Service Plan Report and Apps 1 and 2
North Ayrshire Council · 10 June 2022
Back to Ayrshire Shared Services Committee — 10 June 2022 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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THE AYRSHIRE SHARED SERVICE JOINT COMMITTEE 10 JUNE 2022 Report by the Head of Roads - Ayrshire Roads Alliance AYRSHIRE ROADS ALLIANCE SERVICE PLAN 2022/23 PURPOSE OF REPORT 1 The purpose of this Report is to seek the Joint Committee approval for the Ayrshire Roads Alliance Service Plan for 2022/23. RECOMMENDATIONS 2 It is recommended that the Joint Committee: i. Approves the Ayrshire Roads Alliance Service Plan for 2022/23, ii. Notes the confirmed finance budgets for 2022/23 iii. Notes the Performance Scorecard for 2021/22 iv. Requests that a six month progress update is provided to a future meeting of the Joint Committee, v. Otherwise, notes the content of this Report. MAIN REPORT/MAIN ISSUES 3 The first Ayrshire Roads Alliance Service Plan for 2014/15 was approved by Joint Committee on 23 May 2014. As part of all Service Plans it was agreed that the draft Service Plan is approved prior to submission to both East Ayrshire Council and South Ayrshire Council. 4 The service plan included in Appendix One provides detail on the current operating position of the Ayrshire Roads Alliance and indicates the position where the Service will be by March 2023. Details are provided for the activities to be undertaken to achieve these goals through: • the Transformation and Redesign Plan; • the Performance Management Framework as approved and updated at every Joint Committee; • the Risk Register and Report which has established a method of effective management of risk to ensure service improvement through better service delivery; increased certainty and fewer surprises; more effective and efficient
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management of resources; reduced waste; and better management at all levels through improved decision-making; and • the Benefits Realisation Strategy and Plan which sets out how benefits will be tracked and controlled across the fully integrated Roads service and which was approved by the Joint Committee in on 1 May 2015. 5 The Service Plan describes the challenges and the targets for the service. 6 In addition to Revenue Budgets, the Ayrshire Roads Alliance receives budgets from other sources including capital, and grants from the Scottish Government, Strathclyde Partnership for Transport; and other locations including both external to the Council and Council Departments. POLICY/COMMUNITY PLAN IMPLICATIONS 8 A well maintained road network will contribute to achieving the Community Plan objectives in relation to Economy & Skills and Safer Communities to maintain good access to our communities within East Ayrshire. 9 The matters referred to in this report contribute to Commitment 6 of the Council Plan:A Better Place to Live Enhanced environment through social, cultural and economic activities. LEGAL IMPLICATIONS 10 The work of the Ayrshire Roads Alliance is undertaken in accordance with relevant legislation. HUMAN RESOURCES IMPLICATIONS 11 The Service Plan has no direct impact on human resources. However, as the Improvement Action Plan work develops, and reviews are completed, it is expected that some impact on human resources will arise. EQUALITY IMPACT IMPLICATIONS 12 The Risk Register complements the Equality Impact Assessment by ensuring that any issues arising are adequately prioritised, managed and either eliminated or mitigated.
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FINANCIAL IMPLICATIONS 13 The Ayrshire Roads Alliance delivers the strategic and local services as stated in the Service Plan. The budget is provided by East Ayrshire Council, South Ayrshire Council, and other external organisations. Appropriate scrutiny arrangements are in place to manage these budgets. RISK IMPLICATIONS 14 The Risk Register assists in the prioritisation of risks that need to be mitigated by the Ayrshire Roads Alliance in order to reduce the overall risk to either Council and to comply with the Community Plan/Council Plan in both partner bodies. TRANSFORMATION STRATEGY 15 This Report aligns with the following design principle stated in the “Transformation Strategy 2017-2022”. • “Maximum value for our communities”, by ensuring the various elements of the Transport (Scotland) Bill enacted will improve Transport provision throughout East Ayrshire. BACKGROUND PAPERS 1 Benefits Realisation Strategy And Plan - 1 May 2015 – Joint Committee LIST OF APPENDICES 1 The Ayrshire Roads Alliance Service Plan - 2022/23 2 Ayrshire Roads Alliance Performance Scorecard 2021/22 Kevin Braidwood Head of Roads - Ayrshire Roads Alliance 14 May 2022 Person to contact: Kevin Braidwood, Head of Roads - Ayrshire Roads Alliance Tel No. 01563 503164 E-mail: kevin.braidwood@ayrshireroadsalliance.org Implementation officer: Kevin Braidwood, Head of Roads - Ayrshire Roads Alliance Tel No. 01563 503164 E-mail: kevin.braidwood@ayrshireroadsalliance.org
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1 Service Plan 2022-2023 May 2022 A Partnership between East Ayrshire Council and South Ayrshire Council Appendix 1
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2 Table of Contents INTRODUCTION ............................................................................................................................................ 3 STRATEGIC CONTEXT .................................................................................................................................. 15 SERVICE PERFORMANCE FRAMEWORK ...................................................................................................... 16 RISK, OPPORTUNITIES and CHALLENGES .................................................................................................... 19 PROFILE OF SAVINGS AND COSTS OVER THE FIRST 10 YEARS .................................................................... 23 AYRSHIRE ROADS ALLIANCE IMPROVEMENT ACTION PLAN 2021/22........................................................ 25 APPENDIX 1 – ORGANISATIONAL CHART ................................................................................................... 34 APPENDIX 2-STRATEGIC AND LOCAL DELIVERY SPLIT SPLIT……………………………………………………………………36
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3 INTRODUCTION The Ayrshire Roads Alliance is a shared integrated roads and transportation service which provides the roads service for East Ayrshire Council and South Ayrshire Council. The Service is delivered with the overall objective of improving the road and transportation service in the East Ayrshire and South Ayrshire areas to move the Ayrshire Roads Alliance to a position that will deliver at least £8.634 million of savings by 2024. The Ayrshire Roads Alliance is governed by the Ayrshire Shared Service Joint Committee. The Joint Committee has responsibility for all shared Council services in Ayrshire. The Shared Services Minute of Agreement describes the functions of the Joint Committee as follows: • making decisions within the confines of the service budget, • developing and implementing a strategic policy framework, • co-ordinating, monitoring and reviewing service performance, • monitoring budget spend, • considering and approving an annual Service Plan. In addition, the "Joint Committee Arrangements for the Ayrshire Roads Alliance" document covers those issues that are specific to the Ayrshire Roads Alliance. The two Councils involved in the Ayrshire Roads Alliance have each appointed four Elected Members to the Joint Committee. Meetings take place as often as required to conduct business, but at least twice per year in line with the terms of the Minute of Agreement. The Alliance is responsible for all the roads and transportation activities listed in Appendix 2, split between strategic and local delivery, that are the responsibility of East Ayrshire Council and South Ayrshire Council. Both Authorities retain the role of Roads Authority under the Roads (Scotland) Act 1984 - Section 1.
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4 East Ayrshire Council - Strategic Issues The East Ayrshire Community Plan is the sovereign and overarching planning document for the East Ayrshire area, providing the strategic policy framework for the delivery of public services by all local Partners. The Plan is the Council’s Corporate Plan and covers the 15 years from 2015 to 2030. The Vision contained within the Community Plan is shared by all Partners and states that: “East Ayrshire is a place with strong, safe, vibrant communities where everyone has a good quality of life and access to opportunities, choices and high quality services which are sustainable, accessible and meet people’s needs.” The Community Plan is implemented through three thematic Delivery Plans - Economy and Skills, Safer Communities and Wellbeing. The Plan is also implemented through the day to day work carried out by services across the Council. Service Improvement Plans are an essential element of the Council’s performance management and improvement framework. They set out the key issues for delivering services in support of the Community Plan Vision and priorities, provide a focus on performance improvement aligned to the Single Outcome Agreement and describe the service specific risks that may impact on the delivery of the Service. The diagram below provides a graphic representation of the Council’s Policy Planning Framework and shows the strategic context within which the Service Improvement Plans sit. In addition it shows the wider Performance Management and Improvement Framework which the Council has adopted to ensure the rigorous scrutiny of performance and drive service improvement across the Council.
