & Well Being

Jobs & Prosperity

Creating Safe Communities

Creating Inclusive

Communities

Environmental Sustainability


The Departmental Aims and Objectives seek to respond to the Corporate Plan to deliver the Corporate Objectives from a Technical Services perspective.


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The following table demonstrates how Technical Services contributes to Corporate Themed Priorities from the Community Strategy and the specific Corporate Priorities.

Theme Corporate Priority

16 - Ensure services are accessible to all CREATING INCLUSIVE

COMMUNITIES 17 - Ensure that all Council services are inclusive and

are informed by effective consultation and engagement with the users

JOBS & PROSPERITY 22 - Make the Borough a more attractive and vital place

to live work and visit through strategic projects including leisure and culture

23 - Reduce the potential harm from unsafe environments CREATING SAFE

COMMUNITIES 25 - Improve the condition and safety of local roads and the rail network

27 - Improve the quality and sustainability of new development throughout Sefton, particularly in neighbourhood renewal priority areas

28 - Safeguard and enhance Sefton's natural heritage and cultural/historic environment

29 - Improve waste management and reduce environmental pollution

ENVIRONMENTAL SUSTAINABILITY

30 - Meet the decent homes target for council housing stock and achieve balanced housing markets in the borough

32 - Achieve efficiency savings through the deployment of new IT systems

33 - Improve the efficiency and cost effectiveness of services

34 - Improve the effectiveness of all Council's staff

IMPROVING THE QUALITY OF

COUNCIL SERVICES AND

STRENGTHENING LOCAL

DEMOCRACY 35 - Improve our standards of corporate governance and strategic planning


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Service Aims and Objectives 2005-06

How to Interpret the Action Plans The beginning of the Aims and Objectives contains a summary of Technical Services issues and elements of concern for the coming three- year period. Within this description you will find out Where We Are, Where We Are Going, and particular attention should be paid to Key Issues.

Following this narrative are the Departmental Strategic Objectives followed by Action Plans (both 3-year and 1-year), divided up into the Departmental Priorities identified for Technical Services in keeping with the Corporate Priorities.

The following colour coded map should help to illustrate how to interpret the breakdown of the Service Aims and Objectives.

CORPORATE THEMED PRIORITIES - From The Community Strategy

Management Team Action Plan – specific tasks which the Management Team plan to implement and measure progress

Corporate Priority – as identified in the Corporate Plan

Departmental Action Plans – consisting of all 1-year action plans relevant to the Corporate Priority

Divisional Header

Group Heading – breakdown of Division into Groups


The Technical Services Department has a key role in: ♦ The delivery of effective and efficient Asset Management,

Community Support and Transportation Services ♦ Supporting and advising the democratic process ♦ Supporting the economic regeneration and development of the

Borough through Corporate Regeneration initiatives ♦ The management of the Council's property assets ♦ Improvement of the Borough’s highway and transport network ♦ Provide support to the safety and well being in the Community

Where the service is now The service has undergone major changes following the abolition of CCT. This has been necessary to ensure that the service can show continuous improvement and deliver modern efficient and effective services that are focused on customer need.

Performance The department has overall responsibility for producing the Local Transport Plan and Asset Management Plans for the Council with the Council being designated as a centre of excellence for Integrated Transport Planning. There are a wide range of performance indicators for the services provided by the Department that show that generally performance is above average but that there is room for improvement which is the focus of action in the Service Plan. As a result of financial pressures service delivery budgets have decreased in real terms over a number of years. Ongoing service improvements have maintained and enhanced the standard of services provided but are available to counterbalance the reducing scope of the service in the face of above-inflation construction cost escalation. Services provided by the Department were generally rated highly as part of the CPA assessment (Street Lighting 3, LTP 4, Highways 3, Building Control 3, Asset Management 2.5 all out of 4).

Key issues affecting the service in the next 3 years There are a number of key issues that will impact on the role of the Department such as: ♦ Revision of Traffic Management act affecting statutory services

♦ Modern procurement practices arising from Latham/Egan reports ♦ Developing efficiency savings as required by the Gershon report ♦ Housing Market Renewal Fund and other Regeneration Initiatives ♦ Consideration of ‘Street Scene’ services/management as part of

decentralization of services ♦ Accommodation/property issues arising out of AMP and

Departmental changes and accommodation needs ♦ Requirements of E-government and Customer Contact BVR ♦ 3 Year Financial Management ♦ Drafting and implementation of LTP 2 and resulting strategy

changes ♦ Assimilation of senior management restructuring and Strategic

Business Unit development ♦ Impact of developing central services for Directorate ♦ LSVT Housing transfer

Where the service plans to be The Department aims to retain its designation as a centre of excellence for Integrated Transport Planning through continual improvement in this area. Over the next year the Department aims to be flexible enough to take on board the various issues identified above as they develop and continue to build on the improvements that have taken place over the last few years. The Technical Services Department will continue to play a key role in implementing and supporting schemes that regenerate the Borough, and aim to provide high quality frontline technical services to the communities of Sefton.

