Service Plan April 2005 March 2006 Division

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Service Plan April 2005 – March 2006 Division: Building Design Unit BRIAN J ANDERSON

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/construction 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, SRB 6), Df. ES, Neighbourhood Renewal Fund, Heritage and Sports Lottery Boards etc.

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 £ 30 M 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 £ 2 M+ Community Facility schemes

Family Tree of Divisional Structure

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. 7 M capital works on site in 2003/04

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 FTE’s created per £ 1 M 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

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

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 what’s important!

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 EVR’s – 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, H&S, CDM)

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%

Family Tree of Proposed Divisional Structure

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

Service Plan April 2005 – March 2006 Section: Waste Strategy & Recycling

Service Plan Section Head: Allen Barker

Waste Strategy & Recycling (setting the scene) • Structure Strategy Manager Recycling Officer Assistant Recycling Officer Clerical Support

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

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 (£ 5 M)

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 • Facilities Development Waste and recycling strategy development for Wirral Waste Strategy development for the Merseyside region With MWDA and others, develop the waste management facilities for Wirral at Bidston • Education • Research Provide education resources and deliver the recycling and waste reduction message to schools and the general public Provide research and development services

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

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.

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

KPI Achievement Summary(appendix) • BVPI 82 a 2003/4 2004/5 2005/6 Percentage of household waste recycled 6. 8% actual 10% expected 18% statutory target • BVPI 82 b 2003/4 2004/5 2005/6 Percentage of household waste composted 0. 2% actual (trial scheme only) 2% expected 3% marginal improvement expected • ISO 14001 Accreditation in November 2004 expected

Family Tree of Divisional structure(appendix) • Showing clear lines of reporting for Key Issue Exchange/etc. , down to clustered job roles

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.

Service Plan April 2005 – March 2006 Division: Traffic Management

Technical Services - Traffic Management Service Plan Divisional Head: Geoffrey Bell Assistant Director

Technical Services - Traffic Management Divisional Summary: Core Services 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 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 Safety • • • Training Providing road safety education Cycle Training Kerbcraft pedestrian training Road Safety publicity events / campaigns

Technical Services - Traffic Management Divisional Summary: Core Services 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 onstreet 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

Technical Services - Traffic Management Assistant Director Senior Group Leader Team Leader (Accident Investigation Unit) Acting Team Leader (Urban Traffic Principal Assistant Engineer Team Leader (Road Safety) Principal Assistant Engineer Senior Assistant Engineer Control) Senior Assistant Engineer (AIU) Assistant Engineer (AIU) School Travel Plan Co-ordinator Kerbcraft Pedestrian Training Co-ordinator Road Safety Officer LPSA Road Safety Cycling Co-ordinator Kerbcraft Pedestrian Training Co-ordinator Technician 1/5 Technician (Survey) NRF Road Safety Initiative Co-ordinator Crossing Patrol Supervisor Asst. Crossing Patrol Supervisor Clerk School Crossing Patrol Posts (Currently 119 sites) Assistant Engineer Technician 1/5 Trainee Technician Asst Engineer Vacant Assistant Engineer Technician 1/5 Trainee Technician Clerk Mod Apprentice

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 Moving and stationary - for all classes of traffic, Capital & Revenue schemes Customer Care

Technical Services - Traffic Management Key Partners / Service Links Merseytravel Police Community Groups Solicitor WIRED 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)

Technical Services - Traffic Management PAST SERVICE PLAN TO MARCH 2005 SERVICE AREA OBJECTIVES AND PROGRESS TO DATE

Technical Services - Traffic Management SOME OF OUR ACHIEVEMENTS DURING 2003/04 • • • 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. 2 m and £ 2. 0 m 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. I’s Considerable advancement in CCTV/VMS and telematics technology. Considerable involvement and advice on major new initiatives throughout the Borough. . .