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5 South Ayrshire Council - Strategic Issues The Council Plan 2018-2022 sets out the Council’s vision for the next four years, with a focus on “Our People, Our Place”. The Plan details the high-level objectives and outcomes to be achieved by 2022. The Council strategic objectives are: • Effective leadership that promotes fairness; • Reduce poverty and disadvantage; • Health and care systems that meet people’s needs; • Make the most of the local economy; • Increase the profile and reputation of South Ayrshire and the Council; and • Enhanced environment through social, cultural and economic activities. The Council Plan is supported by Plans for the People and Place Directorates, as well as the Health and Social Care Partnership which detail the proposed delivery outcomes. These plans are the key documents which will provide the foundation to plan and manage services over the next four years. There are a number of other key strategic documents that will inform the way forward for the Council which include: South Ayrshire Profile Demographic, social and economic statistics for the area. Programme for Effective Governance Vision for the future direction of the Council. Directorate Plans Programming the delivery of the Council Plan Council Financial Strategy Five year financial programme to achieve the Council Plan. Council Asset Management Plan Use of land and buildings deliver the Council Plan Corporate Workforce Plan Workforce planning aligned to business and people strategies. Local Outcomes Improvement Plan Focused Community Planning Partnership activity.
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6 The Council Plan commitments will be achieved through: Culture Councillors, and staff ensuring a shared set of values that complements the South Ayrshire Way behaviours of positive, respectful and supportive, and underpins the work of the Council. Governance Councillors being demonstrably able to carry out effectively their governance and leadership functions, promoting fairness to all both within the Council and across South Ayrshire. Partnerships Effective partnership arrangements will reflect the Council’s leadership role in community planning. Locality planning Establishing arrangements that are clear to residents, effective in their operation, well supported and responsive to community aspirations, and are accountable to all partners. Place making Councillors and officers working with communities to create local place plans and setting local priorities, with progress monitored and assessed. Resources Ensuring that there is effective engagement, including with communities to ensure that all annual budgeting, workforce planning and capital programmes are targeted to achieve Council Plan aspirations. Service planning Ensuring services work together to deliver Council Plan outcomes. Structure Ensuring services are structured to deliver Plan outcomes. Systematic review Designing systems to eliminate duplication; streamline processes; harness technology; improve online service access; and maximise the potential of our assets and workforce. Workforce planning Ensuring a stable and productive workforce, and improved staff consultation outcomes through succession planning, identifiable career paths, reviewed staff welfare provision, flexible work patterns to suit individual, family and community circumstances. Regulation Working within regulation to facilitate development, build fruitful networks with business and communities and reach out to residents. Monitoring and Evaluation Providing progress reporting, that is meaningful and drives improvement, based on meaningful baseline information and clear measures of success.
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7 The Ayrshire Regional Growth Deal The three Ayrshire Councils have worked in partnership with other agencies, communities and businesses to secure the first Regional Growth Deal in Scotland. This will see £251.5 million of investment in key assets and key sectors across Ayrshire, underpinned by an ambition to facilitate economic growth across the region. The projects within the Growth Deal offer the best opportunity to attract private sector investment into Ayrshire and to transform the area. It is considered that the various interventions in the Growth Deal will unlock £300 million of private investment and deliver around 7,000 new jobs across a wide range of sectors. The vision is for Ayrshire to be “a vibrant, outward looking, confident region, attractive to investors and visitors, making a major contribution to Scotland’s growth and local well-being, and leading the implementation of digital technologies and the next generation of manufacturing.” Project proposals and associated outline business cases have been prepared, reviewed, assessed and refined following feedback received from policy leads with the United Kingdom and Scottish Government and these now form the overall programme business case. The Heads of Terms for the Ayrshire Growth Deal were signed on 8 March 2019. Partners are now working with Governments to agree the profiling and phasing of projects and the development of full business cases for those projects in 2020. The figure below illustrates how the Ayrshire Growth Deal programme links to the Governments’ objectives of increased growth and prosperity. The programme is based on the achievement of economic growth and inclusive growth with a clear focus on addressing the issues of innovation and productivity, and inequality across the regional economy.
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8 There are no transport projects within the current Ayrshire Growth Deal proposals outwith the areas where development is proposed. Connectivity and accessibility are key tenets of the Deal, and transport infrastructure will be essential to securing Ayrshire’s economic growth. Ayrshire Growth Deal - Transport Projects It is essential that businesses are connected to markets to make Ayrshire more accessible to investors and visitors, and also to ensure communities are connected to employment and training, which is critical overall to securing Ayrshire’s economic growth. Transport infrastructure will underpin the Growth Deal proposals and this has been developed to support the proposals as specified in the project business cases. Ayrshire’s key transport routes (road, rail, sea and air) are critical for businesses to enable goods to get to market, our communities to employment and for training opportunities. A number of key route improvements have been identified. Transport Scotland has agreed to undertake the Regional Transport Appraisal for the Ayrshire Growth Deal area which commenced in early 2019. This work will ensure the appropriate consideration is given to the relevant Growth Deal projects. This work is part of the wider Strategic Transport Projects Review process in which named schemes will be identified. This will be beneficial to the Ayrshire area as it will confirm, the important strategic nature of the various Ayrshire Growth Deal proposals. The current Strategic Transport Projects Review for the 20 year period from 2012 deals with just road and rail modes of transport. The new Strategic Transport Projects Review to be published by October 2022 will include all modes of travel including active travel and public transport. In addition, this work will develop transport projects outputs at a national, regional and local level. Due to Covid-19, Transport Scotland has restructured the STPR2 into two phases. Phase 1 will focus on the short-term (up to 5 years) with a view to identifying interventions which can be accelerated to support a green economic recovery from Covid-19, and also those which embed, support and extend any increase in travel by sustainable travel modes, including positive behaviour change seen during the pandemic. Phase 2 will complete the review and report in autumn 2022, giving Scottish Ministers a programme of potential transport investment opportunities for the period 2022-2042. Projects The projects will be developed from the Transport Appraisal process. This work will identify the specific infrastructure required to underpin the Growth Deal to ensure the maximum economic benefit from investment is achieved. At this stage the project list is indicative and each will be assessed in line with the agreed objectives as part of the Regional Transport Appraisal for the Growth Deal through transport appraisal work. • A70 Ayr to M74 link (East Ayrshire and South Ayrshire) • A737 corridor improvement (North Ayrshire) • A760 improvements (North Ayrshire)
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9 • B741 Dalry to Saltcoats Link Road (North Ayrshire) • A77/A77 Bellfield interchange (East Ayrshire) • A77 Ayr bypass (South Ayrshire) • A77 Maybole bypass (South Ayrshire) Complete • Prestwick Aerospace Park access link road (South Ayrshire) • Glasgow Prestwick Airport station upgrade (South Ayrshire) • Glasgow to Carlisle (via Kilmarnock) rail upgrades (East Ayrshire) • Ayrshire freight strategy (including ports) (All) Levelling Up Fund The Fund provides £4.8bn capital investment allocated through a competitive bid process that will operate from 2021/22 through to 2024/25. Total funding of £800m from the quantum has been allocated to Scotland, Wales and Northern Ireland with Scotland guaranteed to receive at least 9% (£432m) of the overall UK total. The fund will be jointly managed by the Ministry of Housing, Communities and Local Government (MHCLG), the Department for Transport (DfT) and HM Treasury The Fund will focus on capital investment and the Fund Prospectus, which was published by the UK Government in March 2021, highlights that the first bidding round will accept bids which focus on the following specific themes; Investment in Transport Transport investments - including (but not limited to) public transport, active travel, bridge repairs, bus priority lanes, local road improvements and major structural maintenance, and accessibility improvements. The UK Government are requesting proposals for high-impact small, medium and by exception larger local transport schemes to reduce carbon emissions, improve air quality, cut congestion, support economic growth and improve the experience of transport users. Our Current Service Resources Table 1 – The Ayrshire Roads Alliance Assets (as at 31 March 2022) EAC SAC Total Number of staff 200 Length of Carriageway (km) 1,218 1,175 2,393 Length of Footways (km) 1,022 940 1,962 Number of Streetlights 20,626 20,105 40,731 Number of Traffic Signals 83 81 164 Number of Council owned bridges 618 360 978 Number of privately owned bridges 115 199 314 Number of gullys 27,692 26,040 53,732 Length of retaining walls (km) 6.8 3.0 9.8 Length of sea defences (km) Nil 24 24 Piers and Harbours Nil 1 1 No of depots 1 2 3