Areas of Risk Many of the services to be delivered depend on funding being made available from the Council; central government or external funding agencies. If this funding is not made available this will impact on the ability of the Department to deliver key targets. Many of the services delivered are ‘high risk’ and risk management is a core part of service delivery. Actions for managing corporate risks have been identified within this plan.

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Departmental Service Objective: Key Priority: Some of the actions that will help us deliver our objectives

are: Complete and maintain an access audit of the street environment to inform the Transport Accessibility Plan Ensure services are accessible to all Implement the recommendations of the recent buildings accessibility audit

Undertake client satisfaction surveys Deliver major maintenance, new build and improvements projects to client requirements and in compliance with technical specifications through effective project management, design, cost control and supervision

Utilise Construction Key Performance Indicators (KPI’s) in measuring the effectiveness of project management and delivery of schemes Increase rental income in Market Hall whilst ensuring the diversity of stalls is maintained and trying to encourage customer ideas for improvements of the stalls are implemented Ensure that all Civic and Admin buildings are open, secure and reception areas manned during opening hours as required Develop and implement proposals to rationalise the Council’s property portfolio Reduction in resource pollution cost by improving the Environmental cost of assets

To manage and use resources and assets effectively for the benefit of all

Manage and optimise the current Council owned assets to demonstrate cost effectiveness whilst ensuring the services are provided in accordance with the needs of the public and customers

Undertake annual condition surveys to identify maintenance requirements for compliance with legislative Health and Safety requirements in Council owned properties



are: Provide services that safeguard the community through development of partnerships with stakeholders and other key groups

Take a leading and active role in the development of coastline research data for the benefit of partners, European and local

Undertake client satisfaction surveys of other departments within the Council to assess their needs and ensure our service provision is in accordance with their requirements as determined by the public Improving the safety of the community through the use and promotion of effective electronic security systems

To work with the community and other stakeholders to deliver valued services which help safeguard the communities of Sefton

Ensure services are provided to a high standard and work towards implementing more effective and efficient ways of provision

Supply and maintain a quality and safe vehicle fleet for use of other Council departments Implement the recommendations and schemes outlined in the Local Transportation Plan (2005/06) Develop and implement traffic and highway safety

schemes in partnership with the community and other authorities

Develop and implement programmes for auditing and strategic maintenance/replacement of highway structures and safety systems (i.e. traffic lights, street lighting, bridges)

Demonstrate an economic advantage to the community through rigid enforcement of works undertaken on Sefton’s roads

Create and implement procedures which take a proactive approach to enforcing statutory regulations of works conducted on Sefton’s roads Deliver LTP priorities through the provision of Local Authority Parking Enforcements for on and off street parking regulations as well as efficiently managing parking provision including Park & Ride sites

To promote Transportation Services as a key contributor to the health, social, environmental, economic and educational well being of Sefton’s communities

Take a leading role in improving the health and environment for Sefton’s residents, both on a local and a global scale, through the development and implementation of the Local Transport Plan Implementation of more initiatives to reduce the use of motor

vehicles for singular uses within the Borough

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are: Assess the performance of senior management and all staff through a formal, regular appraisal process Improve basic qualification levels of current staff through implementing training up to NVQ levels Implement, monitor and refine the Council’s corporate HR strategy

To value staff, recognise their achievements, support and develop them to deliver Departmental/ Corporate objectives

Improve the effectiveness of the Council’s staff

Achieve and retain Investors in People accreditation

Improve the efficiency and cost effectiveness of services

Use the results of regular consultation with local people to ensure services are focused on customer needs and expectations To support and advise the

Council’s corporate and democratic processes

Improve our standards of corporate governance and strategic planning

Strengthen our decision making arrangements by developing active and constructive scrutiny and review arrangements and by bringing decision making closer to local people


CREATING INCLUSIVE COMMUNITIES

Management Team Action Plan

Corporate Priority 16 – Ensure Services are Accessible to all Key Tasks Standard Performance 2004/05 Target 2005/06 Target 2007/08 Responsible

Officer Links

Develop transportation policy, monitoring of strategies and review of programme implementation

LTP, DfT, Local Standards

Collation of data and preparation of Annual Progress Report (APR) on behalf of Sefton

Delivery 2nd LTP including APR by end of July 2005 (process for APR being re-evaluated)

