Service Plan April 2005 – March 2006

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

2. Section Summary • The BDU comprises Architects, Architectural Technicians, Quantity Surveyors, Structural, Mechanical and Electrical Engineers, Building Surveyors, Clerks of Works • The BDU provides full, multi-disciplinary building design and project management/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, SRB6), DfES, Neighbourhood Renewal Fund, Heritage and Sports Lottery Boards etc.

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

4. Family Tree of Divisional Structure

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

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

7. LOOKING FORWARD 2005/06 AND BEYOND BDU DIVISIONAL CHALLENGES • Develop multi disciplinary teams within the BDU and PMU • Develop Term Contracts with Consultants • Establish Service Level Agreements with Client Departments • Increase further efficiencies and reduced fees • Reduce car mileage • Re-Engineer Services to maximise opportunities as one Department • Develop and implement Green Building Specifications • Further development and implementation of ‘Egan’ and Partnering

8. LOOKING FORWARD 2005/06 AND BEYOND DEPARTMENTAL CHALLENGES • Establish “New Department” and co-locate at Cheshire Lines • Maintain Services during Re-organisation • Re-Engineer Services to maximise opportunities as one Department • Adapt and support new Core IT systems • Build teams improve performance • Streamline operations, Clear Focus on what’s important!

9. Risks W.P.H. Housing Transfer • Loss of key professional staff • Loss of workload on housing schemes • Demands on key areas, procurement advice, PMU surveys etc Staffing • Staffing 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)

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

11. Family Tree of Proposed Divisional Structure

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

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

14. Service Plan Section Head: Allen Barker

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

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

17. SOME OF OUR ACHIEVEMENTS DURING 2003/04 Waste Strategy & Recycling • Introduced interim recycling services • Relaunched the doorstep paper recycling scheme • Installed an additional 45 on street glass banks • Extended the kerbside collection of garden waste • Developed a community sector scheme for the recycling of bulky household wastes • Developed a multi media education and recycling awareness campaign • Worked with MWDA to develop a successful bid for the redevelopment of Bidston (£5M)

18. LOOKING FORWARD 2005/06 AND BEYOND Waste Strategy & Recycling will comprise following core services • Recycling Services Provide bring facilities for the recycling of paper, glass, cans, textiles, books, foil, shoes. Etc. Provide door to door collections of garden waste, mixed dry recyclables and other organic wastes • Strategy Development Waste and recycling strategy development for Wirral Waste Strategy development for the Merseyside region • Facilities Development With MWDA and others, develop the waste management facilities for Wirral at Bidston • EducationProvide education resources and deliver the recycling and waste reduction message to schools and the general public • Research Provide research and development services

19. LOOKING FORWARD 2005/06 AND BEYOND CHALLENGES • Reduce household waste arisings • Provide multi-material collections of recyclables for all households • Provide garden waste collections for all appropriate households • Procure recycling collection contractor(s) • Recover WEEE, bulky and hazardous wastes from the waste stream • Develop further the Education and PR initiatives • Work to develop a waste disposal strategy for Merseyside for the next 25 years

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

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

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

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

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

25. Service Plan April 2005 – March 2006 Division: Traffic Management

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

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

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

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

30. Technical Services - Traffic Management CLUSTERED JOB ROLES UTC - Urban Traffic Control Maintenance and design of new traffic signals CCTV Variable Message Signing & Telematics Roadworks / events co-ordination Traffic survey investigations Accident Investigation Examination / analysis of accident database Design of Local Safety Schemes Safer Routes to Schools Road Safety Education, Training & Publicity Kerbcraft Initiative School Crossing Patrols Managing 120+ sites Risk assessment Traffic Management Moving and stationary - for all classes of traffic, Capital & Revenue schemes Customer Care

31. 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)

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

33. 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 £2.2m and £2.0m respectively • Delivery of increased Capital and Revenue programmes some of which directly assist persons with disabilities and generally have necessitated partnership working with external consultants to help with the peaks in workload. • Management and monitoring of the budget within guiding principles. • Delivery of P.I’s • Considerable advancement in CCTV/VMS and telematics technology. • Considerable involvement and advice on major new initiatives throughout the Borough. . . . . .

34. Technical Services - Traffic Management SOME OF OUR ACHIEVEMENTS DURING 2003/04 • 3rd Child Pedestrian Co-ordinator appointed and Kerbcraft programmes successfully completed. • Safer Routes to School and Walking Buses. • Second ‘Speed Alert Trailer’ and development of deployment strategy • On-going improvements in Best Value Review in Road Safety (continuous service review) • Success in quality bus partnership initiatives with Merseytravel. • Supportive in a wide range of PR and media issues both of an internal and external nature eg RNLI Hoylake, The Egg Run, 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.

35. 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 • Statutory functions - Road Traffic Act 1991 • Non statutory functions • KEEPING ON TOP OF CORPORATE INITIATIVES • BEING PROACTIVE – Constrained by reactive work • MANAGING WORKLOADS • ACQUIRING THE NECESSARY I.T. TO DO THE JOB • INTERACTING WITH PUBLIC ON FEEDBACK ON WHAT THEY WANT • KEEPING A GOOD RECORD SYSTEM • as-built drawings • TRO procedure • TEAM BUILDING ATTRACTING AND KEEPING STAFF PERSONAL DEVELOPMENT PLANS REVIEWS OF JD’s AND JOB SPEC’S

36. 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 • 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 • FUTURE • Identify Revenue savings • Longevity of funding arrangements • Project management • Traffic management Bill / Act • Improve staff morale • More flexible working arrangements • Management of sickness • Open Golf Tournament • TRO – ‘Decrim’ review • Backlog of Committee reports • Netting off • LPSA target delivery • Statement of Intent / P.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

37. 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 • Lost parking permits • Automatic traffic counts • APM’s • Diversion signs • Temp traffic signals Target = £ 260,000

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

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

40. 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 • LPSA Targets • P.I’s • Statement of Intent • POOR QA PROCEEDURES • SERVICE RE-ENGINEERING

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

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

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

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

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

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

47. LOOKING FORWARD 2005/06 AND BEYOND DIVISIONAL CHALLENGES • Develop multi disciplinary teams within the new Property Maintenance Unit and Building Maintenance Unit • Develop Facilities Management services • Establish Service Level Agreements with Client Departments • Increase efficiency and reduce fees • Reduce car mileage • Re-Engineer Services to maximise opportunities as one Department • Re-tender all S.O.R. Contracts

48. LOOKING FORWARD 2005/06 AND BEYOND DEPARTMENTAL CHALLENGES • Establish “New Department” and co-locate at Cheshire Lines • Maintain Services during Re-organisation • Re-Engineer Services to maximise opportunities as one Department • Adapt and support new Core IT systems • Build teams improve performance • Streamline operations, Clear Focus on what’s important!

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

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