Technical Services - Traffic Management SOME OF OUR ACHIEVEMENTS DURING 2003/04 • 3 rd 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, Queen’s Golden Jubilee and charitable events. Key role in supporting the LTP process and membership of MTEG. Close corporate working on tourism sign-posting.

Technical Services - Traffic Management Division Challenges (What we look forward to managing - What we are not so good at) 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 KEEPING ON TOP OF CORPORATE INITIATIVES BEING PROACTIVE – Constrained by reactive work MANAGING WORKLOADS ACQUIRING THE NECESSARY I. T. TO DO THE JOB • Statutory functions - Road Traffic Act 1991 • Non statutory functions INTERACTING WITH PUBLIC ON FEEDBACK ON WHAT THEY WANT ATTRACTING AND KEEPING STAFF KEEPING A GOOD RECORD SYSTEM PERSONAL DEVELOPMENT PLANS REVIEWS OF JD’s AND JOB SPEC’S • as-built drawings • TRO procedure TEAM BUILDING

Technical Services - Traffic Management BIG ISSUES FANTASTIC FEEDBACK • On what we have to do now, in the future and suggestions for economies and efficiencies NOW FUTURE • • • • • • • Deliver KPI’s / P. I’s 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 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. I’s 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

Technical Services - Traffic Management BIG ISSUES 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/TRO’s/UTC) • Charge all service users – disabled? Current income generators: £ Capital schemes £ Survey information £ Signal information £ Accident information £ Temp TRO’s Target = £ 260, 000 £ Lost parking permits £ Automatic traffic counts £ APM’s £ Diversion signs £ Temp traffic signals

Technical Services - Traffic Management KEY PERFORMANCE INDICATORS AND P. I’S

Technical Services - Traffic Management KEY PERFORMANCE INDICATORS AND P. I’S (continued)

Technical Services - Traffic Management RISKS TO THE BUSINESS • • 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 L LPSA Targets L P. I’s L Statement of Intent • POOR QA PROCEEDURES • SERVICE RE-ENGINEERING

Service Plan April 2005 – March 2006 Division: Property Maintenance Unit Jeff Sherlock

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.

The Section is responsible for the following: • • • The Council’s Planned Preventative Maintenance Programme (PPM) £ 1 m 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 £ 300 K.

• • • Day-day reactive maintenance works to municipal buildings and managed properties covering over 300 properties with an annual budget of approximately £ 500 k. 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.

SOME OF OUR ACHIEVEMENTS DURING 2003/04 Capital Programme, Property & Asset Management • • • Significantly improved disabled access to Council’s 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

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.

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

Risks W. P. H. Housing Transfer – potential reduction in workload • • Adaptations – Home Adaptation Role (HAT) Right to Buy Surveys, Structural Surveys, Lifts Staffing • • Staffing EVR’s – 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)

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%

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

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

Service Plan April 2005 – March 2006 Division: Drainage Coastal & Parking Services

Service Plan Assistant Director: Malcolm Alexander

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)

STAFF STRUCTURE

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.

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 • £ 11 m 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)

SOME OF OUR ACHIEVEMENTS DURING 2004/05 Sectional (continued) • P&D 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

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

LOOKING FORWARD 2005/06 AND BEYOND COASTAL • Implementation of Council’s Policy Statement on Flood and Coastal Defence • Act as Coast Protection Authority • Operational control and asset management of Wirral’s coastal defences • Implementation of Shoreline Management Plan recommendations • Operation of tidal flood warning procedure consistent with Environment Agency’s Local Flood Warning Plan

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

LOOKING FORWARD 2005/06 AND BEYOND HIGHWAY DEVELOPMENT & LIGHTING • Operational control and asset management of Wirral’s 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

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

LOOKING FORWARD 2005/06 AND BEYOND

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. 15 m 04/05) • Bridges Dft grant aid through LTP highways capital budget. Annual allocation varies (£ 3. 4 m 04/05) • Street Lighting LTP and Wirral Capital funding (£ 0. 14 m 04/05)

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

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

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

KPI ACHIEVEMENT SUMMARY

• • • 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.