Continue to deliver programmes including APR according to 5 year LTP 2

Paul Williams, Stuart Waldron

Merseytravel/ District Councils

Departmental One Year Action Plans

Corporate Priority 16 – Ensure Services are Accessible to all

Key Task Standard Success Factors Target 2005/06 Responsible Officer Links

Ensure the adherence to organizational equality agenda

Equality Standard for Local Government

Principles of equality being incorporated within all services 2005/06

Sue Walton Departmental Equality Champions

BVPI 2

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Project Management Nigel Wilkinson, Assistant Director

Building Maintenance Barry Warnick, Manager


Implement the recommendations of the recent building accessibility audit

Local Standard, BVPI 156

Complete Priority 1 works (ensuring access to the building) for Libraries

80% complete by March 2006 Barry Warnick

Transportation & Development Stuart Waldron, Assistant Director

Strategic Transportation Planning Unit (STPU) Dave Marrin, Traffic Services Manager Deliver LTP priorities for Accessibility, the Environment and Congestion through the development of integrated and sustainable transport programmes

LTP, DfT, Local Standards

Deliver 2005/06 Transportation Programme to comply with LTP 5 year programme Ongoing

Dave Marrin, Principal Transport Planning Officer (STPU)

Complete the access audit of the street environment to inform the LTP Accessibility Strategy and progress an implementation plan

Merseyside Code of Practice on Access and Mobility

70% completion of the access audits throughout the Borough and ensure all schemes perform an Accessibility Audit

70% completion by Summer 2005

Dave Marrin, Principal Transport Planning Officer (STPU)

Corporate Priority 17 – Ensure that all Council services are inclusive and are informed by effective consultation and engagement with the users

Directorate Resources Sue Walton, Assistant Director

Introduction of ‘Skills for Life’ Pilot within the Directorate for 10 staff within Technical Services

Basic Skills Agency standard/Certification

Employees will have their skills gaps addressed Ongoing Projected completion in 2005

Sue Walton Jo Lloyd (CLDU)


JOBS & PROSPERITY

Management Team Action Plan Corporate Priority 22 – Make the Borough a more attractive and vital place to live work and visit through

strategic projects including leisure and culture Key Tasks Standard Performance 2004/05 Target 2005/06 Target 2007/08 Responsible

Officer Links

Effectively manage and continue to optimise the use of Council assets

Local standard Figures not available until accounts closed (estimate of 3%)

Increase rental income of Market Hall by at least 3%

Increase rental income of Market Hall by at least 3%

Paul Williams, Mike McSorley

PMG/ FMG/ Customers/ Finance/ Legal


Corporate Priority 22 – Make the Borough a more attractive and vital place to live work and visit through strategic projects including leisure and culture

Asset Management Mike McSorley, Assistant Director

Facilities Management Mark Richardson, Manager


Effectively manage the usage of the Market Hall to continue to achieve a high level of occupancy

Local Standard Average occupancy level 92% Mark Richardson

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CREATING SAFE COMMUNITIES

Management Team Action Plan

Corporate Priority 23 – Reduce the potential harm from unsafe environments Key Tasks Standard Performance 2004/05 Target 2005/06 Target 2007/08 Responsible

Officer Links

Effective and efficient health and safety management to ensure no serious work related accidents

Statutory requirements

Implementation of CDM training and processes

No serious related accidents occurring

No serious work related accidents occurring


All staff/ Contractors/ Consultants

Corporate Priority 25 – Improve the condition and safety of local roads and the rail network Promoting the use of electronic security systems by responding to alarm activations within target times

BS 8418; ISO 9001

Average response time to alarm activation is within target times

90% reaction within 20 minutes

95% reaction within 20 minutes

Paul Williams, Nigel Wilkinson

Implement highway maintenance works to improve the condition of the local highway network

Government guidelines, LPSA target/ BVPI 223

(Target) 6.9% of the principal road network requiring replacement Actuals unavailable at time of printing.

6.9% of principal road network requiring replacement New target of 6.9% for principal roads (BVPI 223) at the end of 2005/06 has been agreed with the ODPM.

6.9% Paul Williams, Mike McSorley

Highways Team/ Contractors/ BPVI 223/ LPSA 12/ Rotherham Benchmarking


Key Tasks Standard Performance 2004/05 Target 2005/06 Target 2007/08 Responsible Officer Links

Create a safe highway environment for vulnerable pedestrians by providing safe crossing points at all manned crossings

ROSPA, DfT, LARSOA, Bench-marking

Percentage of school crossing patrols provided compared with sites eligible (122 sites eligible as of 2004/05)

100% 100% Paul Williams, Stuart Waldron

Crossing patrols/ Service users/ Rotherham Bench-marking

Deliver LTP priorities for Environmental, Congestion and Accessibility by encouraging the use of alternatives to private car journeys to, from and around Sefton

LTP target: 0% growth in total traffic for 2006 – 2011 on all roads above maximum 21% growth to 2006

