Environment Policy Development and Scrutiny Panel

DATA LABEL: Public

West Lothian Civic Centre Howden South Road LIVINGSTON EH54 6FF

19 April 2016

A meeting of the Environment Policy Development and Scrutiny Panel of West Lothian Council will be held within the Council Chambers, West Lothian Civic Centre on Thursday 28 April 2016 at 2:00pm.

For Chief Executive

BUSINESS

1. Apologies for Absence

2. Order of Business, including notice of urgent business

3. Declarations of Interest - Members should declare any financial and non- financial interests they have in the items of business for consideration at the meeting, identifying the relevant agenda item and the nature of their interest.

4. Confirm Draft Minutes of Meeting of Environment Policy Development and Scrutiny Panel held on Thursday 18 February 2016 (herewith).

5. Scottish Government Consultation - Impact of Modern Technology on Taxi and Private Hire Car Licensing - Report by Head of Corporate Servcies (herewith).

6. Planning, Economic Development & Regeneration Management Plan - Report by Head of Planning, Economic Development and Regeneration (herewith).

7. Newton Air Quality Management Area - Report by Head of Planning, Economic Development and Regeneration (herewith).

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8. Compulsory Microchipping of Dogs – Report by Head of Planning, Economic Development and Regeneration (herewith).

9. Results of Scottish Natural Heritage Users Survey of John Muir Way - Report by Head of Planning, Economic Development and Regeneration (herewtith).

10. West Lothian Travel - Quiet Roads Project - Report by Head of Operational Services (herewith).

11. Local Flood Risk Management Plan - Report by Head of Operational Services (herewith).

12. Accident Investigation and Prevention (AIP) - Casualty Reduction Programme 2016/17 - Report by Head of Operational Services (herewith).

13. Beecraigs Sawmill - Review of Service Provision - Report by Head of Operational Services (herewith).

14. Tree Management and Safety Policy - Report by Head of Operational Services (herewith).

15. Operational Services Management Plan 2016/17 - Report by Head of Operational Services (herewith).

Public Items for Information

16. Environment Policy Development and Scrutiny Panel Timetable of Meeting 2016/17

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NOTE For further information please contact Eileen Rollo on 01506 281621 or email [email protected]

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MINUTE of MEETING of the ENVIRONMENT POLICY DEVELOPMENT AND SCRUTINY PANEL of WEST LOTHIAN COUNCIL held within COUNCIL CHAMBERS, WEST LOTHIAN CIVIC CENTRE, on 18 FEBRUARY 2016.

Present – Councillors Tom Conn (Chair), Diane Calder, Dave King, Greg McCarra, Diane Calder, Jim Dixon substituting for Barry Robertson and Cathy Muldoon substituting for Tony Boyle

Apologies – Councillor Barry Robertson, Tony Boyle

1. DECLARATIONS OF INTEREST

There were no declarations of interest made.

2. MINUTES

a) The panel confirmed the Minute of its meeting held on 17 December 2015 as a correct record. The Minutes was thereafter signed by the Chair.

b) The panel confirmed the Minute of its meeting held on 12 January 2016 as a correct record. The Minute was thereafter signed by the Chair.

3. PERFORMANCE REPORT

The Panel considered a report (copies of which had been circulated) by the Head of Operational Services advising of current levels of performance for all indicators which were the responsibility of the Environment Policy Development and Scrutiny Panel.

The Head of Operational Services advised that the council’s performance management system, Covalent, measured the performance of service activities through the use of key performance indicators (KPI’s). Covalent used a simple traffic light system to show if progress was on target (green), in danger of falling behind target (amber) or below target (red).

The report advised that there were currently 29 High Level Key Performance Indicators under the remit of the panel and were categorised as follows:-

 26 green

 1 amber

 2 red

Appendix 1 to the report contained full details of each indicator.

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In conclusion it was advised that the report informed the panel of the performance of the wide range of activities within Operational Services. The information contained in the report and appendices would allow the panel to focus on the issues that services currently faced and included indicators where services performance was currently below target.

It was recommended that the Panel note the performance information and determine if further action or enquiry was necessary for any of the indicators mentioned in the report.

Decision

To note the contents of the report

4. CEMETERY MANAGEMENT RULES

The panel considered a report (copies of which had been circulated) by the Head of Operational Services providing information on the outcome of the consultation on the draft Cemetery Management Rules and seeking support for the final Cemetery Management Rules to be submitted to Council Executive for approval.

The report recalled that at its meeting on 30 June 2015 Council Executive agreed that all stakeholders were to be consulted on the draft cemetery management rules. The aim of the consultation was to afford all stakeholders the opportunity to comment on the draft cemetery management rules prior to them being approved and subsequently advertised as part of the final implementation process.

All stakeholder groups including local clergy, monumental masons, funeral directors, community councils and lair holders were sent a direct link to the consultation survey on the draft rules. In addition to these specific groups the Citizens Panel, Equality Forums and health improvement in later life group were also invited to participate. The survey ran for four months and closed on 31 December 2015.

All key stakeholders were asked whether they agreed with the draft cemetery management rules across three separate approaches and were given the opportunity to provide comments. The full response to the consultation including stakeholders’ comments and a summary of the questions and answers were provided in a series of appendices attached to the report.

A total of 653 responses were received across the three separate approaches with an average of 90.53% of the responses supporting the introduction of Cemetery Management Rules. With regards to the management of pre-existing lairs thirteen of the one hundred and seventy comments received related to the proposals for railings, kerbing, corner stones and gravel. Of the thirteen comments, eight participants were not in favour of the proposals, whilst two responses were in favour and three considered neutral.

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Following analysis of all the responses it had been determined by officers to make two minor changes to the draft cemetery management rules and these were as follows :-

a) Item 5.2 and 5.3 – the word “artificial” had been added to clarify that the rules were referring to storing artificial wreaths as opposed to natural wreaths and flowers; and

b) Terms and Conditions – Booking an Internment Item 2.1 – the timings available for booking internments had been updated to include Friday bookings that had been omitted from the draft cemetery management rules.

Once members’ views had been sought on the final Cemetery Management Rules and pending Council Executive approval the council was required to publish them for a period of 28 days to allow any member of the public an opportunity to view them. During this period of time any person could object to any of the rules and council would be required to consider that objection before implementing the rules.

It was also to be noted that the proposed measures for the management of existing lairs would be implemented along with the final Cemetery Management Rules to ensure that an appropriate approach was taken to manage existing lairs in a sensitive and professional manner.

It was recommended that the Panel note the outcome of the consultation on draft Cemetery Management Rules and support the submission of the final Cemetery Management Rules to the Council Executive for approval.

Decision

To note the contents of the report and agreed that the report be forwarded to the next appropriate meeting of the Council Executive with the recommendation that it be approved.

5. LINLITHGOW LOCH CATCHMENT MANAGEMENT PLAN – LOCH SUMMIT UPDATE

The panel considered a report (copies of which had been circulated) by the Head of Operational Services & Head of Planning & Economic Development providing an update on progress on the Linlithgow Loch Catchment Management Plan arising from a recent Loch Summit.

The report advised that Linlithgow Loch was one of only two remaining natural lowland lochs in the Lothians. It provided the setting for Linlithgow Palace and Peel. The loch was integral to the town’s tourist appeal and provided a number of land and water-based recreational opportunities as well as being the focal point for naturalists and outdoor education activities.

The site was a designated Site of Special Scientific Interest for its botanical and ornithological interests. Site monitoring in 2004 concluded

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that the loch was in an unfavourable condition due to nutrient enrichment largely associated with land use in the catchment. Evidence suggested that the loch was currently eutrophic trending towards hyper-eutrophic.

One of the negative effects of the increase in nutrient levels within the water body was the appearance of an extended seasonal bloom of blue- green algae which breaks down, releasing toxins into the water. This leads to further decline in water quality and low oxygen levels and represented a potential risk to public health.

The report recalled that in June 2015 the panel considered a report that provided an update on:

 Re-organisation of the Catchment Management Plan Working Group (CMPWG) and related sub-groups:

 Initial offer by Historic Scotland to part finance the project, but which, after review was withdrawn as it could not be matched by Scottish Environment Protection Agency (SEPA), Scottish Natural Heritage (SNH) or the council;

 Potential projects and funding e.g.; scope for a “Parks for People” Heritage Lottery Fund scheme; and

 “Loch & its wildlife” leaflet, also summarising the Catchment Management Plan aims which was prepared by the CMPWG and had been widely distributed around the town.

In autumn 2015 a first phase of road drain marking had been completed in Springfield Estate which drained into Linlithgow Loch to raise awareness and planned to undertake a further phase of the project in spring 2016.

As part of the project to better understand how the loch responded to rainfall and the extent of flood risk to surrounding properties, consultants recently completed the third of a three-part study which recommended the following:-

1. Instigate a maintenance regime to remove debris from the fish screen and the St Ninian’s Road culvert inlet trash screen;

2. Maintain loch levels in winter at a lower level;

3. Improve channel capacity in the Mill Burn downstream of the St Ninian’s Road culvert;

4. Carry out a topographic survey to determine critical levels in terms of potentially susceptible property; and

5. Raise loch bank levels locally to reduce the frequency of overtopping in the most susceptible zone.

Implementing these recommendations would require considerable planning and would rely on other stakeholders, particularly Historic Environment Scotland. Although tentative discussions had taken place, it

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was proposed to include these activities in the council’s Flood Risk Management team’s forward programme.

The report went on to advise that in order to bring together the various parties involved in Linlithgow Loch, a Loch Summit was organised by Historic Environment Scotland on 24 November 2015.

The Summit identified a number of issues and was detailed in the report, with the main points to move the issues forward also being summarised in the report.

The Heads of Operational Services and Planning and Economic Development explained that the primary task from the agreed CMP remained the instruction of a nutrient appointment survey to finally determine the extent to which the land use types in the catchment were polluting the loch. The outcome of this study would inform a future investment programme ensuring that the priority given to each action was proportionate to the risk it presented.

Following scientific advice from the Centre of Ecology & Hydrology it was hoped the nutrient apportionment study would be commissioned by HES and carried out by Scottish Rural University Colleges during 2016/17.

There remained a need to bring forward a number of related environmental improvement projects, out-with the CMP, subject to available budgets that would also have an impact on the loch and surrounding Peel. These potential projects were listed in Appendix A and would be subject to detailed consultation with several specific owners, including HES

The Heritage Lottery Fund (HLF) “Parks for People” initiative was initially thought to be a potentially rich resource which could bring improvements to the Peel and Loch. However, initial advice for HLF officials was that projects to improve the loch were unlikely to be funded in their own right unless they formed part of a more comprehensive, wider project.

From the council’s West Lothian Open Space Strategy there remained a capital allocation of £87k, in 2017/18 for improvement to the Peel as a Neighbourhood Park that would require a “place-making” exercise to establish what local people want.

In conclusion the report advised that Linlithgow Loch was a unique and valuable asset to West Lothian. However, it remained in a long-term deteriorating condition due to pollution from surrounding land use within the complex catchment.

There was a long established partnership group of organisations with varied interests in the Loch and whilst it was agreed that the Catchment Management Plan provided an agenda for action, the group lacked authority. Historic Environment Scotland would set up a new Strategic Management Group and related sub-groups to advance the CMP.

HES agreed to lead a nutrient apportionment study as the first action under the CMP aimed at prioritising planned actions which had the

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biggest impact. Exploration of potential funding streams by main parties for various other related projects to help protect and enhance the Loch’s overall condition and appeal also required to get underway.

The report recommended that the panel:

1. Note the outcome of the recent summit of various organisations and local interested parties on issues effecting Linlithgow Loch; and

2. Acknowledge that officers, along with partners, would progress suitable grant applications, subject to available budgets, for various improvement projects in and around the Loch and contribute to the Loch Catchment Management Plan.

Decision

To note the terms of the report.

6. CIVIC GOVERNMENT ((SCOTLAND) ACT 1982 – TAXI FARE REVIEW

The panel considered a report (copies of which had been circulated) by the Head of Corporate Services advising of steps taken as part of the review of the council’s current table of taxi fares and associated charges.

The report advised that under Section 17 of the Civic Government (Scotland) 1982, the council as a licensing authority was required to fix maximum fares for the hire of taxis in its area, and all other charges in connection with the hire of a taxi or with the arrangements for its hire and to review its fare table, detailing fares and charges on a periodic basis.

The council’s current fare table came into force on 5 September 2014 and required to be reviewed. In practice metered private hire cars also used the same fare table.

The Head of Corporate Services explained that in accordance with previous practice, the Licensing Team consulted with representatives of the West Lothian Taxi Owners Association and West Lothian Taxi and Private Hire Car Owners and Drivers Association. The representatives of the associations consulted informed the Licensing Team that their associations wished the changes detailed in Appendix 1 to be made to the current fare table.

Under sections 17(4A)(b) and (c) of the 1982 Act, where the council proposes to make changes to its fare table it must publish its proposed new fare table in a newspaper circulating in its area:

 Setting out is proposed new fares;

 Explaining the effect of them;

 Proposing a date on which they are to come into effect; and

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 Stating that any person may make representation in writing regarding them.

The notice was published in the West Lothian Courier on 14 January and was attached as appendix 2 to the report; therefore the one month period for any representations would end on 15 February 2016. At the time of writing the report one representation was received and contained in appendix 3.

If the proposed new fare table was to be approved, copies would be distributed to all hire car operators and would arrange for it to be published on the council’s website. There would also be a right of appeal for taxi operators and trade organisations if Council Executive were to approve the new fare table.

The panel was advised that the effective date for the new fare table would be 5 April 2016 and not 5 March as intimated in the report.

In conclusion it was advised that the council as a licensing authority was required to comply with Section 17 of the 1982 Act by reviewing its taxi fare table periodically in consultation with local trade organisations and thereafter to publish notice of any proposed changes to its fare table and to consider any representations made in writing regarding the proposed changes.

The report recommended that the panel note that:-

1. Periodic review of the fare table was undertaken, as required under section 17 of the Civic Government (Scotland) Act 1982;

2. Consultation had taken place with the relevant trade organisations, as required under the 1982 Act;

3. Notice of the proposed new fare table, explaining the effect of the proposed changes to the current fare table, has been published in a newspaper circulating in the council’s area, as require under section 17 (4A)(d) of the 1982 Act; and

4. the council must consider any representations made in writing regarding its proposed new fare table received within a month of the date on which the notice was published, as required under section 17(4A)(d) of the 1982 Act; and

5. The panel agree to recommend to the Council Executive that the proposed new fare table be approved.

Decision

To note the contents of the report and agreed that the report be forwarded to the next appropriate meeting of the Council Executive with the recommendation that it be approved.

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7. BROXBURN AIR QUALITY MANAGEMENT AREA – DRAFT AIR QUALITY ACTION PLAN UPDATE

The panel considered a report (copies of which had been circulated) by the Head of Planning and Economic Development advising of progress made in preparing the statutory Draft Air Quality Action Plan (AQAP) for the Broxburn Air Quality Management Area (AQMA) and to advise on the next steps in the statutory process for developing and adopting a final Air Quality Action Plan.

An Air Quality Management Area (AQMA) for Broxburn was declared in March 2011 due to exceedances of the relevant national air quality objective standards for both Nitrogen Oxide (NO2) and fine particulates (PM10).

Where an Air Quality Management Area (AQMA) had been declared, local authorities were required to develop an Action Plan (AP) in pursuit of the achievement of air quality standards and objectives. There was no legal duty to meet the objectives and standards themselves as this may not be achievable however the authority had to be seen to strive towards this.

The next step in the process was to proceed to wider consultation with external stakeholders and the members of the public and this consultation would shape the final Action Plan which would require Council Executive approval in late 2016.

The report continued to explain that following the declaration of the AQMA a further assessment was commissioned and a summary of findings was detailed in the report.

A draft Action Plan had now been completed and had 23 strategic and direct measures to reduce transport emissions. Each measure had been given a short, medium or long timescale for completion. These were outlined in Appendix 1 attached to the report.

Data for 2014 had indicated that pollutant levels were below the relevant air quality objectives and preliminary date for 2015 was suggesting the same. However Scottish Government policy encouraged a long-term approach discouraging revocation where subsequent re-declaration of an AQMA was potentially foreseeable. However large scale housing developments planned for both north Broxburn and Winchburgh were expected to increase traffic using Greendykes Road in the medium to long term.

Once consultation was approved the draft Action Plan would be subject to wide consultation both with internal and external stakeholder. The final Action Plan would list the measures considered worthy of pursuit and details timescales for their implementation. West Lothian Council would continue to review and assess air quality to monitor the situation and success of the plan. Reports on progress on the implementation of the Action Plan would be submitted to the Scottish Government and SEPA on

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an annual basis.

It was recommended that the Panel :-

1. Consider and comment upon the report and notes the intention to present the report to the Council Executive with the recommendation that public consultation on the draft Air Quality Action Plan be progressed;

2. Note that the draft Air Quality Action Plan would be subject to both internal and external consultation, the results of which would shape the proposed final Action Plan; and

3. Note that due to the size of the draft report it had not been attached to the committee report. However a full version was available from Environmental Health and a summary of proposed actions was provided for information.

Decision

To note the contents of the report and agreed that the report be forwarded to the next appropriate meeting of the Council Executive with the recommendation that it be approved.

8. LINLITHGOW AIR QUALITY MANAGEMENT AREA

The panel considered a report (copies of which had been circulated) by the Head of Planning and Economic Development advising of the results of the statutory work undertaken by Environmental Health to monitor air quality in Linlithgow and to advise that an Air Quality Management Area (AQMA) associated with High Street, Linlithgow was required.

The Air Quality (Scotland) Regulations 2000 laid down standards and objectives to be achieved by specified dates for seven priority pollutants. The council was obliged to report annually to the Scottish Government on these seven priority pollutants. A three year cycle was specified with Progress Reports each report except the third year where a more in depth “Updating and Screening Assessment” was required.

An Update and Screening report for Linlithgow was submitted and accepted by Scottish Ministers in June 2014. Since this time Scottish Government funding was sought and obtained to allow commissioning of external expertise to carry out the Detailed Assessment of Air Quality in Linlithgow. This report had now been finalised and encompassed modelling of both PM10 and Nitrogen Oxide. In light of the Detailed Assessment of Air Quality in Linlithgow, West Lothian Council was required to declare an Air Quality Management Area for the exceedances of the Scottish PM10 annual mean and Nitrogen Oxide annual mean objectives.

Prior to declaring an Air Quality Management Area a one month public consultation was required on the proposed AQMA including the proposed boundaries. Declaration of the AQMA for Linlithgow would be a major item of work for 2016-17 and following declaration there would begin a process

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of internal consultation looking at all the options to improve air quality and prioritise these into an Action Plan.

It was recommended that the panel consider and comment upon the report and note the intention to present the report to the Council Executive with the recommendation that the air quality management area encompassing the whole of Linlithgow be progressed.

Decision

To note the contents of the report and agreed that the report be forwarded to the next appropriate meeting of the Council Executive with the recommendation that it be approved.

9. CONSULTATION ON PROPOSALS FOR REGULATIONS SUPPORTING THE NEW LICENSING SYSTEM FOR MOBILE HOME SITES WITH PERMANENT RESIDENTS

The panel considered a report (copies of which had been circulated) by the Head of Planning and Economic Development advising of a Scottish Government consultation on proposals for regulations supporting the new licensing system for mobile home sites with permanent residents and to seek approval for a council response.

The report recalled that the Housing (Scotland) Act 2014 created a new licensing system for mobile home sites that were licensed to have permanent residents by amending the Caravan Sites and Control of Development Act 1960. The 1960 Act contained many deficiencies and West Lothian Council staff was instrumental in contributing to the development of a new licensing regime.

Whilst the 2014 Act set out the framework of the new system it did not provide the necessary detail. However the Act did provide Scottish Ministers the power to make regulations setting out in more details how the system would work. In addition to the Act and proposed regulations, the Scottish Government had undertaken to publish guidance (to which the local authority was legally required to have regard) which would set out good practice.

The proposed regulations largely fulfilled the Scottish Government’s policy objectives to provide improved regulatory tools to rid the sector of the abuses for which elements of the industry had become known. Also the Scottish Government proposed increasing the maximum permitted caravan dimensions in Scotland which would bring it in line with the rest of the UK.

The report recommended that the panel:-

 Note the officer response to the consultation

 Note that, in order to meet the date deadline of the response, it had to be submitted as a draft to the Scottish Government and would be confirmed following Council Executive approval; and

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 Note the intention for the response to be presented to Council Executive for approval.

Decision

To note the contents of the report and agreed that the report be forwarded to the next appropriate meeting of the Council Executive with the recommendation that it be approved.

10. ENVIRONMENT PDSP WORKPLAN

The panel considered a list of items that would form the basis of the panel’s work over the coming months.

Decision

To note the contents of the workplan.

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ENVIRONMENT POLICY DEVELOPMENT AND SCRUTINY PANEL

SCOTTISH GOVERNMENT CONSULTATION – IMPACT OF MODERN TECHNOLOGY ON TAXI AND PRIVATE HIRE CAR LICENSING

REPORT BY HEAD OF CORPORATE SERVICES

A. PURPOSE OF REPORT

To make the Panel aware of the Scottish Government’s current consultation on the impact of modern technology on taxi and private hire car licensing and to invite the Panel to consider the draft response to the consultation appended to this report.

B. RECOMMENDATION

That the Panel agrees to recommend to the Council Executive that the proposed response to the consultation is approved.

C. SUMMARY OF IMPLICATIONS

I Council Values • Focusing on our customers' needs

• Being honest, open and accountable

• Working in partnership

II Policy and Legal (including Section 10 and 13 of the Civic Government Strategic Environmental (Scotland) Act 1982 Assessment, Equality Issues, Health or Risk Assessment)

III Implications for Scheme of None Delegations to Officers

IV Impact on performance and None performance Indicators

V Relevance to Single None Outcome Agreement

VI Resources - (Financial, None Staffing and Property)

VII Consideration at PDSP N/A

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VIII Other consultations Inspector Frank Smith of Police Scotland, Heads of Service D. TERMS OF REPORT

D1 Background

On 22 March 2016 the Scottish Government issued a consultation document to a range of consultees including all local authorities in Scotland regarding the impact of modern technology on taxi and private hire car licensing. The closing date for responses to the consultation is 15 June 2016.

The consultation is concerned generally with the impact of modern technology on the current legal framework for the licensing of hire car booking offices, hire car drivers and hire cars. This includes taxis and private hire cars. The modern technology referred to includes, for example, smart-phones and tablets, which are increasingly of widespread use, and have created new possibilities for the manner in which hire car bookings can be made. This includes, in particular, the possibility of hire car bookings being made by customers through remote online electronic booking services, rather than through local premises-based booking offices.

These new possibilities and the business models which incorporate them have the potential to have a significant impact on the operation of the local hire car trade and therefore customers using hire cars in West Lothian.

A copy of the consultation document including the council’s proposed response to the consultation is attached as Appendix 1 to this report.

E. CONCLUSION

The Scottish Government has issued a consultation on the impact of modern technology on taxi and private hire car licensing, based on emerging business models within the hire car trade, and the need to review the provisions of the current hire car licensing framework in the light of these.

F. BACKGROUND REFERENCES

Civic Government (Scotland) 1982

Appendices/Attachments:

Appendix 1: draft response to consultation

Contact Person: Audrey Watson, Managing Solicitor – Licensing, Legal Services (01506) 281624 [email protected]

Julie Whitelaw, Head of Corporate Services

Date: 28 April 2016

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TAXI AND PRIVATE HIRE CAR LICENSING – CONSULTATION ON THE IMPACT OF MODERN TECHNOLOGY

Background

1. The Civic Government (Scotland) Act 1982 (the “1982 Act”)1 provides that both a taxi and private hire car are "hire cars". Taxis are able to use taxis ranks and be hailed in the street as well as being pre-booked. However, a private hire car may not ply for hire in this way and must be pre-booked. Drivers of taxis and private hire cars are licensed separately under the 1982 Act.

2. Taxis and private hire cars are licensed by local authorities. The 1982 Act provides the licensing authority is the local authority within whose area the licensed activity takes place. They administer the licensing regime including setting local licensing conditions and, with the assistance of Police Scotland, enforce the licensing regime requirements. Section 3A of the 1982 Act also enables Scottish Ministers to provide mandatory licence conditions for any licensing regime in the 1982 Act.

3. More recently in this area, the Civic Government (Scotland) Act 1982 (Licensing of Booking Offices) Order 2009 (the “2009 Order”) was introduced to increase control and oversight of offices that take bookings for taxis and/or private hire cars. These arrangements allow local licensing authorities to license and regulate taxis and private hire car vehicles, drivers and booking offices to ensure they provide safe services for the public. Licensing authorities are best placed to take local circumstances into account.

4. The Scottish Government consulted on proposals for change in relation to taxis and private hire cars between 2012/20132 and the Summary of Consultation Responses is available online3. This consultation helped inform the provisions within the recent Air Weapons and Licensing (Scotland) Act 20154 (the “2015 Act”).

5. During the Parliamentary passage of the 2015 Act, concerns were raised about the impact of modern technology such as smartphone apps on the licensing regime for taxis and private hires, and the Cabinet Secretary for Justice made a commitment to undertake further work to address these issues. Scottish Government officials

1 http://www.legislation.gov.uk/ukpga/1982/45/contents

2 http://www.gov.scot/Publications/2012/11/2484

3 http://www.gov.scot/Publications/2013/09/2230

4 http://www.legislation.gov.uk/asp/2015/10/contents/enacted

- 17 - have carefully considered the issues raised during the passage of the 2015 Act, and have met with stakeholders to seek their views.

Other developments in the United Kingdom

6. In 2014 the Law Commission issued a report on taxi and private hire services in England and Wales (see the summary5 and the report6). This report discusses the issue of modern technology in paragraph 3.146 – 3.159 and is now being considered by the UK Government.

7. In August 2015, the UK Government House of Commons produced a briefing on taxis and private hire vehicles7.This briefing provides a good summary of current issues, with a useful analysis of the position in terms of licensing across the four nations.

8. This demonstrates that there are concerns regarding the impact of modern technology on taxi and private hire car services not only in Scotland but also in the UK. These issues are also attracting attention worldwide and have generated significant political and media interest.

Purpose of Consultation

9. The Scottish Government is undertaking a variety of work in relation to taxis and private hire cars, this consultation is particularly focussed on the impact of modern technology. Modern technology, such as the advent of smartphone apps allowing you to book a taxi or private hire car directly from a mobile phone, is already having a major impact on the way that taxis and private hire cars operate. It is increasingly clear that we face a changing technological environment, which will challenge existing businesses and regulatory models.

10. The licensing and regulation of taxis and private hire cars is there to protect the public, and the Scottish Government will continue to review the existing legislation to ensure that it operates as effectively as possible.

11. There are clear potential benefits for taxi and private hire companies and consumers in modern technology such as using apps. However in order to safely realise these benefits we need to develop an up to date licensing regime that reflects the technology used in smart phone apps. The Scottish Government would expect any taxi or private hire car business operating in Scotland to comply with the existing licensing requirements set out by the 1982 Act and the 2009 Order and to ensure all vehicles and drivers continue to be licensed. We are not contemplating a fundamental revision of the licensing regime for taxis and private hire cars.

5 http://www.lawcom.gov.uk/wp-content/uploads/2015/03/lc347_taxi-and-private-hire- services_summary.pdf 6 http://www.lawcom.gov.uk/wp-content/uploads/2015/03/lc347_taxi-and-private-hire-services.pdf 7 http://researchbriefings.files.parliament.uk/documents/SN02005/SN02005.pdf

- 18 - 12. We are also aware that the interests of public safety need to be balanced with the need for regulations that are proportionate. In particular we would welcome specific evidence of any adverse effect proposals could have on small operators and any ways this can be mitigated or avoided.

Consultation sections

13. The proposals are split into the following sections:

• The taking of bookings - review of regulations • Local presence • Taxi and private hire car maximum fares • Other concerns.

The taking of bookings– review of regulations

What activity should be regulated?

14. The 2009 Order was introduced to increase control and oversight of offices that take bookings for taxis and/or private hire cars. The decision was made at the time to limit licensing to physical premises to address concerns that had been raised about enforcement of the regime should a booking office licence not be tied to a specific local authority area. It was also decided to limit licensing to those taking bookings for four or more vehicles to reduce the burdens on business.

15. The 2009 Order has now been in force for 6 years and a variety of concerns have been expressed as to the effectiveness of its provisions:

• It has been suggested the current exemption to the booking office licensing regime, where the number of relevant vehicles in respect of which bookings are taken is three or less, should be amended or removed.

• Views have been expressed that the 2009 Order should now be updated and reviewed to take account of modern technology now used for the taking of bookings. The requirement in the 2009 Order for the use of physical premises in the takings of bookings for the licensing regime to apply the focus on premises, such as booking offices, has presented difficulties where bookings can be taken without the need for any office, as can be the case with smart phone apps and online bookings.

16. However we believe that there does remain the need for the public and regulators to be able to contact a business for the purposes of local regulation and enforcement. There are benefits to customers and others in having a business that is readily accessible, and capable of handling complaints and queries promptly.

- 19 - Questions: the regulation of the taking of bookings

1. Should the current booking office licensing regime be updated and the definition of the licensed activity amended?

Yes No

Comments

2. In what ways should the booking office licensing regime be amended?

Comments

3. What would be the impact for local Licensing Authorities, the trade and the public?

Comments

4. Should the current exemption to the licensing regime for booking offices with three or less relevant vehicles be amended?

Yes No

Comments

5. What should the limit be amended to?

Comments

6. What would be the impact for local Licensing Authorities, the trade and the public?

Comments

7. Should the current position and status quo be maintained?

Yes No

Comments

Local presence:

Where should that activity be regulated?

17. The licensing requirement in the 2009 Order is activated in respect to premises carrying out the activity of taking booking from members of the public for the hire of a relevant vehicle. An alternative of licensing the activity of taking bookings, without the requirement of doing so from a physical premise, was rejected due to concerns raised about enforcement of the licensing regime. For example if the licensed activity was simply the taking of a booking, it may prove difficult to regulate

- 20 - someone taking bookings by mobile technology, who might easily move between different licensing authority areas. Issues may arise not only with regards to which licensing authority the person requires a licence from but also how the licensing requirements can be enforced by the licensing authority or Police Scotland. These same issues will still need to be considered.

Questions: where should the taking of bookings be regulated

8. If a business is taking bookings where should it be registered? For example should it be registered in every local authority where it takes bookings?

Comments

9. What sort of information or assistance should a business taking bookings be required to provide and to whom?

Comments

10. Do you have other concerns about where the taking of bookings should be licensed?

Yes No

Comments

11. Should the current position and status quo be maintained?

Yes No

Comments

Taxi and private hire car maximum fares

Should all fares be regulated?

18. Licensing authorities set the scales for taxi and private hire car fares for their area under section 17 and 18 of the 1982 Act. It is an offence for a taxi or private hire car with a taximeter to charge in excess of these fare scales under section 21(5).However this would only apply where the vehicle is fitted with a taximeter, and while taxis will generally have a taximeter, it is not always standard practice for local licensing authorities to require private hire cars to have a taximeter.

19. Concerns have been expressed that operators without a taximeter installed could now increase prices where there is a mismatch of supply and demand, so called surge pricing, resulting in fares far in excess of the usual metered rate. Local

- 21 - licensing authorities can already agree different fare tariffs to take account of periods such as late night operation or the new year. However surge pricing can result in passengers facing fares many times the usual rate.

20. One option would be for the Scottish Government to apply mandatory conditions such that all relevant vehicles were required to install a taximeter. Alternatively licensing authorities that were concerned about this issue, could impose a condition requiring that a taximeter is installed in all relevant vehicles.

- 22 - Questions: Taxi and private hire car fares and the control of fares

12. Would it be appropriate for taxis and private hire cars to be required to have a taximeter?

Yes No

Comments

13. Should the Scottish Government impose the requirement of a taximeter on all taxis and private hire cars ?

Yes No

Comments

14. Should the requirement of a taximeter for taxis and private hire cars be left instead to the discretion of each local authority?

Yes No

Comments

15. What would be the impact, for example additional costs, of requiring all taxis and private hire car vehicles to install and operate a taximeter. In particular could this jeopardise provision in rural areas?

Comments

16. Are you aware of particular problems with the charging of fares in your local area?

Yes No

Comments

17. Can you suggest, or have you experienced licensing authority good practice in relation to fares?

Yes No

Comments

- 23 - 4. Other Concerns

21. We are keen to hear of any other issues or concerns people may have regarding the impact of modern technology and smart apps on taxis and private hire cars.

Questions: Any additional concerns or suggestions:

18. Do you have any additional concerns regarding the issues raised in this consultation?

Yes No

Comments

19. Do you have any suggestions or are you aware of existing good practice, for addressing the issues raised in this consultation?

Yes No

Comments

- 24 - Annex A

Responding to this Consultation

We are inviting responses to this consultation by 15 June 2016

Please respond to this consultation using the Scottish Government’s consultation platform, Citizen Space. You view and respond to this consultation online at . You can save and return to your responses while the consultation is still open. Please ensure that consultation responses are submitted before the closing date of 15 June 2016.

If you are unable to respond online, please complete the Respondent Information Form (see “Handling your Response” below) to:

[email protected]

Peter Mackenzie Smith Licensing Team GWR St Andrew’s House Regent Road Edinburgh EH1 3DG

If you have any queries contact Peter Mackenzie Smith on 0131 244 3653.

We would be grateful if you would use the consultation questionnaire provided (at Annex C) or could clearly indicate in your response which questions you are responding to as this will aid our analysis of the responses received.

This consultation, and all other Scottish Government consultation exercises, can be viewed online on the consultation web pages of the Scottish Government website at: http://consult.scotland.gov.uk

The Scottish Government has an e-mail alert system for consultations. This system, called SEconsult, allows individuals and organisations to register and receive a weekly email with details of all new consultations (including web links). SEconsult complements, but in no way replaces, Scottish Government distribution lists. It is designed to allow people with an interest to keep up to date with all Scottish Government consultation activity. You can register at SEconsult:

http://www.scotland.gov.uk/consultations/seconsult.aspx

- 25 - Handling your response

If you respond using Citizen Space (http://consult.scotland.gov.uk/), you will be directed to the Respondent Information Form. Please indicate how you wish your response to be handled and, in particular, whether you are happy for your response to be published.

If you are unable to respond via Citizen Space, please complete and return the Respondent Information Form attached at Annex B included in this document. If you ask for your response not to be published, we will regard it as confidential, and we will treat it accordingly.

All respondents should be aware that the Scottish Government is subject to the provisions of the Freedom of Information (Scotland) Act 2002 and would therefore have to consider any request made to it under the Act for information relating to responses made to this consultation exercise.

Next steps in the process

Where respondents have given permission for their response to be made public, and after we have checked that they contain no potentially defamatory material, responses will be made available to the public at http://consult.scotland.gov.uk. If you use Citizen Space to respond, you will receive a copy of your response via email.

Following the closing date, all responses will be analysed and considered along with any other available evidence to help us. Responses will be published where we have been given permission to do so.

Comments and complaints

If you have any comments about how this consultation exercise has been conducted, please send them to Peter Mackenzie Smith at the above address.

Scottish Government consultation process

Consultation is an essential part the policy-making process. It gives us the opportunity to consider your opinion and expertise on a proposed area of work.

You can find all our consultations online: http://consult.scotland.gov.uk. Each consultation details the issues under consideration, as well as a way for you to give us your views, either online, by email or by post.

- 26 -

Consultations may involve seeking views in a number of different ways, such as public meetings, focus groups, or other online methods such as Dialogue (http://ideas.scotland.gov.uk)

Responses will be analysed and used as part of the decision making process, along with a range of other available information and evidence. We will publish a report of this analysis for every consultation. Depending on the nature of the consultation exercise the responses received may:

• indicate the need for policy development or review

• inform the development of a particular policy

• help decisions to be made between alternative policy proposals

• be used to finalise legislation before it is implemented

While details of particular circumstances described in a response to a consultation exercise may usefully inform the policy process, consultation exercises cannot address individual concerns and comments, which should be directed to the relevant public body.

- 27 - Annex B

Taxi and Private Hire Car Licensing –Consultation on the impact of modern technology

RESPONDENT INFORMATION FORM

Please Note this form must be returned with your response.

Are you responding as an individual or an organisation?

Individual x Organisation

Full name or organisation’s name Phone number West Lothian Council

Address 01506 281624

Civic Centre, Howden South Road, Livingston

Postcode EH54 6FF

Email [email protected]

The Scottish Government would like your permission to publish your consultation response. Please indicate your publishing preference:

x Publish response with name Publish response only (anonymous) Do not publish response

We will share your response internally with other Scottish Government policy teams who may be addressing the issues you discuss. They may wish to contact you again in the future, but we require your permission to do so. Are you content for Scottish Government to contact you again in relation to this consultation exercise? x Yes No

- 28 - Annex C

CONSULTATION QUESTIONS

Please provide examples/evidence for your answers. Of particular interest will be information on the impact to business and regulators as a result of proposed changes including information on the additional costs of any changes proposed, the impact on competition and impact on micro and small businesses. Solutions to mitigate any negative impacts are also welcome.

Questions: the regulation of the taking of bookings:

Questions: Taxi and private hire car fares and the control of fares:

1. Should the current booking office regime be updated and the definition of the licensed activity be amended?

Yes x No

Comments: The definition should be amended to cover bookings taken online and over the phone for hire cars within a local authority area regardless of where the arrangements for the booking are made by the booking office. This would ensure that bookings taken outwith Scotland and online would be covered by a licence.

2. In what ways should the booking office regime be amended?

Comments : The regime should be amended as above and should apply to all bookings regardless of the number of vehicles operated on a particular system.

3 What would be the impact for local Licensing Authorities, the trade and the public?

Comments: The public would be protected as details of all hire car bookings would need to be retained allowing Police Scotland and local authorities to request that information to assist in the investigation of crime and complaints. It would be easier to carry out enforcement if all booking offices had to be licensed. There would be no adverse impact for local authorities.

4. Should the current exemption to the licensing regime for booking offices with three or less relevant vehicles be amended?

Yes x No

- 29 -

Comments: See answer to 2 above.

5. What should the limit be amended to?

Comments: There should not be a limit. All hire car bookings should be recorded for safety reasons. Any limit leads to uncertainty and scope for breaches of the legislation.

6. What would be the impact for local Licensing Authorities, the trade and the public?

Comments: See answer to 3 above.

7. Should the current position and status quo be maintained?

Yes No x

Comments: See answers to 1- 6 above.

Questions: where should the taking of bookings be regulated:

8. If a business is taking booking, then where should it be registered? For example should it be registered in every local authority where it takes orders, or where the bulk of its business is?

Comments: Businesses taking bookings for hire cars in a particular area should be required to be licensed in that area. If a booking office is permitted to have a number of vehicles licensed in different areas operating on its system there is scope for breaches of Section 21 of the 1982 Act which would occur if vehicles are undertaking hires which do not start or finish within their licensed area. This has the potential of invalidating insurance for these hires if vehicles are operating in breach of the legislation. This is something which happens routinely and is very hard to enforce. Changing the law in this respect would solve this issue and ensure the public are protected.

9. What sort of information or assistance should a business taking bookings be able to provide and to whom?

Comments: Businesses taking bookings for hire cars should be required to have websites providing details of their businesses, how to complain about

- 30 - the service provided and publish on their websites details of the vehicles operating on their systems as well as their charging and complaints policies. Local authorities are frequently asked for information about which vehicles are operating on which system and are unable to provide it. In the interests of transparency booking offices should be required to provide this information and it would be relatively inexpensive for booking offices to do this given the ease with which websites can now be set up and maintained.

10. Do you have other concerns about where the taking of bookings should be licensed?

Yes No x

Comments

11. Should the current position and status quo be maintained?

Yes No x

Comments: See the answers at 8 and 9 above.

Questions: Taxi and private hire car fares and the control of fares:

12. Would it be appropriate for taxis and private hire cars to be required to have a taximeter?

Yes x No

Comments: The vast majority of PHCs in West Lothian already have meters and these make it clear to the public what the charges are. The main source of complaints regarding overcharging arise when meters are not used during cross border hires. The public should be protected from overcharging by all fares requiring to be the metered fare or less.

13. Should the Scottish Government impose the requirement of a taximeter on all taxis and private hire cars?

Yes x No

Comments: This would allow a consistent service to be available across Scotland and allow hire car charges to be more easily understood by the public and in particular tourists.

- 31 - 14. Should the requirement of a taximeter for taxis and private hire cars be left instead to the discretion of the local authorities?

Yes No x

Comments: If this was the case there would be confusion for the public when moving from area to area. The public should be able to rely on a consistent charging mechanism throughout Scotland.

Comments: The cost of installing taximeters is currently borne by the majority of the hire car trade in Scotland. It is submitted that the cost of a meter is minimal in comparison with the other running costs of a hire car.

16. Are you aware of particular problems with the charging of fares in your local area ?

Yes x No

Comments: There are problems relating to cross local authority boundary fare charging. The legal requirements for this are not clear to many in the trade and to the general public. It is submitted that meters should be used for all fares and whilst fixed fares can be agreed, the public should not be able to be charged more than the metered fare.

It is understood that the business model for Uber who have applied for a booking office licence in West Lothian is based on not having meters in their vehicles. This allows the company to charge cheap fares at particular times of the week and increased fares at other busy times. It is understood that Uber regularly charges fares several times that of the maximum metered fares at busy times.