KIE STRUCTURE

Service Plan April 2005 – March 2006 Division: HIGHWAY MAINTENANCE/ ENVIRONMENTAL SERVICES

Service Plan Divisional Head: Mike Wilkinson

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

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

Current Structure (setting the scene)

Proposed Structure (setting the scene)

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.

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 • develop an effective strategy for enforcement – – – cleanliness household waste collection footway condition carriageway condition design and condition of street furniture verge and tree maintenance

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 – • Capital Funding – Total: £ 10, 175. 700 £ 1, 180. 000 Overall Total: £ 11, 355. 700

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.

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.

KPI Achievement Summary(appendix)

Divisional Key Priorities 1 Develop and implement short and long term strategies for the management of NRSWA. 2 Review enforcement policies, programme and operational structure to meet requirements of the Streetscene approach to environmental and highway management. 3 Develop and implement with partner contractor, a short term service improvement plan for refuse and cleansing contracts. 4 Review operational administrative roles, develop training procedures and implement training programme to allow staffing flexibility within operational roles. 5 Review operational requirements of Public Rights of Way service area. 6 Investigate, trial and evaluate methods of footway and carriageway reconstruction that assist the sustainability agenda.

Family Tree of Divisional Structure(appendix) Proposed Structure

$ Wirral Service Plan April 2005 - March 2006 Division: OPERATIONAL SERVICES

$ Wirral Service Plan Divisional Head: NIGEL JENKINS

Metropolitan Borough of Wirral Technical Services Department OPERATIONAL SERVICES DIVISION

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

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

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.

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.

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 Road 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

LOOKING FORWARD 2005/06 AND BEYOND Operational Services will have • Total number of staff @ 170 • Environment Services budget of £ 1. 8 m • Highway operations turnover of £ 7. 7 m • Transport operations turnover of £ 4. 8 m

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.

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.

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.

OSD PI Achievement Summary

Operational Services Division Key Issue Exchange Reporting Lines

Service Plan April 2005 – March 2006 Division: Highway Improvements

Service Plan Division Head: Paul Mc. Bride

Highway Improvements Divisional Summary • Current structure and core services • Fit for Purpose –proposed structure (include family tree as appendix) and core services No change

HID Core Services • • • To provide a range of services for highway improvement and footway reconstruction schemes (>£ 50 k) 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

Highway Improvements Division Staffing Structure

SOME OF OUR ACHIEVEMENTS DURING 2003/04 Highway Improvements Division • Capital expenditure of £ 6. 44 M (not all H. Imps) • Local Transport Plan (LTP) / Annual Progress Report (APR) • 80% - “above average” • Award of £ 9. 871 M for 2004/05 • • • English Regions Cycling Development Team (ERCDT) - 16 bells Reconstruction of 7. 8 km of footway Reconstruction of 22 km of carriageway Improved condition of highways [c’way satisfaction = 33. 2% (28. 4)] [f’way 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

SOME OF OUR AIMS/ACHIEVEMENTS DURING 2004/05 Highway Improvements Division Forward Planning • LTP updated and APR submitted to central government (HID 7) • Maintain high level of LTP capital funding. Bid of £ 7. 946 M (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)

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

SOME OF OUR AIMS/ACHIEVEMENTS DURING 2004/05 Highway 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

LOOKING FORWARD 2005/06 AND BEYOND Highway Improvements Division Forward Planning LTP 2 & APR Review Wirral’s 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 Ph 5 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

LOOKING FORWARD - 2005/06 AND BEYOND HIGHWAY IMPROVEMENTS will have • • • Total nr. of staff Net Revenue Budget (staff) LTP/Capital Budget 20 FTE’s (21 posts) • • Income Generators Nil - only recharges None £ 335. 5 k £ 4 m/annum Delivery - Staff - Consultants

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 LTP 2 & maintain high transport capital settlements • Finding sufficient parking spaces!!