Growth 5.7% between 1996 – 2003, expect to achieve target

Maintain growth well within 2006 target

Continue to manage growth within the 2006 target

Paul Williams, Stuart Waldron

Merseytravel/ District Councils

Deliver LTP priorities for Safety by developing programmes to reduce the number of road accident casualties occurring within the Borough

Local standard, Highways Act, Road Traffic Act

Ongoing decline in the number of people killed or seriously injured to achieve an overall reduction of 40% on the 1994/98 average (118) by 2010 (not on target with 112 =5.1% decrease on the 1994/98 average)

105 91 Paul Williams, Stuart Waldron

Merseyside Police/ BVPI 99

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Corporate Priority 23 – Reduce the potential harm from unsafe environments


Security Services Dave Ellison, Manager


Ensuring the safety of clients through the use of effective electronic security systems

BS 8418; ISO 9001

Reports of faults in systems dealt with quickly and effectively through a reactive call-out system

Corrective maintenance to be completed within 4 hours of report

Dave Ellison, Peter Stephenson

Promoting the use of electronic security systems by ensuring the out of hours response to alarm activation is within the target times

BS 8418; ISO 9001

Average out of hours response time to alarm activation is within target times

90% response within 40 minutes

Dave Ellison, Kevin Heitman

Corporate Priority 25 – Improve the condition and safety of local roads and the rail network


Highways Maintenance Peter Dawson, Highways Manager

Provide a winter maintenance service through delivery of the Winter Maintenance Plan

Highways Act, Highways Management Winter Service Policy

Grit routes completed within agreed timelines of 4 hours from time of callout 98% Jerry McConkey Rotherham

Bench-marking



Highways Act Dangerous defects made safe within 24 hours of report (as percentage of those required by policy to be repaired in 24 hrs)

98% Jerry McConkey Provide highway safety inspection service to reduce the number of successful 3rd party claims Highways Act

Dangerous defects made safe within 2 hours of report (as percentage of those required by policy to be repaired within 2 hours)

98% Jerry McConkey

Provide highway maintenance services to ensure the safety of the network is maintained

Highways Act Reduction in the defects identified on inspected roadways and footpaths

2 actionable defects per km Jerry McConkey Rotherham

Bench-marking

Policy Contracts & Programming Peter Dawson, Highways Manager

Manage street lighting stock to ensure that streetlights are working as planned. Highways Act Average time to repair a street lighting fault from

time of report <3 days Alan Hogan, Tony Melia

Rotherham Bench-marking

Deliver a targeted programmed of replacement of structurally defective street lighting columns.

Highways Act Replace defective street lighting columns reducing the backlog each year

Replace 3% of street lighting stock

Alan Hogan, Tony Melia

Budget is insufficient for this target, need to assess priorities in other areas

Special Projects Dave Richardson, Manager

Manage bridges and other highway structures to ensure all are maintained in a structurally safe condition

Statutory, Code of Practice, Policy Document

Ensure the completion of planned principle bridge inspections 97% Dave Richardson,

Paul Scott

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Engineering Design & UTC Paul Grogan, Manager




Planned principle and general inspections completed and required maintenance performed 97% Paul Grogan,

Mike Whieldon

Maintain and manage traffic signal installations to ensure that all signals are operating satisfactorily

Local Standard Average time for repair of reported faults 15 hours Paul Grogan, Peter Jones


Effective and efficient Urban Traffic Control to improve junction performance and ensure installations operating at optimal efficiency

DfT Undertake a full audit of the signal stock within the Borough to identify areas requiring immediate attention

5 Junctions to be identified for improvement by March 2006

Paul Grogan, Peter Jones


Development Control Dave Marrin, Traffic Services Manager

Ensure that all licensed works on the highways with the Borough are in compliance with Council and National standards

Highways Act Percentage of licensed works that are found to be in compliance upon inspection 80% Dave Marrin, Ken

Jones

Network Management Dave Marrin, Traffic Services Manager

Create a safe highway environment for vulnerable pedestrians by providing safe crossing points at all manned crossings

ROSPA, DfT, LARSOA

Percentage of school crossing patrol sites not attended (due to sickness or other absence) <3%

Dave Marrin, Steve Johnston, Marie Gosling



Parking Services Dave Marrin, Traffic Services Manager


Deliver LTP priorities through providing Local Authority Parking Enforcements for On & Off Street Parking regulations

DfT; Local PI LIB015; N-PAS

Increase in the amount of decisions upheld on appeal by N-PAS (Northwest Parking Adjudicators Service) 95% upheld

Dave Marrin, Martyn Townsend

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ENVIRONMENTAL SUSTAINABILITY

Management Team Action Plan Corporate Priority 27 – Improve the quality and sustainability of new development throughout Sefton,

particularly in neighbourhood renewal priority areas Key Tasks Standard Performance 2004/05 Target 2005/06 Target 2007/08 Responsible

Officer Links

Work towards improving the energy efficiency of all housing stock by 24% by 2007

Government guidelines, Home Energy Conservation Act (1995)

Target 1.5% improvement however actual performance not available until August 2005 for annual DEFRA HECA Report. August 2004 indicated a 10.93% overall improvement.