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10 Staff in the Ayrshire Roads Alliance Staff, Property and Fleet The Ayrshire Roads Alliance has depots located at Gauchalland in Galston; Meadowhead in Coylton and Grangestone in Girvan. Offices are located in Kilmarnock, Ayr and at Girvan Harbour. We also have extensive vehicles, plant and equipment to allow our service to be delivered. There will be an ongoing need for property and accommodation across the area for the Ayrshire Roads Alliance; for vehicle and equipment storage; and maintenance and staff facilities. It is important that property and accommodation is safe, secure, fit for purpose, and strategically placed to minimise the time spent travelling from depot to workplace to maintain the road asset, minimise the associated vehicle wear and tear, and emissions. From April 2014, the following actions have been taken in relation to property and accommodation: • Gauchalland Depot - Street lighting operations have moved from Munro Place in Kilmarnock to Galston. • The street lighting technical team is located at the Johnnie Walker Bond in Kilmarnock which now provides a more centralised service. This involved some staff transferring from Burns House in Ayr. • The closure of the Underwood Depot in Cumnock has seen staff re-located to the Gauchalland Depot in Galston. Head of Service Strategic Manager Strategic Manager • Traffic & Road Safety • Transportation • Roads & Structures Design • Environmental • Asset Management • Development Control • Parking • Roadworks Co-ordination • Street Lighting Network • Network East • Network South • Structural Road Maintenance • Routine and Cyclic Maintenance • Winter & other Civil Emergency Provision • Piers and Harbours • Support Services • Finance • IT support
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11 • All salt for the Ayrshire Roads Alliance previously stored in the Underwood Depot is now distributed from the Meadowhead Depot in Coylton. • A rationalisation of fleet across the Ayrshire Roads Alliance has taken place resulting in a reduction in cost. Further office developments include staff transferring from the Johnnie Walker Bond to the Opera House in Kilmarnock and from Burns House to Wellington Square and Town Hall in Ayr which was restricted due to COVID guidance. Staff have now returned to the Opera House Kilmarnock on a rota based model with posts designated as fixed, flexible and mobile. Staff will return to County Buildings and Ayr Town Hall in June 2022 on a rota hybrid model. Depots at Galston, Ayr and Girvan were fully operational throughout the Pandemic and continued to support other services with waste collection and food delivery. Our key messages from this work include: The Ayrshire Roads Alliance completed an organisational review which delivers the current management structure which has generated £326,000 of revenue savings per year. This will contribute £2.242 million towards the Business Case savings target of £8.634 million. The Joint Committee agreed to this review on 1 April 2016, and the work was completed during 2017/18. In accordance with good management practice the Alliance continued to review staff provision, and completed the service re-design during 2021/22 with management actions realising a saving of £190,000,parking £86,000 and £293,000 in South Ayrshire. The Ayrshire Roads Alliance has completed a depot review which will result in £404,362 of revenue savings by 2024. This included the closure of the Underwood Depot with staff transferring to Gauchalland Depot; and the Munro Place Street Lighting Depot with all street lighting staff now being based in Gauchalland. In accordance with good management practice the Alliance will continue to review depot and accommodation provision. The Ayrshire Roads Alliance has completed the fleet review which will result in £1,350,699 of revenue savings by 2024. In accordance with good management practice the Alliance will continue to review fleet and plant provision. Budgets The Ayrshire Roads Alliance delivers the strategic and local services as stated in this Service Plan and listed in Appendix 2. The budget to deliver these services is provided from East Ayrshire Council, South Ayrshire Council, and other external organisations. budgets for 2022/23 are confirmed and this is reflected in Tables 1 and 2.
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12 Table 1 - Budgets 2022/23 Council Revenue Non - Revenue Total (£m) East Ayrshire Council £6,107,970 £16,023,632 £22,131,602 South Ayrshire Council £5,892,848 £8,127,238 £14,020,086 Total £12,000,818 £24,150,870 £36,151,688
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13 Table 2 provides the current non-revenue budgets for 2022/23 Table 2- Non-Revenue Budgets Funding Source Type/Level of Funding Annual Budget 2022/23 East Ayrshire Council Carriageway, Footway Street Lighting. Traffic, Transportation & Road Safety. Bridges & Culvert Replacement. Other works Kilmarnock Car Parks School Streets EV Charging £5.125m £0.250m £0.230m £0.315m £3.000m £0.080m £1.583m £0.100m £0.100m Current approved budget £12.803m at Cabinet meeting of 16 March 2022. Scottish Government Cycling Walking and Safer Streets. Smarter Choices, Smarter Places. Deliver the Local Flood Risk Management Plan. New Cumnock. Grant funding equivalent to 80% of scheme estimate of £6.29 million. £0.778m £0.172m £0.114m Overall grant £2.020m Total £3.084mm Strathclyde Partnership for Transport General funding £2,270,000 Sustrans Projects £100,000 SFT Funding for Strategic Strategy for Public charging £0.060m TBC Scottish Timber Transport Group Projects £0.000m LED Street Lighting Replacement LED Replacement £3.650m Funding Source Type/Level of Funding Annual Budget 2022/23 South Ayrshire Council Roads Improvement Plan Bridge Works Street Lighting LED 20mph in Rural Villages Traffic Signals Girvan Harbour Slope Stabilisation EV Charging £3.500m £0.840m £0.205m £0.232m £0.023m £0.390m £0.318m £0.190m £0.100m £6.100m (Confirmed at Leadership meeting on 8 March 2022) Scottish Government Cycling Walking and Safer Streets. Smarter Choices, Smarter Places. £0.718m £0.158m
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14 Deliver the Local Flood Risk Management Plan. £0.173m Strathclyde Partnership for Transport General funding £0.500m Sustrans Projects £0.262m SFT Funding for Strategic Strategy for Public charging £0.060m TBC Scottish Timber Transport Group Projects £0.148m
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15 STRATEGIC CONTEXT EAST AYRSHIRE COUNCIL The Community Plan 2015 - 2030 includes a Safer Communities Delivery Plan, which sets out the key actions to be undertaken and also measures progress. The Delivery Plan contains three distinct strategic priorities, all of which will be influenced by the activities undertaken by the Ayrshire Roads Alliance. These are: • Make East Ayrshire a safe, secure and attractive place to live, work and visit. • Improve community safety in neighbourhoods and homes and protect and support our most vulnerable individuals and families. • Promote our vibrant communities by encouraging active and responsible citizenship. Single Outcome Agreement (SOA) The SOA was reviewed and developed as a key element of the comprehensive review of the Community Plan to ensure alignment with strategic priorities and high level local outcomes. There are a number of National Outcomes which are supported by the activities undertaken by the Ayrshire Roads Alliance. The Community Planning Partnership receives an annual report in September each year at which they are advised of progress against the local outcomes previously agreed. SOUTH AYRSHIRE COUNCIL – The Local Outcomes Improvement Plan and Local Place Plans were introduced in 2017. The plan focuses on two strategic themes which emerged from the development process. • Closing the poverty-related outcomes gap for children and young people in South Ayrshire • Supporting older people to live in good health The Plan is supported by a partnership wide focus on four priority areas • Improving outcomes for looked after children and care leavers • Providing support for young people who are carers • Reducing social isolation and loneliness • Support for people living with dementia and their carers There will be an effort to improve outcomes for children and older people particularly in the Ayr North and Girvan Glendoune areas, and to identify transferable good practice to be used to support outcomes improvement in other parts of South Ayrshire. The work on progressing this work is taking place within the auspices of the Integrated Children’s Services Strategic Delivery Partnerships and the Health and Social Care Partnership and this is supported by appropriate partnership work.
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16 SERVICE PERFORMANCE FRAMEWORK PERFORMANCE AND BENCHMARKING The Councils’ performance management frameworks operate on a number of levels providing detail on strategic priorities, operational priorities and day to day management information. Within the Ayrshire Roads Alliance, the approach is fully integrated and aligned with the corporate frameworks. • Strategic (Community Plan and Single Outcome Agreement; and Local Outcomes Improvement Plan) • Operational Priorities (Council performance indicators) • Management information (operational statistics, corporate measures of performance) Strategic Issues East Ayrshire Community Plan 2015-30. The Community Plan includes three Delivery Plans, which set out the key actions to be undertaken and measures to progress against them. The Delivery Plans contains distinct strategic priorities, which will be influenced by the activities undertaken by the Ayrshire Roads Alliance Service. Single Outcome Agreement. The single outcome agreement has been reviewed and developed as a key element of the comprehensive review of the Community Plan in 2014/15 to ensure alignment with strategic priorities and high level local outcomes. Operational Issues Council Performance Indicators. The Ayrshire Roads Alliance reports on a number of performance indicators through an electronic Performance Management System. A management framework has been developed, which has been approved by the Joint Committee. The data includes both contextual and performance information thereby allowing statutory returns to be made facilitate benchmarking provide each Council and the Joint Committee with the information they require to monitor performance. A performance scorecard is produced as an integral part of the Ayrshire Roads Alliance which is reviewed at the monthly Ayrshire Roads Alliance Management Team meetings and reported to every Joint Committee. This scorecard is used to: • monitor the progress in meeting the Ayrshire Roads Alliance’s objectives; • help managers to have performance-related conversations with staff; • identify any problem areas that need addressed.