BIG ISSUES and POTENTIALS • Further develop “Egan” and Partnering principles, expand across all areas, embrace modern procurement techniques (CPU) but if it ain’t broke, don’t fix it! • Develop multi-disciplinary working, particularly in specific Service Improvement areas, e. g. H&S, 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).

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 • ISO 14001 - 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).

Risks • Key risks – Failure to submit good LTP 2/APR and achieve acceptable annual transport capital settlements – Failure to deliver 5 year programmes to achieve LTP 1 & 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 (H&S/CDM) – Failure to supervise consultants and monitor performance – Failure to supervise contractors and maintain construction standards

KPI Achievement Summary(appendix) • KPI performance (past/current) and future targets relating to the Highway Improvements Division. • LTP PI’s – PI 18. Length (km) of cycleways – PI 19. Nr. of cycle trips (Ave daily flow over 5 nr cordons) – PI 27. Park & ride spaces – PI 34. Bus priority corridors & centres (corridors S, T & V and centre 8) – PI 64. No increase in HGV journey times – PI 75. Nr. of workplace Travel Plans – PI 76. Nr. of School/FE Travel Plans 03/04 04/05 actual target 05/06 target 3 273 6 290 3 305 0 137 50 0 a 4 7 1(V) a 3 5 1(S) a 2 2

Family Tree of Divisional structure(appendix) • Showing clear lines of reporting for Key Issue Exchange/etc. , down to clustered job roles

Divisional Key Issues • To develop LTP 2 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

Service Plan April 2005 – March 2006 Division: Building Control

Service Plan Divisional Head: Paul Grey

Divisional Summary - pre FFP

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

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 Borough’s designated sports ground (Prenton Park) - service re engineered Co ordination of the Council’s 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 - 5 weeks/2 months) Top half of Merseyside authority’s in respect of agreed, key local benchmarks National Quality and Performance Matrix (QPM) figure equalled target 60

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

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

LOOKING FORWARD 2005/06 AND BEYOND CHALLENGES • • Implementation of the ODPM priority outcome - R 8, 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

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

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

KPI Achievement Summary

KPI Achievement Summary - QPM Council Knowsley St Helens Halton Sefton Wirral Liverpool Total Enforcement and Complaints 11 7. 5 5. 5 12 7. 5 12 Quality Management and Finance 8 9 7 14 7 7 16 Accessibility of Service 3. 5 2. 5 4 0. 5 5 3. 5 6 Customer Communication 3. 5 3 4. 5 3 8 Service Initiatives 1. 5 2. 5 4 2 6 CPD, Staff Training & Qualification 8 8 6 8 8 Consultation, assessment of Plans and archiving of records 10 14 16 0 10 8 16 Site inspection, completions and archiving of records 8 7 9 9 10 0 16 Review of overall Performance 1 6 6 7 12 TOTAL 54. 5 61 63. 5 55 60 46 100

KPI Achievement Summary - AGMA Council Knowsley St Helens Halton Sefton Wirral Liverpool Target The % of valid applications registered and acknowledged within 3 days of reciept 82 49 100 58 93. 6 0 90 The % of applications checked and applicant provided with an assessment of compliance within 3 weeks 0 92 0 60 25. 6 0 72 The % of applications approved within statutory time limits 100 97 85 99. 9 92. 98 100 93 The % of sites re inspected within 3 months of last visit 10 15 0 0 29. 9 53. 88 70 Cost per Application 326 305 247 212 432 * TBD

