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									Project Initiation Document

                                                           PROJECT DOCUMENTATION

                                                     PROJECT INITIATION DOCUMENT

                                Sub Regional Improvement and Efficiency Strategy –
                                                 Lancashire’s Street Scene Project

                                                                                  Version: 2.0

                                                                            Date: 1 April 2009

                                                               Project Manager: Stuart Benson

                              Senior Responsible Owner: Team Lancashire Shared Services Board
Project Initiation Document

Revision History

 Revision                       Summary of Changes                    Version
02/03/2009 Initial draft for discussion (GG)                                1.0
01/04/2009 Draft for SSB consideration on 09/04/09                          2.0

                          Name                    Date Approved   Version

Name                          Title
George Graham                 Programme Director –
                              Team Lancashire
Stuart Benson                 Project Manager – LCC
                              Environment Director
Stuart Wrigley                Assistant Executive
                              Director – LCC
John Dakin                    Corporate Director –
                              Policy and
Project Initiation Document
Project Initiation Document

1 Project Overview
The project aims within the context of a wider piece of work related to improving working in localities between the tiers to improve the way in which the
County and District Councils in Lancashire work together to manage the street scene across the County.

2 Objectives
The following specific objectives relate to this piece of work set within the context of the larger piece of work

     a) To create standards for the maintenance of the street scene in a locality agreed by all relevant partner agencies

     b) To identify ways in which it is possible to rationalise the ownership of functions related to the management of the street scene between the tiers of
        local government and other key partners in the locality, with the aim of easing customer understanding and generating efficiencies, including where
        necessary the transfer of financial and other resources

     c) To put in place arrangements that ensure customer contacts in relation to street scene matters can be handled appropriately in each locality and that
        customers receive feedback in relation to their contact, thus choking off a significant cause of failure demand.

     d) To identify whether it is possible to create a shared inventory of street scene assets in a locality to be held by customer services staff in the various
        local authorities.

     e) To identify options for the creation of pooled budgets to deliver improvements to the street scene in localities

     f)   To identify whether shared or delegated exercise of enforcement functions related to the street scene (for example in relation to A boards on the
          pavement, or littering or dog fouling) is practical and/or desirable and what the operational and efficiency implications of such arrangements might

3 Scope
The following functions are regarded as being within the scope of the “street scene” for this purpose:

     •    Maintenance of amenity space, highway verges and other landscape maintenance (for example tree work related to the highway) not forming part of
          the maintenance of established parks or sports grounds.
     •    Cleaning and maintenance of street furniture assets including signs and bus shelters,
Project Initiation Document

     •    Gully emptying and cleaning of the highway
     •    Enforcement (other than of parking restrictions) related to street scene issues for example A boards and littering and dog fouling
     •    Handling of customer contacts in relation to all of the above

4 Constraints
The key constraints identified are as follows:

     a) The capacity and desire of each of the District Councils to cooperate in the programme of rolling this work out beyond the initial pilot area. This can
        be overcome through a process of tailoring the work to meet the needs of each locality and negotiation over timing so as to avoid conflicts with other

     b) The interaction between this activity and other ongoing work such as the renegotiation of the residual highways agreement and the reorganisation of
        the Highways and Environmental Management Division of the County Council’s Environment Directorate which may impact on the County Council’s
        internal capacity at particular points in time.

     c) The limitation of the County Council’s resources, which even with additional funding from the RIEP, will not be able to cope with rolling this approach
        out to all districts at the same time.

5 Assumptions
The critical assumptions are as follows:

     a) That single organisational ownership of functions (whether that organisation is the County Council, a district council or clusters of district councils)
        will generate efficiencies

     b) That, given the reaction of political leaders to the initial proposal for this project all 13 two tier councils will wish to participate and will make staff time
        available as necessary in addition to the specific project resources.

     c) That relevant base data are available in all councils in a form that allows them to be easily integrated

     d) That both the district and county councils are prepared to enter into arrangements involving the transfer of resources, which depending on the needs
        of a particular locality could involve delegation/transfer in either direction.
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6 Project Approach
The approach identified is to use a pilot area to create through a process of research and negotiation a core working model for new arrangements and then
in each of the other district areas test this model against local need and priorities ultimately creating a small number of alternative models which cope with
the wide range of differing local circumstances across the County area.