There is a concern that if large online companies start to operate in areas such as West Lothian without meters this could ultimately lead to a reduction in metered vehicles if they are priced out of the market by the large companies who could afford to undercut the rest for a significant period. This could lead to a permanent shortage of hire cars operating in a traditional manner with maximum fares being set as appropriate in each area.

It is understood that Uber’s business model involves users signing up to the app to book and pay for hire cars. This would mean that passengers not

- 32 - able or willing to access this technology or wishing to pay cash for journeys may in future experience difficulties in using hire cars. We are aware from complaints received that there is already a shortage of accessible vehicles at particular times of the day and of hire cars generally to service the night time economy at weekends.

As many users of hire cars are vulnerable and hire cars are the only public transport provision which is available 24/7 a significant increase in vehicles charging unmetered fares would be a concern. The current system where the vast majority of hire cars use meters and maximum fares are set by the local authority affords protection for all passengers.

17. Can you suggest, or have you experienced licensing authority good practice in relation to fares?

Yes No x

Comments

Questions: any additional concerns or suggestions:

18. Do you have any additional concerns regarding the issues raised in this consultation?

Yes x No

Comments: It is understood that Uber often recruit drivers from other operators and attract them by offering flexible working based on taking a percentage cut of all fares collected through the app rather than a fixed fee to hire a radio/rent a vehicle. This allows drivers to work when they wish rather than a set number of hours each week to cover their costs. This could lead to less drivers being available to the local operators.

19. Do you have any suggestions or are you aware of existing good practice, for addressing the issues raised in this consultation?

Yes x No

Comments: The legislation should be changed to ensure that - 1. All booking offices taking bookings in an area require to be licensed in that area regardless of how many hire cars they take bookings for and to have websites to provide information for the public. 2. All private hire cars use meters. 3. The law on charging for cross border hires is clarified to make it clear that fixed fares agreed cannot be greater than the metered fare for the journey and that the meter should always be used as a check

- 33 - that this is the case.

ANNEX D

LIST OF CONSULTEES

Responses to this consultation are welcome from any individual or organisation with an interest.

The following will be sent a copy of the consultation directly:

All Scottish Local Authorities All Scottish MEPs Capability Scotland Clerk of the Justice Committee of the Scottish Parliament Clerk of the Local Government and Regeneration Committee of the Scottish Parliament Consumer Focus Scotland COSLA (Convention of Scottish Local Authorities) Departmental Committee Liaison Officer Equality and Human Rights Commission Federation of Small Businesses Law Society of Scotland Mobility and Access Committee for Scotland National Private Hire Association Police Scotland Road Safety Great Britain Scottish Crime and Drug Enforcement Agency Scottish Government Library Scottish Human Rights Commission Scottish Taxi Federation Scottish Traffic Commissioner SOLAR (Society of Local Authority Lawyers and Administrators Scotland) SPICe (Scottish Parliament Information Centre) library The 6 Legal Deposit or ‘Copyright’ libraries Transport Research Institute, Edinburgh Napier University (UK Government) Department for Transport Unite Union Vehicle and Operator Services Agency

The consultation will also be sent to a number of individuals who have expressed an interest.

- 34 -

DATA LABEL: PUBLIC

ENVIRONMENT POLICY DEVELOPMENT AND SCRUTINY PANEL

PLANNING, ECONOMIC DEVELOPMENT & REGENERATION MANAGEMENT PLAN 2016/17

REPORT BY HEAD OF PLANNING, ECONOMIC DEVELOPMENT & REGENERATION

A. PURPOSE OF REPORT

The purpose of the report is to make the panel aware of the Planning, Economic Development & Regeneration Management Plan 2016/17.

B. RECOMMENDATION

It is recommended that the panel notes the terms of the report and the attached management plan.

C. SUMMARY OF IMPLICATIONS

I Council Values Focusing on our customers' needs; being honest, open and accountable; making best use of our resources; and working in partnership

II Policy and Legal (including Actions will be screened as they are progressed Strategic Environmental to determine the need for environment, equality, Assessment, Equality health or risk assessments. Issues, Health or Risk Assessment)

III Implications for Scheme of None. Delegations to Officers

IV Impact on performance and Successful delivery of the plan will ensure good performance Indicators performance against a number of performance indicators detailed in the plan document.

V Relevance to Single SOA : 3 Our economy is diverse and dynamic, Outcome Agreement and West Lothian is an attractive place for doing business. SOA : 4 We live in resilient, cohesive and safe communities. SOA : 8 We have the most efficient and effective use of resources by minimising our impact on the built and natural environment.

VI Resources - (Financial, Resource implications are detailed throughout Staffing and Property) the plan, particularly in the sections headed 1

- 35 -

“Activity Budget”.

VII Consideration at PDSP This is the first consideration of the plan by the PDSP. The plan has also be reported to the Development & Transport PDSP.

VIII Other consultations The plan has been approved by the Executive Management Team for submission to the panel.

D. TERMS OF REPORT

D1 Introduction

The appended management plan reflects the revised corporate management structure of the council and incorporates details of activities and outcomes from the Employability, Regeneration and Community Planning teams which transferred to the service on 1 April 2016.

The management plan comprises of three sections as follows:

1. An overview from the head of service outlining the key achievements of the service in 2015/16, the key challenges for 2016/17, the context within which the service expects to operate in the coming year and links to corporate strategies. 2. An organisation chart showing the high-level structure of the service and the reporting link to the Executive Management Team. 3. A summary of each of the West Lothian Assessment Model units (Economic Development, Environmental Health & Trading Standards and Planning Services and Regeneration & Employability) outlining their main purpose and activities, commitment to customer participation, activity budget, main actions (or initiatives) and key performance indicators.

D2 Key areas of interest

The plan sets out that significant progress has been made on the key activities in the previous plan. In particular the panel may wish to note that during the year the service:

• Significant progress on economic recovery and employment growth through the Economic Growth Plan. • Completed consultation on the West Lothian Local Development Plan (Proposed Plan). • Completed consultation on the Main Issues Report to the second Strategic Development Plan for Edinburgh and South East Scotland. • Achieved the national 100% target for a full technical assessment of all building warrant applications within 20 days of their receipt. This target has been achieved for 36 consecutive months since the national key performance indicators inception in October 2012. • Engaged with the developers building the 1,000 houses, council house building programme to support and deliver a range of employment and training opportunities • Agreed a draft air quality action plan for Broxburn and commenced external community consultation.

- 36 -

• Published the West Lothian Carbon Management Plan 2015-2020 and the West Lothian Climate Change Strategy 2015-2020. • On-going roll out of LED streetlight replacements, progressed the council's Solar PV projects and commissioned a number of biomass boilers. • Carried out an extensive Placemaking exercise in Whitburn with partners, which has resulted in an agreed master plan. • Engaged with community planning partners to create a Community Planning Partnership Development Plan in response to Audit Scotland improvement areas and partners self-assessment. • Supported 1,295 unemployed residents with 769 progressing into employment, education or training. • Creating a positive destinations websites which provides information for young people to support them into a positive destination.

In the coming year the service will continue to focus on facilitating economic growth and community regeneration. The service will continue working with the house- building industry in order to increase the rate of house construction in West Lothian. The service will also ensure protection of our communities through promoting a safe and legal trading environment.

Specific activities for the year will include:

• Supporting growth, particularly in the housing and construction sectors. • Maximising EU funding for business development support, LEADER & Employability. • Working towards a City Deal for Edinburgh & South East Scotland City Region. • Adoption and implementation of the West Lothian Local Development Plan. • Implementing a number of education and roads projects supported through the Council’s Local Infrastructure Fund. • Continuing to tackle hygiene problems in food premises, trade in counterfeit goods and door-step selling. • Installation and implementation of the eBuildingStandards national online portal for the submission of applications and other information to building standards. • Preparing the finalised air quality action plan for Broxburn and proceeding with the declaration of air quality management areas for Linlithgow and Newton, including the preparation of draft action plans for these areas. • Develop a policy document on adoption and enforcement of compulsory micro-chipping of dogs. • Using an asset mapping and development approach with communities experiencing disadvantage to establish a replicable model to increase community capacity and resilience through development and delivery of Regeneration Plans. • Carrying out an extensive placemaking exercise in Fauldhouse, and preparing a masterplan for the village.

- 37 -

• Supporting the Voluntary Sector Gateway to implement operational change to the organisation. • Supporting 1,400 unemployed residents with 700 progressing into employment, education or training. • Creating 150 wage subsidies with West Lothian Small and Medium Sized Enterprises (SMEs), 24 graduate work experience opportunities and 20 non trade modern apprentices through the Steps n2 Work programme.

E. CONCLUSION

The management plan provides the framework for service delivery by Planning, Economic Development & Regeneration in the coming financial year, including those services that report through the Development and Transport Policy Development and Scrutiny Panel.

The panel is asked to note that final performance figures for 2015/16 have not yet been verified and that the plan will be updated to fully report last year’s performance, with all performance indicators annualised, prior to publication.

F. BACKGROUND REFERENCES

None.

Appendices/Attachments: One.

Appendix 1: Planning, Economic Development & Regeneration Management Plan 2016/17.

Contact Person: Craig McCorriston, Head of Planning, Economic Development & Regeneration, Tel. 01506 282443 e-mail [email protected]

Craig McCorriston Head of Planning, Economic Development & Regeneration

28 April 2016

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Delivering Better Outcomes Planning, Economic Development & Regeneration

Management Plan 2016/17

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Contents

1 Overview of Planning, Economic Development & Regeneration 2

2 Planning, Economic Development & Regeneration Structure 15

3 Service Activity

3.1 Regeneration & Employability 16

3.2 Economic Development 28

3.3 Environmental Health & Trading Standards 43

3.4 Planning Services 57

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1 Overview 1.1 Introduction

Welcome to the Planning, Economic Development & Regeneration Management Plan 2016 /17

Following a service review which reported in late 2015/16 the Council’s Planning, Economic Development & Regeneration service grouping was expanded and now covers the functional areas of Economic Development, Employability, Environmental Health & Trading Standards, Planning Services which includes the Education Planning, Environment and Climate Change teams, and Regeneration. The service has also taken over the co-ordinating role in the Community Planning Partnership. The management plan sets out the service priorities for 2016/17 and provides a review of performance over the previous management plan period.

The teams in the service group are linked in three main ways. Firstly, much of the work of the service group is regulatory in nature, covering a range of statutory processes including preparation of the development plan, processing planning and related applications, building warrants and various licence applications. In addition, the regulatory functions cover food safety, workplace safety, trading standards, metrology and a range of consumer and environmental protection activities.

Secondly, all service teams in the service group have a role in increasing economic activity in West Lothian. This is focused through the work of the Economic Development and Employability teams. However, the work of Environmental Health & Trading Standards, Planning Services and Regeneration is also focused on creating a supportive environment for increasing economic output, whilst maintaining protection for customers and the environment.

Finally, the Community Planning Partnership and Climate Change activities of the service overarch the work of not just the service group but the council as a whole.

The activity budget information set out in the body of the management plan details the full range of activities in the service.

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A Review of 2015/16 During the year continued progress was made with implementing the West Lothian Economic Growth Plan which was established following the closure of the Vion/Halls plant in Broxburn in early 2013, with the loss of 1,700 jobs. A mid term evaluation provided positive evidence of the project making a real difference to business confidence. The Steps n2 Work programme continues to go from strength to strength with the project creating its 1,000th opportunity for young people in 2015/16 since its inception in December 2010. This is reflected in significant reductions in unemployment rates, including youth unemployment, over the past year.

Economic conditions remain challenging, but good progress continued to be made with implementing the core development areas and strategic housing sites identified in the adopted West Lothian Local Plan. In 2015/16 the number of house completions remained fairly constant with 756 completions compared with 763 in the previous year.

Key Achievements for 2015/16

■ Significant progress on economic recovery and employment growth through the Economic Growth Plan.

■ Collaboration on establishing a Edinburgh and South East Scotland City Region Deal.

■ Implemented various projects supported by the Village Improvement and Town Centre Capital Funding.

■ Engaged positively with the Scottish Government on European Union funding programmes.

■ Progressed the Housing Recovery Action Plan with further year on year increases in house completions.

■ On-going roll out of LED streetlight replacements, progressed the council's Solar PV projects and commissioned a number of biomass boilers.

■ Continued to secure significant levels of developer contributions to support infrastructure improvements and implementation of the West Lothian Local Plan.

■ Completed consultation on the West Lothian Local Development Plan (Proposed Plan).

■ Completed consultation on the Main Issues Report to the second Strategic Development Plan for Edinburgh and South East Scotland.

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■ Published the West Lothian Carbon Management Plan 2015-2020 and the West Lothian Climate Change Strategy 2015-2020.

■ Worked with partners in the Financial Harm Reduction Group to protect those most vulnerable in the community through a wide range of initiatives such as call blockers, scams hub, royal mail project and adult protection training.

■ Refreshed the Joint Health Protection Plan with Lothian NHS and other Lothian authorities to ensure joint working in the event of any health risk incident.

■ Achieved the national 100% target for a full technical assessment of all building warrant applications within 20 days of their receipt. This target has been achieved for 36 consecutive months since the national key performance indicators inception in October 2012.

■ Receipt of a positive report card on Building Standards performance from the Scottish Government.

■ Agreed a draft air quality action plan for Broxburn and commenced external community consultation.

■ Established a community organisations network comprising key community organisation in areas of deprivation. The network has developed terms of reference and an action plan to delivery against in future years.

■ Engaged with the developers building the 1,000 houses, council house building programme to support and deliver a range of employment and training opportunities.

■ Developed a tobacco resource for schools to use as part of their continuing professional development (CPD) programme.

■ Carried out an extensive Placemaking exercise in Whitburn with partners, which has resulted in an agreed master plan.

■ Engaged with community planning partners to create a Community Planning Partnership Development Plan in response to Audit Scotland improvement areas and partners self-assessment.

■ Supported 1,295 unemployed residents with 769 progressing into employment, education or training.

■ Creating a positive destinations websites which provides information for young people to support them into a positive destination.

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The Year Ahead – 2016/17 Outcomes for 2016/17 will continue to challenge and improve on those in previous years. The service will continue to focus on supporting business and creating employment, with the commitment of supporting and creating jobs through the Economic Growth Plan. In addition, the service will continue to assist developers with progressing key development projects while ensuring that the council meets its regulatory obligations, particularly in Building Standards, Environmental Heath, Trading Standards and Planning and improving life chances for residents.

A number of strategies will be progressed during the year. The West Lothian Local Development Plan will be submitted to Scottish Ministers for Examination and the Proposed Plan to the second Strategic Development Plan for Edinburgh and the South East of Scotland will be completed and consultation undertaken.

Key Priorities and Actions for 2016/17

■ Contributing to activities and projects aimed at reducing the incidence of smoking in Scotland.

■ Continuing the programme of projects in villages and traditional towns to achieve full spend of the capital allocation.

■ Maximising EU funding for business development support, LEADER & Employability.

■ Working towards a City Deal for Edinburgh & South East Scotland City Region.

■ Supporting the Chamber of Commerce led Invest in Youth Board.

■ Implementing a number of education and roads projects supported through the Council’s Local Infrastructure Fund.

■ Continuing to tackle hygiene problems in food premises, trade in counterfeit goods and door-step selling.

■ Supporting growth, particularly in the housing and construction sectors. ■ Joint working with other services to deliver the council’s 1,000 new houses.

■ Procurement and implementation of new software to produce forecasts of school capacity requirements.

■ Installation and implementation of the eBuildingStandards national online portal for the submission of applications and other information to building standards.

■ Adoption and implementation of the West Lothian Local Development Plan.

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■ Consider the outcomes of the various national reviews of trading standards currently being undertaken at a Scottish and UK level and engage as appropriate.

■ Preparing the finalised air quality action plan for Broxburn and proceeding with the declaration of air quality management areas for Linlithgow and Newton, including the preparation of draft action plans for these areas.

■ Consider cross service policy implications of the Scottish Government ‘Cleaner Air for Scotland’ strategy.

■ Develop a policy document on adoption and enforcement of compulsory microchipping of dogs.

■ Using an asset mapping and development approach with communities experiencing disadvantage to establish a replicable model to increase community capacity and resilience through development and delivery of Regeneration Plans.

■ Supporting the achievement of the Community Planning Partnership Development Plan including:

o Enabling enhanced leadership through a focus on cultural and behavioural change. o Improving resource aligning and better use of data and information. o Developing local community planning arrangement and focusing on place making. o Establishing an improved and more effective governance arrangement. ■ Carrying out an extensive placemaking exercise in Fauldhouse, and preparing a masterplan for the village.

■ Supporting the Voluntary Sector Gateway to implement operational change to the organisation.

■ Developing and delivering a range of training courses to support unemployed customers with multiple barriers back into employment particularly women.

■ Supporting 1,400 unemployed residents with 700 progressing into employment, education or training.

■ Creating 150 wage subsidies with West Lothian Small and Medium Sized Enterprises (SMEs), 24 graduate work experience opportunities and 20 non trade modern apprentices through the Steps n2 Work programme.

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Planning, Economic Development & Regeneration has a key role in facilitating development, including through regeneration. This role remains of importance given the challenging economic circumstances that will continue to impact the development industry. During the year the service will continue to strive to support economic growth through pro-active engagement with the business sector and supporting and promoting West Lothian as an attractive place to invest and do business.

In 2017 the Scottish Government will be devolved responsibility for the provision of employability programmes for customers who are long term unemployed, who have a disability or a health condition. The Employability team will be involved in supporting the required integration into localised provision.

Craig McCorriston Head of Service

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1.2 Context

West Lothian Council continues to operate in a challenging financial climate with the overall economic position placing severe public expenditure constraints on UK and Scottish budgets, with associated implications for council funding. The council has developed a medium term financial strategy that, through nine modernisation workstreams, will deliver efficiencies to balance income and expenditure plans. Planning, Economic Development & Regeneration will support delivery of this strategy through direct delivery of a number of projects and working in partnership to support delivery of projects in other service areas. Individual units within the service will continue to modernise structures and processes to provide the most efficient model for service delivery.

The principal focus of the work of the service is two–fold. Firstly to promote economic growth while ensuring that development is delivered in compliance with the development plan and regulatory frameworks and, secondly, to protect the health of the community through the application of statute and promoting regeneration. This includes working with individuals, groups and communities in disadvantaged areas to improve their life chances through greater participation and involvement in local decision making.

Promoting growth in the housing and construction sector remains a key focus for the service. The council has identified additional funding to invest in the infrastructure required to support growth. However, while economic circumstances appear to be improving, investment still has to be balanced against risk, and managing risk will continue to be a core consideration. The referendum on the UK membership of the European Union will inevitably create some uncertainty which will have to be managed during the year.

All parts of the service are committed to supporting existing businesses and potential investors and to minimise, as far as possible, the negative impacts created by difficulties in the wider economy.

In these demanding times, it is ever more important that the council makes the most effective use of assets and financial resources in service delivery to continue to provide the greatest positive impact upon the people, families and communities living within West Lothian.

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The purpose of the management plan is to outline the specific activities and actions that the service intends to carry out through the year. It sets out activities and related performance measures. All units within Planning, Economic Development & Regeneration play a vital role in supporting economic growth and balancing this with appropriate protection for customers and the environment. Contributing to the overall strategies, plans and values of the council and the Single Outcome Agreement is integral to all service activities.

1.3 Partnership Working

Effective partnership working is central to the delivery of many of the outcomes supported by Planning, Economic Development & Regeneration. These partnerships take a variety of forms, including statutory and non statutory arrangements. Some operate within a more rigid framework, while others are more flexible and take different forms depending on the outcome which is to be achieved. The principal partnerships are as follows:

The Community Planning Partnership is a partnership of 15 organisations including NHS Lothian, West Lothian Leisure and Jobcentre Plus.

The West Lothian Economic Partnership is a sub group of the Community Planning Partnership and is focused on promoting West Lothian as an attractive place to do business. Partners include the Chamber of Commerce, Federation of Small Businesses, Department of Work and Pensions, Scottish Enterprise, Skills Development Scotland and representatives of the private sector.

Business Gateway Consortium is a partnership between the four Lothian local authorities which oversees the operational delivery of the service and provides strategic leadership for future delivery.

SESplan is the strategic planning authority for Edinburgh and the South East of Scotland. It is a statutory partnership of six planning authorities. The partnership has responsibility for producing the Strategic Development Plan for the area.

The South East of Scotland Building Standards Consortium is an informal partnership of Building Standards services in the Lothians. It provides for peer review when an authority is authorising its own building works and ensures that these works meet the building regulations.

The Joint Health Protection Plan is a plan prepared in partnership with NHS Lothian and the other three local authorities within the Health Board area. It outlines how all partners will work together to protect the health of the community.

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The council will continue to work with Police Scotland when dealing with complex planning enforcement cases.

Key agencies including Scottish Natural Heritage, Scottish Environment Protection Agency, Transport Scotland and Historic Environment Scotland will continue to play a key role in the determination of planning applications.

Planning Services works with Central Scotland Green Network Trust in the implementation of projects that enhance the landscape of West Lothian and provide outdoor access opportunities.

The service will work with our own facilities management services to promote healthy diets in schools and other council facilities, and encouraging participation in the Food Standards Agency Scotland’s Eat Safe project.

The service will protect those most vulnerable in our society from fraudulent activities by engaging with Police Scotland, Adult Protection and Alzheimer Scotland to identify people who would benefit most from assistance, advice and protection.

West Lothian College is an active member of the Economic Partnership Forum and Enterprise Sub Group which provide leadership to the Economic Growth Plan.

The Working Together Group is an operation sub group of the Economic Partnership Forum which brings together Skills Development Scotland, Department of Works and Pensions and the council to promote a joined up employer offer.

Regeneration and Employability work closely with key community organisations and Community Development Trusts to develop community-led responses within their areas.

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Key Partners for Planning, Economic Development & Regeneration ■ West Lothian Community Health and Care Partnership ■ NHS Lothian

■ West Lothian College ■ Oatridge College ■ Department of Work and Pensions / JobCentre Plus

■ Skills Development Scotland ■ Chamber of Commerce ■ Federation of Small Businesses (FSB) ■ Voluntary Sector Gateway West Lothian ■ Scottish Enterprise ■ HMRC ■ Quality Scotland ■ West Lothian Youth Congress ■ Management Committees ■ Youth Action ■ Education Scotland ■ Police Scotland ■ Scottish Fire & Rescue Service ■ Scottish Childrens Reporters Association ■ Scottish Courts Service ■ COSLA ■ Scottish Government Building Standards Division (BSD) ■ Local Authority Building Standards Scotland (LABSS) ■ South East of Scotland Building Standards Consortium (SESBSC) ■ Local Authority Building Control (LABC) ■ Scottish Natural Heritage ■ Scottish Environment Protection Agency (SEPA) ■ Scottish Water ■ Food Standards Scotland

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1.4 Outcomes, Priorities and Activities

The council has set eight priorities in the current Corporate Plan (2013/17) in consultation with the local community, partners, stakeholders and council staff. These priorities, along with the three enablers themes, represent all the vital activities that the council will undertake in order to achieve better outcomes for West Lothian.

Figure 1 illustrates where the WLAM units in the service directly contribute to the council’s priorities (and/or) enablers.

Planning Services Planning Regeneration and Health & Trading Environmental Employability Development Standards Economic

Council Priorities 1. Delivering positive outcomes and early

intervention for early years   2. Improving the employment position in West

Lothian    3. Improving attainment and positive

destinations for school children  

4. Improving the quality of life for older people  

5. Minimising poverty, the cycle of deprivation

and promoting equality    6. Reducing crime and improving community safety   

7. Delivering positive outcomes on health  

8. Protecting the built and natural environment   

Enablers

Financial planning    

Corporate governance and risk    

Modernisation and improvement     Figure 1: Council priorities and activities

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1.5 Corporate Strategies

The council has corporate strategies that set out what we want to achieve for a particular priority, outcome or targeted group within a corporate planning period (4 years), including what we will do, with our partner services and agencies, to deliver those outcomes.

The service has responsibility for the development and implementation of the following corporate strategies:

Corporate Strategy Strategy Outcomes Start End Review Date Strategic ■ Provide a framework 2013 2024 2015 Development for strategic planning (underway) Plan decisions (The strategic ■ Ensure sufficient land component of is identified to meet the West housing and economic Lothian growth Development ■ Identify strategic Plan) infrastructure requirements

West Lothian ■ A framework for 2009 2024 N/A Local Plan development (Replaced by (The local management the Local component of decisions Development the West ■ Identify sites to meet Plan) Lothian projected housing and Development economic growth Plan) ■ Identify local infrastructure requirements

West Lothian ■ A framework for 2014 2024 2018 Local development Development management Plan decisions (The local ■ Identify sites to meet component of projected housing and the West economic growth Lothian ■ Identify local Development infrastructure Plan) requirements

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Corporate Strategy Strategy Outcomes Start End Review Date Economic ■ Support individuals 2014 2019 2019 Strategy into jobs / training ■ Reduce the unemployment rate particularly for those aged 18-24 ■ Promote West Lothian as a place to do business ■ Increase attainment levels

Learning and ■ Improved skills for 2015 2018 September Skills young people and 2017 Framework adults. ■ Lifelong learning embedded in communities. ■ Greater capacity in community organisations. ■ Empowerment of disadvantaged communities and groups.

Regeneration ■ Employment and 2014 2033 September Framework Employability; 2016 ■ Early Years and Family Learning; ■ Health and Wellbeing; ■ Economic Development; and ■ Community Capacity and Cohesion

Climate Change ■ Provide a framework 2015 2019 2019 Strategy for reducing the council's impact on climate change ■ Provide a framework for adaptation to the impacts of climate change ■ Set a framework for carbon management and reduction

Figure 2: Corporate Strategies

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2 Planning, Economic Development & Regeneration Service Structure

The service is part of the Education and Planning directorate and the management structure is outlined in figure 3 below. A service review of the Employability, Community Planning & Regeneration teams is on-going and appointment to posts remains to be made.

Figure 3: Planning, Economic Development & Regeneration Service Structure

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3 Service Activity 3.1 Regeneration and Employability

Manager: Vacant Number of Staff (FTE): 23.4 Location: West Lothian Civic Centre

Purpose The purpose of the Regeneration and Employability teams is to tackle inequalities by engaging with individuals and communities to improve their life chances. Evidence identifies that those living in the worst 20% of areas (as defined by the Scottish Index of Multiple Deprivation) will experience worse outcomes across a range of indicators compared to not only those in the best 20% but against the local and national averages.

Activities

The main activities of the service in 2016/17 will be:

■ Enabling and facilitating community engagement and implementing the key elements of the Community Empowerment Scotland Act and the Community Justice Scotland Bill. ■ Supporting the achievement of the CPP development plan. ■ Providing facilitation and administrative support to the community planning partnership. ■ Developing and delivering a range of training courses to support unemployed customers with multiple barriers back into employment, education or training. ■ Supporting customers to alleviate the impact of welfare reform on them by supporting them back into employment, education or training. ■ Continuing to support wage subsidies, West Lothian Jobs fund, graduate work experience and non trade modern apprenticeship opportunities via the Steps n2 Work programme. ■ Leading the production of local Regeneration Plans in eight key communities in West Lothian ■ Carrying out an extensive placemaking exercise in Fauldhouse, and develop a masterplan for the village. ■ Support the implementation of the agreed action points from the Whitburn placemaking exercise with local partners. ■ Supporting the Trustees of the Third Sector Interface to implement operational change in the organisation.

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■ Support 1,400 unemployed resident with 700 of them progressing into a positive destination.

Key Partners The service actively works with our partners to plan, design and deliver improved services for our customers. Our key partners are:

■ West Lothian College ■ Police Scotland ■ Scottish Fire and Rescue Service ■ Community Councils ■ Adult Training Centre ■ Department of Work and Pensions ■ B4 and Onto Work, Ability Centre ■ West Lothian Youth Action Project Business Gateway ■ Local community development trusts and voluntary sector organisations ■ Voluntary Sector Gateway West Lothian ■ NHS Lothian ■ The third and voluntary sector ■ Skills Development Scotland ■ Jobcentre Plus

Customer Participation The service will actively engage customers and potential customers in the delivery and re-design of services to ensure that are accessible and focused on their needs and preferences.

Customer Consultation Schedule Customer Responsible Feedback Survey Method Frequency Group Officer Method Residents Door knocking / Quarterly Service Email to engaged or Questionnaire/ Manager customers/ potentially stakeholders leaflets. engaged in employability initiatives.

Key community Questionnaire / Annually Team Leader Email to organisations stakeholder customers/ and partners in events community areas of high notice boards. deprivation.

Residents Questionnaire / Annually Team Leader Email to engaged or stakeholder customers/ potentially events community

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Customer Consultation Schedule engaged in notice boards. healthCustomer Responsible Feedback Survey Method Frequency initiativesGroup . Officer Method Citizens panel Quality of Life Quality of life Community Quality of Life members. survey and survey is every 3 Planning (QoL) survey thematic years. Survey Development report. focused surveys due 2016. Officer QoL survey Thematic surveys report informs carried out by key SOA E partners. indicators.

mCommunity Community Quarterly Community To CPP board pgroups. Engagement Planning and SG and to l practitioners Development other forums as network Officer appropriate o yEquality groups. Through Let’s talk Community equality forums Equalities bi Planning e and let’s talk annually, forums Development e equalities meet quarterly. Officer events

Wider Community Quarterly Community Newsletter, stakeholders. planning newsletter. Planning website, inside newsletter and Regular website Development news. website updates Officer

Employee Engagement

Motivation and commitment are key drivers of employee performance and the service aims to effectively engage and develop employees through improved communication and increased participation.

Employee Engagement Schedule

Engagement Employee Group Frequency Responsible Officer Method All employees Appraisal & 6 monthly Service Managers Development Review (ADR) All employees One-to-ones Fortnightly / monthly Service Managers and Team Leaders All employees Team meetings Fortnightly / monthly Service Managers and Team Leaders Employee sample Employee survey Annually Service Managers All employees Management Plan Annually Service Managers Launch All employees Team Annually Service Managers Development day

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Activity Budget

Activity Budget 2016/17 Revenue Revenue Net Staff Expenditure Income Revenue Link to Performance Indicator PI Activity Name and Description Resources Budget Budget Budget Corporate Plan and Target 2016/17 Category (FTE) 2016/17 2016/17 2016/17 £ £ £ Community To work with all 5. Minimising CRRE082_9b Percentage PUBLIC 10.1 2,091,404 0 2,091,404 Regeneration Community Planning poverty, the of health checked Partners to ensure that cycle of voluntary organisations they are working together deprivation and where there was evidence in 9 multi member wards promoting of a planned approach to with the common aim of equality income and expenditure closing the opportunity and finances are robustly gap. controlled. Target 95% CRRE074_9b Number of WLAM people accessing health improvement initiatives Target 1200 Employment Supporting residents to 2. Improving the CRRE051_9a.1c Cost per PUBLIC 5.7 247.930 0 247,930 and Skills secure and sustain employment employability client employment, education or position in West supported into work, training opportunities. Lothian training and education. This involves developing Target £470.98 their individual employability skills. Services delivered CRRE070_9b.1a Number WLAM outreach in areas of high of Job Candidates unemployment. Supported by Council's Employability Service. Target 1400 Service Provision of management Enabler Service PUBLIC 0.6 37,111 0 37,111 Support and administrative - Corporate support. Governance and Risk

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Activity Budget 2016/17 Revenue Revenue Net Staff Expenditure Income Revenue Link to Performance Indicator PI Activity Name and Description Resources Budget Budget Budget Corporate Plan and Target 2016/17 Category (FTE) 2016/17 2016/17 2016/17 £ £ £ Time Limited - Additional Training & 2. Improving the Progress on delivery of WLAM 4.0 800,000 0 800,000 Employability Employment employment this activity is reported to Measures Opportunities for Young position in West both CMT and Council People. Lothian Executive on a quarterly basis. Time Limited – Additional Training & 2. Improving the Progress on delivery of WLAM 0.0 30,000 0 30,000 War Veterans Employment employment this activity is reported to Wage Subsidy Opportunities for Young position in West both CMT and Council Scheme People. Lothian Executive on a quarterly basis. Time Limited – Additional Training & 2. Improving the Progress on delivery of WLAM 3.0 55,000 0 55,000 Skills Training Employment employment this activity is reported to Programme Opportunities for Young position in West both CMT and Council People. Lothian Executive on a quarterly basis. Total: - 23.4 3,261,445 0 3,261,445

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Actions

Actions - Update from 2015/16 Management Plan – Regeneration & Employability Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Embedding the Establish a new website All West Lothian school Regeneration June 2015 January 2016 Complete Positive Destinations to bring together all leavers are aware of the and website into all employability provision for website and how to use it. Employability partners’ provision and young people. Co-ordinator with all school leavers. and Education Officer

The creation of a key Creation of a network of Network established and Regeneration April 2015 March 2016 Complete community key community meeting regularly. and organisations network. organisations delivering in Employability areas of high deprivation. Co-ordinator

Delivery of the Work in partnership with Primary school staff are Team Leader April 2015 March 2016 Complete Tobacco resource Education to provide CPD aware of the resource. created in partnership for Education staff in with Fallahill Primary primary schools to deliver to all primary schools the resource to pupils. in West Lothian.

The roll out of the Together For Health Project embedded into Team Leader April 2015 March 2016 Active Together For Health Project, aimed a tackling delivery in the Fauldhouse Project in the childhood obesity, to locality. Fauldhouse locality. extend delivery to Fauldhouse.

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Actions 2016/17 – Regeneration & Employability Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) To develop eight To lead the production of Eight regeneration plans Team Leader April 2016 December 2016 Planned Regeneration Plans in local Regeneration Plans produced with partners. - eight regeneration in eight key communities Regeneration areas in West Lothian. in West Lothian.

The delivery of an To carry out an extensive Placemaking exercise Community March 2016 March 2017 Planned intensive Placemaking Placemaking exercise in complete and master plan Planning and exercise in Fauldhouse, resulting in a developed. Regeneration Fauldhouse. masterplan for Manager Fauldhouse being developed

The creation of a To work in partnership to Courses developed. Employability April 2016 March 2017 Planned range of training develop and deliver a Manager courses to support range of courses aimed at 3 courses delivered. clients with multiple supporting customers barriers. furthest from the labour market, i.e. lone parents, back into work.

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Performance

Performance Indicator Regeneration & Employability - Access2employment Customer satisfaction with the service overall P:CRRE007_6a.7

This performance indicator measures the percentage of customers who rated the overall quality of service provided by Access2employment as good or excellent.

Customer feedback is sought after advisors have supported customers via a customer survey and customers are asked to rate the overall quality of the Access2employment service provided as; excellent, good, adequate, poor or very poor. All responses ranked as either 'Excellent' or 'Good' are

Description recorded as positive responses.

For each month, the cumulative number of positive responses are divided by the total number of responses to determine a percentage.

The results of customer feedback are analysed on a monthly basis in order to identify areas for improvement.

Trend Chart Commentary:

In 2015/16, performance of 98.6% overall service quality was achieved against a target of 97%. This is an improvement from 96.6% satisfaction achieved in the previous year. This improvement in performance is as a result of the service increasing the range of services available to customers in 2015/16 by the development of courses to support more vulnerable customers back into work.

While the three year trend between 2012/13 and 2014/15 were downwards, this was reversed in 2015/16. The dips in performance in 2013/14 and 2014/15 were as a result of the increase in demand for the service and a change in the client group to those that require addition support.

2015/16 199 customers satisfaction questionnaires completed 196 rated good or excellent 2014/15 235 customers satisfaction questionnaires completed 227 rated good or excellent 2013/14 264 customers satisfaction questionnaires completed 260 rated good or excellent 2012/13 223 customers satisfaction questionnaires completed 222 rated good or excellent

The target for 2016/17 will be increased to 98% to reflect current performance.

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Performance Indicator Total number of complaints received by Regeneration and Employability CRRE019_6b.3

This indicator measures the total number of complaints received during the financial year relating to Regeneration and Employability. This measure is reviewed on a monthly basis however recorded on annual basis. The data for this indicator is extracted from the customer relationship management Description system (CRM).

The complaints are analysed to identify improvements to the way the service is delivered to customers.

Trend Chart Commentary

The trend chart shows a consistently low level of complaints, 0 in 2015/16, 1 in 2014/15, 2 in 2013/14 and 2 in 2012/13.

Customer satisfaction surveys show consistently high levels of service delivery so it is reasonable to expect correspondingly low levels of complaints. The process for encouraging complaints and logging complaints is discussed at team meetings.

Managers review the comments received from customer satisfaction forms to identify possible areas for improvement based on feedback.

The target for 2015/16 is a maximum of 2 complaints per year.

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Performance Indicator Percentage of customer engaged by Access2employment living in the 20% most disadvantaged datazones CP:CRRE079_9a.1b

The performance indicators measures the percentage of Access2employment customers who engage with the service who live in the 20% most disadvantages datazones in West Lothian. Datazones are small areas with a population of between 500 and 1000.

Customers who engage with the service complete a registration form which contains contact information; this is collated on a monthly basis to Description monitor the level of registrations for the month. Service provision is structured around targeting disadvantaged datazones and based on the feedback from the level of registrations.

This activity contributes to the council priorities of improving the employment position, improving attainment and positive destinations for school children and minimising poverty, the cycle of deprivation and promoting equality.

Trend Chart Commentary:

In 2015/16, performance of 29.65% of new registrations coming from a Scottish Index of Multiple Deprivation area was achieved against a target of 30%. This is a reduction from 32.26% achieved in the previous year. The reduction is performance is as a result of the increase in repeat customers returning to the service which are not counted as new registrations.

The three year trend is above the target for the indicator but downward in trend during the period. The dip in performance is as a result of the increase in demand for the service from returning customers and changes in the client group to those that require addition support. From 2016/17 the number of returning customers will be recorded and reported on to supplement the information currently being gathered.

2015/16 – 384 registrations out of 1295 registrations lived in a worst 20% area 2014/15 – 400 registrations out of 1240 registrations lived in a worst 20% area 2013/14 – 472 registrations out of 1377 registrations lived in a worst 20% area 2012/13 – 387 registrations out of 1085 registrations lived in a worst 20% area

The target for 2016/17 will remain at 30% to reflect current performance.

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Percentage of health checked voluntary organisations where there was evidence of a planned approach to Performance Indicator income and expenditure and finances are robustly controlled. CRRE082_9b

This performance indicator measures the percentage of voluntary sector organisations undertaking West Lothian Council annual health check that demonstrate they have adopted a planned approach to their income and expenditure. Organisations undergo a health check on an annual basis by a West Lothian Council link officer, part of the check it to assess their financial robustness including the adoption of effective financial controls measures. Responses are then analysed to assess to health of the organisation and risk within it. Areas of the organisation are ranked red, amber or Description green dependant on their performance. Where a red or amber is identified an improvement plan must be identified.

This activity contributes to the council priorities of delivering positive outcomes and early intervention for early years, improving the employment position and delivering positive health outcomes.

Trend Chart Commentary:

In 2015/16 performance of 96% of organisations that demonstrated that they have a planned approach to their income and expenditure was achieved. This is an improvement in performance from 92% in the previous year. This improvement is as a result of 2 organisations carrying out improvement actions relating to issues identified during last year’s health check process.

While the four year trend shows reducing performance, this is principally a result of the drop in performance in 2014/15 and it is encouraging that the short term trend has been reversed with improved performance in 2015/16.

2015/16 23 out of 24 organisations demonstrated a planned approach to income and expenditure 2014/15 21 out of 23 organisations demonstrated a planned approach to income and expenditure 2013/14 23 out of 23 organisations demonstrated a planned approach to income and expenditure 2012/13 24 out of 24 organisations demonstrated a planned approach to income and expenditure

The target for 2016/17 will remain at 95%.

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Calendar of Improvement and Efficiency Activity

2015/16 () Action Frequency Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar  Performance management Monthly              Review of Performance Indicators and targets Monthly              Benchmarking As Required  Collation Specified Performance Indicators (SPIs) N/A  Update of PPR information Monthly              WLAM (assessment) Six Monthly    Review Panel Six Monthly    Performance Committee As Required  Process Review (Lean/RIE activity) N/A  Progress review of improvement actions Monthly              CSE preparation Annual    Inspection or Audit activity As Required  Budget Management activity Monthly              Equality Impact Assessment(s) Annual   Health and Safety Assessment(s) Annual   Business Continuity Planning Annual   Workforce Planning Six Monthly    Appraisal & Development Review (ADR) Six Monthly    Review of customer groups/segmentation matrix Annual   Customer consultation Monthly              Review of Service Standards Annual   Planned Engagement activity Six Monthly    Website content management Monthly            

 Performance activity  Self Assessment activity  Consultation & engagement activity  External assessment activity  Corporate management activity

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3.2 Economic Development

Manager: Alice Mitchell Number of Staff (FTE): 28 FTE (14.4 FTE core Staff 13.6 external funded) Location: Civic Centre

Purpose The Economic Development service has a key role in monitoring the West Lothian Economy and providing services to individuals and businesses to help deliver the conditions for economic growth in West Lothian. The Business & Enterprise team deliver support, advice and assistance to individuals starting up businesses in West Lothian; assist existing companies to safeguard jobs and to grow and expand locally; and help attract firms to relocate to the area. The Economic Policy & Business Intelligence team inform and develop the local economic strategy, monitor the economy and maximise income from external sources to support service delivery.