KPI Achievement - summary Indicator Performance 2000/2001 Performance 2001/2002 Performance 2002/2003 Performance 2003/2004 Target Full Plans determined within 21 days 66% 68. 4% 37% 43. 7% 70% Average No of visits per site 5. 65 5. 04 4. 04 3. 82 6 Average mileage per site visit 4. 29 3. 73 2. 74 4. 5 Full plans applications approved first time 80. 4% 69. 5% 79% 67. 2% 75% £ 579, 351 £ 690, 656 £ 704, 936 BREAK EVEN £ 0. 62 £ 0. 67 BREAK EVEN Total annual income Cost per head of population £ 0. 86

Family Tree of Divisional structure Assistant Director Principal BCO Senior BCO’s Admin Officer Senior Assistant LC Building Control Officers Technical Clerks Assistants LC

Divisional Key Issues • • To fully recover within the financial year, all operational costs from the users of the charge generating Building Regulatory function To comply with the statutory requirement to achieve a financial ‘break even’ position over a rolling 3 year period To successfully integrate the land charges/planning/building control and highway engrs searches groups, into a single cohesive team, delivering the national performance indicator To re engineer app. processing and information provision, taking account of the authority’s access to services policy, to enable transfer of resources to support the CC and generate savings in 2005 To utilise the enforced sales procedure, on a trial basis, to resolve the issues of at least 1 of the council’s privately owned problem properties and recover all costs Implementation of the ODPM priority outcome - R 8, Online receipt and processing of Building Regulation applications by the end of 2005 To provide a professional building regulatory service and demonstrate improvement in key local performance indicators against national benchmarking

Service Plan April 2005 – March 2006 Section: Data Capture

Service Plan Divisional Head: Paul Grey

Divisional Summary – pre FFP Deputy Director Project Manager Project Liaison Officer PENTRA Data Capture Officer PENTRA

Core Services • To capture the raw data to enable the electronic delivery and response to search questions • The computerisation of the land charges register • The provision of information storage and data capture solutions (potentially in support of Core IT systems)

SOME OF OUR ACHIEVEMENTS DURING 2003/04 • The capture of over 70, 000 planning application boundaries • Re organisation and improvement of the planning filing system • Supported 10 PENTRA staff back into employment • Each team member supported through ECDL and obtained enhanced GIS data capture skills • Supported the development of the new land charges system and the land charges register • Developed the strategies for the capture of the hazards and constraints data

LOOKING FORWARD 2005/06 AND BEYOND • Complete the capture of the planning application boundary data • Commence and complete the capture of the building control application file data • Implement the strategies developed for the capture of the hazards and constraints data • Prioritise the capture of the hazards and constraints data • Continue to support PENTRA with training opportunities • Identify data capture needs resulting from the introduction of the Core IT systems

LOOKING FORWARD 2005/06 AND BEYOND CHALLENGES • To complete all current planned data capture activities during 2005 • To confirm the role of the data capture team within ‘Fit for Purpose’ • Opportunities for other data capture activities need to be investigated. Eg scanning of Building Control/Planning files and documents • Future association with Pentra and long term costs are unclear

BIG ISSUES and POTENTIALS • New data capture platforms dependant upon recruitment of Systems Development Officer (Binu? ) • Continuing funding to be identified – PDG to cover planning data work • Other resources may need to be identified as pressure mounts to vacate Wallasey Town Hall complex – possibly prior to the completion of the current contract • Redeployment plan will be required for WBC secondees to return if project closes • Should the data capture team not continue the opportunity to capture the remainder of the non searches or land charges data will be lost

Risks • • • Frequent staff turnover, resulting in high vacancy lost days Difficulty of developing GIS work skills Not all necessary application files will be found None availability of System Developer to write platforms Potential to accommodate team within Cheshire Lines No current commitment from the Authority to continue to support the scheme nor PENTRA to supply the staff

KPI Achievement Summary Performance Indicator 2003/2004/2005/2006 Target Number of days lost to vacancy Not yet available 75 Number of team briefings undertaken Not yet available 26 % planning boundaries captured 74/85 Not yet available 100 % planning applications captured 85/02 Not yet available 100 % land charges hazards & constraints captured Not yet available ?