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17 Performance Management System Relevant information contained within the Performance Management System is provided for each four week period in a scorecard which is used by the Depute Chief Executive (Safer Communities) and the Head of Service to monitor performance activity and improvement within their respective management team meetings. SCOTS/APSE Benchmarking Framework The Society of Chief Officers of Transportation in Scotland (SCOTS) and the Association for Public Sector Excellence (APSE) have developed a series of indicators to utilise SCOTS definitions using a single template. The Alliance participates in the SCOTS/APSE benchmarking framework through the APSE Annual Return; the SCOTS/Institution of Civil Engineers “state of the network” annual return; and the Scottish Road Maintenance Condition Survey. Local Government Benchmarking Framework The Local Government Benchmarking Framework (LGBF) collates information from the APSE Annual Return that is published by the Improvement Service with specific actions to improve performance. Monitoring and Review Monitoring of the service plan is the responsibility of the Joint Committee. An annual review will be completed and reported to the Joint Committee and both Councils. The Joint Committee will receive a six monthly update on the Service Plan progress. In addition, separate monthly meetings are held with the Depute Chief Executive responsible for the provision of the roads service within East Ayrshire Council; and the Executive Director responsible for the provision of the roads service within South Ayrshire Council. Scrutiny in respect of the Joint Committee is undertaken by both Councils in accordance with their own processes as set out within their respective Corporate Governance arrangements. Matters in relation to service performance will be closely monitored by both Councils through the Joint Committee. QUALITY MANAGEMENT AND ASSESSMENT European Foundation for Quality Management (EFQM) Excellence Model The European Foundation for Quality Management (EFQM) Excellence Model is a practical self-assessment tool designed to promote continuous improvement within organisations by assessing their performance against concepts of tested and recognised good management practice. The EFQM Model is the cornerstone of Best Value. The service also has an externally accredited Quality Management System.
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18 ENGAGEMENT WITH SERVICE USERS The Ayrshire Roads Alliance will continue to undertake engagement with relevant service users. This engagement will take a number of forms through informing, consulting, involving, collaborating or empowering our service users. Through 2022/23 we will continue engagement with our customers to ensure we maximise the involvement of our service users. CONSULTATION WITH EMPLOYEES Employee Engagement The Employee Attitude Survey identified a number of issues to be addressed. Employee engagement will continue through 2021/22 and this will take many forms including management meetings; team meetings and staff forums. The staff forums will take place when important Council or service information requires to be provided to staff. One of the main issues for 2021/22 was the transformation strategy for Ayrshire Roads Alliance and implemented April 2022. Trade Union Meetings The Alliance will continue to engage with the Trade Unions through the established JCC process which involves meetings at a Corporate; Service and work specific level.
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19 RISK, OPPORTUNITIES and CHALLENGES Risk The Ayrshire Roads Alliance records risk using a “five by five” scoring matrix, for the risks identified which quantifies the assessment of the likelihood and severity of a particular risk occurring. This information is hosted on the Performance Management System and it is used to understand the impact of proposed controls and mitigations on the overall risk profile. This is a widely used tool in risk management. The service risk register, and the Corporate Risk Registers, are aligned to the approach of identifying and recording risk, which ensures a consistent approach to service level risk recording. This allows service objectives and priorities, performance measures and service risks to be captured in a single document. These areas are closely aligned, and this approach offers benefits in business planning, service delivery, and performance and risk management. The risk register for the Ayrshire Roads Alliance is presented to every meeting of the Joint Committee. There continues to be a number of opportunities and challenges which the Ayrshire Roads Alliance faces over the next twelve months. Opportunities The opportunities include the following • Although the Organisational Review was approved by Joint Committee on 1 April 2016 and implemented during 2017/18, we continued to review staff provision during 2020/21 as part of service re-design reported and approved by Cabinet 23 February 2022 the transformation and redesign was implemented from 1 April 2022. • The Plant & Fleet review from June 2016 was implemented immediately. However, with new technology and the need to increase the number of electric vehicles then all plant and fleet will continue to be reviewed during 2022/23. • The property and accommodation review from November 2016 and all the actions have been implemented. Nevertheless, with more agile and remote working, the Alliance will continue to review these issues during 2022/23, as part of the service re-design. • The opportunity to continue to make significant revenue budget savings through the replacement of existing street lighting units with LED units cannot be understated. Work commenced in 2018/19 with work programmed to be completed in 2021/22, however completion has been delayed due to COVID and the impact of material shortages... It was expected that street lighting revenue delivery cost would reduce by more than 50%, however, the current challenge
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20 against this, is the current rising energy costs as a result of wider economic issues. • Use of Digital software to improve our gully, culvert, and harbour infrastructure management • The developing Ayrshire Growth Deal will allow the provision of strategic transportation projects throughout the whole of Ayrshire with this work being carried out by Transport Scotland as part of the Strategic Transport Projects Review Regional Transport Appraisal work. Challenges There are a number of challenges the Ayrshire Roads Alliance will face in 2022/23 which include the following. External • There is the potential to increase the utilisation of electric cars and vans to comply with emission standards and the Scottish Government decision to ensure that all new cars and vans are not powered through fossil fuel means by 2030. This will result in the reduction in harmful emissions, and an improvement to air quality. • The Transport (Scotland) Bill places increased emphasis on low emission zones; smarter ticketing arrangements; the increased role and powers for the Roadworks Commissioner; the ban on pavement and double parking; the workplace parking levy and the ability for Councils to run public bus services. • The National Transport Strategy will focus on sustainable, inclusive and accessible transport systems to promote prosperity, health and fairness. The Sustainable Transport Hierarchy will be used to inform budgetary decisions with walking first; then cycling; public transport; taxis and shared transport and then the private car. There is a need on many levels for more active travel and public transport use across Scotland. The Sustainable Investment Hierarchy will be used to inform budgetary decisions – reduce the need to travel; maintain existing assets; make better use of existing capacity; and finally targeted infrastructure improvements. • There continues the potential for re-organisation of roads services at a national and local level. The National Transport Strategy has identified the need to focus on increased collaboration, and this was considered through the Roles and Responsibilities Working Group which made recommendations to the Scottish Ministers including that future transport governance arrangements should be on the basis of some form of regional model allowing for variations in approach between different geographic regions; and • There is the potential for continuous increases in the unit costs of electricity due to ‘green taxes’ and on-going energy costs. The Department of Energy and Climate Change has predicted that electricity prices are likely to double within the
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21 next ten years. SCOTS reported a 20% increase in energy costs with a further 6% increase expected in 2022/23. • However, provided the programme for LED lights is completed then the impact of this specific challenge may be reduced. • Ensure the current Regional Transport Appraisal work aligns with the needs of East Ayrshire and South Ayrshire Council. • Rising costs of oil based products and construction materials as a result of ongoing world issues with Bitumen and coated road stone increasing by 12%. • Rising costs and shortage of general construction materials, steel, and high value electrical products. • Changes to the use of rebated fuel (Red Diesel) for construction plant will see an increase in overall fuel costs. Internal • There are increased austerity measures resulting in need to drive further efficiency savings over and above the £8.634m identified in the Benefits Realisation Strategy & Plan which was presented to Joint Committee on 1 May 2015. • The need to increase the level of mobile working across the Ayrshire Roads Alliance workforce as a direct result of implementing the Roads Asset Management Plan and the impact of COVID. This has resulted in an increase in mobile technology, full use of the WDM Roads Maintenance and Management System, Artificial Intelligence and the decrease in the demand for desk and office space. As a result of COVID many of the aforementioned have been accelerated by the service in particular reduced desk space, mobile technology and the implementation of Artificial Intelligence, training has been delivered on this particular element for operational use from April 2022. • The rise in demand for electricity charging points as a direct result of the greater number of electric vehicles and the Scottish Government initiative to ban the sale of new fossil fuel powered cars and vans from 2030. • The impact of an ageing workforce and the need to ensure an appropriate knowledge transfer and succession planning; and service re-design. Work around this was carried out over 21/22 with a greater emphasis on the service being more resilient with an amended structure to be more community focused along with Modern Apprenticeships and trainee opportunities.