Activities

The main activities of the service in 2016/17 will be:

■ Continuing the progression of the West Lothian Economic Growth Plan. ■ Promoting enterprise and improving the competitiveness of local firms to retain and strengthen businesses that can grow and create new jobs. ■ Supporting the West Lothian Living Wage Coalition to achieve the Living Wage and promote wider to business community. ■ Working in partnership with local authorities in the Edinburgh city region to progress the business case for an Edinburgh and South East Scotland City Deal. ■ Maximising income from external sources e.g. ERDF, ESF and LEADER to support and enhance local delivery. ■ Reviewing West Lothian as a tourism/visitor destination and promoting the competitiveness of our town centres. ■ Reviewing of activities across service to achieve efficiencies. ■ Developing Scotland’s Young Work Force.

Key Partners The service actively works with our partners to plan, design and deliver improved services for our customers. Our key partners are:

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■ The Scottish Government ■ Scottish Enterprise. ■ The Chamber of Commerce and Federation of Small Businesses. ■ West Lothian College. ■ Department of Work and Pensions. ■ Skills Development Scotland.

Customer Participation

The service will actively engage customers and potential customers in the delivery and re-design of services to ensure that they are accessible and focused on their needs and preferences:

Customer Consultation Schedule Responsible Feedback Customer Group Survey Method Frequency Officer Method Business Telephone / Ongoing Business Publication on Gateway – Start Online Development the website Up Service users Manager

Business Telephone / Ongoing Business Publication on Gateway – Online Development the website Growth Service Manager users

Visitors to West Market Annual Business Publication on Lothian Research Growth the website Advisor

Business Survey Monkey Ongoing Economic E mail Information Development customers Officer

E-zine readers Survey Monkey Annual Economic E mail Development Officer

Traditional Town Market Annual Tourism and Circulation of Centre users Research Town Centre minutes Officer

Workshop Feedback Ongoing Business E mail attendees Forms Development Manager

Economic Survey monkey Annual Economic E mail conference Development attendees Officer

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Employee Engagement Motivation and commitment are key drivers of employee performance and the service aims to effectively engage and develop employees through improved communication and increased participation.

Employee Engagement Schedule

Engagement Employee Group Frequency Responsible Officer Method All employees One-to-ones Monthly and as required Economic Development Manager & Team Leaders

All Employees Appraisal & 6 monthly Economic Development Development Review (ADR) Manager & Team Leaders

All employees Team meetings Fortnightly Team Leaders (Policy and Growth)

Employee sample Employee survey Annually Economic Development Manager

All Employees Unit Meeting Monthly Economic Development Manager

All employees Management Plan Annually Economic Launch Development Manager

All Employees Email Updates Regular Basis Economic Development Manager

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Activity Budget

P: EDS013_6a.7 PUBLIC Percentage of customers who rated the overall quality of the service provided by Business Gateway as good or excellent. Target: 95%

Town Centre To improve and promote 2. Improving the EDS032_9B PUBLIC 2.5 221,118 0 221,118 Management traditional town centres as employment Town Centre Occupancy & BIDS retail, leisure, employment position in West Levels for Armadale, and visitor locations. Lothian Bathgate, Broxburn/Uphall, Linlithgow, Whitburn, and Livingston. Target:94%

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Activity Budget 2016/17 Revenue Revenue Net Staff Expenditure Income Revenue Link to Performance Indicator PI Activity Name and Description Resources Budget Budget Budget Corporate Plan and Target 2016/17 Category (FTE) 2016/17 2016/17 2016/17 £ £ £ P:EDS013_6a.7 PUBLIC Percentage of customers who rated the overall quality of the service provided by Business Gateway as good or excellent. Target:95%

Leader To support the 2. Improving the EDS033_9B PUBLIC 2.4 54,928 (37,143) 17,785 development and employment LEADER Project – NEW sustainability of rural position in West PI to be created to reflect business and Lothian the new Programme. organisations.

P:EDS013_6a.7 PUBLIC Percentage of customers who rated the overall quality of the service provided by Business Gateway as good or excellent. Target:95%

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Business To provide a quality 2. Improving the EDS036_9b WLAM 1.5 41,196 (27,858) 13,338 Information information and research employment Economic Development - service to new and position in West Business Information - existing businesses. Lothian Total number of information and research responses provided to new and existing businesses and other stakeholders. Target: 552

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Activity Budget 2016/17 Revenue Revenue Net Staff Expenditure Income Revenue Link to Performance Indicator PI Activity Name and Description Resources Budget Budget Budget Corporate Plan and Target 2016/17 Category (FTE) 2016/17 2016/17 2016/17 £ £ £ P:ED013_6a.7 PUBLIC Percentage of customers who rated the overall quality of the service provided by Business Gateway as good or excellent. Target: 95%

Business To support the growth of 2. Improving the CP:EDS002_9b.1a PUBLIC 9.0 165,332 (111,802) 53,530 Development existing business in West employment Number of small and Lothian by supporting position in West medium sized enterprises them to develop new Lothian receiving support by the products and process Economic Development which will lead to higher Service's Business turnover and employment. Gateway service. Target: 550

P:EDS013_6a.7 PUBLIC Percentage of customers who rated the overall quality of the service provided by Business Gateway as good or excellent. Target: 95%

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Activity Budget 2016/17 Revenue Revenue Net Staff Expenditure Income Revenue Link to Performance Indicator PI Activity Name and Description Resources Budget Budget Budget Corporate Plan and Target 2016/17 Category (FTE) 2016/17 2016/17 2016/17 £ £ £ Service Provision of management Enabler Service Support activities 0.6 78,717 0 78,717 Support and administrative - Corporate contribute towards the support. Governance and overall performance of the Risk service. Performance is monitored through the indicators for front line services. Total: - 28.0 849,111 (371,434) 477,677

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Actions

Actions 2015/16 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Visit West Lothian Support VWL in looking at Refocus of VWL. Economic April 2015 March 2016 Complete. (VWL). alternative funding Development models. Manager/ Policy Manager

Post 2014 European Plan for West Lothian to Plan completed by March Economic March 2013 June 2016 Active** Union (EU) Funding ensure continued external 2015. Development delayed due to Action Plan. income from EU ERDF Manager/ Scottish /ESF/ Leader. Policy Government Manager changes in operational approvals.

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Actions 2016/17 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Scottish Loan Fund. Promote the uptake of Improve the Business January 2015 March 2016 Active the SULCO to new start competitiveness of our Development companies. companies. Manager

Edinburgh and the Working in partnership to Improve the economic Economic January 2015 June 2016 Active South East Scotland develop the business prosperity of the region. Development City Deal. case for an Edinburgh Manager and the South East of Scotland City Region Deal.

West Lothian Implementation and Delivery a series of outputs Economic April 2013 January 2018 Active Economic Growth monitoring of the plan. as agreed by year one of Development Plan (Implementation). the plan. Manager/Business Development Manager Town Centre and Manage the Improve the attractiveness Economic June 2013 March 2018 Active Villages Management implementation of the and competitiveness of our Development Projects. Town Centre and towns and villages. Manager / Town Villages Capital Funds. Centre Manager

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Performance

Performance Indicator Business Gateway - Customer satisfaction with the service overall P:EDS013_6a.7

This performance indicator measures the number of Business Gateway customers that rated our overall quality of the service as good or excellent. Collected as part of our monthly survey, customers are asked to rate the quality of the service provided. The survey is a representative sample of customers from the preceding month which are invited to provide feedback by means of a postal, e-mail or online feedback form. Results are

Description analysed to identify improvements to way the service is delivered to customers.

West Lothian Business Gateway provides advice and assistance for new/growing businesses and promoting entrepreneurship.

Trend Chart Commentary:

In 2015/16 and 2014/15 performance of 100% overall service quality was achieved against a target of 95%. This is an improvement from 96% satisfaction achieved in 2013/14.

The three year trend is upwards from 94.7% to 100%. This reflects a greater emphasis on adviser awareness of this indicator. Awareness is raised through monthly job chats and service planning meetings. Where there are adverse comments from customers, this is addressed with the customer and adviser to understand the issue. In addition, advisers are recognised where customers rate service delivery as 100% good or excellent. This reinforces the culture of improvement.

By driving up the volume of customer responses, we will gather a more robust data set.

While the target for 2015/16 is 95%, we will aim to achieve a higher level than this target.

Target for 2016/17: 95%

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Performance Indicator The number of complaints received by Economic Development that were upheld / partially upheld. P:EDS031_6b.4

This performance indicator measures the overall number of complaints to Economic Development Service that have been investigated and upheld or part upheld during each year.

Description For each year the total number of complaints responded to within relevant time-scale. The data for this indicator is extracted from the customer relationship management system (CRM).

The complaints are analysed to identify improvements to the way the service is delivered to customers.

Trend Chart Commentary:

In 2014/15, a total of 4 complaints were received. This is consistent with the total for 2013/14. While all 4 complaints were upheld, each case has been treated as an opportunity for continuous improvement and learning.

Given the volume of start-ups supported (468) and growing businesses supported (597), this level of 4 complaints is low.

Number of complaints received by Economic Development that were upheld / partially upheld for each year is as follows:

2014/15 4 out of 4 (100%) 2013/14 3 out of 3 (100%)

The target for 2015/16 is for no more than 4 complaints to be upheld/partially upheld. At present no cumulative data is available for 2015/16.

The target for 2016/17 will remain as 2015/16.

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Performance Indicator Net Cost of Business Start Up. P:EDS046_9a.1a This is the annual net cost of supporting a customer to start-up in business through the Council’s Business Gateway service. The budget versus the actual cost will be monitored on an annual basis. Description The target cost will be worked out through using the activity budget prepared by Finance. This figure will then by divide by annual start-up target. The actual cost will be calculated through the year end data.

Trend Chart Commentary

The target for 2015/16 was £211 per business. The actual number of starts achieved was 407 at a cost of £208 per business. Therefore the target was achieved. The lower number of starts compared with 2014/15 is in part a consequence of an improving job market with fewer individuals choosing a self-employment option as a means of finding employment.

In 2014/15, the budget available for the start-up service reduced to £84,515. With a start-up target of 400 businesses, this translated into a net cost target of £211 per each business start-up. Again the number of businesses supported exceeded target with 447 starts being assisted, and the net cost for each business start was £189.

In 2013/14, the net cost of a business start-up was £202 per business, compared with a target of £221. The target was based on a net revenue budget cost of £92,727 and an aspiration of assisting 420 businesses. However, a total of 459 businesses were assisted, so the net cost was significantly lower than the target for the year.

Further work on benchmarking the cost of business start-up activity across Scotland is being undertaken through SLAED and the Improvement Service.

The estimated target for 2016/17 is £145 per business. This is based on a further significant reduction in the activity budget with 400 start-ups supported.

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Performance Indicator Number of new businesses started in West Lothian through Business Gateway. CP:EDS001_9b.1a

This performance indicator measures the number of new businesses which are helped to start trading by the Council's Business Gateway service. Business start-up is a key element in creating a diverse and sustainable local economy. Every pre-start business is assigned a dedicated business Description adviser. Each adviser records when one of their clients starts trading. Starts are recorded monthly and the target is reported annually.

This service is delivered as part of the Business Gateway contract.

Trend Chart Commentary:

In 2015/16, we helped 407 new businesses to start-up. We agreed a target of 400 starts for 2015/16.

This is down on the previous two years as unexpected staffing issues arose, however due to the flexibility of the team the target was exceeded.

The achievement of 468 starts in 2014/15 was an increase of over 24% on the 377 starts achieved during 2012/13. The three year trend in starts from 2012/13 to 2014/15 is improving from 377 starts to 468. This can be explained by two key changes in service. In October 2012, a new Business Gateway contract was agreed which enables more flexibility over local delivery. In particular, our service can engage in more depth with local partners including Job Centre and West Lothian College. The second factor helping improve performance from 2011/12 onwards is the establishment of outreach promotion and better partnership working.

Target for 2016/17: 400

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Calendar of Improvement and Efficiency Activity

2015/16 () Action Frequency Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar  Performance management Monthly              Review of Performance Indicators and targets Monthly              Benchmarking As Required  Collation Specified Performance Indicators (SPIs) N/A  Update of PPR information Monthly              WLAM (assessment) Annual   Review Panel Annual   Performance Committee As Required  Process Review (Lean/RIE activity) N/A  Progress review of improvement actions Monthly              CSE preparation Annual    Inspection or Audit activity As Required  Budget Management activity Monthly              Equality Impact Assessment(s) Annual   Health and Safety Assessment(s) Annual   Business Continuity Planning Annual   Workforce Planning Six Monthly    Appraisal & Development Review (ADR) Six Monthly    Review of customer groups/segmentation matrix Annual   Customer consultation Annual   Review of Service Standards Annual   Planned Engagement activity Annual   Website content management Monthly            

 Performance activity  Self Assessment activity  Consultation & engagement activity  External assessment activity  Corporate management activity

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3.3 Environmental Health & Trading Standards

Manager: Andrew Blake Number of Staff (FTE): 36.9 Location: County Buildings Annex, Linlithgow

Purpose The role of Environmental Health & Trading Standards is to protect and enhance, through the application of statute, the health, welfare, environment, safety, and trading marketplace of the people of West Lothian. Teams within the service deliver health protection in relation to food safety and composition; workplace safety; pollution control, including air quality and noise issues; animal health, welfare and control; pest control; consumer protection and compliance with fair trading legislation. Without the fundamental principles of a clean and safe environment, food which will not harm you, and trust in trading operations, the other aspirations of the council would be diminished, highlighting the importance of this small service.

Activities The main activities of the service in 2016/17 will be:

■ Protect those most at risk of financial harm through joint working with partners and other protection agencies. ■ Initiate actions to improve the air quality in communities where monitoring has shown results to be failing or borderline. ■ Protect consumer health by ensuring compliance with food hygiene, food compositional and water quality standards. ■ Monitoring the highest risk workplace health & safety activities and accident investigation. ■ Promote community safety and cohesion by investigating and abating nuisance, including concerns relating to unfit housing conditions and noise. ■ Address public concern in relation to out of control dogs. ■ Protect the agricultural economy by enforcing animal health legislation in relation to animal movement and disease control. ■ Protect children from early introduction to age restricted products, such as tobacco, by carrying out appropriate test purchasing. ■ Promote a fair trading environment, and protect consumers, through enforcement of weights and measures legislation and provision of advice and calibration facilities to businesses. ■ Fulfil the council’s statutory duty to ensure that the district is free from vermin. ■ Contribute to the Scottish Government aspirations in relation to reducing pollution from vehicle emissions.

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■ Fulfil the council’s statutory licensing duty in relation various regulated activities such as animal breeding and boarding, sale of petroleum, fireworks etc.

Key Partners The service actively works with our partners to plan, design and deliver improved services for our customers. Our key partners are:

■ Food Standards Scotland ■ Trading Standards Scotland ■ NHS Lothian ■ Financial Harm Reduction Group ■ Scottish Government ■ Scottish Environment Protection Agency ■ Citizen’s Advice National Consumer Helpline ■ Health & Safety Executive ■ Police Scotland

Customer Participation

The service will actively engage customers and potential customers in the delivery and re-design of services to ensure that they are accessible and focused on their needs and preferences.

Customer Consultation Schedule Customer Responsible Feedback Survey Method Frequency Group Officer Method Business Enquiry Annually Environmental Collated survey owners questionnaire to Health & results are premises Trading displayed on the subjected to Standards web inspection within Manager a specific time period.

Public using Enquiry Annually Environmental Collated survey service questionnaire to Health & results are customers Trading displayed on the accessing the Standards web service within a Manager specific time period.

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Employee Engagement Schedule

Engagement Employee Group Frequency Responsible Officer Method All employees One-to-ones Fortnightly Team Leaders

All Employees Appraisal & 6 monthly Environmental Development Health & Trading Review (ADR) Standards Manager (EH&TS) & Team Leaders All employees Team meetings Monthly Team Leaders

All employees Service review Annually EH&TS Manager event Employee sample Employee survey Annually EH&TS Manager

All employees Management Plan Annually EH&TS Manager Launch All employees Direct As required on EH&TS Manager communication significant issues and dissemination of corporate information

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Activity Budget

Activity Budget 2016/17 Revenue Revenue Net Staff Expenditure Income Revenue Link to Performance Indicator PI Activity Name and Description Resources Budget Budget Budget Corporate Plan and Target 2016/17 Category (FTE) 2016/17 2016/17 2016/17 £ £ £ Food Safety Protect public health, 7. Delivering CP:EH044_9b PUBLIC 11.0 516,408 (3,487) 512,921 Enforcement; workplace safety and a positive Percentage of commercial Health & fair trading environment outcomes on premises rated as high Safety by application of food health risk or food hygiene, food Enforcement. hygiene, food standards, trading compositional and Safety standards or health & at work legislation. Assist safety, which were new businesses comply. inspected on time as per Investigate food and the annual inspection water borne diseases and program reported accidents. Carry Target: 95% out licensing functions and facilitate food export from West Lothian. CP:EH045_9b PUBLIC Premises rated as broadly compliant with food hygiene legislation as a percentage of all risk rated food premises Target:85%

Pest Control Protect public health and 8. Protecting the P:EH050_6a.7 PUBLIC 4.0 157,185 (120,513) 36,672 damage to properties built and natural Percentage of customers through eradication of environment who rated the service vermin and specified delivered as good or pests. excellent Target:85%

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Activity Budget 2016/17 Revenue Revenue Net Staff Expenditure Income Revenue Link to Performance Indicator PI Activity Name and Description Resources Budget Budget Budget Corporate Plan and Target 2016/17 Category (FTE) 2016/17 2016/17 2016/17 £ £ £ EH052_9b.1a Percentage Managem of customer requests to ent Pest Control Team responded to within Service Level Agreement. Target:90%

Animal Protect the safety and 8. Protecting the EH053_9b.1a Managem 2.0 81,801 (116) 81,685 Welfare welfare of the public and built and natural Percentage of customer ent animals by applying environment requests to Animal animal licensing, Welfare responded to breeding, boarding and within service level riding establishment agreement controls. Investigating Target:90% animal related noise complaints and complaints relating to out P:EH050_6a. 7 PUBLIC of control dogs, dog Percentage of customers fouling and dog straying. who rated the service delivered as good or excellent Target:85%

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Fair Trading, Protect consumer and 6. Reducing CP:EH044_9b PUBLIC 7.6 358,527 (2,113) 356,414 Commercial & business interests by crime and Percentage of commercial Agriculture ensuring a safe and fair improving premises rated as high Enforcement trading environment community risk or food hygiene, food through the application of safety standards, trading statute. Issue advice to standards or health & public and traders to safety, which were assist in this aim. Deliver inspected on time as per statutory weights & the annual inspection measures services. program. Protect young people Target:95% through test purchasing

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Activity Budget 2016/17 Revenue Revenue Net Staff Expenditure Income Revenue Link to Performance Indicator PI Activity Name and Description Resources Budget Budget Budget Corporate Plan and Target 2016/17 Category (FTE) 2016/17 2016/17 2016/17 £ £ £ activities in relation to age P:EH047_9b PUBLIC restricted products. Percentage of business Protect the health of the owners who rated the community and farming quality of officers economy through explanation of how to enforcement of animal comply with relevant health and movement legislation as Excellent or control legislation. Good Target:95%

Vehicles Reduce negative health 8. Protecting the EH055_9b.1a Managem 2.0 0 0 0 Emissions effects caused by vehicle built and natural Percentage of customer ent Cost neutral Testing emissions; carrying out environment requests to Vehicle from testing and promoting Emission Team external good vehicle operation. responded to within grant Education and Service Level Agreement enforcement relating to Target: 90% vehicle idling. Delivered across four local authorities.

Service Provision of management Enabler Service Support activities 4.8 247,424 0 247,424 Support and administrative - Corporate contribute towards the support. Governance and overall performance of the Risk service. Performance is monitored through the indicators for front line services.

Total :- 36.9 1,646,290 (128,871) 1,517,419

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Actions

Actions 2015/16 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Improve resilience. Improve resilience to deal A formal agreement will be Environmental April 2013 August 2015 Planned with any outbreak by in place to give mutual Health & progressing more formal assistance in the event of a Trading arrangements with serious public health Standards neighbouring authorities. incident. Manager

Trusted Trader. Introduce charging to the The income from the Team Leader April 2015 August 2015 Complete Trusted Trader scheme to membership fee will cover Trading make it self-financing. the cost of advertising the Standards scheme.

Tobacco display. Extend display of tobacco All tobacco products will be Team Leader April 2015 March 2016 Complete products in to smaller out of sight . Trading premises. Standards

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Actions 2016/17 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Trading Standards Consider the outcomes of Through engagement, WL Team Leader April 2016 March 2017 Planned review the various national will assist in ensuring the Trading reviews of trading best possible protection Standards standards currently being through trading standards undertaken at a Scottish services. and UK level and engage as appropriate.

Animal Feed Engage with Food Depending upon the Team Leader April 2016 March 2017 Planned Standards Scotland in direction instructed by FSS, Trading relation to their review of ensure continuity of animal Standards feed enforcement in feed enforcement. Scotland.

Air Quality Preparing the finalised air The draft action plan for Senior Officer April 2016 March 2017 Planned quality action plan for Broxburn will be consulted Public Health Broxburn. upon and made in to a final action plan.

Air Quality Progress declaration of air AQMA will be declared. Senior Officer April 2016 March 2017 Planned quality management Draft action plans will be Public Health areas for Linlithgow and prepared. Newton, including the preparation of draft action plans for these areas.

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Performance

Performance Indicator Customer satisfaction with the service overall. P:EH050_6a.7

This performance indicator measures the percentage of customers who rated the overall quality of service provided by Environmental Health & Trading Standards as good or excellent.

Customer feedback is sought via customer survey and customers (both businesses and public) are asked to rate the overall quality of the service provided as; excellent, good, adequate, poor or very poor. Description All responses ranked as either 'Excellent' or 'Good' are recorded as positive responses.

Number of positive responses are divided by the total number of responses to determine a percentage. The results of customer feedback are analysed on an annual basis in order to identify areas for improvement.

Trend Chart Commentary:

The trend chart shows that customer satisfaction levels with Environmental Health & Trading Standards dipped to 80% which is below the service target and is the lowest recorded performance. Analysis of negative comments identified that time delays in contacting the service prevailed. These matters were raised with the contact centre management.

It is anticipated that the dip in 2013/14 was due to a reduced service in relation to animal welfare/dog warden and the improvement in 2014/15 was due to a resolution of that issue. Of those not marking the service good or excellent, 13% marked it adequate and 7% poor or very poor.

No specific external benchmark information is available for this indicator.

2015/16 56 out of 70 rated the service either Excellent or Good 2014/15 120 out of 136 rated the service either Excellent or Good 2013/14 120 out of 145 rated the service either Excellent or Good 2012/13 121 out of 144 rated the service either Excellent or Good

The service is keen to try and improve satisfaction levels therefore the target for 2016/17 will remain at 85%.

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Percentage of service requests made to Trading Standards which were responded to within the specific Performance Indicator service level targets. P:EH049_6b

This performance indicator measures the percentage of customer service requests made to Trading Standards responded to within specific service level targets.

Different targets exist depending upon the nature of the request. Targets are allocated to each type of service request on a computerised database which is used to report performance against individual type of service requests. Due to the time allowed to response, performance for the year-end,

Description cannot be reported until one month after the year-end.

This activity contributes to the council priorities of delivering positive health outcomes, reducing crime and improving community safety.

It assesses the effectiveness and efficiency of key activities of the service.

Trend Chart Commentary:

There was a marginal dip in performance in the 2014/15 (97.7% responded to within the timescale) results compared to 2013/14 figures (98.3% responded to within the timescale - a drop by 0.6%). Despite this, the target of 96% is considered particularly ambitious and will remain in place for 2015/16. No benchmark information is available.

The high number of service requests in 2010/11 was due to the service delivering first tier consumer advice – this service was moved to Consumer Direct in 2011 and resources within the team reduced accordingly.

Number of service requests made to Trading Standards which were responded to within the specific service level targets are as follows:

2015/16 - figures will not be available until May 2016 2014/15 929 out of 951 2013/14 1196 out of 1216 2012/13 979 out of 1005 2011/12 1133 out of 1167 2010/11 1878 out of 1907

The target for 2015/16 is 96% and this will be retained for 2016/17.

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Resources allocated to Environmental Health delivery per 1,000 population compared to the Scottish Performance Indicator average. P:EH059_9a.1c

This indicator is measuring the resources allocated to protecting the public through delivery or environmental health enforced services relating, amongst other things, to food safety, workplace safety, pollution control, dog warden, pest control, public health nuisances and air quality monitoring. The figures also include finances allocated to the provision of public conveniences.

The figures are gathered by the Improvement Service as part of the Local Government Benchmark Framework from returns provided by the financial management unit. The resources allocated impact other indicators measured by environmental health such as percentage of service requests Description responded to on time.

The allocation of resources contribute to all of the council priorities, but in particular, those relating to delivering positive outcomes on health and protection the built and natural environment.

The figures show the finances allocated to Environmental Health and Public Convenience provision in West Lothian per 1000 head of population compared to the Scottish average.

Trend Chart Commentary

The combined figure for costs of Environmental Health and Public Conveniences per 1000 population in West Lothian as reported by the Local Government benchmark Framework as £8,614. The Scottish average for the same period is £17,697.

The reduction in costs during 2013/14 were a result of implementation of efficiency strategies during the period along with a growth in population which is the denominator. Within Environmental Health the savings were delivered, amongst other things, through changes to the food sampling contracts.

The benchmark information of average cost per 1,000 population in Scotland (currently £17,697) is provided as part of the Local Government Benchmark Framework gathered by the Improvement Service. It should be noted, that the benchmark information includes pubic conveniences and as not all local authorities provide these services, this will impact the overall Scottish Average.

The figures are provided one year in arrears by the Improvement Service therefore the 2015/16 figures are not yet available. The target for 2014/15 included further efficiency targets including the introduction of charges for pest control services.

2014/15 £8614 per 1000 Head of Population (Scottish Ave £17,697) 2013/14 £8391 per 1000 Head of Population (Scottish Ave £18,322) 2012/13 £8739 per 1000 Head of Population (Scottish Ave £17,130)

Targets for 2015/16 will reflect the service budgets agreed as part of the council approved revenue budget for the year.

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Percentage of commercial premises rated as highest risk for food hygiene, food standards, trading Performance Indicator standards or health & safety, which were inspected on time as per the annual inspection program. CP:EH044_9b

Commercial properties are given a risk rating depending upon their inherent risk and the management controls applied. This rating, based on national guidelines, determines how often the business is inspected; higher risk premises being inspected more frequently than lower risk premises. Inspections are carried out for the purposes of workplace health & safety, food hygiene, food standards (composition) and trading standards.

For the purpose of this indicator, highest risk premises are considered to be category A and B1 for Health & Safety, category A and B for food hygiene, category A for food standards, and High for trading standards. 'On time' is within 28 days of the planned inspection date for Environmental Description Health and by the planned date for Trading Standards - this is in keeping with national guidance. This permitted period means that year-end figures will not be available until one month after the year-end period (May).

Inspections lists are prepared annually and premises risk scores are refreshed following every inspection.

Inspections are carried out to ensure that the premises are operating safely and within the law therefore this activity contributes towards the council priorities of protecting those at risk and living healthier lives.

Trend Chart Commentary:

Performance reported in 2013/14 (96.9%) and 2014/15 (97.6%) is above the service target of 95%. In 2013/14 seven inspections were missed where in 2014/15 only 5 inspections were missed.

The reason for missing the inspections was due to conflicting demands upon the officer. Staff have been reminded of the need to carry out scheduled inspections in advance of the due date in order that unforeseen reactive work has a reduced impact on inspection performance.

Benchmarking information has only just become available in Feb 2016 and the service will work with the Association for Public Service Excellence (APSE) to identify family groups in which performance and improvements can be discussed during 2016.

The numbers of high risk premises inspections done on time are as follows: 2015/16 - figures will not be available until May 2016 2014/15 205 out of 210 2013/14 220 out of 227

The target for 2015/16 is 95% and this will be retained for 2016/17.

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Calendar of Improvement and Efficiency Activity

2015/16 () Action Frequency Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar  Performance management Monthly              Review of Performance Indicators and targets Monthly              Benchmarking As Required  Collation Specified Performance Indicators (SPIs) Annual   Update of PPR information Monthly              WLAM (assessment) Annual   Review Panel Annual   Performance Committee As Required  Process Review (Lean/RIE activity) N/A  Progress review of improvement actions Monthly              CSE preparation Annual    Inspection or Audit activity As Required  Budget Management activity Monthly              Equality Impact Assessment(s) Annual   Health and Safety Assessment(s) Annual   Business Continuity Planning Annual   Workforce Planning Six-Monthly    Appraisal & Development Review (ADR) Six-Monthly    Review of customer groups/segmentation matrix Annual   Customer consultation Annual   Review of Service Standards Annual   Planned Engagement activity Annual   Website content management Monthly            

 Performance activity  Self Assessment activity  Consultation & engagement activity  External assessment activity  Corporate management activity

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3.4 Planning Services

Manager: Fiona McBrierty / Jim McGinley / Chris Norman Number of Staff (FTE): 39.2 Location: West Lothian Civic Centre

Purpose The principal purpose of Planning Services is to carry out the statutory planning and building standards functions of the council and ensure that sufficient education capacity exists for predicted levels of demand in nurseries and schools. The service also leads on delivering the council's duties and responsibilities in responding to climate change. The overall aim of the service is to promote economic development and ensure protection of the environment.

Activities The main activities of the service in 2016/17 will be:

■ Finalising the preparation of the local development plan, and its subsequent implementation. ■ Assisting in the preparation and delivery of Strategic Development Plan 2 for Edinburgh and South East Scotland. ■ Implementing, monitoring and reviewing the climate change strategy, carbon management plan and adaptation action plan. ■ Carrying out the council’s statutory duties on biodiversity and outdoor access. ■ Preparing, monitoring and reviewing supplementary planning guidance. ■ Implementing, monitoring and reviewing the Contaminated Land Inspection Strategy. ■ Verifying applications for building warrants and recording completion certificates. ■ Enforcement of Building (Scotland) Act 2003 in relation to dangerous buildings and unauthorised works. ■ Processing planning and related applications. ■ Processing appeals and participating in local reviews against decisions on planning applications. ■ Enforcement of planning control. ■ Conservation and design of the built heritage. ■ Preparing school roll projections. ■ Progressing school consultations to support the development plan alongside appropriate school provisioning and capacity increases.

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Key Partners

The service actively works with our partners to plan, design and deliver improved services for our customers. Our key partners are:

■ SESplan ■ Scottish Government ■ Other key Government agencies including the Scottish Environment Protection Agency (SEPA), Scottish Natural Heritage (SNH) and Historic Environment Scotland.(HES) ■ Her Majesty's Inspector of Schools (HMIe)

Customer Participation

The service will actively engage customers and potential customers in the delivery and re-design of services to ensure that they are accessible and focused on their needs and preferences.

Customer Consultation Schedule Customer Responsible Feedback Survey Method Frequency Group Officer Method Development Online and Linked to Development Development Planning Newsletter development Planning and Plan Customers plan timetable. Environment Manager Development Questionnaires Annually Development Service Planning Planning and Improvement Customers Environment Plan as part of Manager the Planning Performance Framework

School Online, in As required per Education Education Consultations writing, ad hoc consultation Planning Officer Executive meetings, public meetings, HMI review

Applicants and Focus group Bi-annually Development Minutes and agents – Management follow up Development Manager meeting Management

Applicants and Questionnaires Annually Development Service agents – Management Improvement Development Manager Plan as part of Management the Planning Performance Framework

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Customer Consultation Schedule Customer Responsible Feedback Survey Method Frequency Group Officer Method

Applicants and Focus group Biennial Building Minutes and agents – Standards follow up Building Manager. meeting. Standards.

Applicants and Questionnaires Annually Building Balanced agents – Standards Scorecard. Building Manager. Standards.

Employee Engagement Schedule

Engagement Employee Group Frequency Responsible Officer Method All employees One-to-ones Fortnightly / monthly Service Managers (Building Standards, Development Management and Development Planning) and Team Leaders All Employees Appraisal & 6 monthly Service Managers Development (Building Standards, Review (ADR) Development Management and Development Planning) and Team Leaders All employees Team meetings Weekly / fortnightly / Service Managers monthly (Building Standards, Development Management and Development Planning) Employee sample Employee survey Annually Service Managers (Building Standards, Development Management and Development Planning)

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Employee Engagement Schedule

Engagement Employee Group Frequency Responsible Officer Method

All employees Management Plan Annually Service Managers Launch (Building Standards, Development Management and Development Planning) Extended Management Quarterly Service Managers Management Team Meeting (Building Standards, (Staff Development Representatives) Management and Development Planning) All employees Direct As required on Service Managers communication significant issues (Building Standards, and dissemination Development of corporate Management and information Development Planning)

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Activity Budget

Development To regulate unauthorised 8. Protecting the DM051_9b.1a Managem 1.3 58,867 0 58,867 Management - development in the built and natural Quarterly number of ent Enforcement interests of our environment enforcement cases communities and the received environment. Target: 25 cases

9a Cost to investigate WLAM each reported case

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P:BS036_9a.2b PUBLIC Average Fees received per Building Standards Officer. Target: £54,386

Dangerous To ensure new 8. Protecting the BS039_9b.1a HIGH 0.5 29,681 0 29,681 Building development is built and natural Quarterly number of LEVEL Notices & undertaken in the environment enforcement notices Other interests of the health & issued Enforcement safety and welfare of the Target: 3 notices Notices general public and the environment. BS041_9a2 budget per Managem enforcement enquiry. ent

Target:£500

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Maintain the corporate DP003_9b.1aCorporate address gazetteer (CAG) Address Gazetteer (CAG) percentage of compliance with British Standard and National CAG guidance Target: 80%

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Service Provision of management Enabler Service Support activities 4.0 195,855 0 195,855 Support and administrative - Corporate contribute towards the support. Governance and overall performance of the Risk service. Performance is monitored through the indicators for front line services.

Total :- 35.9 1,989,577 (1,797,552) 192,025

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Target: 550

Service Provision of management Enabler Service Support activities 0.3 9,248 0 9,248 Support and administrative - Corporate contribute towards the support. Governance and overall performance of the Risk service. Performance is monitored through the indicators for front line services.

Total :- 3.3 144,097 0 144,097

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Actions

Actions 2015/16 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Review building Review building Standardise information in Building April 2016 July 2016 Complete standards customer standards customer local customer charter and Standards charter. charter in line with include information with Manager Scottish Government national context. performance framework. Provide Scottish Provide quarterly return Quarterly submission to Jim McGinley April 2015 September Complete Government with to Scottish Government Scottish Government 2015 information in line with in line with the Building showing performance and the Building Standards Standards Performance improvements both Performance Framework undertaken and planned Framework

Planning training for Quarterly evening Better informed community Chris Norman April 2015 December Complete community councils, presentation on planning councils that are able to 2015 including design practice and procedures. engage more fully with the awareness. planning process.

Improvements to Implement revised Average processing Chris Norman April 2015 March 2016 Complete processing procedures for timescales reduced and procedures and processing planning percentage of applications reporting applications and revise processed within statutory reporting procedures to timescales increased. conform to Government guidance.

Monitoring process for Implement a system Aid the submission of Chris Norman April 2015 September Complete pre application which meets Scottish planning applications. 2015 discussions. Government requirements.

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Actions 2015/16 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Introduce processing To provide greater Formal processing Chris Norman April 2015 March 2016 Complete agreements for major certainty for the delivery agreements set up for planning applications. of major planning major applications. decisions.

Carbon Management Update, approve and Targets set and achieved Craig May 2015 August 2015 Complete Plan implement a carbon for carbon reduction McCorriston management plan.

Environmental Implement a programme Targets for reduced energy Craig April 2015 March 2016 Complete Behaviour Change to encourage behavioural use in schools achieved. McCorriston Project. change with respect to Programme incorporated energy efficiency. into the school curriculum. CPD requirements on environmental awareness for teachers achieved.

Respond to A more holistic annual Annual submission to Chris Norman April 2015 September Complete improvement tasks account of the Scottish Government 2015 resulting from the performance of the showing improvements planning performance planning service. undertaken. framework.

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Actions 2016/17 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Review building Review building Standardise information in Building April 2016 July 2016 Planned standards customer standards customer local customer charter and Standards charter. charter in line with include information with Manager Scottish Government national context. performance framework. Implement the national Provide Implementation of online Building April 2016 October 2017 Active eBuildingStandards eBuildingstandards in eBuildingstandards Standards system for the online conjunction with system. Manager submission of government portal to applications and facilitate online documentation. submission of building standards applications and documentation. Improvements to Implement revised Average processing Development April 2016 March 2017 Active processing procedures procedures for timescales reduced and Management and reporting. processing planning percentage of applications Manager applications and revise processed within statutory reporting procedures to timescales increased. conform to Government guidance. Provide Scottish Provide quarterly return Quarterly submission to Building April 2016 March 2017 Planned Government with to Scottish Government Scottish Government Standards information in line with in line with the Building showing performance and Manager the Building Standards Standards Performance improvements both Performance Framework. Framework undertaken and planned Introduction of charging Implement revised Average processing Development April 2016 March 2017 Active for certain service procedures for timescales reduced and Management activities. processing planning percentage of applications Manager applications and revise processed within statutory reporting procedures to timescales increased. conform to Government 68

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Actions 2016/17 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) guidance.

Introduce processing To provide greater Formal processing Development April 2016 March 2017 Active agreements for major certainty for the delivery agreements set up for Management planning applications. of major planning major applications. Manager decisions. Respond to improvement A more holistic annual Annual submission to Development April 2016 September Active tasks resulting from the account of the Scottish Government Management 2017 planning performance performance of the showing improvements Manager framework. planning service. undertaken. Planning training for Quarterly evening Better informed community Development April 2016 March 2017 Active community councils, presentation on planning councils that are able to Management including design practice and procedures. engage more fully with the Manager awareness. planning process. Respond to improvement A more holistic annual Annual submission to Development November 2015 July 2016 Active tasks resulting from the account of the Scottish Government Management planning performance performance of the showing improvements Manager framework. planning service. undertaken.

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Performance

Performance Indicator Customer satisfaction with the service overall P:STP005_6a.7

This performance indicator measures the percentage of customers who rated the overall quality of service provided by Planning Services as good or excellent.

Description Customer feedback is sought via customer survey and customers are asked to rate the overall quality of the audit service provided as; excellent, good, adequate, poor or very poor. All responses ranked as either 'Excellent' or 'Good' are recorded as positive responses. Number of positive responses is divided by the total number of responses to determine a percentage.

The results of customer feedback are analysed on annual basis in order to identify areas for improvement. Trend Chart Commentary:

The trend chart shows that the reported performance of 79.17% for 2015/16 was lower than the reported performance of 80.95% for 2014/15.

The customer comments received are currently being analysed and service managers will identify areas for improvement from these. These areas for improvement will be included in an action plan for 2016/17 and upon satisfactory conclusion will be included in a service “You Said, We Did” communication to customers.

The trend chart shows that the levels have dropped over the 5 year period from a high of 86.9% in 2011/12 to a low of 79.17% in 2015/16.

The drop in customer satisfaction between 2012/13 and 2013/14 occurred at a time when there was a significant change in the way the service deals with customer contact, with customers being directed to the Customer Service Centre and to an on-line service delivery. Further changes occurred at the start of 2014/15 when the duty service which had allowed customers to obtain advice from a duty officer was removed.

As reported satisfaction had been reducing between 2011/12 and 2014/15 the target was reduced from 90% to 80% for 2015/.16 to allow these changes to operating procedures to bed in and become the norm for customers.

During 2015/16 a service restructure was completed and further associated channel shift changes to service delivery were introduced to the service. This on-going change has contributed to a further drop in customer satisfaction to 79.17 for 2015/16.

The 80% target has been reassessed for 2016/17 and will be retained to allow the changes to service delivery to become embedded within both the service and in our customers’ experience.

As a result the customer satisfaction target has been reduced to 80% for 2015/16 to allow these changes to operating procedures to bed in and become the norm for customers.

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Annual Percentage of building warrants issued or refused, up to and including the sixth working day of Performance Indicator P:BS037_6b.2 receiving information.

This performance indicator measures the percentage of building warrants issued or refused, up to and including the sixth working day, from receipt of all necessary information from the applicant or their agent. The applicant or agent will previously have been advised of the information or amendments required. Description The approval of building warrants to allow building work to progress on site is one of the key regulatory activities of building standards and relates to council key outcomes of protecting the built and natural environment and improving the economic situation of West Lothian.

This indicator is based on data collected at the end of a financial year.

Trend Chart Commentary The trend shows that the 2015/16 performance of 93.92% was higher than the 2013/14 performance of 92.45%.

The trend chart shows that year on year performance, with the exception of the 2014/15 when there was a 1% reduction in performance, has improved.

We have benchmarked our performance against both Aberdeenshire Councils reported 2014/15 annual performance of 88% and Renfrewshire Councils reported 2014/15 annual performance of 90% along with the accounts commission previous statutory indicator target of 80% which is shown on the chart.

For information, the number of applications determined each financial year was as follows: 2015/16 (1119), 2014/15 (1112), 2013/14 (1054), 2012/13 (1182) and 2011/12 (1167).

Although performance has exceeded target, an increase in the number and complexity of applications being received as a result of the economic recovery will make achieving this performance more challenging in the year ahead. The target has been retained at 90% for 2016/17 and will be reviewed for financial year 2017/18.