7 Outline Business Benefits & Desired Outcomes
This project and the specific problems around managing the street scene in a two tier area are identified in the Sub Regional Improvement and Efficiency
Strategy and in the Enhanced Two Tier Prospectus “Transforming Local Government in Lancashire”. The specific benefits and outcomes identified from
conducting this work are as follows:

     a) Efficiency savings arising from single organisation ownership of issues. Savings are likely to be both cash releasing and non cash releasing,
        although the benefits arising from reduced inter organisational “traffic” as a result of simplifying arrangements should not be underestimated. This will
        have an impact on the relevant National Indicator.

     b) A more understandable set of arrangements for customers, which should result in reduced traffic through customer contact channels and reduce
        failure demand impacting on the relevant National Indicator.

     c) Improvements in local environmental quality and in perceptions that the councils are effective at looking after their area. There will be an impact here
        in relation to both the hard National Indicators in relation to environmental quality and the softer perception indicators.

     d) A more comprehensive and consistent enforcement regime which will have a positive impact on local environmental quality.

8 Project Resources

8.1 Detailed Project Plan

The Project Plan provides an overview of the total project. It identifies key deliverables, indicated who is responsible for delivering them, and the major
control points within the project. It is much more comprehensive than just a gannt chart. An outline Project Plan should have already been completed at the
last stage however it should now be possible to make the plan more detailed.
Project Initiation Document

The Project Management Toolkit includes an Excel Project planning template which can be used to produce your project plan:

As a minimum you should complete the table below.

    Task                                                   Duration   Start        Finish          Resource/Efficiency
    Borough Council maintains all highway
    landscapes / verges across the borough:

    Verge Maintenance                                      7 months   September    March 2009      Prior to 1 April 2009:
    - data collection and assessment of sites within the                                           LCC Allocation - £109,000:
    - agreement reached on minimum standards (2                                                    £64,000 pa – SRBC contracted to maintain
    cuts per year on safety grounds)                                                               LCC minimum standard of 2 cuts per year
    - assessment of volume of work by SRBC                                                         within urban areas.
    - resources allocated                                                                          £45,000 pa – LCC undertake 2 cuts per year on
    - determination of enhanced levels of services in                                              safety grounds only in rural areas.
    the context of a new borough wide service (6-10
    cuts per year with much improved levels of service                                             Approximately £54,500 per cut pa across the
    in high visibility areas)                                                                      borough.
    - amendment to current legal agreement allowing
    SRBC to undertake the work and indemnify LCC                                                   After 1 April 2009:

                                                                                                   £109,000 pa – SRBC providing enhanced level
                                                                                                   of maintainance for all highway verges across
                                                                                                   the borough. Providing between 6-10 cuts per
                                                                                                   year with higher levels of service in high
                                                                                                   visibility areas.

                                                                                                   Approximately £13,625 per cut pa across the
                                                                                                   borough (based on average 8 cuts pa).

                                                                                                   Therefore, efficiency in price per cut: £40, 875.

    Shrub Maintenance                                      7 months   September    March 2009      £15,000 pa required to undertake this function
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    - discussion between SRBC and LCC                                                             £5,000 allocated. Further £10,000 to be
    Shrub areas in residential and high visibility areas                                          identified.
    included on a regular maintenance schedule for
    weed control and pruning
    Road Sweeping                                             8 months   November     June 2009   £25,000 pa - Initial increased employee costs.
    - SRBC undertaking mechanical sweeping of dual                                                Significant potential for £5,000-£10,000
    carriageways and litter pick the adjacent verges                                              efficiency savings per authority through shared
    during the night rather than during the day.                                                  traffic management costs of gully cleaning and
    - Exploration of efficiency through shared traffic                                            sign cleaning – currently being investigated.
    management costs with LCC on gully emptying

    Enforcement of O/hanging vegetation - Potential for       6 months   April 2009   September   No efficiency savings identified so far.
    LCC seconded member of staff to SRBC to                                           2009
    investigate ownership issues and instigate remedial

