03 Combined ARA Service Plan
North Ayrshire Council · 19 May 2023
Back to Ayrshire Shared Services Committee — 19 May 2023 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 19 MAY 2023 Report by the Head of Roads - Ayrshire Roads Alliance AYRSHIRE ROADS ALLIANCE SERVICE PLAN 2023/24 PURPOSE OF REPORT 1 The purpose of this Report is to seek the Joint Committee approval for the Ayrshire Roads Alliance Service Plan for 2023/24. RECOMMENDATIONS 2 It is recommended that the Joint Committee: i. Approves the Ayrshire Roads Alliance Service Plan for 2023/24, ii. Notes the confirmed finance budgets for 2023/24 iii. Notes the Performance Scorecard for 2022/23 iv. Requests that progress updates are provided to future meetings 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 2024. Details are provided for the activities to be undertaken to achieve these goals through: • The ten year review; • 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 organisations 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 Priority 1 of the Council Plan: Spaces and Places/ Moving around and the environment (Outcome 1). 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 - 2023/24 2 Ayrshire Roads Alliance Performance Scorecard 2022/23 Kevin Braidwood Head of Roads - Ayrshire Roads Alliance 03 May 2023 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 2023-2024 May 2023 A Partnership between East Ayrshire Council and South Ayrshire Council Appendix
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2 Table of Contents INTRODUCTION ............................................................................................................................................ 3 STRATEGIC CONTEXT .................................................................................................................................. 14 SERVICE PERFORMANCE FRAMEWORK ...................................................................................................... 15 RISK, OPPORTUNITIES and CHALLENGES .................................................................................................... 18 PROFILE OF SAVINGS AND COSTS OVER THE FIRST 10 YEARS .................................................................... 22 AYRSHIRE ROADS ALLIANCE IMPROVEMENT ACTION PLAN 2023/24........................................................ 24 APPENDIX 1 – ORGANISATIONAL CHART ................................................................................................... 33 APPENDIX 2-STRATEGIC AND LOCAL DELIVERY SPLIT SPLIT……………………………………………………………………35
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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. East Ayrshire Council Strategic Plan 2022-2027 This plan sets out our priorities for the communities of East Ayrshire over the next five years and describes the context in which our services will work collaboratively with each other, our communities and our partners to drive forward the actions needed to achieve our aims. This will include prioritising the resources that are entrusted to us and continuing to find new and innovative ways of working, to ensure the delivery of services that are affordable, sustainable and which best meet the needs of those we serve. The Plan recognises the strengths and assets that exist within East Ayrshire and highlights the ambitions we have for our communities. However, it is written against a backdrop of what are unprecedented challenges for both our Council and for those we serve. These challenges include: • Rising inflation and increases in the cost of living • Increased demand for services • Restrictions in funding • Pandemic Recovery and Renewal • Public Sector Reform • The impact of EU Exit The Strategic Plan priorities take account of the communities we serve, including local needs, circumstances and aspirations; the current internal and external context in which the Council operates; national and local drivers for change, including risks, challenges and opportunities; governance arrangements; programme management and performance measurement. Our priorities build on the work of our previous two Transformation Strategies and our Covid-19 Recovery and Renewal Dynamic Action Plan. It is important to recognise that there are commonalities and interdependencies across and between our priorities. • Building a Fairer Economy