1.5% improvement in energy efficiency during the year

1.5% improvement in energy efficiency during the year


Housing/ Energy Advice Centre/ Grant bodies

Work towards implementing an Affordable Warmth Strategy by the end of 2005

Government guidelines

Merseyside Strategy was produced for delivery by 2010

Local strategy produced and adopted in 2005/06

Action Plan and Targets for strategy implementation for delivery by 2010


Housing/ Social Services/ Merseyside Authorities/ Health Sector

Corporate Priority 28 – Safeguard and enhance Sefton's natural heritage and cultural/historic environment Effectively manage coast protection and land drainage services as per DEFRA guidelines

Government guidelines, DEFRA

Annual report to DEFRA produced as required

Produce detailed report on condition of coastal defences

Produce annual report to DEFRA as required


Leisure/ Tourism/ Planning/ Landowners/ DEFRA/ EA/ Shoreline Management Plan



Corporate Priority 27 – Improve the quality and sustainability of new development throughout Sefton, particularly in neighbourhood renewal priority areas


Special Projects Dave Richardson, Manager


Reduction in resource pollution cost by improving Environmental cost of assets

Asset Management Plan, pPI 4B, C & D, BVPI 180a, Carbon Trust

Improvement in energy/resource efficiency of buildings through creation of a Carbon Management Plan

1% + creation of plan by 31 March 2006

Dave Richardson, Ian Weller

Energy team EAC

Corporate Priority 28 – Safeguard and enhance Sefton's natural heritage and cultural/historic environment


Special Projects Dave Richardson, Manager Provide accurate information on current issues regarding the coastline and its habitat and comply with e-gov requirements

Local standards, DEFRA

Establish a data management protocol for the useful dissemination of coastline research data to interested parties and partnerships

By March 2006 Dave Richardson, Graham Lymbery

Partnerships Shoreline Management Plans

Maintain the standard and integrity of sea defences ensuring the long term sustainability of the environment

Local standard, DEFRA

Provide detailed report on condition of coastal defences End of March 2006 Dave Richardson,

Graham Lymbery

Partnerships Shoreline Management Plans

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Maintain the standard and integrity of sea defences by regular inspections and appropriate action, ensuring the long term sustainability of the environment


Undertake inspections of man-made coastal defences bi-annually and perform required maintenance and reactive repairs

97% Paul Grogan, Mike Whieldon

Shoreline Management Plans


Development Control Dave Marrin, Traffic Services Manager

Improvement of accessibility to all through the Rights of Way Improvement Plan

Local Standard, BVPI 178

Ensure compliance with the Rights of Way being accessible to all 77% compliance

Dave Marrin, Ken Jones, Andy Dingwall, Brian Goodwin

BV178

Corporate Priority 29 – Improve waste management and reduce environmental pollution


Building Maintenance Barry Warnick, Manager Undertake annual condition surveys to identify maintenance requirements for compliance with Health and Safety

Local Standard Gas inspections completed on all Sefton owned residential housing

95% completed annually

Barry Warnick, Ray Rich




Maintain the standard and integrity of sea defences by regular inspections and appropriate action, ensuring the long term sustainability of the environment


Investigate the feasibility of instituting electronic inspection data on site for better informed bi-annual inspections of man-made sea defences

By March 2006 Paul Grogan, Mike Whieldon


Network Management Dave Marrin, Traffic Services Manager

Effectively and efficiently manage On & Off Street Parking provision including Park and Ride sites

DfT and LTP Priorities for congestion and air quality; Local Standards

Continue to promote the usage of Park & Ride facilities reducing congestion and improving air quality

Increase by 10% Dave Marrin, Martyn Townsend

Travel Awareness & Safety Dave Marrin, Traffic Services Manager

Local Standard Travel plans to be created and adopted by school Dedicated post in place only until 2006 50% by 2006 Dave Marrin,

Steve Whitehouse Encourage the use of alternatives to the use of private car for journeys to, from and around the Borough Local Standard Workplace travel plans to be created and adopted

within Sefton 10 sited by 2006 Dave Marrin, Steve Whitehouse

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Corporate Priority 29 – Improve waste management and reduce environmental pollution




Undertake annual condition surveys to identify maintenance requirements for compliance with Health and Safety

Local Standard Electrical testing performed on all Sefton owned residential housing as part of a 10 year programme of improvement