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22 Resilience • Continue to engage with community councils and community groups to improve local winter and flooding resilience. This allows these groups to take ownership of gritting the footpaths and minor roads; and attend minor flooding events and report them directly to the Alliance for action. The uptake to date has been encouraging and risen to 160 groups. This resilience work was recognised by the National Highways Industry in October 2021 and APSE in March 2022. • Decreasing requirements for desk and office space due to the increase in mobilisation of workforce from the developing Roads Asset Management Plan using the WDM system and working patterns amended due to COVID will see an increase in ‘hot desking’ and access to welfare facilities at key strategic locations throughout the geographical area of the Ayrshire Roads Alliance, through service re-design. • Improved adverse weather resilience during periods of heavy rain, and severe snow conditions. • Ensuring improved resilience as a measure of our ability to successfully absorb future changes; to reshape ourselves; and a strategic capability to thrive.
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23 PROFILE OF SAVINGS AND COSTS OVER THE FIRST 10 YEARS The Ayrshire Roads Alliance will achieve savings of £8.634 million by 2024. This represents a saving on the costs to deliver the service when comparing the first year with later years. Table 3 has been extracted from the Detailed Business Case, and this shows the various costs/savings to be delivered. The reason for the variations in year one to year four is due to set up costs. In practice, these set up costs may be spread over a longer period to mitigate any operational risks. This may impact on when consequential savings are realised. Continual updates on progress and targets will be contained within the service plan, and reported to the Joint Committee when required. This savings will enable Councils to take individual decisions, either to bank their share of the savings, or to invest some or all in additional roads maintenance. Strategic Delivery Savings for each Council are now calculated by considering a smaller group of core strategic delivery staff and that their costs are apportioned on a budget spend profile basis, in line with local delivery budget spend plus the actual capital expenditure in that specific year. Local Delivery Savings are pro rata to the existing budgets. Table 3 – Ayrshire Roads Alliance Total Revenue Savings Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Total 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 Proposed Savings (£m) 0.696 -0.426 -0.730 -1.049 -1.187 -1.188 -1.187 -1.188 -1.187 -1.188 -8.634 Savings to date (£m) 0.696 -0.441 -0.971 -1.315 -1.768 -2.515 -3.067 -3.636 -3.828 Total Proposed Savings (£m) 0.696 0.270 -0.460 -1.509 -2.696 -3.884 -5.071 -6.259 -7.446 Total Actual Savings to date (£m) 0.696 0.255 -0.715 -2.031 -3.799 -4.283 -5.582 -6.703 -7.464 To date savings of £7.464 million have been realised from a target of £3.828. Million. This is £3.636 million ahead of target. The Benefits Realisation Strategy and Plan has provided the framework for achieving the £8.634 million of savings by 2023. The Benefits Realisation Strategy and Plan • Ensures benefits are identified and also defined at the outset, and appropriately linked to the East Ayrshire and South Ayrshire Council’s strategic objectives.
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24 • Ensures relevant business areas are prepared to realising their defined benefits. • Reduces the risk of unrealistic optimism in the Detailed Business Case and subsequent benefits realisation dilution or delay during or after potential implementation. • Drives the process of realising benefits, including benefits measurement, tracking and recording benefits as they are realised. • Uses the defined, expected benefits as a roadmap for the programme, providing a focus for delivering change.
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25 AYRSHIRE ROADS ALLIANCE IMPROVEMENT ACTION PLAN 2022/23 Action Success Criteria/ Desired Outcome Responsible Timescale Details 1 Continue to use the integrated Roads Asset Management Plan across the Ayrshire Roads Alliance. There is one Asset Plan for the Service delivering a risk based approach for full service delivery Head of Service March 2023. SCOTS RAMP Project. Development work has been extended with staff attending various external workshops to progress this work. 2 Continue to prepare details for developing an integrated Local Transport Strategy. A Strategy covering both Council areas, which will involve consultation with stakeholders. Information will be gathered to inform the future Local Transport Strategy. Continue to contribute to the Scottish National Transport Strategy, Regional Transport Strategy and Strategic Transport Projects Review work. Head of Service March 2023 The Regional Transport Strategy, through SPT, has just commenced on which the Alliance has Board membership. The Local Strategy will be created as an appendix to the Draft RTS when this is published in June 2022 3 Action the Flood Risk Management Plan Complete schemes and undertake studies. Inform the next national cycle of potential flood risk management schemes beyond 2022. Head of Service January 2023 Continue with construction of new Cumnock Phase 2. Continue design work on the Irvine Valley Work. Continue with flood study works for the River Ayr, River Doon and in Girvan. Continue to engage with SEPA with the final document due for publication Autumn 2022 with reports brought to committees within East and South Ayrshire. 4 Improve the condition of the road network. Improve annual roads survey results which are part of the Head of Service Site works will be undertaken Key dependencies are the Road Improvement Plans approved by the relevant Committees in
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26 Action Success Criteria/ Desired Outcome Responsible Timescale Details SRMCS work. Ensure the Alliance undertakes more proactive maintenance. throughout 2022/23. East Ayrshire and South Ayrshire in spring 2022. Progress is provided to members, and relevant Committees. 5 Ensure the road network remains safe through raising awareness and improving road safety through education, engineering and enforcement. Reduce road accidents in line with government targets. Provide appropriate traffic management schemes and initiatives. Strategic Manager Roads and Transportation March 2023 Scottish Government and SCOTS guidance is used. A key dependency is the Road Improvement Plans which are presented to Cabinet and Leadership each year. 6 Improve the condition of the bridge stock. Improve bridge condition index. Reduce the number of weight restricted bridges. Complete all general, special and principal bridge inspections. Design & Environment Manager March 2023 Through the Road Asset Management Plan. Key dependencies are Road Improvement programmes approved by Committees in East Ayrshire and South Ayrshire in spring 2022. Deliver the capital and revenue programmes. 7 Manage and improve the street lighting asset and install energy efficient lighting schemes. Maintain high standard of fixing dark street lights. Complete the LED lighting replacement programme in both East Ayrshire and South Ayrshire. Head of Service October 2023 Through the Road Asset Management Plan, with additional funding being provided to commence the LED programme. At present performance is 35% of streets lights are now LED in EAC; and 80% in SAC. On target for completion within timescales. 8 Maximise and deliver externally funded sources of work Identify external funding sources and deliver work on time and on budget. Improve infrastructure; and contribute to improving the condition of the network. Head of Service Works will be undertaken throughout the 2022/23. External sources, including Timber Transport, SUSTRANS, SPT - Regional Transport Partnership, CWSS - Cycling Walking and Safer Streets. Scottish Government Bridge Fund.SFT 9 Implementation of Parking Strategy Develop Head of Service Works will be undertaken Amendments to TRO’s, lining, signing and residential parking permits and implementing
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27 Action Success Criteria/ Desired Outcome Responsible Timescale Details through 2022/23 an improved process using digital technology. 10 Prepare Service Plan Publish Head of Service Annual East Ayrshire Council Community Plan. South Ayrshire - Local Outcomes Improvement Plan and Local Place Plans. Draft Plan to be submitted to Joint Committee in December 2022. 11 Continue to review insurance costs and insurance issues. Review current practices to minimise insurance costs. Head of Service Complete Ayrshire Roads Alliance Monthly Insurance Report. There is good dialogue with the Risk & Insurance to ensure our work improves the number of repudiated claims. The number of claims has greatly reduced due to the implementation of the new Code of Practice. 12 Review Depots and Accommodation Continue to review in 2022/23 from initial work was completed in 2017 as a result of amended working practices. Head of Service March 2023 Joint Committee Reports of November 2016. Although initial work has been completed we continue to strive to make depot and accommodation cost savings. Further work will continue on this as a result of COVID and the return to office space during 2022/23. 13 Review vehicle and plant costs Continue to review in 2021/22 from initial work that was completed in 2017. Head of Service March 2023 Joint Committee Reports of June 2016 The service continues to review fleet requirements with the most recent improvement being on the management of vehicle utilisation, electric vehicles and Telematics. 14 Monitor and exercise Business Continuity Plans Improved resilience. Business Support Manager Review and update following relevant local and Existing East Ayrshire and South Ayrshire Council plans
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28 Action Success Criteria/ Desired Outcome Responsible Timescale Details national events. 15 Continue to use the Roads Costing System to its full potential. Improve service performance from both an on-site and financial perspective. Business Support Manager August 2022 Revised roads costing system was fully operational from November 2018. The system continues to be used to monitor performance and work is ongoing to implement digital timesheets linked to the Roads Costing System. 16 Support and contribute to the Ayrshire Growth Deal Transport Summit has taken place and outcomes are included in the National Transport Strategy, Regional Transport Strategy and the Strategic Transport Projects Review. Head of Service October 2022 The Transport Appraisal being led by Transport Scotland commenced in January 2019. We continue to engage with Transport Scotland to ensure the Ayrshire Growth Deal transportation work is included in Strategic Transport Projects Review 2 work. 17 Regional Transport Strategy Successfully contribute to the preparation of this work being led by SPT. The Alliance has Board representation. Head of Service June 2022 SPT documents and existing Regional Transport Strategy Work is on-going with the completion date for the draft RTS to be published June 2022. 18 Regional Transport Appraisal Ensure the various projects identified as part of this work are included in the Strategic Transport Projects Review. Head of Service October 2022 Transport Scotland documents Work is on-going with the completion date for the STPR2 of October 2022. 19 National Transport Strategy East Ayrshire and South Ayrshire Councils contribute to this process to ensure the sustainable transport hierarchy and sustainable investment Head of Service October 2023 In recognition of the anticipated increase in Active Travel work, it is proposed that a member of staff is dedicated directly to this work.
