It is essential that we implement our programme if we are to deliver the objectives of this LTP2 and play our part in delivering the Transport Shared Priority. We have substantially strengthened our delivery framework, having learnt from the experience of recent years during which LTP funding levels have risen substantially.
We have established a new Chief Executives Transport Group (CETG) to improve our decision-making and ensure that problems are addressed quickly at a senior level. We are also enhancing our monitoring and management systems. An independent Strategic Programme Manager now reports directly to the CETG, with a remit to ensure that the programme is delivered on time and budget, and produces the expected outcomes. We have developed an improved interim monitoring system, pending the setting up of a new system, currently being developed that provide more accurate and timely information. This will enable managers to act quickly to keep our programme on track. We are supporting all these enhancements with closer, more regular scrutiny of progress by CEPOG and the Joint Planning & Transportation Sub-Committee.
We are putting considerable effort into communicating our proposals and how they fit into our LTP2 Strategy. We want to ensure that the public and stakeholders understand the reasons and wider context. We want to reduce the opposition which can arise from public misunderstanding of proposals, and which can cause significant delays.
Finally, we are introducing more robust risk assessment and risk management procedures which, when combined with our other measures, will help to ensure that programmes are delivered on time and to budget..
We have assembled our LTP2 programme in order to deliver our local objectives and those of the Transport Shared Priority. There are three elements:
- Major Schemes
- Integrated Transport Block
- Maintenance Block
We have balanced our priorities with their deliverability in order to produce a robust five-year framework. Our programme maximises opportunities to make best use of existing assets in order to minimise the need for new or upgraded infrastructure.
We have analysed past expenditure patterns of individual Authorities to help compile individual Integrated Transport programmes which reflect both local and LTP2 priorities. This is why local patterns of expenditure and activity differ, whilst all Authorities are playing their part in delivering the wider LTP2 objectives.
General patterns of Maintenance expenditure are determined by LTP2 priorities, but local factors again influence the detailed approaches of individual Authorities.
We are making sure that Major Schemes link to our overall Strategy and integrate with local initiatives. We consider both approved and proposed Major Schemes later in this section, along with how we aim to achieve value for money.