    Gully Cleaning                                            3 months   April 2009   June 2009   Borough wide service - £152,000 pa provided
                                                                                                  by LCC.
    - assessent of current programmes of work
    - feasibility of SRBC undertaking function                                                    Significant potential for £5,000 - £10,000
    discussed with LCC                                                                            efficiency savings per authority through shared
    - agreed that current provision remains with LCC                                              traffic management costs of gully cleaning and
    - agreement to sharing information and aligning                                               sign cleaning – currently being investigated.
    programmes of work
    - assessment of costs and traffic impact of daytime
    vs night-time operations, to be considered

    Control of weeds in highway paved areas                   6 months   April 2009   September   Borough wide service – £13,500 pa.
    - no specific budgetary allocation or programmed                                              - Urban area managed under Residual
    maintenance                                                                                   Highways Agreement - £12,700 pa.
    - consideration of high visibility areas to be included
    on a maintenance schedule for weed control and                                                - Rural area managed by LCC - £800 pa.
    - feasibility to be assessed
    - funding stream to be identified, possibly through
    highway sponsorship
Project Initiation Document

    Maintenance of highway trees                          3 months   October 2008   December   No efficiency savings identified so far.
    - assessment of current service provision
    - no specific budgetary allocation or programmed
    - agreed that service remains with LCC and
    existing level of service will be maintained on the
    basis of safety consideration

Project Initiation Document

    Improve and maintain roadside facilities - bus
    shelters, bus stops and direction signs across
    South Ribble:

    - SRBC investigating priority direction sign and       6 months     April 2009       September        As funding stream is identified, potential for
    street furniture cleaning across the borough                                         2009             £5,000-£10,000 efficiency savings per authority
    - No LCC allocation, funding stream to be identified                                                  through shared traffic management costs of
    - Assess potential for traffic management costs to                                                    gully cleaning and road sweeping.
    be shared

    LCC to investigate feasibility of its gully emptying   6 Months     April 2009       June 2009        Significant potential for £5,000-£10,000
    operations (LCES) to be undertaken during the                                                         efficiency savings per authority through shared
    night:                                                                                                traffic management costs of road sweeping and
                                                                                                          sign cleaning – currently being investigated.
    - Agree areas of work with potential
    - agree programmes for each area of work
    - assess potential for jtraffic management costs to
    be shared

8.2 Project Budget

Provide details of the cost involved, whether this will be capital or revenue (your accountant can help you with this) and when the project will be delivered. If
appropriate include costs for any additional staffing resources which would be required to deliver the project. A much firmer idea of costs should now be

This project has been allocated £50,000, in the first year ( to June 2009) from the Sub Regional RIEP allocation, together with a similar indicative allocation
for years 2 and 3 to support roll out of the pilot work.

Project Initiation Document

8.3 Key Project Team Members Roles and Responsibilities

List all project team members, detailing their normal job title, directorate, their role and responsibility in the project, and confirm whether they have the
capacity to carry out their role in the project. You should check this with the individual concerned and their line manager. The role and responsibility section
column should provide clear narrative of what is expected of each project team member. It may also help to provide a diagram of the project organisation

Name                          Job Title               Directorate                Role & Responsibility in Project                                Capacity
Stuart Wrigley                Assistant Executive     Environment Directorate    Lead officer from LCC
John Dakin                    Corporate Director,     Policy and                 Lead officer from SRBC
                              Policy and              Neighbourhoods
Stuart Benson                 Programme Manager       Environment Directorate    Manage the pilot scheme by:

                                                                                     1. evaluating progress, identifying lessons,
                                                                                        analysing results and preparing conclusions on
                                                                                        the success and transferability of the pilot
                                                                                        schemes outcomes
                                                                                     2. ensuring effective communication exists between
                                                                                        County and District service managers
                                                                                     3. identifying and managing links with other
                                                                                        initiatives where appropriate e.g. Locality Plans
                                                                                     4. providing support on collaboration and joint
                                                                                        policies or initiatives to the Steering Groups
                                                                                     5. establishing reporting mechanisms on progress
                                                                                        to inform the leadership, members and senior
                                                                                        officers of the respective authorities

                                                                                 Oversee the project management of service
                                                                                 improvement initiatives by:

                                                                                     1. ensuring the focus of activity is the delivery of

Project Initiation Document

                                                                                        improved outcomes for local people
                                                                                     2. liaising with managers to ensure that project
                                                                                        plans are established and include targets,
                                                                                        milestones, expected outcomes, ownership and
                                                                                        that these underpin the achievement of improved
                                                                                     3. establishing and managing a reporting
                                                                                        mechanism that reports clearly on progress and
                                                                                        outcomes and integrates this into an effective
                                                                                        communication strategy for disseminating results
                                                                                        on a wider Lancashire basis
                                                                                     4. providing project management support to the
                                                                                        Steering Groups in their strategic management
                                                                                        of the respective pilot schemes

Rachel Crompton               Highway Manager for    Environment Directorate     Professional/technical streetscene lead from LCC.
                              South Ribble
Mark Gaffney                  Head of Streetscene    Policy and                  Professional/technical streetscene lead from SRBC

8.4 Impact on other Directorates

Within the wider Locality Plan there is a requirement to consider the introduction of a pilot project to increase the number of customer enquiries
resolved at the first point of contact. As a good number of enquiries that are raised by residents are related to Environment related services;
particularly around highways issues, other directorates within LCC and SRBC have been involved in shaping proposals that ensure customer
contacts in relation to street scene matters can be handled appropriately in each locality.

9 Project Communications
A Communications Plan has been developed and agreed, as part of the business plan, by the South Ribble Joint Steering Group. The Plan has been
produced in order to help the smooth the roll out of this pilot and maximise opportunities to raise awareness of benefits to residents, project successes and
positive partnership working. The Plan will also lay the foundation for any future locality plan communications and be reviewed on an ongoing basis to
monitor its effectiveness.

Project Initiation Document

The Plan's objectives include the following commitments:

•         Production of regular proactive press releases for identified key projects to core media
•         Provision of quarterly updates to partners and elected members to improve communications flow
•         Promotion of partnership activity through various internal channels to raise awareness to employees
•         Provision of advice and assistance on all Pilot communications issues

Key Pilot messages have been identified and underpin all communication within the plan and reactively with the media.

     o    Residents will receive improved local services as part of joint working
     o    Both council's are working together to increase efficiency and savings for residents
     o    Residents can get quick and easy access to information about joint services from both partners

Audience messages and channels:

                 Audience       Key Messages                     Media
                 Residents     • Local services                  • Print and broadcast media
                               • Direct outcomes                 • Council online media
                               • Benefits for them               • Councillors and local meetings
                               • Cost efficiency                 • Marketing / information collateral
                                                                 • Vision (LCC)
                                                                 • Forward (SRBC)
                 Employees     • New working practices           • Fast forward (LCC)
                               • Project successes               • Team Talk (LCC)
                               • Best practice                   • ENV Intranet
                               • Responsibilities and benefits   • SRBC intranet / forums
                                 to officers
                 Members       • Key project messages            •   Members portal (LCC)
                               • Project successes               •   Emailed press releases
                                                                 •   Quarterly updates
                                                                 •   Lancashire Locals
                                                                 •   SRBC internal communications channels
                 Media         • Objectives of pilots            •   Press releases
                               • Projects successes              •   Reactive media liaison
                               • Key contacts and new way of     •   Information and interviews from agreed
                                 working                             officers and members
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                              • Consistent messages

Project Initiation Document

                                                   Project Initiation Document (PID) Checklist

This checklist should be completed by the author of the PID before being checked by the Senior Responsible Owner and project support.

Checklist                                                              Author   Notes                                          SRO      Project
                                                                       Check                                                  Check     Support

Has each section been completed?

Is it clear what is being delivered?

Is it clear how the project is going to be delivered?

Is it clear who needs to be involved in the project?

Are all members of the project team aware of their role and

Have all relevant line managers been consulted?

Is there enough existing capacity to deliver the project

Have all key project team members had project management

Are the timescales realistic?

Have proposed costs been checked by finance to establish if
they are capital or revenue costs and if the project will create any
revenue imprecations for other directorates?

Can the project be completed within existing capacity?

Project Initiation Document

Have the resource implications for other directorates been

If the project is a large project, has a separate Communications
Plan been written?

Has the Risk Register been updated?

Has an Issues Log been established?

Has a Lessons Learned Log been established? (Large & medium
projects only)


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