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29 Action Success Criteria/ Desired Outcome Responsible Timescale Details hierarchy are delivered. 20 National Transport Strategy – review of Governance East Ayrshire and South Ayrshire Councils contribute to this process to ensure that the outcome/output meets the needs of the road users/communities in both Council areas. Head of Service March 2023 National Transport Strategy 21 Transport (Scotland) Bill - East Ayrshire and South Ayrshire Councils contribute to this process to ensure the work provides the best outcome for road users in both Council areas. Head of Service Complete Transport (Scotland) Bill received Royal Assent 15 November 2019. 22 Transport (Scotland) Bill - East Ayrshire and South Ayrshire Councils contribute to this process to ensure a pragmatic approach is taken in delivering the pavement parking ban in both Council areas. Head of Service March 2023 Transport (Scotland) Bill and Transport Scotland Parking Standards working group still awaiting guidance from Transport Scotland. 23 Levelling Up Fund East Ayrshire and South Ayrshire Councils contribute to this process to ensure that the outcome/output meets the needs of the road users/communities Head of Service June 2022 Levelling Up Fund bids will be submitted June 2022.
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30 East Ayrshire Council Strategic Priorities 2022/23 Action Success Criteria/ Desired Outcome Responsible Timescale Details 1 Progress and complete the New Cumnock Flood Protection Project Complete the flood prevention projects at the Leggate and beside the Afton Water. Head of Service November 2022 East Ayrshire Council and Scottish Government funding. The Leggat stage of the works was completed in August 2018 with the Afton Water phase commenced May 2021 with an 18 month contract duration 2 Develop Projects approved from the Flood Risk Management Plan Progress relevant studies and inform the developing list of schemes for cycle two of the national protection schemes to be delivered from 2022. Head of Service October 2022 East Ayrshire Council and Scottish Government Funding. Continue with work on studies for the Irvine Valley, Dalrymple, Catrine and Dalmellington through the financial year. 3 Support and contribute to the Ayrshire Growth Deal Stimulate economic growth and address inclusive growth concerns. Contribute to infrastructure projects which are being developed through the Regional Transport Appraisal work being led by Transport Scotland. Head of Service October 2022 The all Ayrshire Transport Appraisal being led by Transport Scotland commenced in January 2019. We will continue to engage with Transport Scotland to ensure the Ayrshire Growth Deal transportation work is included in Strategic Transport Projects Review work. 4 Transformation Strategy 2 Continue to provide a high quality roads service within decreasing available budgets. Includes service re-design work. Head of Service Complete East Ayrshire Council reports to various Committees. Work commenced and was completed by March 2022 including a full revision of ARA structure. 5 Active Travel Strategy Develop active strategy for travel across South Ayrshire Network and East Ayrshire Network Head of Service Complete A full review of active travel provision in East Ayrshire has been undertaken and this will be presented to the relevant East Ayrshire Council Committee Summer 2022.
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31 Action Success Criteria/ Desired Outcome Responsible Timescale Details 6 EV Strategy Develop EV strategy across East Ayrshire Network Head of Service August 2022 A full review of EV provision in East Ayrshire has been undertaken at present and this will be presented to the relevant East Ayrshire Council Committee with further work being carried out in partnership with Scottish Futures Trust to assess public charging funding models. 7 Levelling Up Fund Completion and Submission of Bid for improvements to Bellfield Interchange Head of Service June 2022 Design and modelling work to improve Bellfield to increase capacity and open up [development opportunities. 8 Ash Die back Strategy Develop a risk based strategy for the management of Ash Die Back. Head of Service August 2022 Develop a risk based approach to the management of Ash Die Back.
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32 South Ayrshire Council Strategic Priorities 2022/23 Action Success Criteria/ Desired Outcome Responsible Timescale Details 1 Implementation of car parking strategy for South Ayrshire. Complete this work with improved parking provision and management. Head of Service Complete A full review of car parking provision in South Ayrshire is being undertaken at present and this will be presented to the relevant South Ayrshire Council Committee. 2 Develop Projects approved from the Flood Risk Management Plan Progress relevant studies and inform the developing list of schemes for cycle two of the national protection schemes to be delivered from 2022. Head of Service October 2022 Flood study work in the Girvan area is progressing and a report will be presented to the relevant South Ayrshire Council Committee. 3 Support and contribute to the Ayrshire Growth Deal Stimulate economic growth and address inclusive growth concerns. Contribute to infrastructure projects which are being developed through the Regional Transport Appraisal work being led by Transport Scotland. Head of Service October 2022 The all Ayrshire Transport Appraisal being led by Transport Scotland commenced in January 2019. We will continue to engage with Transport Scotland to ensure the Ayrshire Growth Deal transportation work is included in Strategic Transport Projects Review work. 4 20mph speed restrictions in villages Progress with the 20mph speed restrictions in all villages. Maintain engagement with the local communities. Head of Service March 2022 phase 1&2 Complete March 2023 phase 3 Completed phase 1 and 2. Design work and consultation phase 3 5 Anticipated Budget Reductions in 2022/23 Continue to provide a high quality roads service within decreasing available budgets. Includes service re-design work. Head of Service March 2023 Reports to various Committees.
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33 Action Success Criteria/ Desired Outcome Responsible Timescale Details 6 Active Travel Strategy Develop active strategy for travel across South Ayrshire Network Head of Service Complete A full review of active travel provision in South Ayrshire has been undertaken and was presented to Leadership Panel. Strategy to be published. 7 EV Charging Strategy Develop further the EV strategy for South Ayrshire Network Head of Service August 2022 A full review of EV provision in South Ayrshire was being undertaken and approved by Leadership Panel. This will be reviewed as a result of work with Scottish Futures Trust to assess public charging funding models. 8 Levelling Up Fund Submission of Active Travel bid Head of Service June 2022 Joint bid with NAC for active travel route Ayr to Irvine 9 Levelling Up Fund Submission of A70 Improvement Package Head of Service June 2022 Bid submission for A70 improvements. 10 Motorhome Trials Develop Campervan sites along the coastline. Head of Service March 2023 Formalisation of two temporary sites at Girvan and Ayr and additional trials at Ballantrae, Maidens, Prestwick and Troon. 11 Strategic Economic Impact Assessment A75/A77 There is a growing desire to understand the importance / effectiveness of the improvements outlined along the A75 and A77. Head of Service July 2022 Public consultation / survey covering communities throughout Ayrshire (North, South and East) and Dumfries & Galloway is currently being undertaken. To date there has been approximately 600 responses, with more responses expected as the survey is promoted on social media and the radio. Final report complete for reporting July 2022.