40% completed by end of March 2006

Barry Warnick, George McGough


IMPROVING THE QUALITY OF COUNCIL SERVICES AND STRENGTHENING LOCAL DEMOCRACY

Management Team Action Plan Corporate Priority 33 – Improve the efficiency and cost effectiveness of services

Key Tasks Standard Performance 2004/05 Target 2005/06 Target 2007/08 Responsible Officer Links

Effective and efficient financial management to deliver services to approved budgets

Local standard +0.87% of controllable revenue budget in 2002/03 (need results for 2003/04)

Within +/- 1% of controllable revenue budget

Within +/- 1% of controllable revenue budget

Paul Williams, John Ackerman, Mike McSorley, Stuart Waldron, Nigel Wilkinson

All managers/ Staff

Corporate Priority 34 – Improve the effectiveness of all Council’s staff Provide support for other Council services through the effective and efficient procurement and maintenance of an operational vehicle fleet

Local Standards

Services on average 22% cheaper than the private sector




VFM Team/ Service Departments

Effectively manage the sickness/absence management process to achieve the corporate target

Corporate standard

90% compliance with corporate procedures (will not meet target as of 31/12/04 only at 67.65% compliance on reviews and 85.89% on BTW interviews)

95% 98% Paul Williams, Sue Walton

All Managers/ Staff

Continual monitoring of the Investors in People process to ensure all departments deliver services to standard

National IiP Standard

Implement action plan for attainment of standard in Technical Services

Attain standard Maintain accreditation and assess possible enhancements to the standard for implementation

Paul Williams, Nigel Wilkinson, Sue Walton

All Managers/ Staff

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Corporate Priority 35 - Improve our standards of corporate governance and strategic planning Key Tasks Standard Performance 2004/05 Target 2005/06 Target 2007/08 Responsible

Officer Links

Support the democratic process through the provision of advice and information to Councillors and Area Committees and the public upon request

Corporate standard

88% of letters responded to within 10 working days Actuals at this point indicate we will not meet this target (61% as of 3rd Quarter)

90% of letters responded to within 10 working days

93% of letters responded to within 10 working days

Paul Williams, Mike McSorley, Nigel Wilkinson, Stuart Waldron

All managers/ Staff

Provide expert technical advice and support to working groups and initiatives on a local and regional level

Local standard 100% of requests met as planned

Develop survey for regular satisfaction assessment of Area Committees/ SRB/ HMRI and other partnerships to which we provide vital technical advice – 95% satisfaction target

98% satisfied with technical advice and support provided

Paul Williams, Nigel Wilkinson, Mike McSorley, Stuart Waldron

All managers/ Staff



Corporate Priority 32 – Achieve efficiency savings through the deployment of new IT systems






Investigate the feasibility of instituting electronic inspection for two-yearly general bridge inspections By March 2006 Paul Grogan,

Mike Whieldon


Parking Services Dave Marrin, Traffic Services Manager Effectively and efficiently manage On and Off Street Parking provision including Park and Ride sites

DfT; Local Standard

Develop and introduce a electronic process for parking permit application and submission By 2006

Dave Marrin, Martyn Townsend

eSD Toolkit

Directorate Resources Sue Walton, Assistant Director Introduction of Comino document imaging system

Corporate ICT Standards Cost effective services supporting e-gov targets Sept 2005 Sue Walton e-gov

BVPI 157 Integration of relevant TSD services within the Customer Contact Centre and One Stop Shops

Corporate Effective integration of services for first point of contact service delivery where appropriate. Compliance with e-gov targets

2005/06 Sue Walton Debbie Robinson

BVPI 157

Implementation of the Corporate integrated HR/Payroll system Local Standard Re-engineering of business processes and delivery of

the revised Directorate HR support service 2005/06

Sue Walton Helene Miles Angela Gibson-Black

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Corporate Priority 33 – Improve the efficiency and cost effectiveness of services


Facilities Management Mark Richardson, Manager


Effectively manage Civic and Admin buildings to ensure that all managed buildings are opened, secured and reception areas manned during opening hours as required

Local Standard Manage the absence rate to ensure service in buildings is maintained during opening hours 96% Mark Richardson Corporate Risk 5

Policy Contracts & Programming Peter Dawson, Highways Manager Monitor and ensure contract specifications are adhered to by vehicle users and vehicle maintenance contractors

Traffic Commission Maintain operator status through VOSA certification ‘Good Operator’ Alan Hogan, Vin

Donnelly


Architectural Projects Liz Gatheral, Manager


Provide architectural, project management, quantity surveying and supervision services for all major remodelling and new build scheme proposals

Benchmark Index

Client satisfaction survey indicates overall satisfaction with timelines for advice provided ‘Good’ rating Liz Gatheral




Improve the asset value of the Council owned buildings through the delivery of planned maintenance programmes