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5 • Tackling Poverty and Inequality • Improving Community Wellbeing • Supporting Children and Young People • Delivering a Clean, Green East Ayrshire • Ensuring Financial Sustainability and Resilience 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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6 South Ayrshire Council - Strategic Issues The Council Plan 2023-2028 sets out the Council’s vision for the next five years, with a focus on “Our Pupose”,Our Vision”,”Our Values”. The Plan details the high-level objectives and outcomes to be achieved by 2028. The Council’s priorities and outcomes place an emphasis on the connection between our places and the wellbeing of our communities and environment. The place-based approach recognises that every area has a different blend of physical, social, and economic characteristics that influence each other and aims to address complex problems that no service alone can solve. The priorities provide a common framework, aimed at promoting a shared understanding that encourages services and partners to work collaboratively to achieve improved outcomes and wellbeing for our communities. • Priority One Spaces and Places • Priority Two Live, Work, Learn • Priority Three Civic and Community Pride 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. 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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7 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. Funding for Prestwick Transport Infrastructure will create an effective network of internal roads to enable the creation of high specification industrial and office spaces, while supporting our sustainable transport aims. This investment will meet the needs of the growing aerospace sector, advanced manufacturing units, spaceport and launch operator infrastructure. There are three elements to this project as follows: • Work package 1 – Prestwick East Aerospace Park Link Road – a new and upgraded road infrastructure to link the B739 Station Road from a redesigned roundabout junction on the A79 to the Prestwick East Aerospace Park. This includes Spirit Campus and the airport development land to the north of the main runway, by-passing Monkton village. • Work package 2 – A new route corridor to extend the link road infrastructure from Prestwick East Aerospace Park to the northern edge of the airport site and connect the Gannet site. • Work package 3 – A new road infrastructure to service Spaceport and further aerospace development land from Sandyford Toll roundabout and link to Prestwick East Aerospace Park. This project will be funded by £12 million from the Scottish Government, and £5 million from South Ayrshire Council. Ayrshire Roads Alliance will deliver these projects for South Ayrshire Council.
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8 STPR2 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. 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 was published in December 2022 and included 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 restructured the STPR2 into two phases. Phase 1 focussed 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 completed the review and the report was published in December 2022, giving Scottish Ministers a programme of potential transport investment opportunities for the period 2022-2042.A delivery programme is yet to be published. 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. Ayrshire Roads Alliance submitted two bids on behalf of East Ayrshire and South Ayrshire Council. • Bellfield Interchange Improvement • Active Travel Route Ayr to Prestwick Both bids were unsuccessful in Round 2 however it is proposed that these will form part of our round 3 submission.
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9 Our Current Service Resources Table 1 – The Ayrshire Roads Alliance Assets (as at 31 March 2022) Asset Inventory Data as of 31st March 2022 Asset Type Units East Ayrshire Council South Ayrshire Council Totals Carriageway km 1,222 1,182 2,404 Footways & Footpaths km 1,028 940 1,915 Street Lighting Columns No. 20,436 19,612 40,048 Illuminated Signs & Bollards No. 1,442 1,110 2,552 Structures No. 618 369 987 Retaining Walls km 7 3 10 Length of Sea Defences km 0 24 24 Piers and Harbours No 0 1 1 Cattle Grids No. 11 34 45 Traffic Signals No. of Sets 79 74 153 Variable Message Signs No. 125 10 135 Vehicle Activated Signs No. 154 57 211 Real Time Passenger Information No. 66 48 114 Gullies No. 27,257 26,350 53,607 Grit Bins No. 593 259 852 Weather Stations No. 3 1 4 EV Dual Chargers No 54 36 90 Depots No 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. 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 • 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. • 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 returned to County Buildings and Ayr Town Hall in June 2022 on a rota hybrid model. Depots at Galston, Ayr and Girvan are fully operational 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 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.