Family Tree of Divisional structure Assistant Director Data Team Manager Data Capture officer PENTRA PENTRA

Divisional Key Issues • To complete the current contract in partnership with PENTRA services to provide training and workplace experience through the operation of the data capture project • Utilise GIS to capture planning and building control data used in the land charge process as identified withi the terms of the current contract • Prior to the end of the current contract, identify any potential future role for the data capture team • Make suitable provision for redeployment of returning secondees

Service Plan April 2005 – March 2006 Section: Planning Searches

Service Plan Divisional Head: Paul Grey

Core Services • • • Planning Searches – Provides a significant part of an information service to potential purchasers of land property. Planning based queries contained within the ‘Enquiries of a Local Authority’ are referred to the team by the Borough Solicitor. They are commonly referred to as searches or CON 29 enquiries and can relate to numbered properties or parcels of land The efficient provision of planning information in response to official land charge enquiries The maintenance/enhancement of planning based information systems

Divisional Summary Pre - Fit for Purpose Assistant Director Principal Admin Officer Tech Clerk Acting Up to Admin Assistant Tech Clerk 1 Year Contract Tech Clerk P/T retires Nov 04 Modern Apprentice P/T Future Unsure

SOME OF OUR ACHIEVEMENTS DURING 2003/04 • • • 100% of land charge enquiries returned to Borough Solicitor within 6 days No costs awarded against the authority as a result of any misleading or incorrect information disclosed within replies Current weekly average number of searches being handled – 177, which is a 10 year high On course to meet E – government objective during 2005 Incorporated UDP review changes within current database of information checked

LOOKING FORWARD 2005/06 AND BEYOND • • • The current section will begin to integrate into a cohesive single team with Building Control & Land Charges during 2004/2005 Consideration to be given to the practicality of co locating the highways engineers and housing searches functions within the new group in due course Post 1974 planning history to be made available electronically during 2004/2005 Work to data capture remaining hazards and constraints to be commenced as a priority Review and identify opportunities and improvements to the data handling and transmission processes due to the co location of contributory services

LOOKING FORWARD 2005/06 AND BEYOND CHALLENGES • • • The numbers of land charges enquiries which need to be carried out, reflects the activity in relation to land property sales. When these numbers increase (as they have done steadily for 10 years) methods of meeting that challenge must be considered Developing a comprehensive training programme to support the ethos of multi disciplinary working within the amalgamated Land Charges group To continue to move progressively towards a fully computerised system of research and information provision To improve, via corporate GIS, the quality of planning based data used to generate land charge enquiry replies Establish new working group and co locate at Cheshire Lines Re engineer services to maximise opportunities as a single team

BIG ISSUES and POTENTIALS • Reaction of local solicitors to post 1974 cut off point for research into planning history • Potential for personal search companies to utilise research beyond the cut off point as a Unique Selling Point • Resistance to multi disciplinary working and relocation from within the amalgamated land charges/searches teams • Impact of revised management arrangements and potential for dilution of responsibilities across services • Appropriate platforms are urgently required for data capture of planning hazards and constraints • Impact of the continued introduction into UK legislation of the ‘Freedom of Information’ Act

Risks • Dependence on old and inaccurate paper based systems • Loss of business to personal search companies due to improvements in service resulting from co location of contributing functions • Costs can be awarded against the authority as a result of any misleading or incorrect information disclosed within the replies • As the service is entirely related to information provision, loss of the stored data would be catastrophic • Loss of business to personal search companies if speed of response deteriorates

KPI Achievement Summary Indicator 2000/2001/2002/2003 Target 10 Day turnaround of Searches 98% 98. 5% 100% Weekly average number of searches received 174 175 165 177 Return time from section 5. 9 days 6 days 5 days

Family Tree of Divisional structure Assistant Director (building control) Administrative Officer Technical clerk Technical Clerk