Local Standard Callout for maintenance completed within timelines = E w/i 1 Hour; U w/i 24 Hours; 1 w/i 1 week, 2 w/i 2 weeks

95% for E; 85% for U; 95% for balance Barry Warnick Corporate Risk 5

Drainage Services John Baker, Manager

Undertake annual ditch maintenance programme in Formby

Land Drainage Act 1991

Completion of annual programme resulting in a reduction in the number of complaints in Formby regarding flooding

Decrease of 15% in complaints in Formby

John Baker

Use of information obtained from the public to improve the work performed Local Standard Identify questions regarding perception of our service

for the Citizen’s Panel survey. September 2006 John Baker Citizen’s Panel

Engineering Design & UTC Paul Grogan, Manager Provide project management, design, cost control, and supervision services for highway improvement and traffic management schemes , and all civil engineering schemes

Local Standard Projects completed within 20% of agreed fee 87% Paul Grogan, Mark Kinvig, Mike Whieldon

Corporate Risk 9

Perform client satisfaction surveys for projects completed on a quarterly basis and analyse for improvement recommendations

Construction KPI’s

Surveys implemented quarterly indicate increased satisfaction 80% satisfied

Paul Grogan, Mark Kinvig, Mike Whieldon

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Engineering Laboratory Bill Larner, Manager


Provide materials testing and site investigation services to ensure materials used in schemes are complaint with specifications

UKAS; British Standards

Customer care satisfaction surveys presented to all clients from previous year and results calculated to inform the team plan and improvements in service as required (cannot be measured quarterly as a result of timing of surveys and results reporting in 2005/06 will relate to surveys of 2004/05 clients)

90% satisfied – very satisfied Bill Larner Best Value

Review

Corporate Priority 34 – Improve the effectiveness of all Council’s staff


Security Services Dave Ellison, Manager

Mandatory training up to NVQ level and including Conflict Management qualification

BS7449 Manned Guarding; ISO 9002

All current staff trained up to the level prescribed for licensing Guards

Complete prior to legislation being introduced in approximately April 2005

Dave Ellison, Sue Mooney

Directorate Resources Sue Walton, Assistant Director Ensure continuing development of all staff within the administrative/customer support service

ECDL, NVQ Level 2 in customer care

Attainment of all staff with the ECDL and NVQ Level 2 in Customer Care

100% to be completed by 31 Mar 2006

Sue Walton

All Divisions All Assistant Directors, Managers and Team Leaders

Performance Review and Development Meetings to be conducted with all members of staff

IiP Standards, Performance Review & Development Scheme

All reviews completed and reviewed 6 monthly (April and October)

Managers and Team Leaders in each Division

IiP Accreditation



Prepare and implement PRD action plans IiP Standards Action Plans as identified through six-monthly meetings to be implemented and arrangements for training identified

Ongoing, reviewed in April and October

Managers and Team Leaders in each Division

IiP Accreditation

Continuing high standards and ethics by ensuring the Continuous Professional Development of all staff, especially those requiring is for continued professional membership

IiP, Local Standard

Required hours of CPD to be arranged in accordance with requirements of the particular profession (e.g. 20 hours per year required by surveyors)

Scheduled by Sept 2006

Managers and Team Leaders in each division

IiP Accreditation

Ensure compliance with Freedom of Information and Environmental Information Regulations

FOI standards EIR

Compliance with statutory requirements for information provision 100%

Sue Walton FOI Information Managers

Corporate Priority 35 – Improve our standards of corporate governance and strategic planning


Architectural Services Liz Gatheral, Manager Deliver major maintenance, new build and improvements projects to client requirements

Benchmark Index

Projects out-turn cost falls within +/- 5% of estimated outturn, expressed as a percentage of the total number of projects completed in the financial year

60% Liz Gatheral Corporate Risk 9

Deliver major maintenance, new build and improvements projects to client requirements

Benchmark Index

Projects falling within +/- 5% of estimated timescale, expressed as a percentage of the total number of projects completed in the financial year

70% Liz Gatheral Corporate Risk 9

Directorate Resources Sue Walton, Assistant Director

Ensure continuing development of all staff within the Directorate HR support service

C.I.P.D. Certificate in Personnel Practice

Attainment of Certificate in Personnel Practice qualification by all staff within the support unit

Ongoing Projected completion by 2006

Sue Walton

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Ensure all accounts are interrogated and balanced to provide the most information possible in the budgetary processes required for resource allocation and planning of spending

Local standard Balance the accounts by the 3rd week of the month in time for meetings with budget holders. 95% John Ackerman

Improve upon the financial services provided by processing invoices in a timely and efficient manner

BVPI 8

Invoices will be processed (from time of receipt within Financial Services Division of the Regeneration & Environmental Services Directorate) within 5 working days