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34 APPENDIX 1 – ORGANISATIONAL CHART Chair Joint Committee Chief Executive of South Ayrshire Council Chief Executive of East Ayrshire Council Director of Place Depute Chief Executive Strategic Lead: Safer Communities Head of Roads Strategic Manager Strategic Manager • Traffic, Parking & Road Safety • Transportation & Flooding • Roads & Structures Design • Finance & Admin Support • Reviews of service activities • Business Continuity • Street Lighting • Roads Maintenance Unit • Girvan Harbour
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36 APPENDIX 2 – STRATEGIC AND LOCAL DELIVERY SPLIT TABLE 1 - PROPOSED SPLIT BETWEEN STRATEGIC AND LOCAL DELIVERY Strategic Service Delivery Local Service Delivery Asset and Performance Local Transport Strategy; Transportation Policy; Road Safety Plan; Cycling Strategy Council/Partner Liaison; Transportation, Development Control and Road Safety Maintenance of Bus Shelters; Split Cycle Offset Optimisation Technique (SCOOT) systems (an adaptive control system for controlled road crossings); Development Control; Bus Shelter Advertising; Shopmobility; Travel Planning; Planning Applications; Development Planning; Section 75 Agreements; Road Safety Audits; School Travel Plans; School Crossing Patrol; Road Safety Education. Maintenance of Traffic signals, traffic signs, Traffic Orders; Traffic Counts, Accident Investigation and Prevention; Asset and Performance Asset Management Plan; Performance Monitoring; Parking Strategy. Scottish Roadworks Register Asset, Traffic and Parking Car Park Maintenance and Parking Enforcement. Roads Improvement Plan; Infrastructure Surveys; Inventory Management; Issue of Permits; Accident Investigation and Prevention; Asset and Performance Flood Risk Management Strategy; Flood Risk Management Plans; Design and Environment Maintenance of Watercourses, Bridges, Retaining Walls, Piers and Harbours. Watercourses; Flood Mitigation; Coastal Protection; Inspection of Piers & Harbours; Bridge Inspections and Maintenance; Structural Assessments; Technical Approval; Abnormal Load Routing; and Design of Major Road Schemes and Improvements. Road Construction Consents Construction and Roads Maintenance Winter Service Planning; Street Lighting Management; Operations Proactive, Reactive, Cyclic Maintenance of Roads and Footways; Winter and Weather Emergency Service; Proactive and Reactive Maintenance of Streetlights; Electricity costs for streetlights. Carriageway Inspections; Programming of Proactive, Reactive and Cyclic Maintenance; Street Lighting Design; Festive Lighting, Construction of Road Safety Schemes; Design of Minor Road Schemes.EV Charging.
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37 Strategic Service Delivery Local Service Delivery Business Operations Scottish Roadworkers National Training Programme New Business opportunities Support Services HR, Finance, ICT, and Administrative Support. TABLE 2 - CURRENT SPLIT BETWEEN STRATEGIC AND LOCAL DELIVERY Strategic Service Delivery Local Service Delivery Transportation, Development Control and Road Safety Local Transport Strategy; Transportation Policy; Road Safety Plan; Travel Planning, Cycling Strategy; Planning Applications; Road Construction Consents; Development Planning, Council/Partner Liaison, Section 75 Agreements; Road Safety Schemes; Road Safety Audits; School Travel Plans; School Crossing Patrol; Road Safety Education. Transportation, Development Control and Road Safety Maintenance of Bus Shelters; Split Cycle Offset Optimisation Technique (SCOOT) systems (an adaptive control system for controlled road crossings); Development Control; Bus Shelter Advertising; Shopmobility; Construction of Road Safety Schemes. Asset, Traffic and Parking Asset Management Plan; Roads Improvement Plan; Infrastructure Surveys; Inventory Management; Scottish Roadworks Register; Issue of Permits; Performance Monitoring; Accident Investigation and Prevention; Traffic Orders; Traffic Counts; and Parking Strategy. Asset, Traffic and Parking Maintenance of Traffic signals, traffic signs, Car Park Maintenance and Parking Enforcement. Design and Environment Flood Risk Management Strategy; Flood Risk Management Plans; Watercourses; Flood Mitigation; Coastal Protection; Inspection of Piers & Harbours; Bridge Inspections and Maintenance; Structural Assessments; Technical Approval; Abnormal Load Routing; and Design of Major and Minor Road Schemes and Improvements. Design and Environment Maintenance of Watercourses, Bridges, Retaining Walls, Piers and Harbours. Operations Carriageway Inspections; Winter Service Planning; Programming of Proactive, Reactive and Cyclic Maintenance; Street Lighting Design and Management; and Festive Lighting. Operations Proactive, Reactive, Cyclic Maintenance of Roads and Footways; Winter and Weather Emergency Service; Proactive and Reactive Maintenance of Streetlights; Electricity costs for streetlights.
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2014 2015 2016 2017 2018 2019 2020 Number of people killed or seriously injured in road accidents per 100,000 population 25 29 29 33 59 46 36 Number of slightly injured casualties per 100,000 population 147 176 138 150 181 86 65 2011/13 2012/14 2013/15 2014/16 2015/17 2016/18 2017/19 2018/20 2019/21 2011/13 2012/14 2013/15 2014/16 2015/17 2016/18 2017/19 2018/20 2019/21 % of A Class roads that should be considered for maintenance 27.06% 29.70% 26.20% 24.60% 21.30% 19.10% 19.80% 21.20% 23% 22.10% 38.40% 41.60% 42.20% 40.50% 38.60% 38.20% 36.10% 34.40% 34.10% % of B Class roads that should be considered for maintenance 31.89% 37.80% 37.80% 36.90% 34.20% 34.00% 35.70% 32.20% 32.50% 32.60% 47.90% 49.70% 50.40% 48.90% 43.90% 40.70% 38.10% 36.90% 37.30% % of C Class roads that should be considered for maintenance 34.22% 42.10% 46.50% 45.50% 40.30% 38.50% 40.50% 40.60% 38.80% 33.50% 43.20% 48% 49.50% 43.90% 40.20% 41.40% 42.40% 42.20% 40.80% % of unclassified roads that should be considered for maintenance 39.84% 43.60% 45.00% 44.10% 44.90% 45.60% 44.00% 43.70% 42.10% 42.30% 44.90% 46.20% 42.00% 43.30% 43.30% 41.40% 42.90% 42.30% 43.30% Overall % of road network that should be considered for maintenance - 40.60% 41.70% 40.80% 39.40% 39.10% 39.00% 38.40% 37.80% 36.80% 44.50% 46.80% 45.00% 44.10% 42.30% 41% 41.30% 37.80% 40.90% MONTHLY PERFORMANCE INDICATORS APSE Average 2015/16 Target Current Status P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 No of invoices paid within 30 days 428 906 1336 1,749 2,069 2453 2893 No of Invoices Received 431 917 1,366 1,782 2,107 2491 2939 % of invoices paid within 30 days 99% 98% 97% 98% 98% 98% 98% Average Year to date of Number of Invoices paid within 30 days 99% 99% 98% 98% 98% 98% 98% Number of ARA Safety Inspections Completed within Timescale 52 52 47 50 51 46 40 46 48 49 52 51 Number of ARA Safety Inspections Scheduled 52 52 47 50 51 48 44 46 48 49 52 51 % of ARA Safety Inspections Completed within timescale 100% 100% 100% 100% 100% 96% 91% 100% 100% 100% 100% 100% Number of Health and Safety Incidents Reported to the Health and Safety Section 4 1 3 2 3 3 3 3 2 1 3 2 Average Number of days to report an incident to the Health and Safety Section 1.5 4 