Divisional Key Issues • To respond accurately and efficiently to the planning based ‘Enquiries of a Local Authority’, contributing to the national performance indicator of 10 working days • To ensure that the planning based information systems are maintained and fully updated in order that no costs will be awarded against the Authority due to inaccuracy

Service Plan April 2005 – March 2006 Section: Land Charges

Service Plan Divisional Head: Paul Grey

Core Services • • The Local Land Charges service is a statutory service, governed by the Local Land Charges Act 1975, and the Local Land Charges rules 1977, which forms part of the property/land buying process To further the delivery of the Council’s objectives by providing a high quality land charges service Land Charges provides a significant information service to potential purchasers of land property Maintenance of the local land charges register Carrying out all local authority searches Providing additional information in response to supplementary questions Provision of personal search facilities whereby members of the public can upon appointment view the local land charges register together with all other public registers held within Technical Services Undertake Commons Registrations searches

SOME OF OUR ACHIEVEMENTS DURING 2003/04 • • • Average time for Normal searches to be answered 6. 51 days Average time for LLC 1 - Short searches to be answered 6. 5 days Average time for Urgent searches to be answered 0. 2 days Average time for Part 2 & EQ only normal searches to be answered 7. 5 days Average time for Part 2 & EQ only urgent searches to be answered 5 days Average time for Local Land Charge searches to be answered 6. 94 days Average time for normal Full Personal searches to be answered 2. 67 days Average time for Personal Search (screen) to be answered 0. 48 days All commons searches completed on the same day All common land village green searches completed on the same day

LOOKING FORWARD 2005/06 AND BEYOND Fit for Purpose - Balance Sheet (from budget estimates 04/05) Re engineered combined service comprising Land Charges/Planning Searches/Building Control (incorporating the absorption of Highways element) TOTAL EXPENDITURE £ 215, 000 PROJECTED TOTAL INCOME £ 632, 300 PROJECTED NET EXPENDITURE £ 417, 300 (surplus) Housing/Finance will contribute to expenditure costs Small Departmental saving will be generated due to absorption of Highways Engineers costs

LOOKING FORWARD 2005/06 AND BEYOND • • • The current section will begin to integrate into a cohesive single team with Building Control & Planning Searches during 2004/2005 Consideration to be given to the practicality of co locating the highways engineers and housing searches functions within the new group in due course Post 1974 planning history to be made available electronically during 2004/2005 Work to e - enable remaining hazards and constraints to be commenced as a priority Review and identify opportunities and improvements to the data handling and transmission processes due to the co location of contributory services

Risks • Continuous loss of income from land charges due to competition from personal search companies • Dependence on old and inaccurate paper based systems • Loss of business to personal search companies due to improvements in service resulting from co location of contributing functions • Costs can be awarded against the authority as a result of any misleading or incorrect information disclosed within the replies • As the service is entirely related to information provision, loss of the stored data would be catastrophic • Loss of business to personal search companies if speed of response deteriorates • Failure to meet statutory deadlines

KPI Achievement - summary

Family Tree of Divisional structure

Divisional Key Issues • By March 2006 we will have responded accurately and efficiently to 100% of the planning based ‘Enquiries of a Local Authority’, and contributed to the achievement of the national performance indicator of 10 working days • By March 2006 we will have achieved connection with National Land Information Services • By March 2006 the current section will be integrated into a cohesive single team with Planning Searches & Building Control • By March 2006 we will have developed a procedure manual covering all aspects of work within the section cont. . .