87% John Ackerman BVPI 8


OTHER DEPARTMENTAL PRIORITIES


Asset Management Plan


Property Services Kevin Shutter, Manager


Annual review and update of the Asset Management Plan Local Standard Retain ‘good’ rating Good Kevin Shutter Asset

Management Plan

Effectively manage and continue to optimise the use of Council assets Local Standard Total average management cost per square meter (GIA

– £2.80) £2.80 Kevin Shutter Asset Management Plan Corporate Risk 5

Optimise the use of Assets by improving the portfolio related IRR Local Standard

Industrial Retail Agricultural

22% 16.5%

8% Kevin Shutter

Asset Management Plan Corporate Risk 5

Develop and implement proposals to rationalise the Council’s property portfolio Local Standard Decrease the R & M Backlog (expressed in priorities 1

to 4 of the total backlog)

1 – 8.5% 2 – 49.5% 3 – 32.5% 4 – 9.5%

Kevin Shutter Asset Management Plan Corporate Risk 5

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Contact List TECHNICAL SERVICES DEPARTMENT, Paul Williams, Technical Services Director, 5th floor Balliol House, Bootle. Tel. No.: 934 4195 Group/Section Name Location Headed by Direct Line Fax. No. Functions/Activities/Services

ASSET MANAGEMENT DIVISION, Mike McSorley, Assistant Director, 5th floor Balliol House, Bootle. Tel. No.: 934 4247 Special Projects Group Balliol House, Bootle Dave Richardson 934 4236 934 4559 Large Capital Schemes; Coastal and Bridge Management; Corporate Energy Management Highway Management Group Balliol House, Bootle Peter Dawson 934 4248 934 4277 Highway Management: Maintenance and Renewal; Street Lighting; Highway Enforcement Property Management Group Balliol House, Bootle Kevin Shutter 934 2754 934 2760 Management of Property Assets: Estate Management; Acquisitions and Disposals; Strategic

Portfolio advice. Facilities Management Section Balliol House, Bootle Mark Richardson 934 4283 934 2760 Management of Civic Buildings; Building Cleaning Service; Attendant Service for Civic Buildings Dept. Health and Safety Adviser Merton House, Bootle Vacant 934 3228 934 3651 Dept. Health and Safety Advice, Policy development, Training and Monitoring Vehicle Fleet Management Pine Grove Depot, Bootle Vin Donnelly 285 5222 285 5225 Vehicle hire/procurement, Maintenance of Authority owned fleet; MOT's; etc PROJECT MANAGEMENT DIVISION, Nigel Wilkinson, Assistant Director, 7th floor Balliol House, Bootle. Tel. No.: 934 4243 Design and UTC Services Section Balliol House, Bootle Paul Grogan 934 4242 922 4514 Highway design; Structural design and advice; Traffic Signal Management; CCTV management

and control Architectural Services Section Balliol House, Bootle Liz Gatheral 934 4196 934 4525 Architectural Services for the Council; Quantity Surveying; Clerk of Works function Building Services Section Balliol House, Bootle Barry Warnick 934 4514 934 4537 Building Services to Authorities premises: planned and reactive; Gas maintenance contract for

housing dept; Drainage Services Section Balliol House, Bootle John Baker 934 4202 934 4226 Management of Highway Drainage, gully cleansing; Land Drainage; Laboratory Services Section Cambridge Rd, Seaforth Bill Larner 928 2643 928 0059 Highway Laboratory Services to local Authorities: Sampling; Analysis and Advice Sefton Security Force 209 Linacre Lane, Bootle Dave Ellison 934 4746 934 4748 Security Force to Authorities Civic Properties: Control Centre; Mobile Patrols; Alarms; Door

Controls; TRANSPORTATION AND DEVELOPMENT DIVISION, Stuart Waldron, Assistant Director, 5th floor Balliol House, Bootle. Tel. No.: 934 4235 Traffic Services Balliol House, Bootle Dave Marrin 934 4295 934 4532 Management of Traffic Services Function Network Management Section Balliol House, Bootle Steve Johnston 934 4258 934 4532 Policy/advice; Local Safety Schemes development; Traffic Signs; Road Markings Travel Awareness and Safety Section

Balliol House, Bootle Steve Whitehouse 934 4231 934 4532 Road Safety Training and Awareness Campaigns

STPU Balliol House, Bootle Vacant 934 4228 934 4532 Strategic policy and advice on highway related policy issues: cycling, park and ride, etc Parking Services Section Pavilion Buildings,

Southport Martin Townsend 934 2301 934 2302 Enforcement of traffic regulation orders e.g. yellow lines, on street and off street parking

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ITEM NO.

Technical Services Department Balliol House Balliol Road

Bootle

SEFTON COUNCIL EXECUTIVE REPORT report-master Page No.

technical services department - sefton · introduced for senior managers and a dedicated...

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