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Annual percentage of completion certificates submitted to building standards accepted within 3 working Performance Indicator days P:BS040_9a.2b

This performance indicator measures the percentage of completion certificates submitted by applicants to building standards, after the completion of building works on site, which are then accepted by building standards within 3 working days. That is 3 working days between the date that building standards verify, by reasonable enquiry, that the completed works on site appear to comply with the approved building warrant and the date that the completion certificate acceptance is posted out to the applicant. Description The acceptance of completion certificates after building works have been completed on site is one of the key regulatory activities of building standards and this indicator relates to council key outcomes of protecting the built and natural environment and improving the economic situation of West Lothian.

All dates are held within the database that building standards use and this indicator is based on data collected at the end of a financial year.

Trend Chart Commentary

The trend shows that the 2015/16 performance of 97.95% was an improvement on the 2014/15 performance of 97.36%.

In 2013/14 the target was raised to 90% as prior to this the trend showed that the service had maintained a level of performance exceeding the original target of 80% of completion of certificates accepted within three days. The 80% of completion of certificates accepted within three days is the former accounts commission national target and is used for benchmarking purposes. We also benchmark against Renfrewshire councils target of 95%.

For information, the number of completion certificate submissions accepted each financial year was as follows:

2015/16 (1511), 2014/15 (1628), 2013/14 (1314), 2012/13 (1218) and 2011/12 (1150).

Although performance has exceed the target, an increase in the number and complexity of applications being received as a result of economic recovery will make achieving this level of performance more challenging in the coming year. Consequently, the 90% target has been maintained for 2016/17 and will be reviewed for financial year 2017/18.

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Performance Indicator Annual percentage of all applications, excluding major applications, determined in two months. P:DM033_9b.1a

This performance indicator measures the percentage of all local planning and other applications determined (fully assessed and decision has been issued) within 2 months by the council. It includes householder planning applications.

This category excludes major applications. Major applications are generally for the large development proposals including housing sites for 50 or Description more units and developments on sites of greater than 2 Ha.

The assessment of a planning application relates to the council’s key outcomes for protecting the natural and built environment, and improving the economic situation of West Lothian.

Trend Chart Commentary:

The council’s performance in 2014/15 at 77.95% (of 703 applications determined) was a modest reduction of less than 1% on the previous year's performance of 78.85% (of 733 applications determined). It is still slightly below the statutory target of 80%. Performance has remained generally consistent over the last 5 years.

For the purposes of benchmarking and from figures available in the council’s latest Planning Performance Framework submission for 2014/15, in a national context the council’s performance for this indicator is above the annual Scottish average of 72.1%. West Lothian Council, in a Scottish context, had the fourth highest proportion of local planning applications that were subject to a legal agreement, and this will inevitably extend the time period for determination of this category of planning application.

The number of planning applications in this category is the lowest in the past 5 years.

Over the last five years the number of all non-major applications determined in 2 months, out of the total number of all such applications, is as follows:

2014/15 548 out of 703 2013/14 578 out of 733 2012/13 542 out of 722 2011/12 603 out of 765 2010/11 646 out of 825

The target will be maintained at the statutory level of 80% for 2016/17.

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Performance Indicator Annual percentage of all major planning applications determined in 4 months. P:DM034_9b.1a

This performance indicator measures the percentage of all major planning applications determined (fully assessed and decision has been issued) within 4 months which is the statutory period for determination of this category of application.

‘Major’ applications are statutorily defined and are the more complex planning applications dealt with by the council. Examples of major planning Description applications are sites for more than 50 houses, or sites for any form of development where the site area is greater than 2 hectares.

The assessment of a major planning application relates to the council’s key outcomes for protecting the natural and built environment, and improving the economic situation of West Lothian.

Trend Chart Commentary:

The council’s performance in 2015/16 at 47.37% (of 19 applications determined) was a significant improvement over the previous year when 41.18% (of 17 applications determined) were determined within the longer statutory period 4 months, and continues the trend of continuous improvement established over the previous two years.

Of the 10 applications which took over 4 months to determine, 5 were elements of CDA developments, 4 encountered delays in agent or consultee responses, and one was delayed for reasons relating to a legal agreement.

Performance has varied over the past 5 years from 30.0% in 2012/13 to 47.37 % in 2015/16. While major applications are by their nature complex and generally include legal agreements which can be difficult to conclude, the year on year improvement in performance since 2013 is encouraging. The increase in performance can be attributed to the fact that 7 of the 19 applications were applications for Matters Specified in Condition, and 3 were Section 42 applications, to vary conditions attached to an existing consent, none of which required to be the subject of further legal agreement,

For the purposes of benchmarking, and from the most recent figures available in the council’s latest Planning Performance Framework submission for 2014/15, in a national context West Lothian Council has the 7th highest number of major planning applications in Scotland and 4th highest proportion in Scotland of all major planning applications when measured against the total number of applications received. National benchmarking figures for 2015/16 are not available.

Performance data over the last five years shows the number of major applications determined in 4 months, out of the total number of all such applications, is as follows:

2015/16 9 out of 19 2014/15 7 out of 17 2013/14 7 out of 22 2012/13 6 out of 20 2011/12 4 out of 12 The target has been retained at 40% for 2016/17 and will be reviewed for financial year 2017/18.

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Performance Indicator Percentage of new houses built on land which has previously been developed. CP:DP009_9b.1a

This performance indicator measures the percentage of new houses built on land which has previously been developed, otherwise known as ‘brownfield’ land.

Planning authorities are required by statute to promote the efficient use of land and buildings, direct development towards sites within existing settlements where possible, make effective use of existing infrastructure and to reduce energy consumption. Description Development on ‘brownfield’ land, provides an indication of how much development is taking place and assists in monitoring the amount of vacant and derelict land. It can be used as a measure of how successful planning policies are in helping to make the best use of scarce land resources.

The assessment of development on brownfield land relates to the council’s key outcomes for protecting the natural and built environment, and improving the economic situation of West Lothian.

Trend Chart Commentary:

House completion figures for 2014/15 will not be confirmed until the 2015 Housing Land Audit is agreed however, early indications are that out of a total of 763 house completions during 2014/15, 51% of these were on brownfield land.

The target increase from 50% in 2011/12 to 60% in 2012/13 and 2013/14 was reflective of the council agreeing to relax the level of financial contributions from developers associated with new residential development. This was to help reduce overall development costs and improve the viability of the remaining ‘brownfield’ sites. The target was revised to 30% for 2014/15 to reflect the total number of housing units on brownfield land proposed for development in the emerging West Lothian Local Development Plan. However, this target was exceeded principally due to development moving forward on two large brownfield development sites – Wester Inch and Little Boghead, Bathgate.

The number of housing completions on brownfield land against the total number of housing completions is as follows:

2014/15 373 out of 775 2013/14 184 out of 615 2012/13 202 out of 523 2011/12 123 out of 229 2010/11 530 out of 308

The target for 2016/17 will remain at 30% to reflect the number of housing units anticipated to come forward on other sites proposed for development, principally greenfield development associated with the core development areas of Armadale, Calderwood and Winchburgh.

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Calendar of Improvement and Efficiency Activity 2016/17 () Action Frequency Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar  Performance management Monthly              Review of Performance Indicators and targets Monthly              Benchmarking As Required   Collation Specified Performance Indicators (SPIs) Annual   Update of PPR information Monthly              WLAM (assessment) 1 Yr Cycle   Review Panel 1 Yr Cycle    Performance Committee As Required  Process Review (Lean/RIE activity) As Required   Progress review of improvement actions Monthly              CSE preparation Annual    Inspection or Audit activity As Required  Budget Management activity Monthly              Equality Impact Assessment(s) Annual   Health and Safety Assessment(s) Annual   Business Continuity Planning Annual   Workforce Planning Six-Monthly    Appraisal & Development Review (ADR) Six-Monthly    Review of customer groups/segmentation matrix Annual   Customer consultation Annual   Review of Service Standards Annual   Planned Engagement activity Annual   Website content management Monthly            

 Performance activity  Self Assessment activity  Consultation & engagement activity  External assessment activity  Corporate management activity

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Planning, Economic Development & Regeneration

Management Plan 2016/17

Craig McCorriston Head of Service

April 2016

For more information:

Email address:[email protected] Telephone number:01506 282443

West Lothian Civic Centre Howden South Road | Livingston | West Lothian | EH54 6FF

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DATA LABEL: PUBLIC

ENVIRONMENT POLICY DEVELOPMENT AND SCRUTINY PANEL

NEWTON AIR QUALITY MANAGEMENT AREA

REPORT BY HEAD OF PLANNING, ECONOMIC DEVELOPMENT AND REGENERATION

A. PURPOSE OF REPORT The purpose of this report is to advise the panel of the results of the statutory work undertaken by Environmental Health to monitor air quality in Newton and to advise that an Air Quality Management Area (AQMA) is required.

B. RECOMMENDATION 1. It is recommended that the panel considers and comments upon the report and notes the intention to present the report to the council executive with the recommendation that the air quality management area encompassing the whole of Newton be progressed.

C. SUMMARY OF IMPLICATIONS

I Council Values Focusing on our customers' needs; being honest, open and accountable; providing equality of opportunities; making best use of our resources; working in partnership

II Policy and Legal (including Poor air quality directly and adversely affects Strategic Environmental public health. Local authorities have a statutory Assessment, Equality duty under the Environment Act 1995, part IV Issues, Health or Risk (Local Air Quality Management) to monitor and Assessment) report on air quality. Where there is, or is likely to be, a breach of the relevant statutory air quality objectives, an Air Quality Management Area must be declared.

Legal Services will assist in the making of the statutory Air Quality Management Order.

Local Air Quality Management Policy Guidance 2009 (Scottish Government / DEFRA)

III Implications for Scheme of None. Delegations to Officers

IV Impact on performance and None. performance Indicators

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V Relevance to Single West Lothian is an attractive place for doing Outcome Agreement business.

We live longer, healthier lives and have reduced health inequalities.

We make the most efficient and effective use of resources by minimising our impact on the built and natural environment.

VI Resources - (Financial, The service has limited capacity to carry out the Staffing and Property) work necessary to develop and implement a further Air Quality Management Area. Grant funding from the Scottish Government has been sought for the current work and further applications will be necessary for development and implementation of the Air Quality Action Plan.

Staff time from a variety of services will be required to develop the Air Quality Action Plan.

Depending on the content of the Air Quality Action Plan, capital expenditure may be required to implement the measures identified as necessary.

VII Consideration at PDSP Air quality in Newton was most recently reported to the Environment PDSP on 29 October 2015 at which time members noted that Newton measured fine particles concentrations had increased further to exceed the annual mean concentration objective. The Detailed Assessment in progress for Newton would be completed during 2015-16.

VIII Other consultations The Scottish Government, including its’ independent consultant and the Scottish Environmental Protection Agency (SEPA) are statutory consultees on the routine monitoring and reporting on Air Quality in West Lothian. Internal ongoing consultations include: West Lothian Council Transportation Service; Planning Services. Air quality in Newton will be reported to the Linlithgow Local Area Committee on 31 May 2016 at which time the committee will be updated on the current position.

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D. TERMS OF REPORT

D1 Background

The Air Quality (Scotland) Regulations 2000, as amended, lays down standards and objectives to be achieved by specified dates for seven priority pollutants. These are: Benzene, Carbon monoxide, Lead, 1,3-Butadiene, Nitrogen dioxide (NO2), Sulphur dioxide, and particulate matter (PM10).

The council is obliged to report annually to the Scottish Government on priority pollutants. A three year cycle is specified with Progress Reports each year except the third, where a more in depth ‘Updating and Screening Assessment’ is required. (However, detail changes in reporting are expected to be introduced in 2016).The statutory 2015 Updating and Screening Assessment covered air quality in 2014. It was submitted to the Scottish Government in June and presented to the Environment PDSP in October following feedback and acceptance by the Scottish Government and SEPA. It is available on the council’s web site.

The main points of the report as they relate to Newton were:

 the need to continue automatic monitoring at Newton Main Street due to the annual mean concentration for PM10 exceeding the air quality objective;

 monitoring data from the station indicated that measured levels of PM10 concentration remained above the Air Quality Objective level;

 it was seen as likely that an AQMA will be declared for PM10 in Newton; and

 a Detailed Assessment would be undertaken for Newton to establish the likely geographical area of the likely exceedance of the annual PM10 objective.

The full report, available online (http://www.westlothian.gov.uk/media/9419/2015- Update-and-Screening-Assessment/pdf/2015_LAQM_USA_(revised).pdf), gives more detail of the standards, objectives, and measured pollution levels in West Lothian. The Scottish Government accepted the report’s conclusions. Data from the Newton monitoring site automatically populates the Scottish Government’s web site, www.scottishairquality.co.uk, which is available to the public.

D2 Progress in 2015/6

Scottish Government funding was sought and obtained to allow commissioning of external expertise to carry out the Detailed Assessment of Air Quality in Newton. The report has now been finalised and encompasses modelling of PM10. The key purpose of the report is to identify the geographical area which exceeds, or is likely to exceed, the Air Quality Objectives.

The modelling study within the report indicated the following:

 The 2 main sources of PM10 emissions in the Newton area are fuel combustion and road transport.

 There are exceedances of the PM10 annual mean Scottish Objective in most of Newton.

 Non road-traffic PM10 concentrations account for a significantly high proportion, up to 91.3% of total PM10 concentrations within the study area.

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 The contribution from road traffic to PM10 concentration is higher for the receptors closer to the road.  When only comparing the contribution of road traffic and domestic fuel combustion, the largest contribution at each receptor comes from domestic fuel combustion. The contribution of domestic fuel combustion goes from 50.2% for receptors closest to the road up to 92.6% for receptors further away from the road, excluding the background contribution.

In light of the Detailed Assessment of Air Quality in Newton using the available monitoring data from 2014, West Lothian Council is required to declare an Air Quality Management Area for the exceedances of the Scottish PM10 annual mean objective. It is envisaged that the boundaries will mirror the settlement boundary set in the West Lothian Local Development Plan Proposed Plan.

D3 Air Quality Management Order

An Air Quality Management Area is made via an Air Quality Management Order. Prior to declaring this a one-month public consultation is required on the proposed AQMA, including the proposed boundaries. As the consultation will be public, anyone wishing to contribute will be able to do so, however specific consultation will include:  elected members for the ward;  the Community Council;  adjoining Local Authorities;  Police Scotland;  Transport Scotland; and  West Lothian Council services.

It is proposed that, providing there is no significant objection, the AQMA is declared. Should significant objection be forthcoming, the matter will be referred back through the PDSP and Council Executive for further consideration. Declaration of the Air Quality Management Area for Newton will be a major item of work for 2016-17. Further reports to the Local Area Committee and Environment PDSP will take place as appropriate.

D5 Future Work

Following declaration, there begins a process of internal consultation looking at all the options to improve air quality (in this case reduce fine particulates) and prioritising these to inform a draft Action Plan. This is then subject to wider community consultation. Once finalised, the Action Plan will determine what action will be taken and how it will be prioritised.

In particular, elevated PM10 levels are largely associated with domestic solid fuel heating. Measures to address this will be required. In addition, a range of well- established measures can be used to reduce traffic levels and influence driver behaviour. These measures will be examined with colleagues in transportation in conjunction with the local community. All measures would be subject of public consultation and consideration would need to be given to any capital and revenue funding consequences arising.

Monitoring with both the current real time analyser site and passive diffusion tubes will continue and it is possible that the AQMA may require amendment in future to its boundaries. 4

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E. CONCLUSION The panel is asked to note that air quality in Newton fails to meet the Air Quality

Objective for PM10 and the exceedance requires the council declare an Air Quality Management Area.

F. BACKGROUND REFERENCES

Report to Environment Policy Development and Scrutiny Panel 19 June 2014 - Local Air Quality Management in West Lothian

Report to Environment Policy Development and Scrutiny Panel 29 October 2015 - Local Air Quality Management in West Lothian

Detailed Assessment of Air Quality – Newton 2016

Policy Guidance PG(S)(09). Scottish Government February 2009

Technical Guidance TG(09). Scottish Government February 2009

Cleaner Air For Scotland – The Road to a Healthier Future (Scottish Government, 2015)

Appendices/Attachments: Map of Proposed Boundaries of AQMA

Contact Person: David L Brewster, Senior Environmental Health Officer, Telephone 01506 282376, e-mail mailto:[email protected]

Craig McCorriston Head of Planning, Economic Development and Regeneration.

28 April 2016.

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Map of Proposed Newton AQMA Boundaries

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DATA LABEL: PUBLIC

ENVIRONMENT POLICY DEVELOPMENT AND SCRUTINY PANEL

COMPULSORY MICROCHIPPING OF DOGS

REPORT BY HEAD OF PLANNING, ECONOMIC DEVELOPMENT AND REGENERATION

A. PURPOSE OF REPORT

The purpose of this report is to highlight the introduction of compulsory microchipping for dogs and to outline the proposed advice and regulatory approach to be taken by the council’s Animal Welfare service.

B. RECOMMENDATION

It is recommended that the panel considers and comments on the proposed approach to the introduction of compulsory microchipping for dogs and associated regulation.

C. SUMMARY OF IMPLICATIONS

I Council Values Focusing on our customers' needs; being honest, open and accountable; developing employees; making best use of our resources; working in partnership.

II Policy and Legal (including Animal Welfare Act 2006 Strategic Environmental Assessment, Equality The Microchipping of Dogs (Scotland) Issues, Health or Risk Regulations 2016 Assessment) The proposals do not raise any environmental or equality assessment issues. The proposals are in part designed to address health and risk issues associated with stray dogs.

III Implications for Scheme of Nil. Delegations to Officers

IV Impact on performance and No performance indicators relate to the performance Indicators compulsory microchipping of dogs.

V Relevance to Single We live in resilient, cohesive and safe Outcome Agreement communities.

VI Resources - (Financial, The services will be delivered within existing Staffing and Property) resources. No additional funding has been provided for enforcement of this new legislation. 1

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VII Consideration at PDSP Not previously considered.

VIII Other consultations Edinburgh Cat and Dog Home (stray dog kennelling contractor).

D. TERMS OF REPORT

D1 Background

The Scottish Government announced in March 2015 that all dogs in Scotland would be required to be implanted with a microchip identifying the keeper. The intention was to assist with the return of stray or lost dogs and to allow authorities to hold owners responsible for their dogs’ behaviour. This followed an earlier consultation in 2014 in which responses supported the proposed policy.

Dogs subject to a Dog Control Notice are already routinely required to be microchipped and Government advice issued in 2015 highlighted the expected application to all dogs.

D2 Regulations and enforcement powers

Regulations introduced in January 2016 create the legal requirement for all dogs over eight weeks old to be implanted with a microchip and for the details associated with that microchip to be kept up to date.

The new enforcement powers for the regulations lie jointly with local authorities and police officers, however, no additional funding has been provided. Enforcement is by means of enabling powers, rather than a statutory duty, therefore local authorities have some flexibility in how the powers are used.

The powers identify that an Authorised Officer may seize a dog to check if a compliant microchip has been implanted and to read the encoded number. Where there is non- compliance with the obligations on keepers laid out in the legislation, a notice can be served requiring:  microchipping of the dog,  implanting with a fresh compliant chip where the existing one has failed to transmit a number,  provision of evidence that the dog is deemed as unfit, due to health reasons, to be microchipped, or  provision of up to date information to the chip database operator where existing information is no longer accurate.

The keeper has 21 days to comply with the notice. Where there is non-compliance the authorised officer may:  seize the dog to allow it to be microchipped, or  notify the database operator with the correct details.

The costs of these actions can be recovered from the keeper.

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The regulations introduce a number of criminal offences, including failure to comply with the notice described above, which would be reportable to the Procurator Fiscal. The initial intention to provide powers to use Fixed Penalty Notices has not been delivered due to legal difficulties. The Scottish Government has indicated its intention to provide for these when future legislative time permits.

D3 Enforcement Approach

No proactive checking for microchips will be carried out. However all dogs with which Animal Welfare Officers have contact will be scanned to establish if a compliant microchip has been implanted. Where no compliant chip is found or details are out of date, a notice will be served on the owner requiring compliance with 21 days.

No reports will be sent to the Procurator Fiscal unless a report is being prepared for the Procurator Fiscal in relation to other dog related matters.

The annex to the Environmental Health and Trading Standards Enforcement Policy will be updated accordingly.

D4 Stray Dogs

It is hoped that the introduction of the legislation will improve the ability to trace the owners of stray dogs. However, experience has suggested that the proportion of stray dogs which are not chipped is higher than average.

Where dogs without chips are taken to Edinburgh Dog and Cat Home (the contracted supplier for kennelling), owners reclaiming their animals will be encouraged to have them chipped at a fair cost. Edinburgh Dog and Cat Home cannot enforce microchipping. Whilst fully supporting compulsory microchipping, the organisation does not wish its animal welfare role to become compromised in the minds of donors by being seen to take part in enforcement. Therefore, where owners decline to have their dog chipped, they will subsequently receive advisory communication (rather than enforcement action) from the Animal Welfare Service reminding them of their obligations. All dogs rehomed by Edinburgh Dog and Cat Home will be microchipped with the new keepers’ details.

E. CONCLUSION The introduction of compulsory microchipping for dogs will not solve all dog related issues, but will assist in identifying the keepers of dogs. The most common issue is likely to be out of date details registered against implanted microchips. No additional funding has been provided for enforcement. Enforcement will therefore focus on cases where dogs are causing other problems or where there is persistent non-compliance. Agreement has been reached with Edinburgh Dog and Cat Home as to how unchipped stray dogs will be dealt with.

F. BACKGROUND REFERENCES

Scottish Government: Microchipping of Dogs

Appendices/Attachments: None Contact Person: David Brewster, Senior Environmental Health Officer, 01506 282376, [email protected]

Craig McCorriston 3

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Head of Planning, Economic Development and Regeneration

28 April 2016

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DATA LABEL: PUBLIC

ENVIRONMENT POLICY DEVELOPMENT AND SCRUTINY PANEL

RESULTS OF SCOTTISH NATURAL HERITAGE USERS SURVEY OF JOHN MUIR WAY

REPORT BY HEAD OF PLANNING, ECONOMIC DEVELOPMENT & REGENERATION

A. PURPOSE OF REPORT

The purpose of this report is to inform the panel on the results of the visitor’s survey commissioned by Scottish Natural Heritage (SNH) between 2014-15 on users of the John Muir Way. The results also set out findings on economic benefit. The footpath was originally proposed by the Central Scotland Green Network Trust (CSGNT) and part of the route passes through West Lothian.

B. RECOMMENDATION

It is recommended that the Environment PDSP:

1. notes the contents of the report and the visitor survey findings; 2. offers any comment about the John Muir Way route to SNH & CSGNT; and 3. refers the report to the Local Area Committee for Ward 1 that covers the route in West Lothian, again for any comments or suggestions.

C. SUMMARY OF IMPLICATIONS

I Council Values • Focusing on our customers' needs; • being honest, open and accountable; • making best use of our resources; and • working in partnership.

II Policy and Legal (including The report does not raise any strategic Strategic Environmental environmental assessment, equality or health Assessment, Equality risk issues. Issues, Health or Risk Assessment)

III Implications for scheme of None. delegation

IV Impact on performance and None. performance indicators

V Relevance to Single SOA 3. Our economy is diverse and dynamic, Outcome Agreement and West Lothian is an attractive place for doing business; SOA 7. We live longer, healthier lives and have

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reduced health inequalities; SOA 8. We make the most efficient and effective use of resources by minimising our impact on the built and natural environment.

VI Resources - (Financial, None. Staffing and Property)

VII Consultations at PDSP The route has previously been the subject of discussion at Environment PDSP in October 2012.

VIII Other consultations West Lothian Access Forum, Visit West Lothian.

D. TERMS OF REPORT

D1 Background

The Central Scotland Green Network (CSGN) remains one of 14 National Developments identified in the third National Planning Framework (NPF3), which aim to make “a significant contribution to Scotland’s sustainable economic development”. One of CSGN’s key goals is to deliver a network of strategic walking and cycling routes for active travel and recreation.

CSGN initially proposed the John Muir Way, a long distance route from Dunbar to Helensburgh, as an early priority project. John Muir, who was born in Dunbar, founded the USA national parks movement. Implementation of the route was led by Scottish Natural Heritage (SNH).

D2 John Muir Way – West Lothian section

The route seeks to link together “the finest scenery, wildlife and historic sites across the central belt”, and encourage end-to-end users as well as day usage by local people and visitors.

It opened in April 2014 to tie in with the centenary of John Muir’s death, and is accessible for walkers and cyclists, with some sections also suitable for horse-riding.

The route is approximately 134 miles (210km) long, and passes through ten local authority areas across central Scotland, including West Lothian. It provides an extension to the existing John Muir Way in East Lothian.

It enters West Lothian from South Queensferry and continues via Hopetoun foreshore, Blackness (into Falkirk council area and via Bo’ness and Kinneil) through Linlithgow / Linlithgow Bridge and via the upper part of the River Avon Heritage Trail, onto the Union Canal and onward into the Falkirk Council area.

The long distance route enhances ongoing work to improve and promote the Council’s core path network. Existing core paths and rights of way form much of the route, as well as providing many of the links from the Way to adjacent attractions and facilities.

D3 Initial SNH economic benefit study & promotion

Route development began in 2011 and SNH’s commissioned consultant’s reports on economic benefits and a path condition survey which reported in Spring 2012.

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The Economic Benefits Study estimated over the whole route that there will be: • 9,300 potential coast to coast users in the first year; • £3M of direct expenditure generated; and • 130 FTE jobs created or safeguarded in year one.

Over five years, coast to coast usage and day visitors could lead to: • £25M of direct expenditure; • £42M of total economic impact; and • 1,090 additional FTE jobs created or safeguarded.

The West Lothian Tourism Officer’s recent views on the route are that : • the trail goes through or nearby some of the most picturesque parts of West Lothian – Hopetoun Estate, Linlithgow, with views over the Forth; • it presents a potentially strong business opportunity for Linlithgow as the trail currently runs through Linlithgow Bridge. The town itself has a wide range of attractions including – Linlithgow Palace, St Michael’s Parish Church, Canal Centre, Annet House and Beecraigs. It also has excellent rail access making it ideal as a starting or finishing point; • Linlithgow’s range of hostelries and eateries also means that the town acts as a convenient stopping-off point mid-walk or for those only completing part of the route. This means West Lothian is well placed to meet the needs of both the short and long distance walkers; • the town has benefited from the recent opening of the Court Residence which will ultimately bring an additional 16 bedrooms, thus increasing the accommodation capacity of the town. In addition over the past few years local hotels – The Star & Garter and West Port have undergone significant refurbishment strengthening the quality of the accommodation offering. Combined with a good number of quality local B&Bs and self-catering properties which would suit a significant proportion of this visitor group, local providers strengthen the town’s appeal and potential as an overnight stop-off point; and • the town centre now has an established BID and the ambition to maximise the potential that this route can offer. Utilising and investing in this pathway may help to bring significant economic benefit to the local economy and enable Linlithgow to position itself as a destination in its own right.

SNH developed a website (johnmuirway.org), with details on route stages, accommodation, facilities, transport, places of natural, historical and cultural interest, and links to local path networks, including horse-riding opportunities. There is also a commercial traditional guide book, as well as leaflets and maps that give people all the information they need to complete all or part of the trail.

The council, with grant help from Sustrans, have designed and funded some improvements to the cycling network related to the Union Canal towpath, that also forms the braided part of the John Muir Way where cycling is not possible along the river side stretch of the River Avon Heritage Trail at Linlithgow Bridge.

D4 SNH John Muir Way Visitor Survey (November 2014 - October 2015)

The visitor survey was based on manual counts and face to face interviews undertaken with a sample of 537 visitors at various locations along the entire length of the route. It found that over 60,000 visits were specifically to walk or cycle on the John Muir Way, with 4,900 - 6,000 (2%) people completing the 134-mile trail end-to-end over consecutive days and overall 240,000 – 300,000 were making use of some of the popular local sections for routine dog walking, commuting and other purposes.

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Eight in ten visitors were extremely or very satisfied with their visit to Scotland’s newest long-distance route, citing in particular the variety of views, scenery, landscapes and terrain on offer. Seventy-five percent of the users are walkers, and 25% are cyclists. A third of those interviewed were people who ‘seldom’ visit the outdoors, highlighting the potential of the route to encourage a new generation of outdoor visitors.

The survey also found peoples’ main reasons for visiting the route were both mental and physical health, including ‘health and exercise’ (61%), enjoying the scenery (22%), the fresh air or pleasant weather (20%), the opportunity to relax and unwind (19%), and the peace and quiet (16%).

Around 3 in 10 visitors spent money during their visit to the John Muir Way. Visitors from further afield were more likely than local people to spend money, showing the potential to increase the economic benefits as the route becomes better known.

Although there was a general feeling of it being ‘early days’ for the John Muir Way, there was optimism, particularly amongst those with a clear link / direct benefit, regarding the potential economic benefit of the path.

D5 Re-routing John Muir Way more directly into Linlithgow

A section of the trail still takes the temporary route from Fishers Brae at Linlithgow Bridge, via Mill Road to the River Avon Heritage Trail; as the more direct connection to Linlithgow town centre, Palace & Peel via the A706 / St Ninian’s route could not be jointly promoted safely for walking and cycling due to a narrow section of pavement on the A706 at Mary Dickie’s Quarry.

CSGNT prepared proposals that were discussed with the land owner but there was no budget to meet the high costs of around £140k that involved embankment stabilisation. SNH were approached but did not have the funds to contribute toward the re-routing. A further site meeting was held with Transportation colleagues and an alternative lower cost proposal suggested. This would see walkers use the Balderston/A706 route, while cyclists would use Fisher’s Brae / B8029 with additional road linage and signage. Both types of users would re-converge on the A706, although some works would be needed on the M9 overbridge parapet. A budget, through grant applications, is required.

E. CONCLUSION

The John Muir Way, through West Lothian, is a valuable addition to promoting West Lothian and for local businesses, visitors and local people. However, there is a need to route the trail more directly into Linlithgow town centre with its related services.

The comprehensive visitor survey undertaken by SNH identifies that there are economic benefits to communities along its route across Central Scotland. However, more could probably be done locally in Linlithgow to further capitalise on providing services to route users.

F. BACKGROUND REFERENCES

SNH Commissioned Report 508: John Muir coast to coast trail: Economic benefit http://www.snh.gov.uk/publications-data-and-research/publications/search-the-catalogue/publication- detail/?id=1910 SNH Commissioned Report 918: John Muir Way Visitor Survey (Nov 2014 - Oct 2015): http://www.snh.org.uk/pdfs/publications/commissioned_reports/918.pdf

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Appendices/Attachments - none Contact Person: Chris Alcorn, Principal Planner, 01506-282428. E-mail: [email protected]

Craig McCorriston, Head of Planning, Economic Development & Regeneration

28 April 2016

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DATA LABEL: PUBLIC

ENVIRONMENT POLICY DEVELOPMENT AND SCRUTINY PANEL

WEST LOTHIAN ACTIVE TRAVEL - QUIET ROADS PROJECT

REPORT BY HEAD OF OPERATIONAL SERVICES

A. PURPOSE OF REPORT

The purpose of this report is to advise the Environment Policy Development and Scrutiny Panel (PDSP) of initial work on the feasibility of quiet roads in West Lothian, with a view to further work including community engagement.

B. RECOMMENDATION

It is recommended that the Environment PDSP:

1. notes the content of this report and the progress made to date on exploring the feasibility of establishing quiet roads in certain parts of West Lothian to promote walking and cycling for everyday journeys and active access to the outdoors;

2. supports public consultation and further work on an initial proposed quiet road network with the potential to reduce speed limits on identified routes; and

3. agrees that the findings of the public consultation exercise are reported to Council Executive.

C. SUMMARY OF IMPLICATIONS Focusing on our customers' needs; being honest, I Council Values open and accountable; providing equality of opportunities; making best use of our resources; working in partnership.

II Policy and Legal (including This project is one of several listed in the Draft Strategic Environmental Active Travel Plan for West Lothian. This Plan is Assessment, Equality a requirement of the Cycling Action Plan for Issues, Health or Risk Scotland. The Active Travel Plan is also linked to Assessment) the West Lothian Local Development Plan. The Active Travel Plan has been subject to Equality Impact Assessment, and the Scottish Government Strategic Environmental Assessment (SEA) Gateway has agreed with West Lothian's Pre-Screening Assessment that no SEA is required of the Active Travel Plan. A risk assessment will be carried out of the quiet roads project as part of its development, and data has already been gathered to inform this assessment. 1

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Reducing speed limits on rural roads is contrary to the previously agreed council Speed Limit Strategy but is considered to be justifiable in this case.

III Implications for Scheme of None. Delegations to Officers

IV Impact on performance and Delivery of sustainable transport projects and performance Indicators policies have a positive, direct impact on the West Lothian SOA indicators as follows: Tonnes of CO2 emissions per capita for the West Lothian district, % of primary school children travelling actively to school, % of secondary school children travelling actively to school, number of people killed or seriously injured in road accidents. The quiet roads project could also have indirect positive impacts on other SOA indicators including those pertaining to jobs and economic growth by improving accessibility to job opportunities by active travel and by promoting visitor access to support local economic growth.

V Relevance to Single Outcome 2: We are better educated and have Outcome Agreement access to increased and better quality learning and employment opportunities.

Outcome 3: Our economy is diverse and dynamic, and West Lothian is an attractive place for doing business.

Outcome 4: We live in resilient, cohesive and safe communities.

Outcome 6: Older people are able to live independently in the community with an improved quality of life.

Outcome 7: We live longer, healthier lives and have reduced health inequalities.

Outcome 8: We make the most efficient and effective use of resources by minimising our impact on the built and natural environment.

VI Resources - (Financial, To date, any costs associated with the project Staffing and Property) have been secured through external funding applications to Community Links. Further external funding will be sought for any costs associated with the delivery of the quiet roads project (e.g. signage, legal processes, selected infrastructure improvements). Ongoing revenue costs of the project may be met from future road maintenance revenue budgets. The ongoing costs will be developed through the next stage of the project but are thought to be minimal. 2

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VII Consideration at PDSP n/a

VIII Other consultations Internal consultation Planning and Economic Development, Finance and Estates. A meeting is being arranged with Police Scotland to discuss the project.

D. TERMS OF REPORT

Background Since 2002, a number of local authorities in Scotland have pursued the quiet road concept. Established in guidance from the UK Department for Transport and the Scottish Government, quiet roads are typically rural roads where walking, cycling and horse riding are encouraged through speed limit reduction, signage and other measures.

Clackmannanshire Council has developed a cycling network which connects all settlements within Clackmannanshire, with routes comprising a combination of off-road paths and cycle friendly roads. More recently, Perth and Kinross Council has implemented a similar concept, internally to the authority area and linking with cycle friendly routes in Clackmannanshire. Evidence from Clackmannanshire suggests their cycle friendly roads are popular with communities, are being used for everyday journeys including the journey to school and are attracting visitors to the area.

In West Lothian, the feasibility of quiet roads was first explored in research commissioned by Scottish Natural Heritage and West Lothian Council in 2002, focusing specifically on the Bathgate Hills. That research recommended that quiet roads were feasible, and design work and further public consultation should be carried out.

Given the time lapsed since 2002 and the more recent successful implementation of the concept in Clackmannanshire where it has proven popular with communities and users, West Lothian Council applied for funding from Sustrans via their Community Links fund in 2014 to re-explore the feasibility of quiet roads in the Bathgate Hills. Additional funding was sought in 2015 to explore the concept of quiet roads elsewhere in West Lothian. Further funding has been applied for as part of the Sustrans Community Links 2016/17 programme. An announcement on these recent funding bids is due in April 2016.

Feasibility work to date

Based on experience elsewhere and technical guidance, rural roads eligible for quiet road status should have relatively low traffic volumes and average speed. Clackmannanshire Council has used a threshold of 800 vehicles daily, and speed limits implemented in line with 85th percentile measurements or where perceived speeds are below 30mph. Routes should form part of a network, linking to each other or other walking and cycling infrastructure.

Using the Sustrans Community Links funding, data has been gathered on road traffic on an initial set of selected routes across West Lothian which were perceived to meet these criteria. Suggestions for routes were gathered from officers across services within the Council who had knowledge of local areas, and some ideas for routes also emerged from community engagement carried out during the preparation of the Draft Active Travel Plan for West Lothian in 2015.

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The summary report in Appendix A shows the data gathered in September and October 2015, as suitable neutral months for data collection. The data suggests that many of the routes surveyed are potentially eligible for quiet road status. All routes were either Class C or Unclassified roads.

Quiet road measures including speed limit reduction

Quiet roads are a significantly lower cost intervention to improve conditions for walking, cycling and horse riding compared to the development of off-road paths which require land-take, and footways. Costs from Clackmannanshire suggest they can be delivered at around £1,000 per km. They seldom require any infrastructure improvements, except where additional infrastructure may be required to connect routes as part of a network (e.g. an off-road path or crossing to link quiet roads across a more heavily-trafficked road). Quiet roads are likely to be wholly on the public road network with no land-take - the only exception to this is where any supporting infrastructure improvements are required as suggested above. Consideration may need to be given to coordination with existing maintenance regimes to ensure surfacing on quiet roads is appropriate for non-motorised users.

The key features of quiet roads are:

- Speed limit reductions to 40mph or lower.

- Information signs at the entry / exit to quiet roads to communicate the change in the nature of the road to vehicle drivers, and repeater speed limit signage along the route.

West Lothian Council agreed a Speed Limit Strategy in 2009 (Council Executive, 7 April 2009). This Strategy states that in West Lothian, the national speed limits will be the norm for rural roads unless accident rates exceed specific thresholds.

Whilst quiet roads may not meet the accident rate threshold specified, there is a case for reducing speed limits on selected rural roads to assist the delivery of this specific project which will support the objectives of the Draft Active Travel Plan and policies to promote sustainable travel choices also stated within the Local Development Plan. Moreover, it is considered that not reducing speed limits on any designated quiet roads may undermine their effectiveness and jeopardise the success of this project. Speed limits will give non-motorised users confidence when using the routes, whilst car drivers will be alert to speed limits and the potential presence of non-motorised users on the route.

Next steps

The next steps in the development of a quiet roads project are as follows:

- Early engagement with Police, Fire and Rescue emergency services to gather their views.

- Public engagement to assess the public acceptability of any quiet roads project.

- Development of costs for the installation of quiet roads and any ongoing annual costs.

- Subject to the outcomes of the steps above, specification of an initial network for delivery and preparation for funding applications.

It is proposed to bring the results of these workstreams back to Council Executive for approval in autumn 2016 before any work commences on the delivery of quiet roads. 4

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E. CONCLUSION

Quiet Roads have been proven to work well in other rural parts of central Scotland. It can be a cost effective way of securing safer routes for active travel and recreational use that helps with healthy lifestyles and reducing carbon emissions.

It is proposed to build on the initial feasibility work carried out, and progress to the next steps in the quiet road project as set out above. The results of this work will be reported back to Council Executive before any installation of quiet roads commences.

F. BACKGROUND REFERENCES

The Draft Active Travel Plan for West Lothian - www.westlothian.gov.uk/activetravel

Speed Limit Strategy for West Lothian Council - http://www.westlothian.gov.uk/media/3792/Speed-Limit-Review-and- Strategy/pdf/SpeedLimit-ReviewandStrategy.pdf

Appendices/Attachments: One - Summary of initial feasibility work carried out to date

Contact Person: Deborah Paton, Transport Policy Officer, [email protected], 01506 282329.

Jim Jack, Head of Service, Corporate Operational and Housing Services.

Date of meeting: Environment PDSP 28th April 2016

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Environment PDSP April 28th 2016 – Report Appendix 1: Summary Report on data collection work to date on Cycle / Pedestrian / Horserider Friendly or “Quiet Roads” in West Lothian

Data collection During late September / early October 2015 (avoiding West Lothian school holiday periods), traffic data was gathered on a selection of potential quiet routes across West Lothian. A reference road (Ballencrieff in the Bathgate Hills) was included to compare data on a relatively busy commuter route to quieter rural roads.

The full dataset is extensive, and so a summary of data is presented in this progress report. In summary, the data of most relevance to the concept of quiet roads is traffic volumes and traffic speed. Aligned with approaches elsewhere, this project has focused on: - average speed over 7 days - 85th percentile speed where available (although this indicator is not available for all routes with particularly low volumes) - average daily traffic volumes over 7 days

Other data which is interesting to note for the purposes of this project includes: - maximum speed observed on each route - peak hours for traffic volume and the % of peak hour volume against daily traffic volume - the relationships between average daily flows over 7 days, and average daily weekday flows - average daily traffic volumes over weekdays are higher than average daily flows over 7 days, and are a useful indicator of the levels of commuting carried out on each route.