2 1 1 1.3 1.7 2 1 2 2 1 Average days lost per employee - - 0.64 0.51 0.81 0.83 0.86 0.84 0.53 0.52 0.54 0.51 0.48 0.56 Visits to the ARA Website every month - 49,000 per annum 2,421 4,649 7,036 7,331 5,340 6,710 6,940 5,128 4,016 5,312 7,123 7,068 No of Twitter Followers every month - - - 3,896 3,913 3,938 3,966 3,999 4,005 4,058 4,089 4,106 4,137 4,197 4,238 Monthly visits to the website from social media - 1,800 per annum 504 553 520 490 567 571 2082 1142 618 738 1989 2473 Target Current Status P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 Target Current Status P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 ANNUAL PERFORMANCE INDICATORS (FINANCIAL YEAR) APSE Average EAST AYRSHIRE COUNCIL SOUTH AYRSHIRE COUNCIL APPENDIX 2 AYRSHIRE ROADS ALLIANCE PERFORMANCE SCORECARD DETAILED MONITORING REPORT ANNUAL REPORT 2021/2022 AYRSHIRE ROADS ALLIANCE Comments FINANCE WELL ENGAGED ANNUAL PERFORMANCE INDICATORS (CALENDAR YEAR) AYRSHIRE ROADS ALLIANCE 92.02% - MONTHLY PERFORMANCE INDICATORS EAST AYRSHIRE COUNCIL SOUTH AYRSHIRE COUNCIL Comments 90% 5 APSE Average 2015/16 Finance unable to provide data for the last 5 months due to system issues. However, all invoices have continued to be paid within the 30 days HEALTH AND SAFETY ABSENCE MONITORING 98%- Appendix 2
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Target Current Status P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 Target Current Status P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 Number of staff who have received annual EAGER/PDR review 11 10 14 14 14 14 14 14 14 14 14 14 13 1 22 22 22 22 22 22 22 22 22 22 % of staff who have received annual EAGER / PDR review 1% 3% 3% 3% 3% 3% 3% 3% 3% 3% 3% 3% 17% 3% 37% 37% 37% 37% 37% 37% 37% 37% 37% 37% Number of parking appeals accepted 5 40 27 28 15 33 30 24 22 20 25 23 12 22 25 15 43 38 37 29 12 19 50 42 Number of parking appeals received 19 72 64 58 69 41 78 81 59 68 84 78 39 49 71 84 100 61 85 84 49 71 116 101 % of parking appeals accepted 26% 56% 42% 48% 21% 80% 38% 30% 37% 29% 38% 29% 31% 45% 35% 18% 43% 62% 43% 35% 24% 27% 43% 42% Physical % of Roadworks Programme Completed - 100% 12% 22% 23% 26% 28% 30% 31% 35% 55% 62% 82% 100% 100% 7% 20% 30% 40% 50% 60% 75% 90% 98% 99% 100% 100% Number of General Bridge Inspections 61 22 54 27 75 66 51 48 0 49 78 52 28 42 70 51 74 31 23 53 4 0 0 26 Number of General Bridges Inspected Year to Date 61 83 137 164 239 305 356 404 404 453 531 583 28 70 140 191 265 296 319 372 376 376 376 402 Number of Special Bridge Inspections 11 68 11 66 6 63 7 62 7 62 7 62 25 2 26 2 25 2 25 2 24 2 24 4 Number of Special Bridge Inspections Year to Date 11 77 88 154 60 123 130 192 199 261 268 330 25 27 53 55 80 82 107 109 133 135 159 163 Number of Principal Bridge Inspections 0 0 0 0 0 0 0 0 0 0 0 0 6 0 6 0 0 6 5 3 6 2 14 6 Number of Principal Bridge Inspections Year to Date 0 0 0 0 0 0 0 0 0 0 0 0 6 0 12 12 12 18 23 26 32 34 48 54 Number of Category 1 Road Emergency defect repairs made safe within 2 hours 2 2 2 3 4 2 3 20 4 14 0 4 1 2 1 13 7 2 3 16 20 1 1 1 Number of Category 1 Repair Lines issued 2 2 2 3 4 2 3 20 4 16 0 5 1 2 1 13 7 2 3 20 20 1 1 1 % of Category 1 Road Emergency defect repairs made safe within 2 hours 100% 100% 100% 100% 100% 100% 100% 100% 100% 88% - 80% 100% 100% 100% 100% 100% 100% 100% 80% 100% 100% 100% 100% Number of Category 2 Road Emergency defect repairs made safe within 5 working days 24 13 26 15 10 6 12 4 18 189 2 32 25 2 11 43 50 5 13 11 80 16 4 14 Number of Category 2 Repair Lines issued 30 28 27 17 18 11 19 6 24 217 6 36 26 2 12 45 63 10 14 11 95 17 7 16 % of Carriageway Category 2 Defects repaired within 5 working days 80% 46% 96% 88% 56% 55% 63% 67% 75% 87% 42% 89% 96% 100% 92% 96% 73% 50% 93% 100% 84% 94% 57% 88% Number of Street Lighting repairs completed within 7 working days 113 13 86 104 137 275 434 241 204 205 187 133 68 10 49 36 51 116 88 224 139 110 96 71 Number of Street Lighting Repair Lines Issued 121 28 91 107 142 291 458 302 268 259 202 141 70 10 60 38 51 125 90 234 147 114 97 71 % Street Lighting repairs completed within 7 working days 94% 46% 95% 97% 97% 95% 95% 80% 76% 79% 92% 94% 98% 100% 82% 95% 100% 93% 98% 96% 95% 96% 98% 100% Number of Traffic light repairs completed within 48 hours 6 20 10 10 7 13 8 7 9 6 19 8 13 8 12 14 11 7 10 11 10 14 9 9 372 75% 56 95% PRIORITY 1 DEFECTS 88.07% - 88 76.23% - 95% - PRIORITY 2 DEFECTS MONTHLY PERFORMANCE INDICATORS 50% -- 91.20% 50% BRIDGES - PARKING 435 EAST AYRSHIRE COUNCIL SOUTH AYRSHIRE COUNCIL FACETIME 150 75% 257 Comments - TRAFFIC 100% 100% APSE Average 2015/16 STREET LIGHTING - ROADWORKS PROGRAMME - X0A1H X0A2HX0A3HX0A4HX0A5H X0A6HX0A7H X0A8HX0A9H X0A10H
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Target Current Status P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 Target Current Status P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 MONTHLY PERFORMANCE INDICATORS EAST AYRSHIRE COUNCIL SOUTH AYRSHIRE COUNCIL Comments APSE Average 2015/16 Number of Traffic light repair lines issued 6 20 10 10 7 14 8 8 9 6 19 8 13 8 12 14 11 8 10 12 10 15 10 10 % of Traffic light repairs completed within 48 hours 100% 100% 100% 100% 100% 92% 100% 88% 100% 100% 100% 100% 100% 100% 100% 100% 100% 88% 100% 92% 100% 93% 90% 90% Number of Stage 1 Complaints responded to within allotted timescales 1 2 2 0 2 0 2 1 1 0 0 1 1 0 0 2 3 3 1 3 2 1 1 1 Numer of Stage 1 Complaints received 1 2 2 0 2 0 2 1 1 0 0 1 1 0 0 2 3 3 1 3 2 1 2 1 % of Stage 1 Complaints responded to within allotted timescales 100% 100% 100% - 100% - 100% 100% 100% - - 100% 100% - - 100% 100% 100% 100% 100% 100% 100% 50% 100% Number of Stage 2 complaints responded to within allotted timescales 0 0 0 0 0 2 2 0 0 0 0 0 0 1 0 1 0 0 0 0 0 1 0 1 Number of Stage 2 complaints received 0 0 0 0 0 2 2 0 0 0 0 0 0 1 0 1 0 0 0 0 0 1 0 1 % of Stage 2 complaints responded to within allotted timescales - - - - - 100% 100% - - - - - - 100% - 100% - - - - - 100% - 100% Number of enquiries responded to within allotted timescales 122 130 87 93 95 103 88 90 104 109 98 102 35 26 36 54 61 33 32 44 51 62 68 34 Number of enquiries received 140 158 118 131 123 131 110 103 136 128 120 129 51 48 59 59 85 45 47 50 58 76 77 40 % of enquiries responded to within allotted timescales 87% 82% 74% 71% 77% 78% 80% 87% 76% 85% 81% 77% 68% 54% 61% 92% 72% 73% 68% 88% 87% 81% 88% 85% Number of FOI & EIR requests responded to within 20 working days 14 15 11 9 13 15 9 13 3 14 16 11 8 11 8 12 10 17 8 21 6 14 8 19 Number of FOI & EIR requests received 14 16 11 9 13 15 9 13 3 14 16 11 8 11 8 12 10 17 8 21 6 14 8 19 % of FOI & EIR requests responded to within 20 working days 100% 94% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Number of Public Liability claims closed 24 7 17 10 6 6 4 8 6 9 5 6 11 3 14 11 11 8 1 3 2 0 3 3 Number of Public Liability claims received 22 12 8 9 7 4 5 6 3 7 3 2 11 14 9 8 6 4 7 4 3 5 5 3 Total number of open claims 9 3 7 2 4 3 1 2 3 2 2 1 12 7 6 2 2 2 3 2 2 13 6 2 Number of Public Liability Claims that were successful 2 2 6 0 1 1 1 1 1 0 1 1 0 0 1 0 1 1 0 1 1 0 1 1 100%100% 100%100%- 95% PUBLIC LIABILITY CLAIMS FREEDOM OF INFORMATION 80% COMPLAINTS 88.52% - 88.23% 95% 100% 100% 83.44% 80% ENQUIRIES - - - - - X0A0H