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12 The budget to deliver these services is provided from East Ayrshire Council, South Ayrshire Council, and other external organisations. budgets for 2023/24 are confirmed and this is reflected in Tables 1 and 2. Table 1 - Budgets 2023/24 Council Revenue Non - Revenue Total (£m) East Ayrshire Council 6.286 14.040 20.326 South Ayrshire Council 6.284 4.464 10.748 Total 12.570 18.504 31.074 Table 2 provides the current non-revenue budgets for 2023/24 Table 2- Non-Revenue Budgets Funding Source Type/Level of Funding Annual Budget 2023/24 East Ayrshire Council Carriageway, Footway Street Lighting. Traffic, Transportation & Road Safety. Bridges & Culvert Replacement. Other works Kilmarnock Car Parks School Streets EV Charging £3.240m £0.250m £0.250m £0.315m £4.100m £0.080m £2.939m £0.100m £0.100m Current approved budget £14.040m at Cabinet meeting of 8 March 2023. 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. £3.375m Strathclyde Partnership for Transport General funding £1.82m Sustrans Projects TBC SFT Funding for Strategic Strategy for Public charging £0.060m Scottish Timber Transport Projects TBC
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13 Group LED Street Lighting Replacement LED Replacement £3.650m Funding Source Type/Level of Funding Annual Budget 2023/24 South Ayrshire Council Roads Improvement Plan Bridge Works Street Lighting Traffic Signals Girvan Harbour EV Charging £2.812m £0.410m £0.250m £0.290m £0.569m £0.190m £4.464m (Confirmed at Cabinet meeting on 25 April 2023) Scottish Government Cycling Walking and Safer Streets. Smarter Choices, Smarter Places. Deliver the Local Flood Risk Management Plan. £2.418m Strathclyde Partnership for Transport General funding £700,000 Sustrans Projects £1.300m SFT Funding for Strategic Strategy for Public charging £0.060m Scottish Timber Transport Group Projects TBC
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14 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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15 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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16 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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17 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 2023/24 we will continue engagement with our customers to ensure we maximise the involvement of our service users. The Association for Public Service Excellence (APSE) who work with over 300 Councils through the UK to promote excellence in the delivery of frontline services to our local communities have developed the Scotland Roads Survey in conjunction with the Society of Chief Officers of Transportation in Scotland (SCOTS). The Survey will be used to gauge customer service customer service and user experience/satisfaction of winter gritting, road works, road safety and other road maintenance related matters within East Ayrshire Council and South Ayrshire Council. The information gathered from the survey will help shape future service delivery and inform on performance. APSE will administer the survey on our behalf and it is expected that the first results will be published in the 2024 Roads Asset Management Plan (RAMP) update. The link on the Ayrshire Roads Alliance website to the East Ayrshire Council and the South Ayrshire Council survey forms is below https://www.ayrshireroadsalliance.org/Information-On/Consultations/the-association-for- public-service-excellence-apse-road-condition-survey.aspx CONSULTATION WITH EMPLOYEES Employee Engagement The Employee Attitude Survey identified a number of issues to be addressed. Employee engagement will continue through 2023/24 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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18 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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19 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 • Moving all our permits over to a digital platform and our TTRO process was recognised in March 2023 at APSE Innovation awards. • Ten year review of the business plan. Challenges There are a number of challenges the Ayrshire Roads Alliance will face in 2023/24 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. • 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 on-going energy costs. The Department of Energy and Climate Change has predicted that electricity prices are likely to double within the next ten years.
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20 SCOTS reported a 20% increase in energy costs with a further increases expected in 2023/24. • 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 has seen 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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21 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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22 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 Benefits realisation(£ m) 0.696 -0.426 -0.730 -1.049 -1.187 -1.188 -1.187 -1.188 -1.187 -1.188 -8.634 Budget 14.683 14.813 14.006 13.823 13.551 12.695 12.294 11.992 12.278 12.582 132.717 Savings to date (£m) 0.696 -0.441 -0.971 -1.315 -1.768 -2.515 -3.067 -3.636 -3.828 -4.454 Cumulative Budget 14.683 29.496 43.502 57.325 70.876 83.571 95.865 107.857 120.135 132.717 Cumulative Savings to date (£m) 0.696 0.255 -0.715 -2.031 -3.799 -6.314 -9.381 -13.017 -16.845 -21.299
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23 The Benefits and Realisation Strategy provided a framework for achieving cumulative savings of £8.634m between 2014/15 and 2023/24. However, during this time additional savings have been achieved due to prevailing economic conditions and their impact on public sector funding. This has resulted in cumulative expenditure reductions of £21.299m over the life of ARA. This is significantly in excess of the £8.634m originally envisaged 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. • 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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24 AYRSHIRE ROADS ALLIANCE IMPROVEMENT ACTION PLAN 2023/24 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 Draft Completed Document will be presented to Joint committee and will be reviewed annually. 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 Ongoing 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. Await publication of the STPR2 Delivery programme. 3 Action the Flood Risk Management Plan Inform the next national cycle of potential flood risk management schemes beyond 2022. Complete schemes and undertake studies. Head of Service Complete April 2023 March 2024 Reports submitted to both Cabinets Early 2023 New Cumnock Flood Defences Complete Continue Design Work on the Irvine Valley Continue with flood study works for the river Ayr,Doon sand Girvan