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Table 2: Summary dataset from traffic surveys in September / October 2015 Combined 7 day average speed Traffic volume - combined % of average Site speed Average 85th Percentile % over speed Average 7 day Start of Peak hour Latitude Longitude weekday limit speed Speed limit weekday average (weekday) in peak Package Description hour - A1 U16 Kingscavil (north) Site 1 55.96637 3.55535 60mph 29.56 34.49 0% 461 406 1700 13% U14 Approaching Beecraigs from East, - Hillhouse Site 2 55.9582 3.58631 60mph 23 24.56 0% 357 357 1500 10% - U16 Ochiltree Site 3 55.95079 3.55324 60mph 33.74 38.94 0% 605 532 _0800 14% U14 Beecraigs playpark area Site 4 55.94838 -3.6048 60mph 21.31 0% 74 84 1700 11% - U15 Beecraigs Lough Site 5 55.94889 3.58957 60mph 26.2 0% 202 195 _0800 10% C18 North mains (west of - Dechmont Rd) Site 6 55.9423 3.56777 60mph 29.95 0% 144 135 1700 11% 0800 (closely C17, Ballencrieff near - followed by Korean War Memorial Site 7 55.93846 3.62233 60mph 42.83 47.59 2% 1377 1280 1600) 10% Such low U11 Ballencrieff to - numbers hard Torphichen Site 8 55.93775 3.63637 60mph 19.08 0% 49 53 to find peak Cathlaw Lane in 40mph - zone Site 9 55.9313 3.64364 40mph 28.69 34.82 6% 389 389 0800 and 1700 11% C18 between Ballencrieff C17 & Beecraigs U14 Site 10 55.93238 -3.6142 60mph 33.64 18.6 0% 234 228 1700 12% U15 west of Dechmont - Rd Site 11 55.93133 3.57875 60mph 30.95 0% 165 166 12%

C9 Knock Site 12 55.91895 -3.6177 60mph 30.53 0% 223 213 1600 10% - C12 south east of Knock Site 13 55.92096 3.60204 60mph 33.58 1% 74 69 1700 14% C9 east-west route north - of A89 Site 14 55.91251 3.60798 60mph 30.7 33.88 0% 1157 968 _0800 16% - C12 heading south to A89 Site 15 55.91043 3.58953 60mph 38.8 46.61 1% 565 477 _0800 16% Control Site - C12 south east of Knock B 55.92415 3.60462 60mph 31.53 0% 70 65 1700 11% U16 Kingscavil (south - Control Site - dip) A 55.96268 3.55474 60mph 36.8 45.13 1% 465 409 1700 13%

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Combined 7 day average speed Traffic volume - combined % of average Site speed Average 85th Percentile % over speed Average 7 day Start of Peak hour Latitude Longitude weekday limit speed Speed limit weekday average (weekday) in peak Package Description hour U12 Easton Rd - A2 (Armadale-Bathgate) Site 1 55.90602 3.66737 60mph 29.91 32.38 0% 484 439 1600 9% - U21 Hens Nest Rd Site 2 55.85638 3.65334 60mph 30.75 35.79 0% 581 504 1700 14% - U22 west of Hens Nest Rd Site 3 55.8528 3.66487 60mph 31.57 31.55 0% 251 221 1700 11% U26 east-west (Kilpunt, south of A89, north east of Almondell Country Park) Site 4 55.9306 -3.4364 60mph 32.54 1% 130 115 1700 10% U26 north-south, south of - Broxburn/A89 Site 5 55.92613 3.44738 60mph 35.42 43.98 1% 256 228 _0800 10% C4 east of Drumshoreland, north of - Almondell Country Park Site 6 55.91603 3.45934 60mph 28.32 35.6 0% 403 383 1500 9% C31 Hartwood Road - southwest of West Calder Site 7 55.84511 3.57403 60mph 35.7 42.23 0% 331 299 _0800 11% U42 southwest of West - Calder Site 8 55.83835 3.57513 60mph 28.69 0% 172 154 _0800 10% Such low C31 heading towards - numbers hard C28/C24 to Woolfords Site 9 55.82644 3.59377 60mph 32.37 0% 83 74 to find peak Such low - numbers hard U40 south of West Calder Site 10 55.82652 3.55565 60mph 30.13 1% 35 33 to find peak A2 U38 north-east of - extra Harburn (NW to SE) Site 1 55.8448 3.52751 60mph 24.39 0% 131 124 1500 9% U29 north-east of - Harburn (SW to NE) Site 2 55.84357 3.52016 60mph 33.36 0% 286 272 1700 9% C29 Main Street Kirknewton Site 3 55.88852 -3.4163 30mph 27.68 31.16 29% 2057 1906 _0800 11% U1 Linlithgow to Boness - (near Oracle) Site 4 55.98706 3.58298 60mph 38.89 48.23 2% 327 305 1600 10% C16 Kingsfield (east of Linlithgow) Site 5 55.98179 -3.5594 60mph 37.24 41.53 0% 1475 1328 1700 12% U32 Leyden Road, B extra Kirknewton Site 12 55.88419 -3.4449 60mph 27.83 32.65 0% 459 447 1600 9%

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Figure 9: Average speed (7 day) South of Broxburn, Kirknewton (excluding Leyden Road)

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Figure 10: Average speed (7 day) Stoneyburn, West Calder and Harburn

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Figure 11: Average daily traffic flow (7 day) Linlithgow, Bathgate Hills

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Figure 12: Average daily traffic flow (7 day) Stoneyburn, West Calder and Harburn

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Figure 13: Average daily traffic flow (7 day) South of Broxburn, Kirknewton (excluding Leyden Road)

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U15 route past Beecraigs Loch heading south C9 Knock / Cairnpapple

C18 North Mains heading east towards Dechmont Road Example of information signage from Clackmannanshire Council

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Analysis of data An initial review of the data suggests that there are many routes amongst those surveyed in West Lothian which meet the criteria for cycle / pedestrian / horserider friendly routes set by Clackmannanshire Council - less than 800 vehicles per day, and 85th percentile speeds less than the proposed speed for routes (40mph).

There are also some routes which could form a useful part of an active travel quiet road network but where traffic volumes and speeds are higher than desirable, and may be used for commuting purposes (despite not being particularly suited for this purpose). Further work is needed to explore alternative routes, off-road connections to complete a network, or measures to reduce speeds and traffic flows on selected routes.

Many of the routes surveyed, particularly in the Bathgate Hills area, have significant variations in both gradient and alignment. Speeds will therefore vary depending on the precise location on the route. As a reference example, data was gathered at two different locations on the Kingscavil road south of the B9080, south-east of Linlithgow. Average speed varied from 30mph to 37mph on the road, with the slower speed being observed on the approach to / exit from a bend whilst the higher speed was on a straight section with higher visibility.

Data was also gathered on the Clifton Road on the eastern boundary of West Lothian with City of Edinburgh. However, traffic volumes were in excess of 1,000 vehicles per day, and as there are substantial levels of development ongoing in the vicinity of this route, it may be best to re-visit this area at a future date.

In conclusion, the initial data suggests that quiet roads could play a useful role in connecting some settlements, could form networks by connecting into off-road paths, and could providing complete networks for leisure and local economic development. Further work is now required to design specific networks and gauge public views on this project.

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DATA LABEL: PUBLIC

ENVIRONMENT POLICY DEVELOPMENT & SCRUTINY PANEL

LOCAL FLOOD RISK MANAGEMENT PLAN

REPORT BY HEAD OF OPERATIONAL SERVICES

A. PURPOSE OF REPORT The purpose of this report is to bring the Panel’s attention to the Local Flood Risk Management Plan, to seek its support for the Plan. B. RECOMMENDATION It is recommended that: (i) the Panel notes the draft Flood Risk Management Plan and, in particular, the actions in the Plan for which the Council will have full or partial responsibility during the first six-year planning cycle; and (ii) commends approval and adoption of the Plan to the Council Executive allowing the Plan to be published in June by the Lead Local Authority.

C. SUMMARY OF IMPLICATIONS

I Council Values Focusing on our customers' needs; being honest, open and accountable; making best use of our resources and working in partnership.

II Policy and Legal (including Legal: The Flood Risk Management (Scotland) Strategic Environmental Act 2009 Assessment, Equality Strategic Environmental Assessment (SEA): Issues, Health or Risk A SEA Screening Report has been prepared for Assessment) the plan. Screening responses received via SEA Gateway confirm that the Plan is considered consistent with the Flood Risk Management Strategy. No further assessment is considered necessary. Habitats Regulations Appraisal (HRA): SNH was consulted on the plan. Mitigation has been applied where required to ensure that the Plan will not adversely affect the integrity of Special Areas of Conservation and Special Protection Areas.

III Implications for Scheme of None Delegations to Officers

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IV Impact on performance and Performance indicators will be developed which performance Indicators will relate to the Local Flood Risk Management Plan once it has been approved and adopted by the Council and then published by the Lead Local Authority. The Plan gives clear actions which, if sufficiently funded, will lead to fewer susceptible properties being at risk of flooding.

V Relevance to Single SOA 3. Our economy is diverse and dynamic, Outcome Agreement and West Lothian is an attractive place for doing business; SOA 4. We live in resilient, cohesive safe communities; SOA 5. People most at risk are protected and supported to achieve improved life chances; SOA 7. We live longer, healthier lives and have reduced health inequalities; SOA 8. We make the most efficient and effective use of resources by minimising our impact on the built and natural environment.

VI Resources - (Financial, Financial: Funding has been provided to the Staffing and Property) Council in recognition of the additional burdens associated with complying with the requirements of the Act. Capital funding is in place for 2016/17 and 2017/18, which represent the first two years of the first six-year Local Flood Risk Management Planning cycle. A report to Council Executive on 26th April agreed to allocate an additional £114,000 for flood risk management. Consideration will be given to Capital Investment for prioritised measures in the new ten year capital programme, although this will depend on the resources available.

VII Consideration at PDSP Not applicable

VIII Other consultations Climate Change Officer Emergency Planning Officer Finance Planning Services

D. TERMS OF REPORT

1.0 Background

1.1 The National Flood Risk Assessment is a strategic tool which assesses the combined potential impacts from flooding with the risk of flooding occurring. It provides

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a national summary of the causes and consequences of flooding which takes account of all sources of flooding and the potential effects of climate change. The assessment provides a lot of high-level, national information. It identifies 243 of what are referred to as Potentially Vulnerable Areas (PVAs) in Scotland.

1.2 For the purposes of managing flood risk, Scotland was divided into 14 Local Plan Districts (LPDs). Although part of the Council’s administrative land area falls into three different Local Plan Districts it is only an active member of the Forth Estuary Local Plan District for which the City of Edinburgh Council is currently Lead Local Authority. The other partners within the partnership are Clackmannanshire Council, East Dunbartonshire Council, East Lothian Council, Falkirk Council, Fife Council, Midlothian Council, North Lanarkshire Council, Perth & Kinross Council, Scottish Borders Council, South Lanarkshire Council, Stirling Council as well as Scottish Water, SEPA, Network Rail, Transport Scotland and Forestry Commission Scotland.

1.3 In the Forth Estuary Local Plan District a Flood Risk Management Strategy was developed to manage flood risk in the 29 Potentially Vulnerable Areas (PVAs) identified in the National Flood Risk Assessment as being at particular risk of flooding in the Forth Estuary area. These include 14,000 residential and 3,800 non-residential properties. The estimated annual average damage of this flood risk is £36 million. The Flood Risk Management Strategy for the LPD is made up of three sections –  Section 1 – background information on the approach taken to managing flooding in Scotland.  Section 2 – the main part of the strategy document. For each priority area (Potentially Vulnerable Area or PVA) there is a description of the causes and consequences of flooding, the agreed goals or objectives of local flood risk management and the specific actions that will deliver these objectives over the short to long term.  Section 3 – supporting information on the sources of flooding, including surface water, described within wider river catchments and coastal areas. The agreed strategy for the Forth Estuary Local Plan District was approved by Scottish Government and published by SEPA in Dec 2015.

1.4 Five of these potentially vulnerable areas cover parts of West Lothian. In addition, the plan includes Whitburn as a so-called Candidate Potentially Vulnerable Area identified following publication of SEPA’s Flood Risk Management Strategy.

2.0 The Plan

2.1 For a number of years now, the LPD partners have been collaborating on work leading to the drafting, by the Lead Local Authority, of a Local Flood Risk Management Plan. The Plan confirms what actions will be taken to meet the objectives in the agreed strategy to avoid and reduce the risk of the flooding, and prepare and protect those communities located within these potentially vulnerable areas and across the Local Plan District. These actions include 10 flood protection schemes or works; 27 flood protection studies; as well as flood warning schemes, surface water management plans, and natural flood management studies and works. The delivery of many of these actions is dependent on the availability of sufficient funding from the Scottish Government, Scottish Water and the Council. 2.2 Individuals remain the first line of defence against the effects of flooding. Everyone living or operating businesses from premises that may be at risk has a responsibility to protect themselves and minimise the risk of damage to their property.

2.3 West Lothian Council has been managing flood risk since 1996. However,

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approval, adoption and publication of the Local Flood Risk Management Plan would represent an important turning point in so far as it changes what has been a largely reactive process into a forward plan based on up to date and sophisticated flood hazard data which predicts risk and impacts at a national and catchment level and applies a consistent system of ranking and prioritisation to identify the most cost- effective and sustainable actions to begin the process of proactively managing flood risk at a local level. The Plan is a testament to effective collaboration between several statutory bodies. The process leading to the drafting of the Plan has at times been difficult and frustrating. Important partnerships have, however, now been established which will help in the delivery of the actions over the first six-year planning cycle from 2016 to 2022.

3.0 The actions

3.1 The specific actions for which West Lothian has full or partial responsibility are summarised in the Summary of the Local Flood Risk Management Plan for the Forth Estuary, Appendix 1 (attached). The key actions include one Natural Flood Management study, four Flood Protection Studies, one Flood Protection Scheme or works, four Surface Water Management Plans (complete) and two Integrated Catchment Studies. Scottish Water are also proposing to carry out further sewer catchment studies in the Council area to better understand the causes of sewer flooding in these catchments. These studies are a requirement under section 16 of the Flood Risk Management (Scotland) Act. There is also a series of important generic activities which are already established practice and include maintenance, emergency planning & response and the development of planning policies and responses. Each of the latter is undertaken in close liaison with other functional areas within the Council.

3.2 Delivering the actions in the Plan within the first planning cycle relies on sufficient funding being made available by both the Scottish Government and the Council. Capital funding is currently in place for 2016/17 and 2017/18, representing years one and two of the first six-year Local Flood Risk Management Planning cycle. A report to Council Executive on 26th April agreed to allocate a further £114,000 for flood prevention projects. Consideration will be given to Capital Investment for prioritised measures in the new ten year capital programme; however, this will be dependent on available resources.

E. CONCLUSION

The Flood Risk Management (Scotland) Act 2009 introduced a plan-led, catchment- wide and risk-based approach to manage the risk of flooding across Scotland over separate six-year cycles.

For each Local Plan District, SEPA published a Flood Risk Management Strategy which will set out the most sustainable combination of actions to address flooding. Taken together the fourteen Flood Risk Management Strategies provide a national plan for Scotland.

The Plan for the Forth Estuary Local Plan District has been drafted in collaboration with all the member organisations. It identifies the actions, funding arrangements and timescales for these actions to avoid and reduce the risk of flooding, and prepare and protect the most susceptible communities. West Lothian Council is responsible for a number of specific and generic actions in the plan or shares responsibility with others. The specific actions are outlined in the attached Summary document (Appendix 1).

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Delivering the actions for which the Council has responsibility relies on sufficient funding. Capital funding is in place for years 2016/17 and 2017/18, which represent the first two years of the first six-year Local Flood Risk Management Planning Cycle. A report to Council Executive on 26th April agreed to allocate a further £114,000 for flood prevention projects. The new ten year capital programme will consider capital investment for prioritised measures; however, this will be dependent on available resources.

Approval, adoption and publication of the Local Flood Risk Management Plan by the Lead Local Authority in June would each be important milestones in implementing the Flood Risk Management (Scotland) Act 2009 and improving how we cope with and manage flood risk in the Forth Estuary Local Plan District. The Local Flood Risk Management Plan translates the legislation into actions for the first planning cycle from 2016 to 2022. These will each lead to a reduction in the damage and distress caused by flooding.

F. BACKGROUND REFERENCES

The Flood Risk Management (Scotland) Bill - Report by Head of Operational Services to the Environment Policy Development and Scrutiny Panel - 04 December 2008

Flood Risk Management (Scotland) Bill - Report by Head of Operational Services to the Council Executive - 23 December 2008

Flood Risk Management (Scotland) Bill 2009 - Report by Head of Operational Services to the Environment Policy Development and Scrutiny Panel - 23 April 2009

Flood Risk Management (Scotland) Bill 2009 - Report by the Head of Operational Services to the Council Executive - 05 May 2009

Consultation on Delivering Partnership Approaches to Implement the Flood Risk Management (Scotland) Act 2009 - Report by Head of Operational Services to the Council Executive - 12 October 2010

Consultation on Delivering Partnership Approaches to Implement the Flood Risk Management (Scotland) Act 2009 - Report by the Head of Operational Services to the Environment Policy Development and Scrutiny Panel - 04 November 2010

National Flood Risk Assessment - Report by Head of Operational Services to the Council Executive - 07 August 2012

Flood Risk Management (Scotland) Act 2009 – An Update – Report by Head of Operational Services to the Environment Policy Development & Scrutiny Panel – 19 June 2014

Flood Risk Management (Scotland) Act – An Update report to the Council Executive – 19 August 2014

Consultation – Flood Risk Management Strategy – Report by Head of Operational Services to the Environment Policy Development & Scrutiny Panel – 12 February 2015.

Consultation – Flood Risk Management Strategy – Report by Head of Operational Services to the Council Executive – 10 March 2015. 5

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Flood Risk Management Prioritisation – Report by Head of Operational Services to the Council Executive – 25 August 2015

Surface Water Management Plan – Report by Head of Operational Services to the Environment Policy Development & Scrutiny Panel – 29 October 2015

Surface Water Management Plan – Report by Head of Operational Services to the Council Executive - 17 November 2015

Appendices/Attachments: Appendix 1 - Summary of the Local Flood Risk Management Plan for the Forth Estuary Local Plan District

Contact Person: Graeme Hedger, Team Leader, Flood Risk Management 01506 776926

Jim Jack, Head of Operational Services

28 April 2016

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Appendix 1

Summary of the Local Flood Risk Management Plan for the Forth Estuary Local Plan District.

SUMMARY

Scotland's approach to how flood risk is managed is changing due to the Flood Risk Management (Scotland) Act 2009 (FRM Act). The FRM Act aims to reduce the adverse consequences of flooding on communities, the environment, transport, cultural heritage and economic activity. More thought is to be given to alternative means of reducing flood risk either by avoiding the likelihood of flooding through effective land use planning, maintenance and the better control/management of run-off.

West Lothian Council has been working in partnership with the Scottish Environment Protection Agency (SEPA) and neighbouring local authorities to identify flooding from various sources and the impact of this flooding. This information was consulted on between 22 December 2014 and 2 June 2015. The consultation strategy details were reported to the Council Executive on 12 February 2015. SEPA has built on this work and has now published the Flood Risk Management Strategy which is available on their website at http://apps.sepa.org.uk/FRMStrategies

In West Lothian, approximately 1500 residential and 400 non-residential properties are at risk of flooding, with annual average damages of approximately £3.2 million.

The City of Edinburgh Council is the lead authority for the Forth Estuary area and as lead authority it must produce the Local Flood Risk Management Plan (LFRMP) for this area. West Lothian Council is a partner in the Forth Estuary area and provides input into this process. The LFRMP provides further information on funding and the timetable for delivering the actions identified in the strategy between 2016 and 2022. The Flood Risk Management Strategy and LFRMP will be updated every six years. The LFRMP can be found at: http://www.edinburgh.gov.uk/info/20045/flooding

The LFRMP should be read alongside the Flood Risk Management Strategy. The LFRMP is also in three parts: Part 1 provides background information on the approach taken and the duties of organisations involved in managing flood risk and how this is delivered locally; Part 2 provides an overview and details the goals and objectives and the actions to be delivered between 2016 and 2022; and Part 3 provides an Annex which is the main section of the LFRMP and this details the causes and consequences of flooding in discrete areas with potential actions to mitigate.

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For priority areas (called Potentially Vulnerable Areas or PVA’s) there is a short description of the causes and consequences of flooding; the agreed goals or objectives of local flood risk management; and the specific actions that will deliver these goals or objectives in the short to long term. These details are set out in the LFRMP. The specific actions, as they relate to West Lothian Council, are summarised in the tables on the following pages.

The boundaries of PVA’s are governed by watercourse catchments and do not always correspond to local authority boundaries. The PVA’s that lie partially or wholly within the boundaries of West Lothian Council are as follows:

Potentially Vulnerable Area (PVA) Name

10/12 Bo’ness 10/13 Linlithgow Bridge, Bathgate, Whiteside and Slamannan 10/14 Philpstoun 10/15 South Queensferry 10/27 South Gyle, Broxburn and Bathgate 10/29c Whitburn

There are a number of standard generic actions such as routine maintenance, maintenance of existing flood protection works, planning policies, awareness raising and providing an emergency response that applies across the Local Plan District as a whole along with others.

However, there are also the following site specific actions which are to be progressed subject to funding:

 Liggat Syke Broxburn – Flood Protection Scheme;  Linlithgow Bells Burn and River Avon – Flood Protection Study ;  Bathgate – Flood Protection Study  Blackridge – Flood Protection Study  Whitburn White Burn - Flood Protection Study  Bathgate and Linlithgow Bridge – NFM Study

Further information on the specific actions for West Lothian Council is available in the table on the following pages.

It should be noted that all of the actions detailed in the LFRMP are subject to the necessary consents being granted and funding being made available. Funding is yet to be identified for the Broxburn Liggat Syke Scheme and some of the flood protection studies.

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ACTION DESCRIPTION WHO IS INVOLVED START END NOTES DATE DATE

Broxburn Liggat A flood protection scheme has been proposed for West Lothian TBC TBC Scheme will be Syke – Flood Broxburn (Liggat Syke) to complete the Broxburn Council and SEPA considered as Protection flood prevention scheme. The scheme would part of the Works / Scheme consist of two flood storage basins in the catchment preparation of of the Liggat Syke and provide a 1 in 100 year the new ten standard of protection. year capital programme. Whitburn – A flood protection study has been recommended for West Lothian 2016 2017 Housing Flood Protection Whitburn to assess whether modification of Council and SEPA Services has Study conveyance, flood defences and sediment agreed to meet management could reduce flood risk. The study the cost of this should also investigate the viability of property level study as it is protection. The study should take a catchment largely council approach and consider the potential benefits and owned housing disbenefits and interaction between actions stock that is upstream and downstream. deemed at risk. Linlithgow – A flood protection study has been recommended for West Lothian 2017 2018 Scheme to be Flood Protection Linlithgow to assess whether modification of Council and SEPA funded from Study conveyance, flood defences and sediment approved management could reduce flood risk. The study capital budget. should also consider the viability of property level protection. The study should take a catchment approach and consider the potential benefits and disbenefits and interaction between actions upstream and downstream.

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ACTION DESCRIPTION WHO IS INVOLVED START END NOTES DATE DATE

Bathgate – A flood protection study has been recommended for West Lothian 2018 2019 Study will be Flood Protection Bathgate to assess whether sediment Council and SEPA considered as Study management, flood defences and natural flood part of the management could reduce flood risk. The study preparation of should also consider property relocation and the the new ten viability of property level protection. Natural flood year capital management options that should be considered programme. include runoff control and sediment management. The study should take a catchment approach and consider the potential benefits and disbenefits and interaction between actions upstream and downstream. There is an opportunity for partnership working with the Almond/Avon reconnection project and Bathgate restoration project. Blackridge – A flood protection study has been recommended for West Lothian 2019 2010 Study will be Flood Protection Blackridge to assess whether sediment Council and SEPA considered as Study management and modification of conveyance (with part of the a focus on existing culverts) could reduce flood risk. preparation of The study should take a catchment approach and the new ten consider the potential benefits and disbenefits and year capital interaction between actions upstream and programme. downstream.

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ACTION DESCRIPTION WHO IS INVOLVED START END NOTES DATE DATE

Bathgate, A natural flood management study has been West Lothian 2018 2021 Funding yet to Linlithgow recommended for Bathgate, Blackridge, Linlithgow Council, Falkirk be identified Bridge, and Slamannan to assess whether runoff control Council and SEPA from relevant Whiteside and and sediment management could help reduce flood Council budget. Slammanan – risk. The study should take a catchment approach NFM Study and consider the potential benefits and disbenefits and interaction between actions upstream and downstream. The study should be carried out in conjunction with the flood protection studies and in collaboration with Falkirk Council. Bathgate, These four priority areas area have been covered West Lothian 2015 Complete SWMP is Linlithgow, by a surface water management plan or plans Council, Scottish end 2015 complete for the Broxburn and (SWMP) that set objectives for the management of Water and SEPA four priority Livingston- surface water flood risk and identify the most areas. SWMP sustainable actions to achieve the objectives. Scottish Water provided local knowledge and understanding of the sewer network. This included Scottish Water corporate data (where applicable) and, where available, outputs of Section 16 or integrated catchment studies, to assist with the surface water management planning process.

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ACTION DESCRIPTION WHO IS INVOLVED START END NOTES DATE DATE

Linlithgow – An integrated catchment study covering the Scottish Water, 2016 2019 This project is Integrated Linlithgow catchment will be carried out to support West Lothian being funded by Catchment the surface water management planning process in Council and SEPA Scottish Water Study (ICS) this SWMP priority area. The study will improve through its knowledge and understanding of the interactions capital between the above ground and below ground programme in drainage network e.g. the sewer network, partnership with watercourses and (where applicable) the sea. This West Lothian will improve the understanding of local surface Council from its water flood risk. The stated timescales and funding approved arrangements between Scottish Water and West capital budget. Lothian Council will take the studies through the Scoping and Modelling phases to define the significant flooding issues in the catchment. After this has been completed, it is expected that the integrated catchment study partnerships will remain in place and will progress with the Optioneering phase to establish the preferred solution(s) to the significant flooding issues.

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ACTION DESCRIPTION WHO IS INVOLVED START END NOTES DATE DATE Bathgate – An integrated catchment study covering the Scottish Water, 2018 2020 This project is Integrated Bathgate catchment will be carried out to support West Lothian being funded by Catchment the surface water management planning process in Council and SEPA Scottish Water Study (ICS) SWMP priority areas. The study will improve in partnership knowledge and understanding of the interactions with West between the above ground and below ground Lothian Council drainage network e.g. the sewer network, from its watercourses and (where applicable) the sea. This approved will improve the understanding of local surface capital budget. water flood risk. The stated timescales and funding arrangements between Scottish Water and West Lothian Council will take the studies through the Scoping and Modelling phases to define the significant flooding issues in the catchment. After this has been completed, it is expected that the integrated catchment study partnerships will remain in place and will progress with the Optioneering phase to establish the preferred solution(s) to the significant flooding issues. Forth Estuary Scottish Water will review the assessment of flood Scottish Water and 2016 2021 Scottish Water LPD - Sewer risk within the highest risk sewer catchments to West Lothian funding is Catchment improve knowledge and understanding of surface Council committed Assessments water flood risk. Scottish Water will undertake through its (S16) further investigation and modelling in the Armadale, capital Blackridge, Blackburn, East Calder, Broxburn, programme. Fauldhouse, Livingston, Whitburn and Winchburgh sewer catchments to improve knowledge and understanding of flood risk in these areas, as required under Section 16 of the Flood Risk Management (Scotland) Act 2009.

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DATA LABEL: PUBLIC

ENVIRONMENT POLICY DEVELOPMENT AND SCRUTINY PANEL

ACCIDENT INVESTIGATION AND PREVENTION (AIP) CASUALTY REDUCTION PROGRAMME 2016/17

REPORT BY HEAD OF OPERATIONAL SERVICES

A. PURPOSE OF REPORT

The purpose of this report is to seek approval for the list of proposed prioritised casualty reduction schemes for the 2016/17 programme.

B. RECOMMENDATION

It is recommended that the panel recommends that the Council Executive approves the list of prioritised casualty reduction schemes for implementation in 2016/17.

C. SUMMARY OF IMPLICATIONS

I Council Values Making best use of our resources and working in partnership

II Policy and Legal (including Policy: The Accident Investigation and Strategic Environmental Prevention (AIP) casualty reduction Assessment, Equality programme is identified in the Issues, Health or Risk Community Safety Strategy and in Assessment) the Road Safety Plan. The council has a statutory responsibility for road safety under the Road Traffic Act 1988.

Legal: None

III Implications for Scheme of None Delegations to Officers

IV Impact on performance and The AIP casualty reduction programme performance Indicators contributes to the casualty reduction performance indicators.

V Relevance to Single The AIP casualty reduction programme Outcome Agreement contributes to the outcome: “We live in resilient, cohesive and safe communities.”

VI Resources - (Financial, Financial: The proposed schemes will be Staffing and Property) funded from the council’s road casualty reduction budget with £270,000 allocated in 2016/17.

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Maintenance costs relating to the schemes will be accommodated in future Roads and Transportation revenue budgets.

Schemes will be designed to minimise these future revenue costs as far as is practicable.

VII Consideration at PDSP Not applicable

VIII Other consultations Consultation will be carried out with Police Scotland on the programme as a whole and with any frontagers directly affected by any of the proposed schemes.

Schemes which require a traffic regulation order will have additional statutory consultation and a period for objections. Further reports will be prepared for the council executive in these cases.

D. TERMS OF REPORT

Background

The council’s Road Safety Plan and the Community Safety Strategy identify the need for a road casualty reduction programme utilising accident investigation and prevention (AIP) techniques.

Research for the Department for Transport has found that local safety schemes which tackle proven casualty problems represent very good value for money and make a significant contribution to casualty reduction.

Progress to date

The current casualty reduction programme commenced in 2007/08 and since then, a total of 68 schemes have been completed.

It is too early to assess fully the effects of all of these schemes on casualty reduction. However, full monitoring (more than 36 months of after data) has now been carried out for the schemes introduced in 2007/08, 2008/09, 2009/10 and 2010/11. Initial monitoring (less than 36 months of after data) has been carried out on schemes introduced in 2011/12, 2012/13 and 2013/14.

The results of the first seven years are provided in Table 1.

The results of this monitoring continue to be very encouraging and indicate an overall reduction in accidents at treated sites of approximately 56% giving a first year rate of return of 424%. A full explanation of the first year rate of return calculation is given in Appendix 1.

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Year Number of Accident reduction at First year rate of schemes schemes return

2007/08 (full monitoring) 9 38% 863%

2008/09 (full monitoring) 12 54% 323%

2009/10 (full monitoring) 13 40% 468%

2010/11 (full monitoring) 11 41% 647%

2011/12 (initial results) 7 67% 284%

2012/13 (initial results) 5 67% 439%

2013/14 (initial results) 4 87% 355%

2007-2013 Overall 61 56% 424%

Table 1 – AIP programme monitoring results

Prioritised schemes for 2016/17

For the 2016/17 programme, officers identified so-called ‘sites for concern’ in four ways. Firstly, over 60 single sites where there were four or more accidents in a five year period were identified. Secondly, the accident rates on all rural class A and B class routes and on urban routes were analysed with the 10 urban and rural routes with the highest accident rates investigated in detail. Finally, all residential areas in West Lothian were mapped, the accident rates calculated and detailed investigations carried out on the top five areas.

The investigation / analysis work undertaken involved using the recorded injury accident data collected by the police to identify sites for concern and analyse crash patterns to develop remedial measures. The process is used nationally and is endorsed by The Royal Society for the Prevention of Accidents (RoSPA) through its Road Safety Engineering Manual.

The accident patterns at each of these sites for concern were investigated and a total of 9 sites taken forward for development of remedial measures. These remedial measures have been prioritised based upon value for money criteria. Appendix 1 shows the list of schemes taken forward and prioritised.

The available funding will allow the introduction of around 6 schemes in 2016/17, subject to final scheme costs. As the accident data is analysed on an annual basis, the programme will be re-ordered next year to take account of up-to-date accident problems.

It is anticipated that results from the 2014/15 programme will be available in early 2017 and the 2015/16 programme will be available in early 2018.

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E. CONCLUSION

The AIP programme is the council’s main opportunity to make a significant impact in meeting casualty reduction targets and this is backed up by national research and local results.

The schemes prioritised for this financial year maximise the council’s investment through first year rate of return prioritisation and will deliver improvements across West Lothian.

F. BACKGROUND REFERENCES

Department for Transport (2009). Road Safety Research Report No. 108 – Contribution of Local Safety Schemes to Casualty Reduction. DfT, London. Available from: http://www.dft.gov.uk/pgr/roadsafety/research/rsrr/theme5/rsrr108.pdf

Appendices/Attachments: Appendix 1 – Casualty Reduction Schemes 2017/17 – Prioritised list Contact Person: Adam Beattie Senior Engineer - Road Safety & Traffic Management, Operational Services, Whitehill House, Bathgate. Tel: 01506 282340, e-mail: [email protected]

Jim Jack, Head of Operational Services

Date of meeting: 28 April 2016

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APPENDIX 1 – CASUALTY REDUCTION SCHEMES 2016/17 – PRIORITISED LIST Schemes have been prioritised using an economic assessment method known as First Year Rate of Return (FYRR). It is a simple way of calculating whether a scheme can be justified in economic terms.

The FYRR is calculated using the formula:

Annual_Accident_Savings ×100 %FYRR = Scheme_cost The annual accident savings are calculated using accident costs from Road Accidents Scotland 2014 and are weighted based upon whether the site is in an urban or rural location. This mechanism reflects that the cost to society of road accidents is higher in rural areas. As a decreasing number of identified sites include fatal or serious accidents, the severity weighting applied in previous years has not been used.

An estimated FYRR of more than 100% indicates that the scheme benefits will outweigh the costs within the first year. An estimated FYRR of less than 100% indicates that the scheme is still beneficial but the benefits take more than a year to outweigh the costs.

Schemes will be implemented in priority order until the available funding is exhausted. It will not be possible to implement every scheme in 2016/17 due to budget constraints. It is anticipated that around 6 schemes will be implemented this year.

Estimated Estimated Estimated Rank Reference Location Ward Proposals Scheme Annual FYRR (%) Costs Cost Savings to Society

1 AIP/2016/069 A800 from 8 Install a new £1,500 £32,180 2145 Bathgate to chevron sign on A801 backing board on westbound approach. Renew edge markings and lay new SLOW roadmarkings 2 AIP/2016/072 B8029 from 1 Warning £2,000 £32,180 1609 A706 to signage on Linlithgow approach to bend N/B and W/B 3 AIP/2016/012 Howden 4 Alter traffic £10,000 £25,220 252 South Road / signals and Almondvale signal timings at East, the junction to Livingston separate conflicting traffic

1 The cost savings identified are not directly recouped by the council but are savings to society as a whole. The costs include both human costs and direct economic costs.

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Estimated Estimated Estimated Rank Reference Location Ward Proposals Scheme Annual FYRR (%) Costs Cost Savings to Society

4 AIP/2016/045 Bends at the 1 Chevron £52,000 £75,622 145 C17, in the signage on vicinity of the outside of bend. entrance to Warning signs Kipps Farm on approach to S-bends in both directions. Anti- Skid on existing surface at both bends. =5 AIP/2016/092 Knightsridge 5 Resurface the £30,000 £15,285 51 East at bends in both Mossend, directions Livingston =5 AIP/2016/005 Houstoun 6 Install traffic £90,000 £45,854 51 Road / signals Grange Road / Nettlehill Drive staggered junction, Livingston 7 AIP/2016/080 B792, 7 Install traffic £110,000 £51,203 47 Bathgate calming Road, Blackburn 8 AIP/2016/026 Kirkton South 4 resurface the £40,000 £15,285 38 Road / circulatory Almondvale carriageway Way, Campus Roundabout, Livingston 9 AIP/2016/007 A801 / A706 9 Install traffic £250,000 £85,276 34 junction, signals Avon Gorge

1 The cost savings identified are not directly recouped by the council but are savings to society as a whole. The costs include both human costs and direct economic costs.

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DATA LABEL: PUBLIC

ENVIRONMENT POLICY DEVELOPMENT & SCRUTINY PANEL

BEECRAIGS SAWMILL – REVIEW OF SERVICE PROVISION

REPORT BY HEAD OF OPERATIONAL SERVICES

A. PURPOSE OF REPORT

The purpose of this report is to inform the members of the Panel of the details of the project NA2 to review the service provision for Beecraigs Sawmill.

B. RECOMMENDATION

It is recommended that the Panel note the potential savings that can be achieved by closing the operation of Beecraigs Sawmill and support the submission of the report to the Council Executive for approval to close the Sawmill.

C. SUMMARY OF IMPLICATIONS Focusing on our customers' needs; being honest, I Council Values open and accountable; making best use of our resources; working in partnership

II Policy and Legal (including West Lothian council Open Space Strategy Strategic Environmental Assessment, Equality Duty of Care – Occupiers Liability Issues, Health or Risk Assessment)

III Implications for Scheme of None Delegations to Officers

IV Impact on performance and Closure of the sawmill will remove existing cost performance Indicators pressures on revenue budgets as the services fails to meet existing income targets.

V Relevance to Single SOA 8. We make the most efficient and Outcome Agreement effective use of resources by minimising our impact on the built and natural environment.

VI Resources - (Financial, Staffing and Property) Scottish Government grant funding is not sufficient to meet the increasing costs and demands for council services. As a result, the council has to deliver £20.955 million of budget saving measures from 2016/17 to 2017/18 to ensure that the council can achieve a balanced 1

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revenue budget position.

Savings of £42,000 were approved by Council Executive on 25 August 2015 in relation to a review of sawmill operations at Beecraigs. The saving will result in a reduction of 2.0 FTE however this will be delivered from vacancies within the service.

VII Consideration at PDSP None

VIII Other consultations Human Resources and Financial Management Unit

D. TERMS OF REPORT

D.1 Background

Beecraigs Sawmill was opened in the late seventies to supply timbers for maintaining the Country Parks infra-structure e.g. fencing, boardwalks, bridges, path edging etc. The objective was to use timber supplies harvested from forestry operations associated with the maintenance of council owned woodland,

In addition to using the timber for maintenance use, the timber was also converted to value added products, and income from private parties from the sale of these products contributed towards the operating costs of the sawmill, including the internal sale of timber to Housing and Building Services to meet their fencing requirements.

Council Executive approved savings of £42,000 on 25 August 2015 in relation to a review of sawmill operation as at Beecraigs. This report is in relation to the review of the sawmill and the proposals to close the operation of the sawmill which are expected to achieve an approved saving of £42,000 from the NETs, Land and Countryside budget.

D.2 Current service provision

The council is responsible for the management and maintenance of Beecraigs Sawmill which is there to supply timber to the Country Parks for maintenance works. The sawmill continues to supply timber to Housing and Building Services for fencing requirements and is open to the public during normal working hours throughout the year.

The sawmill operates with a net operating loss of £42,000 per annum as it is unable to operate commercially with the level of sales and type of orders that are currently received. Expenditure is budgeted at £137,000 with a target income of £95,000.

Due to a reduction in demand from Housing and Building Services and from sales to the public the sawmill has failed to achieve its income target over the last few years but retains the established fixed costs in relation to operating such a facility. As timber supplies from council owned woodlands have now been exhausted, timber has had to be procured from external suppliers at additional expense to the service which has added to the operating costs of the sawmill, The sawmill faces significant challenges in the future competing with larger scale commercial sawmills that benefit from cheaper imported timber prices due to economies of scale. As a result, the decline in sales is expected to continue in the future, increasing the cost pressures for the sawmill. 2

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If the council continues to operate the sawmill, future operating losses will have to be subsidised from within existing service budgets. This will mean that the service will have to review its priorities and reduce service standards across a number of alternative service activities to meet future cost pressures of the sawmill.

D.3 Service Review – Options for consideration

Within Operational Services Modernising Services project (NA2), a high level service review was conducted focusing on the operation of Beecraigs Sawmill to determine if there was a benefit to continuing to operate and manage the Sawmill internally or whether there was the potential to deliver efficiencies and/or financial savings by closing the sawmill or alternatively by transferring the operation of the sawmill to an external provider. The options that were considered are as follows.

D.3.1 Option 1 – Do Nothing

The council will continue to operate Beecraigs Sawmill internally and it is recognised that the current council operating loss of £42,000 will continue and there is a significant risk that due to further reductions in demand and the inability to recover income to cover fixed costs, operating losses would exceed £42,000 in future years. The approved saving of £42,000 would not be delivered from the Sawmill and would need to be found from other sources within Nets, Land and Countryside.

D.3.2 Option 2 - Closure of the Sawmill

The proposal to close the sawmill would remove the net operating loss of £42,000 from the service by removing two posts from the organisational structure (Chargehand Sawyer and Sawyer).

Staff that are displaced as a result of closing the sawmill will be redeployed into alternative posts within the service.

There is no impact on the general user of Beecraigs Country Park and members of the public who currently purchase timber from the sawmill can purchase timber from alternative nearby suppliers in the future.

In the longer term, this option provides the most sustainable solution for delivering the savings whilst minimising the impact on alternative service activities.

D.3.3 Option 3 – Transfer to an External Provider

Having conducted a high level review of Beecraigs Sawmill, including a profit and loss account analysis; the findings from the exercise was that the internal operation of the sawmill demonstrated significant operating losses over the last three years. The potential future loss of income as a result of reduced sales within the market, would potentially increase operating losses for the sawmill in the future.

The transfer of the sawmill to an external provider would remove cost pressures from the sawmill by removing two posts from the organisational structure (Chargehand Sawyer and Sawyer).

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To achieve the target DBO saving of £42,000, the external provider would need to agree to meet the property costs of £15,000 per annum for the sawmill and provide an annual rental income to the council of £27,000

As part of the review process the council informally advertised for expressions of interest to operate the sawmill. The council did not receive any expressions of interest to operate the sawmill.

Given that the council did not receive any expressions of interest from the informal advertising process, it is highly likely that the council will not be able to attract an external provider to take on a lease agreement for the sawmill. When conducting the informal advertising process, the council approached a number of neighbouring commercial sawmills. The feedback from the consultation was that the current markets for timber was flat and that given the limited access routes for vehicles to the sawmill, that they would struggle to make a profit in the current market. Therefore, it was unlikely that any of the existing sawmill operators would express an interest in the sawmill.