Divisional Key Issues • By March 2006, we will have identified our customer base and established what information they require • By March 2006, we will have ensured that all employees receive a comprehensive KIE with the agreement of three targets together with identification of skills/development needs • By March 2006 we will have undertaken in conjunction with the Department of Finance, a base budget review

Service Plan April 2005 – March 2006 Division: Support and Information Services

Service Plan Divisional Head: Rob Dolphin

Divisional Summary Existing and Proposed Structure Existing • Two similar support functions from former departments Proposed • Structure: Six support units, each with a manager • Functions: ICT Archives QA E-Gov Trg Press/PR HR Admin Business Support Insurance H&S Risk Management CDM Env/Green Issues …

SOME OF OUR ACHIEVEMENTS DURING 2003/04 SUPPORT AND INFORMATION SERVICES • Progress towards successful Integration into one department • Integration of Environmental Services into Former Highways and Eng Services • Planning for and commencement of re-location to new premises • Contact Centre expanded (Streetscene) • Accreditation to ISO 9000: 2000 (Former Property Services) • Review and expansion of income generating opportunities

LOOKING FORWARD 2005/06 AND BEYOND SUPPORT & INFORMATION SERVICES will comprise following core services • ICT Network infrastructure, communications, hardware and software support and maintenance, software development, GIS, Intranet/Internet, User support, data management, security, system integrity, … • Archive/Data Information data management, Archive storage, data backup and retrieval, FOI, DP, scanning, document management… • Systems & Strategy Quality Assurance, E-Government agenda, Management system support, core IT… • Staff & Business Development Training, communications, Press and PR, Secretariat, Departmental Plan/Strategy Plan, HR Strategy, Policy, performance management… • Administration Services General administration, HR administration, Reception, Postal/Distribution, Business Support/Member liaison, Insurance claims, absence management/welfare, stores/procurement, facilities management support… • H&S and Environmental H&S, CDM, Risk/Business Management, Env. management/Green Issues, Corporate H&S, Emergency Planning, Asbestos, fire safety…

LOOKING FORWARD 2005/06 AND BEYOND CHALLENGES • Complete Re-location to Cheshire Lines • Assist in Re-Structure of Department to ensure effective delivery of service together with identifying required level of staff savings • To Develop & Promote PR Strategy which will increase public & staff perceptions of department • Integrate existing ICT infrastructure to provide seamless, effective ICT requirements for new department • Provide HS&E and CDM Functions for department and corporately • Develop PI Targets for SIS that are both meaningful and achievable

BIG ISSUES and POTENTIALS • Review resource/staff work ratios to help deliver services • Effective utilisation of space/physical resources within the new office to ensure harmonious and safe environment for staff and visitors • Develop Members Liaison/Customer Focus to assist Director in management of issues raised by members and citizens • Develop Meaningful PI’s to effectively measure achievements and progress against business plan objectives • Install and Maintain Departmental Intranet to be used as communication stream within new department • Develop Policies and Operating Procedures to ensure effective utilisation of skills and to provide documented processes to help develop standardisation and continuity of service

Risks • • • Resources both staff and physical (equipment) Budget saving requirements Members and Citizen expectations and perceptions Implementation of Core Replacement IT System FOI Act 2000 January 2005 Streetscene service performance Fit for Purpose/Service Re-Engineering Industrial Relations Re-Structure Amalgamation of services Non delivery of corporate service areas Management Structure

Family Tree of Divisional structure

Divisional Service Objectives • To assist in establishing the Technical Services Department hierarchy, identify a package of savings on establishments to meet corporate requirements and realign the departmental reporting structure (SIS 1) • To identify and define the role of the Support and Information Services Division and deploy resources to enable the delivery of a quality service (SIS 2) • To develop and implement a departmental intranet and an ICT network infrastructure with built in resilience and security to provide the department with a long term framework for its requirements (SIS 3)

Divisional Service Objectives • To develop a customer care strategy and procedures to receive and manage enquiries and complaints which will ensure Departmental compliance with corporate and departmental performance (SIS 4) • To provide a business development capacity linked to service delivery, staff and departmental performance (SIS 5) • To review the Departmental Business Risk Management System (SIS 6) • To ensure effective Health, Safety, Welfare and Environmental Management systems are communicated, implemented and managed across all appropriate activities and functions (SIS 7)