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25 Action Success Criteria/ Desired Outcome Responsible Timescale Details 4 Improve the condition of the road network. Improve annual roads survey results which are part of the SRMCS work. Ensure the Alliance undertakes more proactive maintenance. Head of Service Site works will be undertaken throughout 2023/24. Key dependencies are the Road Improvement Plans approved by the relevant Committees in East Ayrshire and South Ayrshire in spring 2023. 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 2024 Scottish Government and SCOTS guidance is used. A key dependency is the Road Improvement Plans which are presented to Cabinet 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 2024 Through the Road Asset Management Plan. Key dependencies are Road Improvement programmes approved by Committees in East Ayrshire and South Ayrshire in spring 2023. 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 2024 Through the Road Asset Management Plan, with additional funding being provided to commence the LED programme. At present performance is 86% of streets lights are now LED in EAC; and 99% 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 2023/24. External sources, including Timber Transport, SUSTRANS, SPT - Regional Transport Partnership, CWSS - Cycling Walking and Safer Streets. Scottish Government Bridge Fund.SFT
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26 Action Success Criteria/ Desired Outcome Responsible Timescale Details 9 Implementation of Parking Strategy Develop Head of Service Works will be undertaken through 2023/24 Amendments to TRO’s, lining, signing and residential parking permits and implementing 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 Complete 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 2024 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 Improved resilience. Business Support Review and Existing East Ayrshire and South Ayrshire
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27 Action Success Criteria/ Desired Outcome Responsible Timescale Details Continuity Plans Manager update following relevant local and national events. Council plans 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 2024 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 Project Management of Roads Delivery Projects. Head of Service Ongoing Deliver the three work packages for the AGD. 17 Regional Transport Strategy Successfully contribute to the preparation of this work being led by SPT. The Alliance has Board representation. Head of Service Complete SPT documents and existing Regional Transport Strategy ARA responded to Consultation and await publication of the final document. 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 Complete Transport Scotland has published the final STPR2 with delivery programme to be published. 19 National Transport Strategy East Ayrshire and South Ayrshire Councils contribute to this process to ensure the sustainable transport hierarchy and sustainable investment hierarchy are delivered. 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. 20 National Transport Strategy – review of Governance East Ayrshire and South Ayrshire Councils contribute to Head of Service Complete National Transport Strategy
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28 Action Success Criteria/ Desired Outcome Responsible Timescale Details this process to ensure that the outcome/output meets the needs of the road users/communities in both Council areas. 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 2024 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 TBC Levelling Up Fund bids will be re-submitted Summer 2023
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29 East Ayrshire Council Strategic Priorities 2023/24 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 Complete 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.Contract delayed due to material shortages. 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 March 2024 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 Complete 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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30 Action Success Criteria/ Desired Outcome Responsible Timescale Details 6 EV Strategy Develop EV strategy across East Ayrshire Network Head of Service March 2025 A full review of EV provision in East Ayrshire has been undertaken at present and this was presented to East Ayrshire Council Cabinet 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 TBC 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 Complete Develop a risk based approach to the management of Ash Die Back. 9 152nd Open Championship Delivery of Event Traffic and Transport Management Head of Service July 2024 ARA will chair the transport delivery team for the Open Championship Troon.
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31 South Ayrshire Council Strategic Priorities 2023/24 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 March 2024 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 October 2023 phase 3 Completed phase 1 and 2. Design work and consultation phase 3 Responses from Community Councils 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 2024 Reports to various Committees.
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32 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 March 2025 A full review of EV provision in South Ayrshire was being undertaken and approved by Cabinet. 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 TBC Joint bid with NAC for active travel route Ayr to Irvine 9 Levelling Up Fund Submission of A70 Improvement Package Head of Service TBC Bid submission for A70 improvements. 10 Motorhome Trials Develop Campervan sites along the coastline. Head of Service March 2024 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 Complete 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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33 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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35 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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36 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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