E. CONCLUSION

The most sustainable option for delivering the £42,000 saving is to close the sawmill.

This will have no impact on the users of Beecraigs Country Park and members of the public have alternative options for procuring timber supplies from nearby sawmills at competitive prices.

Staff that are displaced by the closure of the sawmill will be redeployed into alternative posts within the service structure.

F. BACKGROUND REFERENCES

None

Appendices/Attachments: None

Contact Person: Andy Johnston, NETs, Land and Countryside Manager 01506 776675 [email protected]

Jim Jack, Head of Operational Services

Date of meeting: 28th April 2016

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ENVIRONMENT POLICY DEVELOPMENT & SCRUTINY PANEL

TREE MANAGEMENT AND SAFETY POLICY

REPORT BY HEAD OF OPERATIONAL SERVICES

A. PURPOSE OF REPORT

The purpose of this report is to provide members of the Panel with the opportunity to comment on the draft Tree Management and Safety Policy for West Lothian Council’s trees and woodlands.

B. RECOMMENDATION

It is recommended that the Panel note the content of the draft Tree Management and Safety Policy and support the submission of the policy to the Council Executive for approval.

C. SUMMARY OF IMPLICATIONS Focusing on our customers' needs; being honest, I Council Values open and accountable; making best use of our resources; working in partnership

II Policy and Legal (including To update the Open Space Strategy and Strategic Environmental establish a policy and management rules for Assessment, Equality trees and woodland. Issues, Health or Risk Assessment) To address and improve health and safety aspects for trees and woodland.

Forestry Act 1967 (as amended)

III Implications for Scheme of None Delegations to Officers

IV Impact on performance and The Policy will ensure that the service is performance Indicators delivered in a consistent and efficient manner across all council services which will assist in delivering corporate performance targets and service standards.

V Relevance to Single SOA 8. We make the most efficient and Outcome Agreement effective use of resources by minimising our impact on the built and 1

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VI Resources - (Financial, Frontline service delivery will be funded from Staffing and Property) existing service revenue budgets.

VII Consideration at PDSP

VIII Other consultations Finance & Estates, Planning & Economic Development, Education Services, Housing, Construction Services, Roads & Transportation and Legal Services

D. TERMS OF REPORT

D.1 Background

The Council’s insurance advisors, Gallagher Bassett, carried out a tree risk management review in November 2014. The outcome of the review concluded that the council had a fragmented and inconsistent approach to tree management and tree safety; and recommended that the council introduce a corporate tree management and safety policy to provide a corporate framework for the management of all trees and woodland within the council’s ownership.

D.2 Current position

In addition to recommending the introduction of a corporate tree management and safety policy the review also recommended the following seven improvement actions:

1. An update of the councils accident notification procedures for trees;

2. That information relating to tree related incidents is published;

3. The customer enquiry process for the Call Centre is reviewed;

4. A management plan is developed and implemented for trees and woodlands;

5. A review of the tree inspection process is included in the management plan;

6. A risk based approach to tree inspections is included in the corporate policy and management plan;

7. Stakeholders are consulted when developing a corporate tree management and safety policy.

To date, the first three recommendations have been completed.

The management plan is currently being developed and once the views of all the stakeholders have been sought and pending Council Executive approval of the policy, officers will finalise the draft management rules to deliver the objectives of the policy. Once the management rules are drafted they will be presented to the Environmental Policy and Scrutiny Panel for scrutiny and thereafter to Council Executive for approval.

- 176 - A review of the tree inspection process has been completed and incorporated within the proposed corporate policy; thereafter the revised inspection process will be included within the pending management plan.

Similarly, a risk based approach has been included within the proposed corporate policy and will be included within the pending management plan.

D.3 The consultation process.

All key stakeholder groups including Planning and Economic Development, Education Services, Property, Roads and Transportation, Housing and Construction Services were consulted and invited to participate in the development of the draft Tree Management and Safety Policy. A copy of the draft policy is attached to this report as an appendix (Appendix 1).

D.4 Proposed approach

The draft Tree Management and Safety Policy sets out the methodology and objectives for the management of the council’s trees and woodlands, including the prioritisation of tree inspections based on risk.

As Nets, Land and Countryside have specialised Tree Inspectors within their Parks and Woodland team, it is proposed that Nets, Land and Countryside Services take the lead on managing all of the council’s tree and woodland assets.

Currently the full extent and condition of the council’s tree and woodland assets are unknown. This will be quantified, mapped and a hierarchy put in place to suitably manage these assets and the associated risks.

Although tree inspections and associated works will be managed and coordinated corporately, all resulting activities or arising works will be funded by the existing asset owner e.g. Housing, Roads and Transportation etc. All grant funding applications will be coordinated and managed by Nets, Land and Countryside Services.

A detailed Tree and Woodland Management Plan will be developed to deliver the objectives of this policy. The management plan will included a severe weather plan to ensure emergency works and events are managed and resourced in accordance with the council’s Emergency Plan.

E. CONCLUSION

Following a review by the council’s insurance advisors, Gallacher Basset, it was concluded that the council should introduce a corporate Tree Management and Safety Policy.

The Panel is asked to note the content of the draft Tree Management and Safety Policy and support the submission of the policy to the Council Executive for approval.

F. BACKGROUND REFERENCES

Tree Risk Management Review by Gallagher Bassett - November 2014.

Tree Risk Action Plan

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Contact Person: Eirwen Hopwood, Parks and Woodland Manager 01506 848942 [email protected]

Jim Jack, Head of Operational Services

Date of meeting: 28th April 2016

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Appendix 1

West Lothian Council

Tree Management & Safety Policy

April 2016

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CONTENTS

Section 1: Introduction 3

Section 2: Objectives 4

Section 3: Policy Statement 5

Section 4: Legal and Policy Context 6

Section 5: Systems and Methods

5.1 Sustainable Tree and Woodland Management 7

5.2 Tree Safety 7

5.3 Inspection frequency and timing 8

5.4 Extreme Weather 9

5.5 Information Provision 9

Section 6: Management Plan

6.1 Finance 10

6.2 Implementation 10

6.3 Monitor and Review 10

Section 7: Bibliography 11

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Section 1 - Introduction

West Lothian Council owns approximately 1000ha of forest and woodland varying from the 270ha forest in Beecraigs Country Park to the numerous smaller shelterbelts and woods which were an intrinsic part of the design for the new town of Livingston and reclamation sites around the council area. There is also a large, but as yet unquantified, population of individual trees along streets, in school grounds, council house gardens and parks. The trees and woodland are located on landholdings which fall under the responsibility of a number of council services including:-

• Finance & Estates (Property Management & Development) • Planning & Economic Development (Planning Services) • Education Services • Housing and Construction Services • Operational Services (Roads & Transportation and NETS, Land & Countryside)

Only limited pro-active management of the council’s woods and tree population has been carried out over a number of years, due to limited resources, with most of the work being in response to windblow and other safety issues. An extensive amount of emergency work has been required over the past few years due to an increasing number of severe gales which have damaged large areas of forest and many individual trees.

Following a review by insurance advisors Gallacher Basset it was recommended that West Lothian Council should formally introduce a corporate tree management and safety policy for trees on council land. This corporate policy covers all trees on land owned by West Lothian Council and under the responsibility of the above service areas.

The trees and woodland make a significant contribution to quality of life, the local economy and the environment. This corporate policy seeks to introduce a consistent approach to tree and woodland management across all council services which ensures the sustainability of these valued assets and maintains a balance between public safety and the numerous benefits which trees provide.

This policy document sets out how NETs, Land & Countryside plans to manage the council’s tree and woodland areas as well as the associated risks, including the management during and following a severe weather event.

The policy will be made available to members of the general public and others who use woodland and tree areas in West Lothian including council staff. It will be published on the council website and will also be available from any of the 3 Country Park Visitor Centres.

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Section 2 - Objectives

• To ensure a consistent and efficient approach across all council services to the management of West Lothian Council’s trees and woodland areas. • To manage the risks associated with trees at acceptable levels and in a balanced a proportionate manner. • To reduce the level of risk and potential liability to West Lothian Council resulting from tree failure. • To develop and implement a systematic approach to tree inspections and risk management for trees and woodland under the ownership and responsibility of West Lothian Council. • To satisfy the Council’s legal responsibilities as a landowner under current legislation. • To manage tree related incidents in the event of extreme weather. • To carry out appropriate maintenance, where feasible, to enable trees to achieve their potential and to reduce the long-term costs of remedial tree works. • To use tree and woodland products to offset management costs where appropriate. • To maintain the long term amenity of woodland and trees. • To take due consideration of areas or individual trees of environmental note, particularly those afforded statutory protection. • To consult and communicate with the public regarding tree and woodland management planning. • Where appropriate opportunities arise the Council will expand its woodland and tree cover in order to contribute towards climate change targets and where this will improve the local environment.

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Section 3 - Policy Statement

West Lothian Council will strive to manage its woods and tree populations in a manner which ensures their long-term sustainability. The work will be reliant on resource availability but will be prioritised according to the benefit to the public in terms of the landscape value, level of recreational use and environmental importance of individual areas, potential current or future risks from trees and the availability of funds, especially those from external sources.

Tree and woodland work is to be carried out in accordance with current best practice including British Standards and the UK Forest Standard. The Council will aim to continue to meet the standard required for externally audited accreditation at Beecraigs, under the UK Woodland Assurance Scheme or similar and extend this to other woods as appropriate.

The Council will implement a pro-active system to maintain reasonable levels of public safety from potentially hazardous trees on its land in line with the “Common sense risk management of trees” published by the National Tree Safety Group. This will include the routine inspection of those trees which present the highest risk to the public. Tree inspections and subsequent work will be prioritised according to the likelihood of tree failure due to age or damage and the likelihood of this affecting a member of the public or important structure. Records of inspections and work undertaken will be archived in an easily retrievable system.

West Lothian Council will look for opportunities to increase its woodland area in appropriate locations where this will improve the local landscape and recreational resource as well as enhancing biodiversity and the council’s contribution to reducing climate change.

The Council will consult and communicate with local residents and users of public open space regarding significant plans for changes to or works on the tree populations and woods in the Council’s ownership.

NETs, Land & Countryside, Parks and Woodland team will manage and coordinate the delivery the tree management and safety programme for West Lothian Council.

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Section 4 - Legal and Policy Context

The council has a legal duty to take reasonable care for the safety of those who may come within the vicinity of a tree within its ownership and responsibility. The standard of care is that expected of “a reasonable and prudent landowner”. West Lothian Council recognises its duty under the Health and Safety at Work Act 1974 and otherwise in criminal and civil law to protect employees and members of the public, so far as is reasonably practicable, from danger arising from trees on its landholding. Adopting a tree management and safety policy will assist in ensuring West Lothian Council is compliant with its legal obligations. Tree and woodland work is also regulated by a number of laws including:-

• Forestry Act 1967 (as amended) • The Wildlife and Countryside Act (protected animal species e.g. bats, birds and recognised designations e.g. SSSI) • Protection of Badgers Act 1992 • The Habitats Directive and Regulations 1994 (as amended) • The Town and Country Planning (Scotland) Act 1997 (e.g. Tree Preservation Orders, Conservation Areas)

This policy will also contribute to a number of strategies including:-

• West Lothian Council Openspace Strategy and interim report • West Lothian Council Climate Strategy • Development Plan and Associated Planning Guidance • Central Scotland Forest Strategy (now incorporated into Central Scotland Green Network) • Edinburgh and Lothians Forestry and Woodland Strategy

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Section 5 - Systems and Methods

5.1 Sustainable Tree and Woodland Management

Over many years residents and visitors have benefited from the legacy left from the planting of policy woods over 150 years ago in areas such as Howden Park, Almondell & Calderwood and Polkemmet Country Parks with their large beech and other long lived species of trees, some of which are now in decline. Many of the fast growing conifers planted around Livingston and in more rural woodland areas such as Beecraigs and Ravencraig have now reached a height at which they are more vulnerable to windblow. In order to prevent the continuous attrition of these valued wooded landscapes and treescapes and an increasing need to undertake emergency work, it is proposed that the council will strive to bring its trees and woodland back into more pro-active management. The objectives of management will vary depending on the site, but for most sites the woods and trees will be managed primarily for their landscape, recreational and environmental benefits but where feasible the production of timber, woodfuel and other products will be used to off-set some of the management costs.

In general, the council’s woods are to be managed on a continuous cover forestry regime rather than clear-felling and replanting. However, due to the exposed conditions or the nature of the woodland this will not always be possible. Where areas of woodland are felled either in small patches or larger areas these will be restocked either through natural regeneration or planting to ensure that there are well established attractive woods for future generations of West Lothian residents and visitors to enjoy. It is intended that the long term future of the council’s woodland areas will be guided by current management plans.

Guidance will be developed which will include the responsibilities as regards privately owned trees in respect of obscuring of signage, overhanging footpaths, etc. which will allow for a consistent approach in tackling these matters.

Individual trees will be retained until the end of their natural lifespan except where they have outgrown the space available or for safety reasons. In order to ensure the continued benefit of individual trees a record of the trees felled is to be kept and appropriate replacement planting carried out. It should be noted that establishing new trees in an urban environment can be expensive and challenging. Longer term management and replacement planting plans are to be prepared for important populations of individual trees.

There are a number of trees within the grounds and gardens of council owned rented housing and other properties. The management responsibility for these trees needs to be clarified and included in any tenancy agreements. In addition any new planting needs to be agreed with the Housing officer in advance.

Woodland and tree management will be in accordance with industry best practice and meet the British Standards for tree work and the UK Forest Standard. Tree and woodland planning is to be integrated into wider recreational and landscape plans for the council’s openspaces including community consultation on proposals of a significant nature.

5.2 Tree Safety

The Council has a legal “duty of care” to those who use the roads and pavements and who visit or live beside our sites. There is a relatively small risk of a tree or one of its branches falling and causing injury to a person or damage to property however, when this does happen it can be fatal or result in severe injury. In order for the council to execute its duty of care it is recommended that trees within the most frequented areas are inspected for obvious disease, instability or damage i.e. a risk zoning approach be taken. It would be impractical to inspect all the trees in the council’s ownership. 7

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A three level potential target zone would be implemented, namely High, Medium and Low. This will be drawn up by council officers with an in depth knowledge of the land, how it is used and what trees are present.

The potential target zones are set out in the table below:

Potential target zones at risk from hazardous trees by Threat Level

Threat Level Potential Target Council Sites at risk: Examples zones High Occupied buildings Schools across West Lothian with mature trees within the Main roads boundary or nearby Car Parks Housing Properties with mature trees within gardens or Playgrounds nearby Other high use Public footpaths within town centres and residential areas pedestrian areas with mature trees nearby Roads with verges with mature trees Car parks by areas of mature woodlands e.g. Beecraigs Medium Country roads Rural pa ths an d trails within parks and woodland areas. Well-used footpaths Mino r “C” an d “ U” Class Road s with verges with mature Public areas trees Public open spaces such as sports pitches by areas of mature woodlands Low Low level use areas Rural footpaths with low pedestrian usage Field boundaries Footpaths Woodland near footpaths

5.3 Inspection Frequency and Timing

Tree inspections will be carried out on a priority basis with the priority and frequency being determined by the target zone; trees in high risk areas will receive a more detailed and higher frequency of inspection.

The recommended inspection frequencies are set out in the table below. Ultimately these will be dependent on available resources.

Zone Inspection Frequencies

Zone Inspection level Survey Frequency

High Professional inspection Three yearly* Tree Inspectors / Annual & following storms trained staff: walk by Professional inspection Medium Five yearly* (selected trees) Tree Inspector / trained Annual & following storms staff: drive/walk over Parks & Woodland Low Reactive as issues arise Team

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* Highlighted trees with known defects will receive an annual inspection

5.4 Extreme Weather

The definition of an extreme weather event for trees and woodland will be when gale force winds are forecast that will be sustained for a prolonged period and are predicted to cause structural damage or other events such as heavy snow which can cause ‘branch snap’. The management plan for trees and woodland will include a severe weather procedure detailing how Nets, Land & Countryside will manage severe weather events. All forecast severe weather events will be reported to Emergency Planning to ensure that all events are managed in accordance with the council’s Emergency Plan for Severe Weather.

Additional inspections and work may be required in the immediate aftermath of severe weather events, such as storms.

5.5 Information Provision

The Council receives frequent requests from the public for work to be carried out on trees in its ownership, particularly on property boundaries. The Council’s resources to undertake tree management work is limited and, in general, work will only be carried out where there is a safety issue. It may be possible to accommodate appropriate boundary works as and when woodland management work is being carried out.

As part of a detailed management plan for trees and woodland, a management practice guide will be produced to guide operations and ensure that a consistent approach is taken. This will be made accessible to the public, customer services and others via the Council’s website.

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Section 6 - Management Plan

6.1 Finance

Tree work identified will be prioritised as High, Medium or Low priority with High priority work taking priority. Works will be carried out in this priority order within available budgets.

Although tree inspections and associated works will be managed and coordinated corporately, all works will be funded by the existing asset holder e.g. Housing, Roads, Education, Transportation, etc.

All grant funding applications will be coordinated and managed by Nets, Land & Countryside.

6.2 Implementation

In order to implement the policy, the Parks & Woodland Team will develop a detailed management plan for trees and woodland within the Council’s ownership. This will include:

• Identifying and quantifying the Council’s tree and woodland assets • Introduction of a procedure and schedule to undertake tree safety inspections for those areas where the risk of injury or damage from failures in trees is greatest • Compiling a tree and woodland management practice guide to ensure a consistent approach • Review of Tree & Woodland service standards • Programme for preparation and implementation of site management plans • Guidance for any new tree or woodland planting on Council owned land and its future management • Development of Service level agreements with other Council services regarding works and costs • Guidance on how matters around privately owned trees will be tackled. • Compile a failure log to ensure that lessons are learned where necessary • Agreed training / experience for inspection level • Identify specific roles and responsibilities within the Council • Communication plan outlining how the council will manage its trees and woodland • A severe weather procedure • Review and report on progress

6.3 Monitor and Review

The management plan will be constantly reviewed and updated as required. There will be ongoing monitoring within the Parks & Woodland team to ensure compliance with methods and timetables.

Progress on the action plan from the managing plan, plus any changes, will be presented for scrutiny to the Council Executive for approval.

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Section 7 – Bibliography

Common sense risk management of trees – landowner summary of guidance on trees and public safety in the UK for estates and landholdings. National Tree Safety Group http://www.forestry.gov.uk/safetreemanagement

Management of the risk from falling trees, HSE advisory SIM 01/2007/05 http://www.hse.gov.uk/foi/internalops/sims/ag_food/010705.htm

Principles of Tree Hazards Assessment and Management, David Lonsdale, DETR, 1999

Research for Amenity Trees no 9. Trees in Towns II – A new survey of urban trees in England and their condition and management Executive Summary by Chris Britt and Mark Johnston 2008

http://committeeadmin.lancaster.gov.uk/documents/s21579/Appx2_TreesInTowns.pdf

UK Forest Standard 3rd Edition. Forestry Commission 2011 - http://www.forestry.gov.uk/ukfs

Including UKFS Guideline Series:-

• Forests and Biodiversity • Forests and Climate Change • Forests and Historic Environment • Forests and Landscape • Forests and People • Forests and Soil • Forests and Water

UK Woodland Assurance Scheme http://ukwas.org.uk/wp- content/uploads/2012/05/UKWAS-Third-Edition-version-3.1- 20122.pdf

Arboricultural Association - Help and Advice Section http://www.trees.org.uk/Help-and- Advice

Legal framework regarding nature and protected species. Summary on SNH website. http://www.snh.gov.uk/protecting-scotlands-nature/protected-species/legal-framework/

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ENVIRONMENT POLICY DEVELOPMENT AND SCRUTINY PANEL

OPERATIONAL SERVICES MANAGEMENT PLAN 2016 / 17

REPORT BY HEAD OF OPERATIONAL SERVICES

A. PURPOSE OF REPORT

To advise the panel of the purpose, scope and content of the Operational Services Management Plan for 2016 / 2017.

B. RECOMMENDATION

Members of the panel are asked to note the contents of the Operational Services Management Plan for 2016 / 2017.

C. SUMMARY OF IMPLICATIONS

I Council Values Being honest, open and accountable. Focusing on our customers' needs Making best use of our resources Working in partnership

Assessment)

III Implications for Scheme of None Delegations to Officers

IV Impact on performance and Successful delivery of the plan will ensure good performance Indicators performance against a number of performance indicators detailed in the Management Plan

V Relevance to Single The Management Plan highlights the key Outcome Agreement activities and performance of Operational Services which directly impacts on the Single Outcome Agreement.

Performance, activities and actions overseen by the panel contribute to the delivery of the Single Outcome Agreement.

VI Resources - (Financial, The Management Plan sets out the financial and Staffing and Property) staff resources required to deliver the service in 2016/17. 1

- 191 - Identifies the initiatives that are planned for 2016/17, to create efficiencies and quality improvements in service delivery

VII Consideration at PDSP The plan will also be submitted to the Development and Transport PDSP on the 18th April in relation to Public Transport and Roads & Transportation issues.

VIII Other consultations The Management Plan has been approved by the Executive Management team for submission to the PDSP, in March 2016. D. TERMS OF REPORT

In accordance with Council procedures and the corporate guidance issued, Operational Services has drawn up a Management Plan for the forthcoming financial year.

The Operational Services Management Plan is fundamental to the delivery of its services. The plan takes into consideration the medium term financial strategy of the council, developed under Delivering Better Outcomes and the available resources for 2016/17.

The Management Plan also takes into full consideration the council priorities identified in the Corporate Plan 2013 to 2017.

As a front line service provider, Operational Services plays a key role in achieving the council’s Corporate Plan priorities, and in particular the priority of ‘Protecting the built and natural environment’.

The Management Plan defines the activities, priorities and actions that Operational Services intends to deliver in the forthcoming year as well as the performance measure we will use to monitor our success.

The plan also provides a summary of the work undertaken and the achievements of the services in the preceding year, which include;

• Delivery of planned investment in roads and footpaths which contributed to the Council maintaining its position of having the best A Class roads and the second best overall roads network condition in Scotland • Excellent project management of the Council’s LED street lighting investment programme has resulted in the programme being delivered ahead of schedule delivering additional energy reductions and financial savings • Continued investment in Street Cleansing and Parks and Open Spaces has resulted in the council achieving first place in the Local Government Benchmarking Framework categories for customers’ satisfaction with the quality of Street Cleansing and Parks and Open Spaces • Increased household waste recycling has decreased the amount of waste landfilled, and the adoption of a new household waste collection strategy will ensure that this trend continues and cost are minimised

- 192 - • Improvements in the operation and management of the council’s fleet have been recognised nationally as best practice and were awarded Local Authority Fleet Operator of the Year • School meals continue to exceed the required nutritional standards and school meal uptake has increased • A new Public Transport Strategy was adopted in June 2015 • The investment in flood mitigation planning and infrastructure has continued and the service gained approval for a West Lothian Surface Water Management Plan

E. CONCLUSION

The Operational Services Management Plan for 2016/17 clearly sets out the framework for service delivery, by all the services under the responsibility of the Head of Operational Services and the remit of the Environment PDSP, for the financial year 2016/17.

Its delivery will contribute to the aims of the Council and enable the Council to meets its obligations.

F. BACKGROUND REFERENCES

West Lothian Council Management Plan Guide 2016 -17

Appendices/Attachments: One. 1 Operational Services Management Plan 2016 / 2017

Contact Person: Jim Jack, Head of Operational Services, Whitehill House, Whitehill Industrial Estate, Bathgate

Jim Jack

Head of Operational Services [email protected]

11th April 2016

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Delivering Better Outcomes

Operational Services

Management Plan 2016/17

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Contents

1 Overview of Operational Services

1.1 Introduction from Jim Jack 3

1.2 Context 6

1.3 Partnership Working 8

1.4 Outcomes, Priorities and Activities 10

1.5 Corporate Strategies 11

2 Operational Services Structure 12

2.1 Operational Services Actions 13

3 Service Activity

3.1 Facilities Management 14

3.2 Fleet and Community Transport 26

3.3 Inprint 39

3.4 NETs, Land and Countryside Services 48

3.5 Public Transport 70

3.6 Recycling & Waste Services 84

3.7 Roads and Transportation Services 106

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1 Overview 1.1 Introduction

Welcome to the Operation al Services Management Plan 2016/17 Operational Services plays a key role in the management and delivery of front line services to those who reside, visit and work within West Lothian. This Management Plan will directly outline how Operational Services will contribute to and support the overall priorities and values of the council, through the activities of the Service.

It also makes a significant contribution to the Councils aspirations within the Community Plan, Single Outcome Agreement, Corporate Plan and Delivering Better Outcomes programme. Operational Services has a key role in delivering these plans. Doing so will require it to seek best practice, continued business improvement, effective asset management and increased collaborative working.

Operational Services had a successful year in 2015/16, with key achievements across all services.

Significant Achievements in 2015/16

 Delivery of planned investment in roads and footpaths which contributed to the Council maintaining its position of having the best A Class roads and the second best overall roads network condition in Scotland  Excellent project management of the Council’s LED street lighting investment programme has resulted in the programme being delivered ahead of schedule delivering additional energy reductions and financial savings  Continued investment in Street Cleansing and Parks and Open Spaces has resulted in the council achieving first place in the Local Government Benchmarking Framework categories for customers’ satisfaction with the quality of Street Cleansing and Parks and Open Spaces  Increased household waste recycling has decreased the amount of waste landfilled, and the adoption of a new household waste collection strategy will ensure that this trend continues and cost are minimised  Improvements in the operation and management of the council’s fleet have been recognised nationally as best practice and were awarded Local Authority Fleet Operator of the Year  School meals continue to exceed the required nutritional standards and school meal uptake has increased  A new Public Transport Strategy was adopted in June 2015

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 The investment in flood mitigation planning and infrastructure has continued and the service gained approval for a West Lothian Surface Water Management Plan

Looking forward it’s likely that the council will continue to face significant challenges as the public sector financial pressures worsen and public expectations for quality, choice and accessibility continue to rise.

Over the coming months a number of service strategies, plans and projects will be progressed to meet these challenges.

Key Actions and Priorities for 2016/17

 Development of a modern centralised depot facility, Whitehill Service Centre  Implementation and roll out of CONFIRM connect as a mobile working solution for employees  Completion of service restructures  Introduction of a Fleet Use Policy across the council  Completion of the revised building cleaning standards programme  Introduce online payments for school meals  Creation of new Visitor Centre at Beecraigs Country Park  Develop and implement a policy and plan for litter and litter bins  Revision of Road Safety Plan for West Lothian  Review of Safety Inspection Manual and inspection routes for Roads  Implementation of updated Waste Service Standards (Customer Charter)  Roll out of 140ltr landfill household waste collection service and recycling collection service for flatted properties and rural areas  Review of additional support needs school transport policy  Roll out of service review and contract changes under the principles of the West Lothian Public Transport Strategy

The contribution of staff has, and continues to be, the key factor meeting our customers’ expectations and the services objectives in such challenging times. The service remains committed to staff development and will continue to ensure that employees have the required knowledge, skills and ability to competently carry out tasks to the best possible standard, enabling high levels of service to be delivered to the community. Our investment in young people is fundamental to this. The service is particularly proud of the achievements of its modern apprentices. The scheme, which has been recognised as national best practice, has seen a number of apprentices achieve national awards.

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This management plan represents our commitment to effective and efficient service delivery for the forthcoming financial year and takes full account of the key influences on the council.

Jim Jack Head of Service Operational Services

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1.2 C o n t e x t The purpose of this plan is to set out the activities, objectives and initiatives for Operational Services for the forthcoming financial year, 2016/17. The plan will also provide a review of service performance for 2015/16. The Management Plan will be the basis against which the service will drive performance, report and be judged through the council’s corporate performance management system.

1.2.1 West Lothian Council Values West Lothian Council has created its own set of unique values which Operational Services adheres to and conducts all its operations by, these are:

■ Focusing on our customers’ needs ■ Being open, honest and accountable ■ Providing equality of opportunities ■ Developing employees ■ Making best use of our resources ■ Working in partnership

The Council Mission Statement:

“Striving for Excellence ……… working with and for our Communities”

Operational Services consider every person who lives in, works in, is educated in, visits and travels through West Lothian as a customer

1.2.2 Performance Management The service measures and monitors its performance against their main activities, which feed into the overall objectives of the council, through the council’s performance management system – Covalent. The service has a published suite of performance indicators which are reported to the public through the council’s website. Performance is measured on a monthly, quarterly and annual basis and reported through the relevant Policy Development and Scrutiny Panel (PDSP). As a service we hold an annual Performance Review Day to assess our performance measures for reliability and relevance.

1.2.3 Governance & Risk Board In order to minimise the impact of risk, risk management is embedded within our service planning and day-to-day management processes. This includes monitoring and recording the key risks to our service objectives within the council’s corporate Risk Register as well as agreeing actions which will help minimise the impact or alleviate these risks.

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Our services have each developed a Business Continuity Plan which is reviewed and updated regularly to ensure it remains relevant and effective. Operational Services are also fully represented on the council’s Risk Management Board.

1.2.4 Corporate Plan 2013/17 Through its ‘Delivering Better Outcomes’ consultation the council developed the new Corporate Plan 2013/17 which reflects the views, needs and aspirations of the West Lothian community. The Corporate Plan identifies eight priorities that we believe to be the most critical factors to positive change.

More information about how our service activities directly impact on the council’s priorities can be found in section 1.4.

1.2.5 Customer Consultation and Participation

Operational Services have a direct day-to-day impact on those who live, visit, work and do business within West Lothian. How we manage and deliver our services has a significant influence on residents’ overall perception of West Lothian Council.

As a result, effective customer consultation and engagement is a fundamental requirement for our services. It allows us to build stronger, more responsive and focused services which consider the needs and expectations of our customers. We have therefore developed a robust approach to customer consultation, engagement and participation. This is used to review, re-design and, in some cases, help deliver our services.

We vary the way that we engage and encourage participation depending on the targeted customer group. The methods of consultation and engagement used differ for each group and may require additional skills from those already within the service.

Operational Services’ customer groups have been identified through practical experience, staff feedback, working internally with other services and local authorities and engaging with the public, communities and businesses across West Lothian. This knowledge and understanding of customers’ needs and preferences is used to help improve our services and make them more accessible.

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1.3 Partnership Working

In these demanding times it is increasingly important that the council make the most effective use of partnerships and the resources effective partnership working can bring to improving service delivery. Partnership working is a key asset to the council if we are to continue to provide the greatest positive impact upon the people, families and communities living within West Lothian.

The council and the West Lothian Community Planning Partnership have identified a set of local priority outcomes called the Single Outcome Agreement (SOA). We work collaboratively with other public services and the voluntary sector to meet the challenging national priorities.

The SOA provides the council and our partners with a shared set of priorities that must be driven down through every level of the planning framework. This link between strategic priorities and planning is referred to as a ‘golden thread’ and it ensures that there is a strong focus on the achievement of outcomes at every level of the council.

Operational Services provide a significant contribution, either directly or indirectly, to the success and outcome of the major priorities. The service has a number of key activities and performance measure which are part of the SOA priorities:

 Number of people killed or seriously injured in road accidents  Percentage of primary school pupils accessing free school meals  Percentage of secondary school pupils accessing free school meals  Street Cleanliness Index  Percentage of household waste recycled  Percentage of municipal solid waste recycled  Percentage of material prepared for reuse  Percentage residents with access to an hourly or more frequent bus service

West Lothian Community Safety Unit (CSU) was formed in April 2010 bringing together partners with a diverse business remit from Police Scotland, West Lothian Council and Scottish Fire and Rescue Service.

The partnership works towards the 'PIER' concept – Prevention, Information, Enforcement and Rehabilitation - and forms the backbone of the joint working by all partners when tackling Community Safety. Officers from our Roads and Transportation service work with the other partners as part of the Community Safety Partnership to help deliver key objectives relating to road safety and protecting road users and pedestrians throughout West Lothian. 8 | P a g e

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Services within Operational Services have developed a number of key strategic partnerships with a variety of partners, groups and organisations to help provide better services, use resources more efficiently and to share information for the benefit of our customers and local communities.

Key Partners for Operational Services

Fleet & Community Fleet & Community

Recycling & Waste Recycling & Waste

Inprint & Support

Public Transport Public Transport

Transportation Transportation

NETs, Land & NETs, Land

Management Management Countryside

Transport

Facilities

Services Roads &

Driver & Vehicle Standards Agency   

HCL  

Forth Estuary Transport Authority 

Keep Scotland Beautiful 

NHS Lothian     

Public Utility Companies  

Police Scotland     

Scottish Environment Protection Agency   

Scottish Fire & Rescue Service   

Scottish Forestry Commission 

Scottish National Heritage 

SEStran  

Transport Scotland  

West Lothian Leisure 

West Lothian Recycling   

Zero Waste Scotland  

Figure 1: Operational Services key partners 9 | P a g e

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1.4 Outcomes, Priorities and Activities

The council has set eight priorities in the current Corporate Plan (2013/17) in consultation with the local community, partners, stakeholders and our staff. These priorities, along with the three enablers themes, represent all the vital activities that the council will undertake in order to achieve better outcomes for West Lothian.

Figure 2 illustrates where our services directly contribute to the council’s priorities and enablers.

Fleet & Community Fleet & Community

Recycling & Waste Recycling & Waste

Inprint & Support Inprint & Support

Public Transport Public Transport

Transportation Transportation

NETs, Land & NETs, Land

Management Management

Countryside

Transport

Facilities

Services

Roads &

Council Priorities 1. Delivering positive outcomes and    early intervention for early years

2. Improving the employment position    in West Lothian

3. Improving attainment and positive    destinations for school children

4. Improving the quality of life for older    people

5. Minimising poverty, the cycle of  deprivation and promoting equality

6. Reducing crime and improving    community safety

7. Delivering positive outcomes on   health

8. Protecting the built and natural      environment

Enablers

Financial planning 

Corporate governance and risk 

Modernisation and improvement   

Figure 2: Council priorities and Operational Services activity

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1.5 Corporate Strategies

The council has corporate strategies that set out what we want to achieve for a particular priority, outcome or targeted group within a corporate planning period (4 years), including what we will do with our partner services and agencies to deliver those outcomes.

The service has responsibility for the development and implementation of the following corporate strategies:

Corporate Review Strategy Outcomes Start End Strategy Date Open Space ■ Establishing a vision and identifying targeted actions to address issues of 2005 2015 August Strategy deficiencies in open space provision / facilities and protect areas that are 2015 valuable and valued ■ Create effective links between open space planning, design and management, and the involvement of local communities ■ Encourage participation from a wide range of partnership agencies, stakeholder groups and community groups in the management of open spaces

Local Transport ■ Strategic long term transportation issues contained within West Lothian 2012 2016 June 2015 Strategy Development Plan ■ Strategy for long term maintenance of our road, structures, lighting and water (Part of West related assets covered by Roads Asset Management Plan Lothian Development Plan)

Public Transport ■ Policy development to define the council’s strategy for supporting passenger 2013 2023 June 2015 Strategy transport schemes ■ Identify and plan the future needs and requirements of passenger transport throughout West Lothian

Figure 3: Corporate Strategies

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Operational Services Structure

Operational Services is currently made up of seven separate service areas (WLAM Units) under the leadership of Jim Jack, Head of Service. We are part of the portfolio of services, Graeme Struthers, under Depute Chief Executive.

Depute Chief Executive Graeme Struthers

Housing, Operational Corporate Customer & Services Services Building Jim Jack Services

Fleet & Inprint & NETs, Land & Recycling & Roads & Facilities Public Community Support Countryside Waste Services Transportation Management Transport Transport Services Services David Graeme Jamie Fisher Ian Forbes Joe Drew Jamie Fisher Andy Johnston Goodenough Malcolm

Figure 4 : Service Structure

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Operational Services Actions

Listed below are a number of the key improvement actions, challenges and capital projects Operational Services will be undertaking in the coming year.

Actions 2016/17 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Learning and Development Produce a five year Learning The plan will ensure that all Service April 2015 March Active Programme Development Plan for the staff have the core skills to Managers 2017 service including a succession effectively undertake their role planning strategy and look for and are provided with opportunities for succession appropriate development planning eg qualifications. opportunities. Update Service Standards Creation and publication of Updated service standards Service October March Active updated service standards for available Managers 2015 2017 all services The implementation of Implement CONFIRM connect CONFIRM connect Service April 2016 March Planned CONFIRM connect as a working solution for implemented Managers 2017 employees

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3 Service Activity

3.1 Facilities Management

Manager: Jamie Fisher Number of Staff (FTE): 511.9 Location: Whitehill House, Bathgate

Purpose

Facilities Management provides a catering, cleaning, crossing patrol guides and janitorial services throughout the authority. Activities

The service’s main activities are:

■ The service cleans 168 buildings throughout the Council covering 309,806 square meters of floor space. These include 87 secondary, primary, nursery and special schools plus partnership buildings, council offices, community centres and libraries ■ With the implementation of free school meals for P1-3 children that commenced in January 2015 the service anticipate serving around 2.49 million meals in 2016/2017 ■ There are 84 school crossing patrol points maintained throughout the area ensuring children and parents are provided with a safer route to school ■ The Facilities Management Assistants provide a security, maintenance and janitorial service to 85 secondary, primary, nursery and special schools

Customers

The service’s main customers include: ■ Community Transport ■ Property Services ■ Other Council Services ■ Suppliers ■ Education

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Customer Participation

The service will actively engage customers and potential customers in the delivery and re-design of services to ensure that services are accessible and focused on their needs and preferences.

Customer Consultation Schedule 2016/17 Responsible Customer Group Survey Method Frequency Feedback Method Officer Primary School Web based survey carried Annual Interim FM Poster sent to all Pupils out in partnership with (Spring Manager Schools Education Services to all 2016) Reported through the primary school pupils in Public Performance West Lothian on the Indicator school meal provision (FMS024_6a.7)

Secondary School Web based survey carried Annual Interim FM Poster sent to all Pupils out in partnership with (Spring Manager Schools Education Services 2016) Reported through the Business Managers to all Public Performance secondary school pupils Indicator in West Lothian on the (FMS024_6a.7) school meal provision

School Meal Users Consultation taster As required Interim FM Feedback via revised sessions exercise carried Manager school menu out with pupils prior to new school menu being implemented

Head Teachers/ Online survey distributed Annual Interim FM Feedback directly to Teachers and to all Head Teachers in (Winter Manager Head Teachers from Support Staff West Lothian (all schools) 2016) Service Manager on the quality of service Reported through the provided by cleaning and Public Performance janitorial staff Indicator (FMS021_6a.7) Sandwich Service Survey distributed to Annual Interim FM Feedback through Users employees who use the (Winter Manager FM Management sandwich service 2016) Team to nominated throughout the various users council offices Building Users Survey distributed to Annual Interim FM Feedback through Building responsible (Winter Manager responsible officers persons and user groups 2016) for each building on the quality of service provided by the cleaning staff School Crossing Face to face survey with Annual Interim FM Feedback to FM Patrols pupils using the services (Spring Manager Management Team of the school crossing 2016) to review guides.

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Employee Engagement

Motivation and commitment are key drivers of employee performance and the service aims to effectively engage and develop employees through improved communication and increased participation.

Employee Engagement Schedule

Engagement Employee Group Frequency Responsible Officer Method All employees One-to-ones As required Line Managers

All employees Team meetings As required Line Managers

Employee sample Employee survey Annually Interim FM Manager

Employee sample Management Plan Annually Interim FM Manager Launch FMAs / Cleaners Team meetings As required Line Managers

Cook supervisors Team meetings 6 monthly Interim FM Manager

Service Manager’s Directorate Quarterly Deputy Chief direct reports Managers Executive Meeting FM Locality Co- Extended Monthly Interim FM Manager Ordinators Management Team meetings

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Activity Budget

Activity Name and Description Link to Performance Indicator and PI Staff Revenue Revenue Net Corporate Target 2016/17 Category Resource Expenditure Income Revenue Plan (FTE) Budget Budget Budget

2016/17 2016/17 2016/17

Schools To provide meal 7. Delivering FMS005_9a.1a. Total cost WLAM 173.4 6,852,283 (2,442,000) 4,410,283 Catering service to Primary, positive per meal. (Target £2.10) Secondary and outcomes on Special Schools , as health CP:FMS006_9b.1a. School PUBLIC well as breakfast meal uptake Primary service to schools. schools. (Target 40 %)

Cleaning To provide a Enabler FMS008_9a.1a. Cost per sq HIGH 201.6 2,954,855 (339,632) 2,615,223 Cleaning Service in Service - m cleaned (Target £13.50) LEVEL over 197 sites Financial FMS017_9b.1c Total square WLAM including Primary Planning meters cleaned per labour and Secondary hour (Target 175m2) Schools, Offices, Libraries etc. Facilities To provide an FM Enabler FMS018_9a.2a The average WLAM 109.3 4,320,442 (288,196) 4,032,246 Management Service in all Service - cost of janitorial provision schools, nurseries Financial per FTE ( Target £28,773 ) and special schools. Planning FMS016_9b.3 Percentage of WLAM maintenance jobs completed by FM staff within 2 days of being reported (Target 98 %) Street To provide a 8. Protecting FMS050_9a.1a Average WLAM 25.8 480,804 0 480,804 Crossing crossing patrol the built and Cost, per site, of providing Patrols officer (CPO's) for all natural the School Crossing Patrol locations which meet environment service per annum guidelines FMS049_9b Percentage of WLAM school crossing patrols

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Activity Name and Description Link to Performance Indicator and PI Staff Revenue Revenue Net Corporate Target 2016/17 Category Resource Expenditure Income Revenue Plan (FTE) Budget Budget Budget

2016/17 2016/17 2016/17

locations staffed

Service Provision of Enabler Support activities contribute 1.8 93,228 0 93,228 Support management and Service - towards the overall administrative Corporate performance of the service. Support. Governance Performance is monitored and Risk through the indicators for front line activities. Total :- 511.9 14,701,612 (3,069,828) 11,631,784

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Actions

Listed below are a number of the key improvement actions, challenges and capital projects that the Service unit will be undertaking in the coming year as well as an update on the actions identified in the 2015/16 Management Plan.

Actions 2015/16 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Implementation of new New structure put in place and Successful implementation of FM April 2012 March Completed structure for Facilities roles defined new structure to ensure Services 2015 Management continuous improvement Manager within the service Ensure compliance with Develop and implement Partnership working in place FM April 2013 March Completed legislation in partnership with partnership working with and success in dealing with Services 2016 Construction Services Construction Service to assist legislative compliance Manager in complying with legislative compliance e.g. water testing, fire alarm testing The monitoring of all schools Ensuring the school meal Ensuring the school meal FM April 2012 March Completed as defined through Education service in all schools service in all schools Services 2016 Scotland inspections continues to be compliant continues to be compliant as Manager defined through the Education Scotland inspections

Review customer survey to Continue to review approach Successful consultation of a FM April 2014 March Completed Head Teachers, to include in order to capture feedback wider range of customers Services 2016 teachers and support staff from a wider audience within the schools Manager

Integration of school crossing Work with School Crossing Integration complete within the FM April 2015 March Completed patrol into service Patrol teams in the transition service Services 2016 to Facilities Management Manager

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Actions 2016/17 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Service Structure Implement remainder of Structure implemented to Interim FM Jan 2016 April 2016 Active structure enable service to move Manager forward

Online Payment Implement online payments To have one robust system to Interim FM Jan 2016 June 2016 Planned for school meals and utilise manage income for meals and Manager system to manage meal provide operational and numbers and uptake management information. Provide centralised pricing control

IT Accounts Ensure all Cook Supervisors This will enable more effective Interim FM Mar 2016 June 2016 Planned and Assistant Cooks in High communication with staff, Manager Schools have corporate remove paper based records network accounts and returns

Purchase Cards Implement new purchase card Online purchase card Interim FM Feb 2016 Dec 2016 Planned system to all schools. reconciliation and removal of Manager paper based system

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Performance

Percentage of customers in schools who rated the overall quality of service provided Performance Indicator FMS026_6a.7 by FM Services as good or excellent.

This performance indicator measures the percentage of customers who rated the overall quality of service as good or excellent. This survey was undertaken on a biennial basis however, with effect from 2015 the survey is now being issued to customers annually. The survey is issued to all Head Teachers in West Lothian Schools and they are asked to rate the service as; excellent, good, adequate, poor or very poor. All responses ranked as either 'Excellent' or 'Good' Description are recorded as positive responses. For each survey, the cumulative number of positive responses are divided by the total number of responses to determine a percentage. The results of customer feedback are reviewed by FM Services management on an annual basis in order to identify areas for improvement. The services provided to these customers cover catering, cleaning, janitorial and school crossing guides from October 2015. Targets have been set with a baseline year of 2012/13 actual survey results plus 2%. This approach has been applied to promote continuous improvement.

Trend Chart Commentary The December 2015 survey enables detailed analysis of responses into the four service areas of catering, cleaning, janitorial and school crossing patrols. This will provide greater analysis and comparison to be undertaken in future years results. The 2015 survey showed a reduction from 82% in 2014 to 66.9%. The lowest performing areas are cleaning with 58.8% and janitorial with 69.7%. Reasons for the cleaning results are due to the introduction of the revised cleaning specification in August 2015. As building users become used to the new specification, we hope to see improved results. The trend shows overall customer satisfaction as consistent at 79% for 2010/11 and 2012/13 with an increase to 82% in 2014/15. 2015/16 target has been set at 84% with the baseline year of 2012/13 plus 2%. 2016/17 target is set at 70% to reflect the actual performance of 15/16 due to building cleaning specification changes.

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Percentage of maintenance jobs completed by Janitorial Staff within 2 days of being Performance Indicator FMS016_6b.2 reported.

The Facilities Management Janitorial staff carry out routine and minor maintenance work for customers within schools and they endeavour to do this within 48 hours of it being reported or requested. Where the work cannot be carried out Description by FM staff calls are logged with the Property Maintenance help desk.

The target for this has been set at 100% as this is what we strive to deliver.

Trend Chart Commentary:

Performance remains high for this indicator. This is due to the timescales of when requests were logged in advance of the summer break.

On average, Janitorial staff receive nearly 2000 requests each month for maintenance jobs. Where job requests cannot be delivered by janitorial staff requests are logged with Property Services. During the months of July and August there are a limited number of requests received, due to schools being closed for the majority of this time, meaning that 100% is achieved.

2015/16 and 2016/17 targets are set at 100% as we aim to consolidate our performance.

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Performance Indicator Total Cost per Meal produced (Primary and Secondary Schools). P:FMS005_9a.1a

This performance indicator measures the total cost of each school meal produced (primary and secondary) per annum. Description The figure includes all food and staff costs. The target is set based on previous years performance adjusted to reflect service goals whilst recognising factors that will impact/change service delivery.

Trend Chart Commentary:

This cost has decreased over the last 4 years due to better menu planning across all schools, better portion control and increased uptake of school meals in both primary and secondary schools.

The latest available APSE benchmarking published for 2013/14 (PI 11a) shows Scottish average as £2.77 opposed to WLC performance of £2.14. Lowest price reported was £2.14 and the highest was £3.70. Note the benchmarking figure does not compare like for like as it includes property costs which are not included in WLC figures due to how the Council accounts for this expenditure.

In 2014/15 the cost decreased by 13p to £2.01 and there was an increase in meal numbers of 7.1%

In 2013/14 the cost decreased by 11p to £2.14 and there was an increase in meal numbers of 4.8%

In 2012/13 the cost decreased by 3p from £2.28 in 2011/12 to £2.25 and there was an increase in meal numbers of 11%

2015/16 target has been set at £1.97 and 2016/17 target has been set at £1.95 to reflect increased uptake and predicted price reductions.

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Performance Indicator School Meal Uptake in Primary Schools. CP:FMS006_9b.1a

This performance indicator measures the percentage of primary school pupils who are opting to take a school meal for their lunch. Figures are calculated using the total number of Primary School pupils (based on the school roll at 31st Description March), the total number of meals produced and number teaching days. Please refer to SOA1307_18 to view the percentage uptake of free school meals P1-3 against school roll. The target is set based on previous years performance adjusted to reflect service goals whilst recognising factors that will impact/change service delivery. Trend Chart Commentary Uptake has increased from 41% in 2013/14 to 45% in 2014/15. This increase is due to the part year impact from Jan 2015 to March 2015 when the free P1-3 meals were introduced. In 2014/15 1,312,579 meals were served in Primary Schools.

The increase of 1% in uptake in 2013/14 was partially due to an additional 6 days of service due to how term time fitted into the financial year. In 2013/14 1,192,270 meals were served in Primary Schools.

The most recent APSE benchmarking data published for 2013/14 (PI 36b) shows Scottish authorities range from 36% to 61% compared to WLC performance of 41%.

Uptake remains consistent at 40% for 2012/13 and during this year 1,152,034 meals were served. 2015/16 target was set at 51% and 2016/17 target at 55% to reflect service goals and percentage uptake of free school meals to P1-P3.

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Calendar of Improvement and Efficiency Activity

 Performance Committee As Required   Process Review (Lean/RIE activity) As Required  Progress review of improvement actions Quarterly      CSE preparation Annually    Inspection or Audit activity As Required  Budget Management activity Ongoing  Equality Impact Assessment(s) As Required  Health and Safety Assessment(s) Ongoing  Business Continuity Planning Annually      Workforce Planning Ongoing  ADR’s Annually     Review of customer groups/segmentation matrix Annually   Customer consultation Ongoing    Review of Service Standards Annually   Planned Engagement activity Ongoing   Website content management Ongoing    

 Performance activity  Self Assessment activity  Consultation & engagement activity  External assessment activity  Corporate management activity

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3 . 2 F l e e t & Community Transport

Manager: Joe Drew Number of Staff (FTE): 82.8 Location: Deans Depot, Livingston

Purpose

Fleet and Community Transport are responsible for the provision, management and maintenance of the council’s fleet of approximately 1000 vehicles which includes commercial vehicles, buses, pool cars and items of plant equipment. With its own team of mechanics, the service undertakes all safety inspections as well as servicing, repairs and MOTs for the council’s fleet and also members of the public.

In addition, the service provides community transport to service users with varying needs to a number of locations throughout West Lothian on a daily basis. Also the service provides a school meals delivery service and delivery of internal mail.

Activities

The service’s main activities are:

■ Providing an effective and efficient vehicle maintenance service and fully operational MOT test station ■ Managing the council’s vehicle and plant portfolio ■ Transporting Community Transport service users to various locations throughout West Lothian ■ Delivering school meals from 28 production centres to schools and collect and deliver internal mail to all council buildings

Customers

The service’s main customers include:

■ Roads and Transportation ■ MOT Customers (internal and Services external) ■ Waste Management Services ■ Housing, Customer and ■ NETs, Land and Countryside Building Services Services ■ Social Policy ■ Community Transport Service ■ Education Services Users and Carers ■ Other council services ■ Inprint

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Key Partners The Service’s main partners Include:

■ Scotland Excel ■ DVSA ■ Suppliers and sub contractors ■ FTA

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Customer Participation

The service will actively engage customers and potential customers in the delivery and re-design of services to ensure that services are accessible and focused on their needs and preferences.

Customer Consultation Schedule 2016/17 Customer Responsible Survey Method Frequency Feedback Method Group Officer Community Online survey Annually Fleet & Feedback report Transport distributed to the Community published to all Customers customers of Transport users who Community Transport Manager complete the (Social Policy) on an survey annual basis Reported through Public Performance Indicator (FTS043_6a.7) Fleet Ongoing consultation Quarterly Fleet & Agreed Customers exercise with Fleet Community specification of coordinators with each Transport service, service to agree service Manager maintenance provision, discuss schedules and issues, develop future solutions to fleet related procurement of problems and agree fleet future needs of each service Fleet Users Online survey Annually Fleet & Feedback report distributed to a (January Community published to all representative sample of 2017) Transport users who council fleet users and Manager complete the customers to evaluate survey the quality of the service Reported through provided Indicator (FTS037_6a.37)

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Employee Engagement

Motivation and commitment are key drivers of employee performance and the service aims to effectively engage and develop employees through improved communication and increased participation.

Employee Engagement Schedule

Engagement Employee Group Frequency Responsible Officer Method All employees One-to-ones As requested Fleet & Community Transport Manager All employees Team meetings Monthly Fleet & Community Transport Manager Employee sample Employee survey Annually Fleet & Community Transport Manager All employees Management Plan Annually Fleet & Community Launch Transport Manager ADRs One-to-ones Annually Line Managers

Employee Works committee 8 weekly Fleet & Community representatives meetings Transport Manager Service Manager’s Directorate Quarterly Deputy Chief direct reports Managers Executive Meeting

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Activity Budget

Activity Name and Description Link to Performance Indicator and PI Staff Revenue Revenue Net Corporate Target 2016/17 Category Resource Expenditure Income Revenue Plan (FTE) Budget Budget Budget 2016/17 2016/17 2016/17

Fleet Maintaining the Enabler FTS011_9a.1a Average WLAM 26.5 1,671,596 0 1,671,596 Maintenance council's fleet in Service - annual maintenance cost accordance with Financial per vehicle - All Cars legislative Planning (Pool) (Target £899.00) requirements. FTS007_9b.1a Percentage HIGH of Heavy Goods vehicles LEVEL passing their MOT (DOE) test first time. (Target 100%) Fleet Management of the Enabler FTS006_9b.2a: WLAM 3.3 4,378,628 0 4,378,628 Management council's fleet Service - Percentage of Vehicles Financial Maintained Monthly as per Planning schedule (Target 100 %)

FTS026_9a The Total cost WLAM of extension leases per annum (Target £163,079.00) Green Travel Management and Enabler FTS011_9a.1a Average WLAM 2.0 986.327 (208,425) 777,902 Fleet maintenance of the Service - annual maintenance cost council's green travel Financial of pool vehicles fleet Planning FTS008_9b.1b Total WLAM Annual Business Mileage

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Activity Name and Description Link to Performance Indicator and PI Staff Revenue Revenue Net Revenue Corporate Plan Target 2016/17 Category Resource Expenditure Income Budget (FTE) Budget Budget 2016/17 2016/17 2016/17

Transportation To transport 8. Protecting the FTS001_9b.1a: Percentage PUBLIC 39.5 1,577,734 (1,543,111) (34,623) of service clients to various built and natural of Community Transport users locations environment bus runs which are throughout West completed as scheduled Lothian and (Target 100%) provide FTS014_9a.1a Average WLAM assistance where annual maintenance cost necessary. per vehicle - Medium Coaches 3.5 tonnes up to 6.5 tonnes (Target £2,814) Transportation To deliver meals 7. Delivering FTS005_9a Total cost of WLAM 6.4 255,633 (250,024) 5,609 meals from 28 positive school meal delivery production outcomes on (Target £211,584) centres to local health FTS004_9b.1a Percentage HIGH units such as of School meals which are LEVEL schools delivered to schools on a daily basis as scheduled (Target 100%) Internal Mail To collect and Enabler Service FTS027_9a Total cost of WLAM 3.3 131,811 (128,918) 2,893 Service deliver mail to all - Corporate providing Internal Mail council buildings Governance and Service Risk FTS049_9b Internal Mail - WLAM Number of missed mail drops (Target 0) Service Provision of Enabler Service Support activities contribute 1.8 93,228 0 93,228 Support management and - Corporate towards the overall administrative Governance and performance of the service. support. Risk Performance is monitored through the indicators for front line activities. Total :- 82.8 9,094,957 (2,130,478) 6,964,479

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A c t i o n s

Actions 2015/16 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Fleet and Community Identify opportunities to make A reduction in 14 vehicles – Fleet & April 2014 August Complete Transport vehicle reduction reductions and efficiency Total vehicle reduction Community 2015 savings changed due to service Transport delivery needs Manager Implementation of telematics All vehicles across all services Telematics in place in all Fleet & May 2014 August Complete within the fleet vehicles to have telematics introduced vehicles and information Community 2015 analysed and used with Transport mileage analysis and to Manager identify other efficiencies

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Actions 2016/17 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Adoption of a Corporate Fleet- Policy to guide in the Improved understanding for Fleet & April 2014 April 2016 Active use policy reduction of risks and more employees and managers. Community defined responsibilities for Completed but still to be Transport drivers approved Manager

Utilise funding from Transport Six fully funded electric Continue to monitor advances Fleet & April 2016 July 2016 Active Scotland to further increase vehicles by Transport in vehicle technology and Community electric vehicles in fleet Scotland introduced assess roll out Transport March/April 2016 Manager

Seek DVSA approval for new ATF to carry out HGV testing ATF approved Fleet & April 2015 March Planned ATF (Authorised test facility) on our own premises Community 2017 at new depot Transport Manager

Identify and procure integrated Integration of assets, job To reduce administrative Fleet & January March Active Fleet Management System creation and store burdens and streamline Community 2016 2017 management processes Transport Manager

Review Community Transport Improved service delivery Formalisation of staff Fleet & January July 2017 Active service provision arrangements Community 2016 Transport Manager

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Performance Percentage of Community Transport customers who rated the overall quality of the Performance Indicator P:FTS043_6a.7 service as good or excellent. This performance indicator measures the percentage of customers who rate the overall service as good or excellent. The figure taken from the Annual Customer Survey carried out by the service to our main customers.

The survey is carried out on annual basis either at our annual Open Day as a paper based survey or directly to Description customers in Social Policy using the Opinion Taker software where surveys are sent via e-mail or weblink to each customer. Questions and Customer List are reviewed annually.

The target is based on the average figure achieved from the previous years. Trend Chart Commentary: The satisfaction with the service has risen following our most recent customer survey, in March 2015. The survey was sent out to customers within Social Policy and seven responses were received. Six of the seven respondents rated the overall service as good or excellent.

The drop in 2013/14 was caused by 2 respondents rating the service as satisfactory rather than good or excellent. Performance rose to 100% in 2012/13, following a dip in 2011/12, after we reintroduced our Open Day for all Community Transport service users. The dip to 88.8 % in 2011/12 was as a result of 4 'satisfactory' responses to questions regarding staff attitude and the timescales taken within the service.

We work closely with our customers on a daily basis to ensure that any issues which arise are dealt with as soon as possible. The importance we place on the service can be seen by our performance indicator "Percentage of daily Community Transport bus runs completed as daily scheduled by social policy".

As part of our ongoing improvement programme the customer survey will be reviewed annually to ensure it remains relevant and meaningful to customers and the service.

2015/16 and 2016/17 targets set at 90% to reflect our aim to improve from our current position.

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Performance Indicator Total Cost per Meal produced (Primary and Secondary Schools). P:FMS005_9a.1a

This performance indicator measures the total cost of each school meal produced (primary and secondary) per annum. The figure includes all food and staff costs.

Description

The target is set based on previous year’s performance adjusted to reflect service goals whilst recognising factors that will impact/change service delivery.

Trend Chart Commentary:

This cost has decreased over the last 4 years due to better menu planning across all schools, better portion control and increased uptake of school meals in both primary and secondary schools.

In 2014/15 the cost decreased by 13p to £2.01 and there was an increase in meal numbers of 7.1%

In 2013/14 the cost decreased by 11p to £2.14 and there was an increase in meal numbers of 4.8%

In 2012/13 the cost decreased by 3p from £2.28 in 2011/12 to £2.25 and there was an increase in meal numbers of 11%

2015/16 target has been set at £1.97 and 2016/17 target has been set at £1.95 to reflect increased uptake and predicted price reductions.

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Performance Indicator Percentage of Community Transport bus runs which are completed as scheduled. P:FTS001_9b.1c

This performance indicator measures the percentage of Community Transport runs which are completed on a daily basis as scheduled and agreed with clients and our customers from Social Policy.

Description Due to the nature of this service we prioritise the delivery of this service over anything else and therefore we do everything within our power to ensure that we achieve 100% completion on a daily basis without fail, our target is set at 100% to reflect this.

Trend Chart Commentary:

This is a service which has to be provided without fail, on time and on schedule, as clients have agreed pick up times and routes. In the last year we have completed each run, on time and on schedule 100% of the time. We work closely with our partners in Social Policy to ensure that the service is delivered and we are required to be flexible enough to change our service to meet the changing requirements of our clients' needs. Most recent data was received on 30th September 2015.

2015/16 and 2016/17 targets are set at 100% to maintain current performance.

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Performance Indicator Percentage of Heavy Goods vehicles passing their MOT test first time. P:FTS007_9b.1c

This performance indicator measures the number of heavy goods vehicles which successfully pass their MOT at the first time. Each vehicle has a scheduled annual MOT which it must pass in order to stay roadworthy. Where a vehicle fails its MOT the relevant work will be carried out to rectify any problems. Description This indicator is part of the suite of indicators we report through our APSE benchmarking group and performance is benchmarked annually through this group.

Target is set at 100% to maintain our current level of performance.

Trend Chart Commentary:

The number of MOT's undertaken can vary each month, meaning that any failure per month leads to the dip in performance. Where the performance dips and where vehicles fail the test this can be for a variety of reasons. All vehicles which fail are logged by Fleet and all failures are investigated and reported to Fleet Manager before work is carried out vehicle is re-tested and put back into service.

National average in UK is 75%.

2015/16 and 2016/17 targets are set at 100% to maintain our current level of performance.

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Calendar of Improvement and Efficiency Activity

2016/17 () Action Frequency Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar  Performance management Quarterly      Review of Performance Indicators and targets Quarterly      Benchmarking Annually   Collation Specified Performance Indicators (SPIs) n/a  Update of PPR information Quarterly      WLAM (assessment) n/a  Review Panel Annually   Performance Committee n/a  Process Review (Lean/RIE activity) As Required  Progress review of improvement actions Quarterly      CSE preparation Annually    Inspection or Audit activity As Required  Budget Management activity Ongoing  Equality Impact Assessment(s) As Required  Health and Safety Assessment(s) Ongoing  Business Continuity Planning Annually   Workforce Planning Ongoing ADRs Annually     Review of customer groups/segmentation matrix Annually   Customer consultation Annually    Review of Service Standards Annually   Planned Engagement activity Annually    Website content management Ongoing

 Performance activity  Self Assessment activity  Consultation & engagement activity  External assessment activity  Corporate management activity

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3.3 Inprint

Manager: Jamie Fisher Number of Staff (FTE): 8 Location: Whitehill House, Bathgate

Purpose

Inprint is the council’s in-house print management and reprographics service. The service provides competitive, quality printing solutions on a cost recovery basis using internal resources and external providers where required. Inprint offers a comprehensive range of printing services to all areas of the council and is committed to ensuring that the service provides high quality cost effective products.

Inprint provides a “one-stop-shop” for its customers regarding materials, production options and delivery. The service is responsive to its customers’ needs, not only in terms of quality, cost and delivery but also to customers’ present and future requirements.

Activities

The service’s main activities are:

■ Digital reprographics service to all council services ■ Print finishing ■ Direct mailing ■ Identity badges

Key Partners The Service’s main partners Include:

■ Corporate Communications ■ External Contractors

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Customer Participation

The service will actively engage customers and potential customers in the delivery and re-design of services to ensure that services are accessible and focused on their needs and preferences.

Customer Consultation Schedule 2016/17 Customer Responsible Survey Method Frequency Feedback Method Group Officer Inprint Online survey issued January Interim FM Reported through Customers annually to the main 2016 Service the Public service users from over Manager Performance the year to evaluate Indicator quality of the service (IS014_6a.7) provided

Employee Engagement

Motivation and commitment are key drivers of employee performance and the service aims to effectively engage and develop employees through improved communication and increased participation.

Employee Engagement Schedule

Engagement Employee Group Frequency Responsible Officer Method All employees One-to-ones Fortnightly Inprint Team Leader

All employees Team meetings Monthly Inprint Team Leader

Employee sample Employee survey Annually Interim FM Service Manager All employees Management Plan Annually Interim FM Service Launch Manager ADR meetings One-to-ones Annual Inprint Team Leader

Service Manager’s Directorate Quarterly Deputy Chief direct reports Managers Executive Meeting

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Activity Budget

Activity Name and Link to Corporate Performance Indicator PI Staff Revenue Revenue Net Revenue Description Plan and Target 2016/17 Category Resource Expenditure Income Budget (FTE) Budget Budget 2016/17 2016/17 2016/17

Printing To provide a Enabler Service - IS002_9b Over / Under HIGH 8.0 406,988 (396,333) 10,655 quality litho and Modernisation and recovery of cost LEVEL digital printing Improvement service IS004_9a.2b Inprint - HIGH Cost of rework as LEVEL percentage of work completed 8.0 406,988 (396,333) 10,655

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Actions

Actions 2015/16 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Explore opportunities to Print to mail work can be Carried forward from 2015/16 Interim FM January December Active capture print to mail jobs automated using equipment due to corporate review of Service 2015 2016 throughout the Council available in Inprint service provision Manager

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Performance

Percentage of customers who rated the overall quality of service delivered by Inprint Performance Indicator IS014_6a.7 as good or excellent.

This performance indicator measures the percentage of customers who rated the service delivered by Inprint as good or excellent.

The information is gathered on an annual basis from a survey issued to our customers. Customers are asked to rate Description the service delivered as; excellent, good, adequate, poor or very poor. All responses ranked as either ' Excellent' or 'Good' are recorded as positive responses. For each year, the cumulative number of positive responses are divided by the total number of responses to determine a percentage. The results of customer feedback are analysed by Inprint management on a annual basis in order to identify areas for improvement.

Target set at 100% to maintain recent high levels of customer satisfaction.

Trend Chart Commentary:

The 2014/2015 survey was issued to 179 customers and 82 of them responded to this question. Overall customer satisfaction has increased from 97.5% to 100%. This demonstrates a consistent high level of customer satisfaction.

2014/2015 Customer Survey

82 customers responded

57 Excellent 69.5%

25 Good 30.5%

2015/16 and 2016/17 targets set at 100% to consolidate our recent

good performance.

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Performance Indicator Inprint - Jobs delivered on time IS003_6b.2

This performance indicator measures the percentage of jobs delivered on time as per the date agreed, with the Description customer, on receipt of order/data and artwork. Target reviewed and set to 92% to provide a challenge after recent good performance.

Trend Chart Commentary:

In 2014/15 there were 926 jobs produced of which 110 were delivered later than the customer expected this equates to a performance of 88.2% of jobs being delivered on time. Work is still ongoing with customer to establish required delivery date at inception of order. Delays are as a result of factors outwith the control of the service. This is an improvement of performance of the last two years and is more in line with the performance the service was achieving when it managed its own delivery service. As a result of this performance the target will be increased from 85% to 90% for 2015/16.

2016/17 target is set to 92% to provide a challenging target after recent positive results.

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Performance Indicator Inprint - Cost of rework as percentage of work completed IS004_9a.2b

This performance indicator measures the cost of rework as a percentage of quarterly sales. Description Target set at 0% as we aim to keep rework to a minimum.

Trend Chart Commentary:

Target to keep rework to a minimum, processes and pre production checks are in place to minimise risk of rework occurrences. There was no rework identified in 2014/2015.

2015/16 and 2016/17 targets remain at 0% to reflect our aim of minimising re-work.

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Performance Indicator Inprint – Over / Under Recovery of Cost IS002_9b

Inprint are required to fully recover costs and break even on an annual basis. All material supplies and work undertaken by contractors is reallocated at cost. This measures the reallocation of fixed cost. This will be influenced by any Description sickness absence and work placed with the service.

The target is set a zero as the Inprint account operates on a full cost recovery basis

The Inprint account operates on a full cost recovery basis, with annual target for over/under recovery being zero. If a minus figure is shown this is an over recovery of cost. Where there is a material over recovery this will be refunded to customers. Work mix and charging rates are constantly reviewed to ensure minimum over or under recovery of cost.

2016/17 target remains at zero.

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Calendar of Improvement and Efficiency Activity

 Performance activity  Self Assessment activity  Consultation & engagement activity  External assessment activity  Corporate management activity

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3.4 NETs, Land & Countryside Services

Manager: Andy Johnston Number of Staff (FTE): 284 Beecraigs Country Park / Waverley Street Depot / Location: Whitehill House, Bathgate

Purpose

NETs, Land & Countryside Services are responsible for the development, management, maintenance and cleanliness of West Lothian’s local environment. This includes the three Country Parks of Almondell and Calderwood, Beecraigs and Polkemmet as well as a further 2,600 hectares of open space and countryside land.

The service also manages and maintains 2,800 local residential gardens, 2,100 km of street and footpath surface, 100 hectares of woodland, 280 children’s play areas, 111 parks and open spaces, 32 cemeteries and churchyards and 18 war memorials. We also have a team of Environmental Enforcement Wardens and Engagement Officers who are dedicated to educating communities and providing enforcement action to address environmental crime.

Activities

The service’s main activities are:

■ Ground Maintenance ■ Open Space and Cemeteries ■ Cleaner Communities ■ Parks and Woodland

C u s t o m e r s

The service’s main customers include:

■ Everyone who lives in, works ■ Garden Maintenance in, visits or travels through customers West Lothian ■ All schools in West Lothian ■ Community and youth groups ■ Friends of the Park groups ■ Other council services

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Key Partners The Service’s main partners Include:

■ Keep Scotland Beautiful ■ West Lothian Health ■ Forestry Commission Scotland Improvement Team ■ Scottish Environmental ■ West Lothian Housing Protection Agency Providers ■ Green Network Trust ■ Fleet & Community Transport ■ SRUC Oatridge Campus ■ Scottish National Heritage ■ West Lothian Youth Action ■ APSE Project ■ Green Space Scotland ■ West Lothian Leisure ■ Other council services ■ Zero Waste Scotland

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Customer Participation

The service will actively engage customers and potential customers in the delivery and re-design of services to ensure that services are accessible and focused on their needs and preferences.

Customer Consultation Schedule 2016/17 Customer Responsible Survey Method Frequency Feedback Method Group Officer West Annual Survey Annual NETs, Land Results available Lothian distributed to 2700 (January & on Council Citizens members of the citizens 2017) Countryside website Panel panel to evaluate the Manager Reported through satisfaction with the the Public service provided and Performance highlight areas for Indicator service improvement (NLCS030_6a.7) Play Area Web based survey, face Ongoing Open Space Feedback through and Open to face survey, forums (9 planned and the council Space Users and place making in 2016/17) Cemetery website. events held with local Manager Agreed plans community prior to the distributed to development of new local schools play areas or investments in open space to agree user needs, preferences and understand local issues Local Consulting on the Ongoing Cleaner Information fed Schools & programme of Communities back on agreed Community community clean ups to Manager partnership Groups agree level of arrangements. involvement from each Outcome of the school Clean ups reported through Council website Country Paper based surveys Annual Park and Via Almondell, Park, Open captured at time of Woodlands Beecraigs and Space & service use to evaluate Manager Polkemmet Woodland customer experience Country Park and satisfaction with the Visitor Centre service provided and Reported through how the service could the Public be improved in the Performance future. Indicator (NLCS212_6a.7) Beecraigs Website

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Customer Consultation Schedule 2016/17 Customer Responsible Survey Method Frequency Feedback Method Group Officer Caravan and Paper based surveys Annual Park and Via Beecraigs Campsite captured at time of Woodlands Country Park Users service use to evaluate Manager Visitor Centre and customer experience on Site and satisfaction with the Reported through service provided and the Public how the service could Performance be improved in the Indicator future. (NLCS212_6a.7) Beecraigs Website Friends Friends of Beecraigs Ongoing Park and Via Beecraigs Groups and Almondell and Woodlands Country Park Calderwood ongoing Manager Visitor Centre involvement in Meeting minutes suggesting and making improvements in the country parks.

Employee Electronic and paper Annual NETs, Land Results fed back Survey / based survey to & through Service Focus Group evaluate staff feedback Countryside Manager on service. Focus Group Manager reviews and monitors actions as a result of the employee survey Polkemmet Face to face surveys Annual Park and Via Polkemmet Golf Course captured at time of Woodlands Country Park and Driving service use to evaluate Manager Visitor Centre and Range customer experience on Site and satisfaction with the service provided and how the service could be improved in the future.

Allotment Consultation with 2016/17 Open Space Results fed back Strategy targeted groups and and through Service Consultation citizens panel Cemetery Manager Manager Cemeteries Stakeholders and 2016/17 Open Space Results fed back consultation Citizens Panel and through Service feedback Cemetery Manager Manager

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Employee Engagement

Motivation and commitment are key drivers of employee performance and the service aims to effectively engage and develop employees through improved communication and increased participation.

Employee Engagement Schedule

Employee Group Engagement Method Frequency Responsible Officer All employees One-to-ones Fortnightly / monthly/ NETs, Land & as required Countryside Manager All employees Team Fortnightly / monthly NETs, Land & meetings/Management Countryside meetings Manager / Line Managers Employee sample Employee survey Annually NETs, Land & Countryside Manager Employee sample Employee focus group Quarterly NETs, Land & Countryside Manager All employees Management Plan Annually NETs, Land & Launch Countryside Manager All employees Employee Briefing Twice yearly NETs, Land & meeting Countryside Manager All employees ADR Annually NETs, Land & Countryside Manager Employee sample Walkabouts Monthly NETs, Land & Countryside Manager Employee Works Committee Quarterly Grounds representatives meetings Maintenance Manager (West) Employee Health and Safety Quarterly Grounds representatives Steering Group Maintenance Manager (East) Employee Fleet and Plant Monthly Grounds representatives Steering Group Maintenance Manager (East) All employees Tool box talks As required Line Managers

Operatives Tool Box Talks As required Line Managers

Service Manager’s Directorate Managers Quarterly Deputy Chief direct reports Meeting Executive Managers’ direct Extended Monthly NETs, Land & reports Management team Countryside meetings Manager

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Activity Budget Activity Name and Description Link to Performance PI Staff Revenue Revenue Net Corporate Indicator and Target Category Resource Expenditur Income Revenue Plan 2016/17 (FTE) e Budget Budget Budget 2016/17 2016/17 2016/17

Countryside Provision of Countryside 8. Protecting NLCS222_9a.1a Cost PUBLIC 24.3 1,055,735 (419,560) 636,175 Recreation Visitor Centres, visitor the built and of providing attractions and recreational natural countryside services activities within our Country environment per head of population Park estate. This includes (Target £7.11) the Camping/Caravan site, Fishery and Animal Attraction NLCS245_9b Number PUBLIC sites at Beecraigs as well as of People attending the Golf Course and Golf events within Country Range at Polkemmet. Parks (Target 900)

Ranger Provision of environmental 8. Protecting NLCS222_9a.1a Cost PUBLIC 6.2 186,931 (8,000) 178,931 Service education & interpretation the built and of providing opportunities in the natural countryside services countryside for formal environment per head of population education groups & the (Target £7.11) general public. Liaison with voluntary groups that are NLCS236_9b Number WLAM involved in the management of educational / school visits hosted within of our open space assets. Country Parks (Target Delivery of routine patrols of 47 per annum) open space assets to ensure that safety standards are being met and that such sites are welcoming to the public.

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Activity Name and Description Link to Performance PI Staff Revenue Revenue Net Corporate Indicator and Target Category Resource Expenditur Income Revenue Plan 2016/17 (FTE) e Budget Budget Budget 2016/17 2016/17 2016/17

Woodlands Management of the council's 8. Protecting NLCS043_9a.1c Cost WLAM 7.0 249,477 (81,458) 168,019 and Sawmill tree and woodland stock. the built and of managing and Operations Development of natural maintaining West and management plans to ensure environment Lothian trees and Management that our woodlands/forests woodlands per hectare are managed effectively. (Target £250.00) Provision of advice to members of the public on NLCS019_6b.2 WLAM tree-related matters. Delivery Percentage of NETs, of a frontline arboricultural Land and Countryside service that carries out related enquiries maintenance tasks, where responded to within 3 required, in response to days (Target 90%) service requests from the

public and Elected Members.

Parks and Management and 8. Protecting NLCS017_9a.1c The WLAM 122.5 4,485,058 (1,775,028) 2,710,030 Open Spaces maintenance of the councils the built and cost of the grounds open space assets (parks natural maintenance service and urban open spaces, environment per household. (Target sports grounds and £120 per household) recreational areas) NLCS021_9b.2a HIGH Quality Assessment LEVEL score of improvements on open space parks (Target 1,150) Garden To operate a grass and 8. Protecting NLCS003 9a 1c WLAM 12.1 336,918 (209,619) 127,299 Maintenance hedge cutting scheme for the the built and Garden Maintenance natural Scheme - Cost of

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elderly and disabled environment Service per Average Number of Houses (Target £120 per household)

NLCS001 9b Garden WLAM Maintenance Scheme - Percentage of Gardens Maintained Per Cycle Timescale (Target 100%)

Play Areas To arrange for play area 8. Protecting NLCS043_9a.1c Cost WLAM 6.0 382,890 (67,249) 315,641 inspection, maintenance and the built and of managing and management (includes skate natural maintaining children's parks MUGAs and school environment play areas per play facilities) and to design, household (Target procure and establish new £6.50) play area provision. NLCS006_9b.1a Play HIGH areas - Percentage of LEVEL sites complying with independent annual safety audit standards. (Target 98%) Cemeteries Management and 8. Protecting NLCS044_9a.1c Cost HIGH 22.6 937,546 (497,043) 440,503 maintenance of cemeteries, the built and of providing managing LEVEL including the provision of a natural and maintaining the burial service and the environment cemeteries per maintenance of war household (Target

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memorials. £9.00)

NLCS019_6b.2 WLAM Percentage of NETs, Land and Countryside related enquiries responded to within 3 days (Target 90%) Street To cleanse all adopted 8. Protecting NLCS018_9a.1c The WLAM 81.5 2,393,536 (16,782) 2,376,754 Cleaning and roads, footpaths, Civic the built and cost of the street Environment centres, hard surfaces and natural cleansing service per al rural road side verges at a environment household (Target Enforcement frequency to comply with the £32.00) Environmental Protection Act To provide dedicated resource to educate communities, take appropriate enforcement action and provide a visible deterrent in relation to environmental crime including litter, graffiti, fly tipping, abandoned vehicles and dog fouling.

Service Provision of management Enabler Support activities 1.8 93,228 0 93,228 Support and administrative Support. Service - contribute towards the Corporate overall performance of Governance the service. Performance is

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and Risk monitored through the indicators for front line activities.

Total :- 284.0 10,121,319 (3,074,739) 7,046,580

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A c t i o n s

Actions 2015/16 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Work with the IT service to Utilisation of new technologies A more efficient service that NETs, Land April 2013 June 2015 Completed identify and deliver service to allow better customer can accessed more easily by & modernisation by adopting access and introduce work customers Countryside new technology solutions to improve Manager efficiencies Construction of the new Investment of capital funds in Increased cemetery provision Principal July 2014 March Completed cemetery at East Calder the provision of a new in West Lothian Officer 2016 cemetery at Calderwood, East Calder Finalise and implement Production of management The plans allow the parks to Principal April 2015 December Completed management plans for plans to identify maintenance be appropriately resourced Officer 2015 Beecraigs, Polkemmet and requirements and opportunity and identify opportunities for Almondell Country Parks and for improvement improvement Countryside Almond Park Manager

Produce management plans The plans will allow the parks Principal April 2014 March Completed Development of management that will help us identify to be appropriately resourced Officer 2016 plans for all of West Lothian’s investment needs and ensure and identify opportunities for major parks and open spaces consistent maintenance improvement standards

Continue to deliver the actions The ongoing programme of Improved cleanliness and Locality April 2014 March Completed contained within the West actions will ensure that a increase the community Manager 2016 Lothian Litter Action Plan focus is maintained on making engagement and cyclate West Lothian a cleaner place activity

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Actions 2015/16 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Identify further opportunities to We will identify those Improved customer service Principal April 2014 March Completed utilise IT systems to further processes (eg introduction of and more robust processes Officer 2016 improve our processes for Optitime) that need to be customers and the modernised and make them organisation more efficient and robust Stabilisation programme for We plan to identify and Improve the stabilisation of Principal April 2015 March Completed Cemeteries stabilise unstable headstones headstones within cemeteries Officer 2016 within all cemeteries and and churchyards whilst churchyards. reducing the risk of collapse and injury to staff and members of the public Identify opportunities for Work with communities to Increased volunteering will Principal April 2015 Ongoing Completed volunteering and community encourage greater complement our staff in Officer involvement in conjunction participation in the making West Lothian a with our residents and maintenance and cleaner and greener place Countryside businesses management of the local Manager environment

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Actions 2016/17 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Embed the new service Delivery of a new fit-for- Revised service structure NETs, Land April 2013 June 2016 Active structure for NETs, Land and purpose structure that & Countryside contributes towards the Countryside council’s savings Manager requirements and improves service delivery New Visitor Centre at Convert existing restaurant To reduce the councils Parks and April 2015 June 2016 Active Beecraigs building to a new Visitor property portfolio whilst Woodlands Centre for the park. creating a flagship visitor Manager centre to increase the number of visitors to the park. Implementation of Cemetery Implement Cemetery Cemetery management Rules Open Space March August Planned Management Rules Management Rules for all implemented to improve the and 2016 2016 Cemeteries and Churchyards management of the councils Cemeteries across West Lothian cemeteries and Churchyards Manager including the management of memorials. Wild Flower Meadows We plan to identify a pilot To improve biodiversity and Open Space April 2016 September Planned area and plant a Wild Flower reduce maintenance and 2016 Area within west Lothian. requirements within areas of Cemeteries open space. Manager Identify opportunities to Identify opportunities to Increase usage of parks, play Open Space April 2015 March Active engage with non-users of our improve engagement with areas and open spaces and & 2017 parks, play areas and open non-users of our parks, play identify opportunities for Cemeteries spaces areas and open spaces improving our assets Manager Develop a five year Vehicle We will develop a long term (5 Increase utilisation and Cleaner April 2015 March Active and Plant Strategy year) vehicle and plant overall efficiency of vehicles Communities 2017 strategy for the service. and plant within the service. Manager Learning and Development Produce a five year Learning The plan will ensure that all NETs, Land April 2015 March Active Programme for NETs, Land Development Plan for the staff have the core skills to & 2017 and Countryside service including a effectively undertake their role Countryside

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Actions 2016/17 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) succession planning strategy and are provided with Manager and look for opportunities for appropriate development succession planning eg opportunities. qualifications. Polkemmet Country Park – Identify opportunities for Improved Country Park and to Parks and April 2015 March Active secure external funding for improvement within the park increase visitor numbers to Woodlands 2017 improvement works and investment needs; and the park. Manager secure external lottery funding to deliver the works. Review of Open Space Review the current Open Open Space Strategy Open Space August March Planned strategy Space strategy with changes reviewed and implemented & 2015 2017 identified and implemented Cemeteries Manager Rebranding and review of the Delivery of a team that Revised Cleaner NETs, Land April 2016 March Planned cleaner communities team contributes and improves Communities team & 2017 service delivery with Countryside enforcement and engagement Manager officers taking an active role within the team Develop and implement a Develop a policy on litter and An approved council policy for Cleaner April 2016 March Planned policy and plan for litter and litter bins to include a litter and litter bins Communities 2017 litter bins programme on education and Manager engagement Identify improvements in the Explore the opportunities for Improvements identified Cleaner April 2016 March Planned recycling of litter waste the recycling of litter waste Communities 2017 Manager Develop a Tree Policy and Develop a Tree Policy and Tree Policy and Strategy Parks and April 2016 March Planned Strategy Management Plan Strategy Management Plan Management Plan Woodlands 2017 implemented Manager The implementation of Implement CONFIRM connect CONFIRM connect NETs, Land April 2016 March Planned CONFIRM connect as a working solution for implemented & 2017 employees Countryside Manager

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Actions 2016/17 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) To review the Land Audit The Land Audit Management Benchmarking process in NETs, Land April 2016 March Planned Management System (LAMS) System (LAMS) performance place and rolled out to staff & 2017 process in line with APSE indicator reviewed in line with Countryside APSE Manager Review of the current website Review information for Information reviewed and Parks and April 2016 March Planned content for Country Parks marketing opportunities for updated Woodlands 2017 the caravan and camping site Manager and the Mountain Bike Trail Investment in improving and Investment of capital and Improved Open Space in Open Space April 2015 March Active upgrading Open Space in external funds into the West Lothian & 2018 West Lothian improvement of play areas, Cemeteries open space and sports pitch Manager drainage

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Performance

Percentage of customers who rated the overall quality of the Service provided by Performance Indicator P:NLCS030_6a.7 NETs, Land & Countryside Services as good or excellent.

This Performance Indicator measures the number of respondents rating the overall quality of service as good or excellent. The figures are taken from the Annual Customer Survey carried out by NETs, Land and Countryside Services to the West Lothian Citizens Panel. Description The figure is based on respondents who rated the service as good or excellent.

The target has been set based on historic performance.

Trend Chart Commentary:

The number of customers rating the overall quality of the service as either 'good' or 'excellent' has decreased by 1.55% following our most recent survey in February 2015 (shown in the 2014/15 results). This followed an increase in satisfaction for the previous 2 years to over 63% following the survey in 2013/14. The figures for 2014/15 are based on the 748 responses received from the Citizens' Panel.

The main areas customers highlighted in the survey as causing concern include dog fouling and fly-tipping. We have put in place corrective actions such as the Dog Fouling campaign and working with Zero Waste Scotland for fly-tipping to address these concerns.

We have made a number of improvements to our services in the past year including street cleaning and our play area and open space investment which we are pleased our customers have recognised and appreciate.

We will continue to work hard to improve the service we provide to the people of West Lothian and engage and consult with them to make the

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service better.

APSE performance network summary report for 2014/15 for customer satisfaction has provided a national average figure of 64.82% for all categories. The target has been set based on historic performance for West Lothian Council.

The 2014/15 Survey was distributed to 1830 members of the West Lothian Citizens Panel in February 2015 with 748 responses being received.

Survey and distribution methods will continue to be reviewed year on year to ensure results remain representative.

2015/16 and 2016/17 targets set at 62% to consolidate our current position.

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Performance Indicator Percentage of Abandoned Vehicles Removed within 7 days on expiry of notice. P:NLCS015_6b.2

This performance indicator measures the percentage of reported abandoned vehicles which have been issued with removal notices - 7 day and 15 day - and are removed within 7 days of the expiry of these notices. Each reported incident of an abandoned vehicle is checked, in partnership with the Driver Vehicle Licensing Agency (DVLA) and the Description Police, and where appropriate removal notices are issued. On expiry of these notices the service is then required to arrange for the vehicle to be removed.

The target is based on our experience of this service both in terms of the numbers of vehicles and the difficulties which can be involved in removing them.

Trend Chart Commentary:

The target for this performance indicator has been raised due to the continual improvement in previous years.

In 2014/15 there were 18 vehicles issued with a removal notice - either 7 or 15 day - which the council were required to remove on expiry of these notices. All 18 of them were removed within the 7 day target period. In 2013/14 there were 20 vehicles issued with a removal notice and 18 of them were removed with 7 days of the notice expiry. The 2 which were not removed were as a result of the registered keeper contacting us after the notice was issued and the council giving them more time to remove the vehicles. When they were subsequently not removed we arranged for them to be removed.

In 2013/14 we changed the way this performance indicator is measured to make it more relevant to actual service provided by West Lothian Council in removing vehicles which required to be removed. We work closely with a number of partner agencies and colleagues within the council to ensure that abandoned vehicles, issued with a removal notice, are removed as quickly as possible. Whilst we endeavour to remove all vehicles within the 7 days, on some occasions, factors outwith our control can cause a delay in the

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process.

2015/16 and 2016/17 targets set at 92% to maintain our good performance, but recognising that we cannot always control all elements of this process.

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Local Environment Management System (LEAMS) of Street Cleanliness - Percentage of Performance Indicator CP:NLCS008_9b.2a West Lothian Streets at an acceptable standard.

This performance indicator measures the cleanliness of West Lothian town centres, streets, footpaths and road verges. There are 3 reporting periods during the year with a 5% random survey undertaken at each audit. Reporting periods 1 (April to July) and 3 (December to March) are self monitored assessments. There is a partnership approach to the second validation audit (August to November) where a KSB (Keep Scotland Beautiful) officer will audit alongside a Description representative(s) from West Lothian Council. Following submission of all three reporting period audits an overall performance indicator figure for the year is produced. The performance figure for 2014/15 will be used as our baseline target going forward.

The target of 90% for 20156/16 was set in agreement with KSB as a recommended measure of the new indicator. 2016/17 target set at 92% to reflect our desire to continuously improve.

Trend Chart Commentary:

In 2014/15 the methodology and assessment criteria for measuring street cleanliness was changed by Keep Scotland Beautiful (KSB), in agreement with COSLA. The indicator is now a measure of the number of streets which are assessed and deemed to be at an acceptable level of cleanliness (according to the KSB guidelines).

In 2014/15, 385 streets in West Lothian were assessed with 361 deemed to be at an acceptable level of cleanliness, giving a performance figure of 93.8%. The streets assessed were located across West Lothian and assessed at various points throughout the year. This compares with the National Average of 93.9%.

Period 1. 95.8%

Period 2. 92.0%

Period 3. 93.7%

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In comparison with the previous Street Cleanliness Index performance indicator, West Lothian's Score dropped from 76 to 72. The drop in performance was as a result of an decrease in the percentage of streets that were litter free; falling from 30.5% to 23%. The presence of a single cigarette end within a street reduces the grade of the street from a grade A to Grade B impacting on the overall score. The assessment confirmed that the decrease in litter free streets within West Lothian was due to cigarette litter.

2015/16 will see further investment in the service and the introduction of the Cleaner Communities teams which we hope will allow us to maintain and improve our current levels of cleanliness throughout West Lothian.

The target of 90% was set in agreement with KSB as a recommended measure of the new indicator. Local Government Benchmarking Framework - results for 2014/15 show a significant in improvement for the percentage of adults satisfied with street cleansing with West Lothian. Performance has raised from 83% to 87% of adults satisfied with the service and West Lothian Council ranking has raised from fourth to first in Scotland.

2015/16 target set at 90% 2016/17 target set at 92% to reflect our desire to continuously improve.

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Calendar of Improvement and Efficiency Activity

2016/17 () Action Frequency Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar  Performance management Quarterly      Review of Performance Indicators and targets Quarterly      Benchmarking Annually    Collation Specified Performance Indicators (SPIs) Annually    Update of PPR information Annually    WLAM (assessment) n/a  Review Panel As Required   Performance Committee As Required  Process Review (Lean/RIE activity) As Required  Progress review of improvement actions Quarterly      CSE preparation Annually    Inspection or Audit activity As Required  Budget Management activity Ongoing  Equality Impact Assessment(s) As Required  Health and Safety Assessment(s) Ongoing  Business Continuity Planning Quarterly      Workforce Planning Ongoing  ADRs Annually     Review of customer groups/segmentation matrix Annually    Customer consultation Ongoing    Review of Service Standards Annually   Planned Engagement activity Ongoing   Website content management Ongoing    

 Performance activity  Self Assessment activity  Consultation & engagement activity  External assessment activity  Corporate management activity

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3.5 Public Transport

Manager: Ian Forbes Number of Staff (FTE): 9.8 Location: Whitehill House, Bathgate

Purpose

Public Transport are responsible for ensuring the provision of efficient council public transport services within West Lothian and to neighbouring areas. The service is also responsible for the provision of free and fare paying school transport services for school and provision of travel concessions for elderly and vulnerable residents.

Activities

The service’s main activities are:

■ School Transport service for main stream and other pupils ■ Public Transport service support ■ Concessions for elderly and disabled ■ Service infrastructure and information

Customers

The service’s main customers include:

■ Service Users ■ Education Services ■ Parents ■ Carers

Partners The Service’s main partners Include:

■ SEStran ■ Scottish Government ■ Bus companies ■ Scotrail ■ Taxi companies ■ Traveline ■ Community transport service ■ Other councils providers ■ Industry user groups and ■ NHS Lothian community groups ■ Other council services

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Customer Participation

The service will actively engage customers and potential customers in the delivery and re-design of services to ensure that services are accessible and focused on their needs and preferences.

Customer Consultation Schedule 2016/17 Customer Responsible Survey Method Frequency Feedback Method Group Officer Public We will undertake 2016/17 Public Via Council Transport further focus group work Transport Executive Service to improve service Manager Users users’ influence on service design. School and Targeted consultation Annual Public Self-completed Public exercise to be carried Transport questionnaire Transport out on the school Manager Users transport service West Online survey of all Annual Public Feedback through Lothian members of the West (January Transport Council website Citizens Lothian Citizens Panel 2016) Manager and on request to gain feedback on public transport in West Lothian and the service we provided Bus Service Ongoing consultation Ongoing Public Via face to face Providers with our main service Transport meetings with providers. Manager service providers

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Employee Engagement

Motivation and commitment are key drivers of employee performance and the service aims to effectively engage and develop employees through improved communication and increased participation.

Employee Engagement Schedule

Engagement Employee Group Frequency Responsible Officer Method All employees One-to-ones Quarterly Line Managers

All employees Team meetings Monthly Public Transport Manager

Employee sample Employee survey Annually Public Transport Manager

ADR One-to-ones Annually Line Managers

Service Manager’s Directorate Quarterly Deputy Chief direct reports Managers Executive Meeting

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Activity Budget

Activity Name and Description Link to Performance Indicator PI Staff Revenue Revenue Net Corporate and Target 2016/17 Category Resource Expenditure Income Revenue Plan (FTE) Budget Budget Budget 2016/17 2016/17 2016/17

PTS018_9a.1c Cost of WLAM £ £ £ network per resident Subsidised bus To manage cost 8. Protecting served at minimum 2.2 3,197,994 (1,193,366) 2,004,628 and Taxibus effective subsidised the built and service level (Target services public transport natural £13.00/year) services. environment PTS003_6b Percentage PUBLIC of residents with access to an hourly or more frequent bus service (Target 90%)

PTS019_9a.1a WLAM Administration cost per Local travel Discounted local rail 8. Protecting Taxicard on issue 0.6 752,425 0 752,425 concessions for travel, Taxicard and the built and (Target £4.50) the elderly and Dial a Ride and Dial natural disabled a Bus schemes. environment PTS022_9b.1c Number WLAM of passenger journeys made on Dial a Ride and Dial a Bus services (Target 25,000/year)

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PTS020_9a.1a Cost per WLAM bus shelter maintained Asset Bus stop and bus 8. Protecting (Target £130/year) 1.8 145,751 0 145,751 management service information the built and and promotion database natural of public maintenance, environment transport Traveline data feed, PTS023_9b.1c WLAM shelter, stop and Percentage of bus stops publicity provision. having bus service information on display. (Target 50% )

PTS021_9a.1c Cost per WLAM mainstream pupil School To provide free and 8. Protecting offered free transport 3.4 6,489,205 (141,306) 6,347,899 Transport fare paying the built and (Target £850/year) mainstream and natural PTS024_9b.1b WLAM special needs environment Percentage of entitled transport to and from pupils offered free school. transport (Target 100%)

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Service Support Provision of Enabler Support activities 1.8 93,228 0 93,228 management and Service - contribute towards the administrative Corporate overall performance of Support. Governance the service. and Risk Performance is monitored through the indicators for front line activities

Total 9.8 10,678,603 (1,334,672) 9,343,931

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A c t i o n s

Actions 2015/16 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Create a clearly defined series Public Transport Strategy has Clear policy priorities agreed Public April 2013 December Completed of policy priorities for service been developed and awaiting by the Council Executive Transport 2015 support Council Executive approval Manager

Set up a West Lothian Bus Will continue our consultation Bus and Rail users forum set Public October March Completed and Rail users Forum forum with bus and rail users up and producing effective Transport 2012 2016 to determine issues and feedback to help improve Manager priorities for the services services Review conditions of contract Review of the conditions of Full review of contracts carried Public April 2013 March Completed for passenger transport contract to ensure that the out with updated conditions Transport 2016 services council is achieving best value applied to all new contracts Manager and best possible service for users

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Actions 2016/17 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Restructure of the Public Review of PTU capacity and A restructured PTU taking into Public April 2015 September Active Transport Unit (PTU) skills and long term service account revised service Transport 2016 needs and PTU restructure needs, especially the ongoing Manager service review Carry out a programme of Inspecting services to ensure Planned programme of Public March March Active planned service inspections they are meeting conditions of inspections in place and being Transport 2016 2017 their contract carried out Manager Further develop the Improve effectiveness of Further information to allow Public March March Active management information management contracts better management of Transport 2016 2017 system contracts Manager

Review ASN policy Additional support needs Eliminate existing ambiguity Senior March March Active policy to be reviewed and Transport 2016 2017 updated Officer Work with Social Policy and Further development of Integration of management of Public September March Planned other services requiring service integration as defined all taxi and minibus services Transport 2011 2019 passenger transport to within the approved strategy Manager concentrate service to be implemented after management in PTU 2016/17 Implement revised passenger New strategy approved in Reviewed and redesigned Public July 2015 March Active transport strategy June 2015 requires major local bus and schools Transport 2019 redesign of services in order networks to continue provision Manager to achieve savings targets. within available resources

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Performance

Percentage of customers who rated the overall quality of the Service provided by Performance Indicator P:PTS017_6a.7 Public Transport as good or excellent.

This Performance Indicator measures the number of respondents rating the overall quality of service as good or Description excellent. The figures are taken from the Annual Customer Survey carried out by Public Transport to the West Lothian Citizens Panel. Target is set based on improving from the previous year's results and will be compared to national data. Trend Chart Commentary The number of customers rating the overall service provided by Public Transport as good or excellent rose to 57.31% following the most recent survey in February 2015 (shown as the 2014/15 results) after it was again over 54% in 2013/14. Customers identified the customer service provided by staff within the service has been of a high standard. The school transport service was also rated good or excellent by over 85% of respondents. Areas for improvement identified by respondents were bus shelter information and cleanliness as well as the cost and reliability of public transport services. The target is based on historic scores achieved for this PI and may be reviewed if ratings above the target level can be consistently achieved in order to "stretch" the service. We will continue work closely with all commercial and council funded services to ensure that they offer the best possible service and experience for users. We also intend to create a bus users forum from

residents in West Lothian to discuss further the issues with the bus network and try and improve the experience for all users. The 2014/15 survey was distributed in February 2015 to the West Lothian citizens panel and we received a response of 748. We will continue to review our customer service to ensure it meets the high

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standards expected by our customers. 2015/16 and 2016/17 target has been set at 60% based on improving from the previous year’s results.

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Performance Indicator Cost of the Public Transport network per resident P:PTS018_9a.1c

This performance indicator measures solely the cost per head of population in West Lothian to provide the current mix Description of subsidised services provided. The council has also set a different, accessibility-based, performance indicator based on services at a minimum service level and that is shown as P:PTS003_9b.1b. Target is set at £13.00 to maintain current service levels within budget provided.

Trend Chart Commentary This performance indicator is a measure of the costs of provision at a given level of service. Services are all provided by contractors and, once established, contract costs tend to be static or rise in line with inflation though net costs vary according to fluctuations in fares income on many contracts. Like for like contract renewal however often exposes the council to above inflation cost pressures and costs therefore tend to increase over time. The target used is a ceiling set to match the current services provided and market conditions with a view to maintaining costs per resident this level. 2015/16 & 2016/17 target is set at £13.00 to maintain current service levels within the budget set.

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Performance Indicator Cost per mainstream pupil offered free transport PTS021_9a.1c

This performance indicator measures the cost, per pupil, of providing a free school transport service to mainstream Description school pupils Target is set at £850 to maintain current service levels within budget provided.

Trend Chart Commentary This performance indicator is a measure of the efficiency of service provision. Mainstream school bus and taxi services carry the majority of those pupils eligible to free travel and all fare payers. Services are all provided by contractors and, once established, contract costs are static or rise in line with inflation. The target used is a ceiling set to match the current services provided with a view to maintaining costs below £850 per year.

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Performance Indicator Number of passenger journeys made on 'Dial a Ride' and 'Dial a Bus' Services per year PTS022_9b.1c

This performance indicator measures Number of passenger journeys made on 'Dial a Ride' and 'Dial a Bus' Services Description per year Target is set at 25,000 in order to deliver a minimum outcome within a static budget.

The short term decline in use made of these services up to 2011/12 is noted. HcL who operate these services have amended Dial a Bus routes and have been active in recruiting new scheme members and it appears that this may have been successful in generating additional travel as shown two of the last three years levels of ridership. The inconsistency in year on year movement however shows that no trend in patronage is emerging. This performance indicator is an outcome measure- each journey made on Dial-a-Ride and Dial-a-Bus services results in persons gaining access to facilities which would not otherwise be possible. The target is set as a minimum realistic level of travel above which the council wishes the services to perform. It is based on the time series data which demonstrates that it has been possible to provide this level

of service outcome . 2015/16 and 2016/17 targets are set at £25,000 in order to deliver a minimum outcome within a static budget.

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Calendar of Improvement and Efficiency Activity

2016/17 () Action Frequency Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar  Performance management Quarterly      Review of Performance Indicators and targets Quarterly      Benchmarking Annually   Collation Specified Performance Indicators (SPIs) n/a  Update of PPR information Annually    WLAM (assessment) n/a  Review Panel n/a  Performance Committee n/a  Process Review (Lean/RIE activity) As Required  Progress review of improvement actions Quarterly      CSE preparation Annually    Inspection or Audit activity As Required  Budget Management activity Ongoing  Equality Impact Assessment(s) As Required  Health and Safety Assessment(s) Ongoing  Business Continuity Planning Quarterly      Workforce Planning Ongoing  ADRs Annually     Review of customer groups/segmentation matrix Annually   Customer consultation Ongoing    Review of Service Standards Annually   Planned Engagement activity Ongoing    Website content management Ongoing    

 Performance activity  Self Assessment activity  Consultation & engagement activity  External assessment activity  Corporate management activity

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3.6 Recycling & Waste Services

Manager: David Goodenough Number of Staff (FTE): 227.6 Location: Nairn Road, Deans

Purpose

Recycling & Waste Services are responsible for the collection of all household waste and the environmentally responsible management of waste in line with the government’s Zero Waste Plan. The service provides a weekly uplift to over 78,000 households and a monthly uplift of garden waste during the growing season to the majority of these households. Every year the service carries out around 21,000 bulky uplifts. Recycling & Waste Services also provide commercial uplifts from approximately 1,000 trade waste premises and council services. This amounts to more than 8 million uplifts a year. Over 46.9% of all waste managed was recycled (48,000 tonnes), which is approximately 4,800 bin lorries a year diverted from landfill.

The service also has six Community Recycling Centres strategically located throughout West Lothian where residents bring their own household waste for recycling. In addition to this we have 182 glass recycling points and provide information and support to customers on how to reduce, reuse and recycle their waste. We also provide 13 public conveniences in various locations in West Lothian.

Activities

The service’s main activities are:

■ Domestic Waste and Recycling Service including household collection, commercial waste collection, bulky uplift, clinical waste and food waste ■ Recycling and Waste Strategic Planning ■ Operating Community Recycling Centres ■ Customer liaison in education and engagement

Customers

The service’s main customers include:

■ All households ■ Household clinical waste ■ Bulky waste producers – producers residential and commercial ■ All schools and council ■ Community recycling centres’ buildings in West Lothian users ■ Community groups ■ All commercial users (as per ■ Other council services service requested) ■ Scottish Fire & Rescue Service ■ Police Scotland

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Key Partners

The Service’s main partners include:

■ SEPA ■ Her Majesty's Prison Service ■ WRAP ■ APSE ■ Zero Waste Scotland ■ Community Payback ■ ECO Schools ■ COSLA ■ Fleet and Community ■ Scottish Government Transport ■ Waste disposal and recycling ■ Homeaid contractors ■ Changeworks ■ Other council services

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Customer Participation

The service will actively engage customers and potential customers in the delivery and re-design of services to ensure that services are accessible and focused on their needs and preferences.

Customer Consultation Schedule 2016/17 Customer Responsible Survey Method Frequency Feedback Method Group Officer West Lothian Annual Survey Annual Recycling & Citizens Panel Citizens distributed to 2,700 (January Waste Newsletter members of the citizens 2017) Services Results available panel to evaluate the Manager on Council satisfaction with the website service provided and Reported through highlight areas for the Public service improvement. Performance Indicator (WM030_6a.7) CRC Site Consultation with On Going Recycling & Through Users customers as they use Waste programme of the service as part of an Strategy consultation overall review of the Officer facilities available on site e.g. signage, recycling opportunities, opening times and ease of use.

Community Consultation with On Going Recycling & Community Groups and community groups and Waste Groups and Drop in focus groups e.g. Strategy Focus Groups Community Councils, sessions Officer with regards to the siting of new bottle banks and in local areas, food waste and recycling collection (which will assist with improvements and extended services in local areas).

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Customer Consultation Schedule 2016/17

Customer Responsible Survey Method Frequency Feedback Method Group Officer Partnership Face to face Monthly Recycling & Through monthly Working consultation with Waste meetings Group members of the fire Services service, police and Manager community support teams e.g. social care. Schools and Feedback from On Going Recycling & Via face to face Community Education Awareness Waste meetings with Groups sessions to assist in Strategy members of ongoing improvements Officer School and to schools Community Group presentations. Bulky Waste Feedback from On Going Operations Improvement Plan Feedback customers as they use Manager Management Cards the service to evaluate Team satisfaction with the service provided and highlight areas for service improvement.

Website Feedback from Monthly Recycling & Through monthly Feedback customers via SOCITM Waste feedback from the Services Web Performance as they use the Council website Manager Report

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Employee Engagement

Motivation and commitment are key drivers of employee performance and the service aims to effectively engage and develop employees through improved communication and increased participation.

Employee Engagement Schedule

Engagement Employee Group Frequency Responsible Officer Method Frontline employees Daily de-briefing Daily Supervisors

Team Leaders Team meetings Three weekly Recycling & Waste Services Manager Employee sample Employee survey Annually Recycling & Waste Services Manager Employee sample Employee Focus Quarterly Recycling & Waste Group Services Manager Employee sample Management Plan Annually Recycling & Waste Launch Services Manager Line Managers One-to-ones Fortnightly Recycling & Waste Services Manager Supervisors Team meetings Fortnightly Team Leader Operations Team Customer Service Six weekly Recycling & Waste Leaders/Supervisors meetings Services Manager Employee Works Committee Six weekly Team Leader representatives meetings Operations Operatives Tool Box Talks As required Line Managers

Service Manager’s Directorate Quarterly Deputy Chief direct reports Managers Executive Meeting

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Activity Budget

Domestic To collect waste from 8. Protecting WM018_9b.2 : No. of bins WLAM 124.9 3,641,775 (6,600) 3,635,175 Waste domestic premises the built and missed during collection per Collection (residual & natural 100,000 collections (not recycling). environment includ ing contamination) (less than 100)

WM001: Cost of Refuse PUBLIC Collection Service per Household (£68.35) Commercial To collect waste and 8. Protecting WM050_9a.1c Cost of WLAM 7.8 915,674 (1,287,380) (371,706) Waste recycling from the built and Commercial Collection Collection commercial natural Service per premises (to be premises. environment benchmarked)

WM054_6b.2 Number of bins WLAM missed during Commercial Collections per 100,000 collections (less than 2%) Bulky Uplifts To carry out Bulky 8. Protecting WM051_9a.1c Cost of Bulky WLAM 10.1 357,943 (6,000) 351,943 Uplifts within West the built and Uplifts per request ( less than Lothian. natural £20 per lift) environment WM053_6b.2 Percentage of WLAM bulky uplifts carried out within the agreed service standards

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timescales (Target 90%)

Number of To deliver 8. Protecting WM052_9a.1c Cost of new WLAM 2.9 75,504 (16,525) 58,979 Bins delivered replacement bins to the built and and replacement receptacles domestic and trade natural per month (Target = Capital customers. environment Replacement Programme budget for containers)

WM014_6b.3 Percentage of HIGH new/ replacement bins LEVEL delivered within Service Standards Period (5 working days). (Target =90 %) Development To research and 8. Protecting WM055_9a.1c - Cost per % WLAM 3.2 171,814 0 171,814 of future develop future zero the built and increase in Recycling strategy & waste and efficiency natural (Indicator not targetable services strategies, contracts, environment projects and ) services. WM056_9b.2 Increase in % WLAM Recycling year on year (1.5% year on year) Waste To recycle waste 8. Protecting WM057_9a.1c Cost per % of HIGH 63.9 2,531,281 (278,653) 2,252,628 disposal - collected to various the built and Recycling Disposal (Disposal LEVEL recycling recycling centres, natural Costs/Recycling Percentage) recycling points and environment (Indicator not targetable)

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via kerbside WM040_9b.1a Percentage of PUBLIC collections. Household waste recycled/ composted per quarter. (Target 50% average to reflect Zero Waste Regulations Target, seasonal variations to be built in) SSPi24: Percentage of municipal waste collected that was composted or recycled per annum (Target 52.5 %) WM060_9b.1a Average Percentage of Material Recycled at Community Recycling Centres (per quarter). (Target 60% average, with seasonal variations to be built) in

Waste To dispose of 8. Protecting sspi23b: Net cost of refuse PUBLIC 11.5 4,248,483 (821,547) 3,426,936 disposal to Household Waste the built and disposal per premise (top landfill/treatme and Recycles for natural 50% of councils) nt treatment and to environment landfill sites. SSPi24i The total tonnes of PUBLIC municipal waste handled(No target = reporting figure) Public To provide clean and 8. Protecting WM058_9a.1c - Cost per use WLAM 1.5 46,533 0 46,533 accessible the built and for Public Conveniences in

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Conveniences automated public natural West Lothian (No target = conveniences 7 days environment reporting figure) a week basis and to provide clean and WM059_9b.2 - Number of WLAM accessible staffed uses of Public Conveniences public convenience per quarter (No target = 12 months of the reporting figure) year.

Total :- 227.6 12,082,235 (2,416,705) 9,665,530

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A c t i o n s

Actions 2015/16 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Changes to recycling centre Mapping the opening hours Improvement in recycling Recycling & April 2015 June 2015 Complete operations to improve and activities within the sites performance across the sites Waste recycling and operational to the materials received and and a reduction in operational Services efficiency public use of the recycling costs Manager centres Development of Produce communication The plans will allow the Recycling & April 2015 July 2015 Complete Communication Plan for plans that will help us identify appropriate distribution of Waste public engagement and and target the delivery of resource to maximise the Strategy awareness messages to improve impact of intervention Officer recycling and reuse. activities.

Roll out of SVQ Level 2 To provide the best possible Career/development Recycling & April 2015 March Complete Qualification to CRC training opportunities to staff opportunities and the Waste 2016 operatives and ensure staff are able to enhancing knowledge for Services continue to deliver the frontline operatives Manager service as it evolves Roll out of new risk In partnership with Health All new risk assessments Recycling & July 2015 May 2016 Active assessments and safe and Safety risk assessments completed and safe systems Waste systems of work for and safe systems of work are of work in place throughout Services Recycling & Waste required for all areas of the the service Manager Operations service

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Actions 2016/17 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Implementation of updated New service standards for the New standards approved and Recycling & November April 2016 Active Waste Service Standards service to be agreed with operational in line with Waste 2015 staff, customers and partners Household Recycling charter Services in conjunction with the new Manager strategy In house recycling Introduction of a recycling Introduction of a recycling Recycling & November April 2016 Active service to all council service to all council Waste 2015 offices/businesses offices/businesses to increase Services awareness and recycling Manager Recycling Strategic Plan Define the strategic direction Recycling Strategic Plan Recycling & November April 2016 Active for the service devised and in place Waste 2015 Services Manager Glass Collection Extending the bottle bank Extended and increased bottle Recycling & April 2013 June 2016 Active provision that is currently in bank and glass collection Waste place to provide more provision throughout West Services recycling opportunities Lothian Manager

Implementation of the service To re-organise the service to Reorganisation and Recycling & April 2013 July 2016 Active re-organisation and re- meet the changing needs and restructure of the service Waste structure issues that we face and make agreed and implemented Services up a more efficient and Manager effective service for both staff and customers Design, implement and To design new collection New collection service Recycling & November December Active optimise collection routing in routes to take account of new Waste 2015 2016 line with efficiency savings developments and the Services introduction of the food waste Manager collection service Roll out of Kerbside Food Introduction of Kerbside Food Introduction of kerbside food Recycling & April 2015 December Active Waste collection for flatted Waste Collection to flatted waste collection to flatted Waste 2016 properties and rural areas properties to commence in properties and rural areas with Services April 2015 increased recycling rates Manager

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Actions 2016/17 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Development and support for To provide a new transfer New facility will increase Recycling & November March Active the construction of a transfer station for the waste which is recycling, reduce the risk of Waste 2013 2017 station/sorting facility collected. This will increase contract failure and save in Services the recycling opportunities disposal costs Manager and divert waste form landfill Continue the optimisation of To introduce new To continue to improve from Recycling & April 2014 March Active Waste Services in working opportunities for households the 44.3% of household waste Waste 2017 towards the future recycling to recycle and maximise currently recycled, and work Services targets as set by Waste recycling across West Lothian towards the new target of 50% Manager (Scotland) Regulations 2012 as set by the Waste (Scotland) Regulations 2012 Roll out of SVQ Level 2 To provide the best possible Career/development Recycling & April 2015 March Active Qualification across the training opportunities to staff opportunities and the Waste 2017 service and ensure staff are able to enhancing knowledge for Services continue to deliver the service frontline operatives Manager as it evolves Carry out targeted Engage with householders in Raise awareness of issues Waste April 2016 March Planned engagement work regarding identified areas. Use the ISM highlighted by Waste Services Strategy, 2017 recycling. model (Individual, Social, and e.g. contamination of blue Strategy Material) to carry out bins or food waste caddies in Support and discussion groups. Use this particular areas. Increase the Engagement information to develop quality of materials through Officers materials appropriate for reduced contamination. specific community needs. Increase presentation and participation rates for recycling services. As flats are introduced to As each area of flats is Ensure that householders are Engagement January Ongoing Active recycling, consult with flat included in recycling aware of any changes to their Officers 2014 owners and residents and collections, liaise with waste service and make sure keep them informed. supervisors and inform flat that the changes are owners/residents of changes introduced with as little to the service. disruption as possible.

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Actions 2016/17 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Develop workforce through Develop staff to be able to Relevant staff will be trained Strategy Jan 2015 Ongoing Active relevant SVQ and assess Frontline to SVQ Level 2 in FLES. Support WasteSmart training Environmental Services Relevant staff receive Waste Officer (FLES) SVQ in-house Smart training Work in partnership with local Engage with members of Increase participation rates Strategy Feb 2016 Ongoing Planned ESOL (English for Speakers local ESOL groups to and quality of material Support of Other Languages) groups. enhance their understanding collected within recycling Officer of our services and to refine services by facilitating hard to our service information so reach groups in their that it is more accessible to understanding of what people for whom English is requirements are for these not their first language. services. Provide schools with access Schools will be able to borrow Waste Services will be able to Strategy Feb 2016 Ongoing Active to ‘loan boxes’ for Waste ‘loan boxes’ which provide convey key messages to Support Management topics. activities and resources school pupils in a less Officer relating to certain aspects of resource intensive manner. the service. Topics include waste audits, composting, history of waste and paper making. Bi-Annual review in Consult with staff who are Improving service delivery by Waste April 2016 Ongoing Planned partnership with operational representative of all aspects enhancing customer Strategy staff. of the service regarding what knowledge and Officer and is working well and what understanding. Operations could be improved from an Team E&A perspective. Leader Provide downloadable online Members of the public and Waste Services will be able to Strategy April 2016 Ongoing Planned resources for schools and schools will be able to access convey key messages to Support householders. more detailed information members of the public in a Officer about Waste. less resource intensive manner. Include ‘tips’ and ‘events’ on Ensure that up to date and To generate interest in waste Strategy April 2016 Ongoing Planned social media. relevant information is and recycling activities. Support displayed on social media. Officer

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Actions 2016/17 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Attend community events Have a presence at gala days Inform the public about Waste Ongoing Ongoing Active to be able to talk to members existing schemes and new Strategy, of the public at community initiatives. Carry out survey Strategy events. work to measure perception of Support and different aspects of the Engagement service. Officers

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Performance Percentage of customers who rated the overall quality of the service provided by Performance Indicator P:WM030_6a.7 Waste Services as good or excellent.

This Performance Indicator measures the number of respondents rating the overall service as good or excellent. The figure is taken from the Annual Customer Survey carried out by Waste Services to the West Lothian Citizens Panel. Description The Citizens Panel is made up of residents of West Lothian who will have varying involvement and experience of the service. Target is set based on a challenging improvement on the previous year's results. Trend Chart Commentary The percentage of customers who rated the overall quality of our service as 'good' or 'excellent' increased again to over 86% following our most recent survey in February 2015. This increase is primarily down to a further increase in the satisfaction with our Community Recycling Centres and our Bin Management Unit for the delivery of new bins to households. Customers also rated the level of customer service they received from the service highly. We are keen to maintain our customer satisfaction levels at a high level and feedback from our customers is used to try and improve our services as much as possible and we will continue to work hard to provide a good service to the Households of West Lothian. The 2014/15 Survey was distributed to 1830 members of the West Lothian Citizens Panel in February 2015 with 748 responses being received. The dip in satisfaction in 2010/11 was down to a number of customers being unhappy with the service provided during the periods of bad weather, which lead to service disruption. We have since implemented a number of measures to improve our service during periods of service disruption.

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Survey and distribution methods will continue to be reviewed year on year to ensure results remain representative.

2015/16 target is set at 88% and 2016/17 set at 90% to reflect our commitment to continuous improvement.

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Percentage of new / replacement bins delivered within Service Standard period (5 Performance Indicator P:WM015_6b.2 working days).

This performance indicator measures the amount of new or replacement bins (grey, blue and brown) which are delivered to the customer within 5 working days of the request being received. We have a Bin Management Unit in Description place to manage the delivery of all new bins.

Target is set at 90% to reflect improving trends in previous years.

Trend Chart Commentary:

Annual performance has been at 90% for four of the last five years.

The percentage of bins delivered within 5 working days for the last quarter is 84.39%

Performance increased in quarter 3 2015/16.

No. of bins requested =2440, no. of bins delivered within 5 working days =2059, average time taken to complete a delivery request 3.06 working days.

The below target performance in quarter three of 2015/16 was due to continuing lack of resources caused by sickness and holidays and due to the seasonally busy festive period. Bin deliveries decreased due to resources being diverted to refuse collection. Actions taken to rectify the issues relating to high levels of sickness absence have been undertaken in partnership with HR which will help to improve the availability of staffing resources to deliver bins.

The drop in performance in quarters one and two of 2014/15 were the result of difficulties in the supply of brown bins through customs. Following on from last quarter there were still delays in getting stocks of bins, but resources were reallocated to ensure any backlog was caught up. The trend chart shows that when resources are not

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redeployed to help other priority front line services, the service performs above target. On average we deliver 2480 new bins to households each quarter. The performance target has been reviewed for 2015/16 and has been retained at 90% as this represents a reasonable target given supply and demand issues as well as seasonal variation in staffing levels.

Due to the seasonally busy festive period in quarter three 2013/14, bin deliveries from 20th December decreased due to resources being diverted to refuse collection. This continued until 6th January 2014 when extra resources were deployed to catch up with demand and the backlog from the following quarter.

Annual targets for 2015/16 and 2016/17 have been set at 90% to reflect improving trends in previous years.

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Performance Indicator Gross cost of waste collection per annum per premises WM036_9a.5

This performance indicator measures Gross cost of providing the waste collection service to households and commercial premises throughout West Lothian on an annual basis. The figures include all costs associated with waste collection. Description This performance indicator is part of the Local Government Benchmarking Framework (PI Ref: ENV1) suite of performance indicators.

As of 2014/15 the target is based upon the previous year's cost plus an indexation factor.

Trend Chart Commentary:

The gross cost of waste collection has increased by £1.78 in 2014/15 from the previous year. This increase is in line with the expected inflationary pressures during that time period from fuel and equipment costs, and incorporates the full introduction of the food waste collection service which saw the introduction of a further 5 vehicles and 10 staff members.

In 2014/15 West Lothian council ranked 15th out of the 32 Scottish Local Authorities. In 2013/14 we were 13th.

The 2015/16 data is expected to be available in January 2017

2015/16 target is set at £83.21 and 2016/17 at £89.87 based on previous actual costs plus an indexation factor of 8%.

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Performance Indicator Percentage of Household waste recycled or composted per annum CP:WM040_9b.1a

This performance indicator measures the amount of household waste which is collected by Waste Services on an annual basis and the percentage which is then recycled or composted by or on behalf of the council.

This performance indicator is part of the Local Government Benchmarking Framework (PI Ref: ENV6) suite of Description performance indicators

The target is set at 50% to reflect the Scottish Government target for the whole of Scotland to reach 50% recycling

Trend Chart Commentary:

In comparing 2013 to 2014 the main differences in materials recycled are as follows:

Kerbside Collections:

Decrease in blue bin (-520t)

Increase in bulky waste (135) and brown bin (1600t) probably due to the growing conditions in 2014.

The new food waste collection service was introduced to approximately another 52,000 households in October 2014 resulting in another 900t of food waste being recycled in 2014.

Materials recycled through our Community Recycling Centres and Recycling Sites:

Decrease in Metal (-50t) and textiles (-15t)

Increase in rubble (190t), wood (120t), green waste (300t) and our new soil skips increased the amount of soil collected by 230t.

There was an increase of 90t of glass due to the roll out of further

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recycling sites throughout the area

Diversion from landfill:

Instead of being landfilled, another 600t of waste was used to produce Energy from Waste or was otherwise diverted from landfill (400t).

The overall tonnage of household waste collected increased in 2014 compared to 2013 by approximately 2900t.

The above has increased the household recycling rate from 44.3% in 2013 to 45.9% This was mainly due to an increase in material recycled and composted of 2400t and a 500t drop in material landfilled.

The target is set at 50% to reflect the Scottish Government target for the whole of Scotland to reach 50% recycling by 2013. In 2014 West Lothian council ranked 16th out of the 32 Scottish Local Authorities. In 2013 we were 14th.

The council are continuing to find ways to encourage the public to improve the segregation of materials, it is only through public participation that the 50% target can be reached.

These figures are based on national waste data flow returns which are calculated over a calendar year. This data is released each October for the previous year.

2015/16 and 2016/17 targets are set at 50% to reflect the Scottish Government target for the whole of Scotland to reach 50% recycling.

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Calendar of Improvement and Efficiency Activity

 Performance Committee As Required  Process Review (Lean/RIE activity) As Required  Progress review of improvement actions Quarterly      CSE preparation Annually    Inspection or Audit activity As Required  Budget Management activity Ongoing  Equality Impact Assessment(s) As Required  Health and Safety Assessment(s) Ongoing  Business Continuity Planning Annually   Workforce Planning Ongoing  ADRs Annually     Review of customer groups/segmentation matrix Annually    Customer consultation Ongoing    Review of Service Standards Annually   Planned Engagement activity Ongoing   Website content management Ongoing    

 Performance activity  Self Assessment activity  Consultation & engagement activity  External assessment activity  Corporate management activity

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3.7 R o a d s a n d Transportation Services

Manager: Graeme Malcolm Number of Staff (FTE): 194 Location: Guildyhaugh Depot and Whitehill House, Bathgate

Purpose Roads and Transportation Services provide an integrated service to construct, manage and maintain the road, footpath and transportation network in West Lothian in the safest way possible. The service manages and maintains over 1004 km of public roadway, 1281 km of public footway, 46,302 street lights, 149 traffic light installations, over 1900 grit bins, 11,163 illuminated and non-illuminated signs and bollards, 526 bridges and other structures.

Activities

The service’s main activities are:

■ To manage and maintain the public roads and footpath network ■ Flood Risk Management ■ To provide transport planning and a development control service ■ To identify, design and improve the road and footpath network

Customers The service’s main customers include:

■ Everyone who lives in, works in or travels through West Lothian ■ All road and footpath users ■ Other council services such as Construction Services, Housing, Education, Building Control and Planning Services

Key Partners The Service’s main partners Include:

■ Transport Scotland ■ SEPA, APSE & SCOTs ■ Utility companies ■ West Lothian Recycling ■ Other local authorities ■ SEStran ■ Network Rail & Scotrail ■ Sustrans

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Customer Participation

The service will actively engage customers and potential customers in the delivery and re-design of services to ensure that services are accessible and focused on their needs and preferences.

Customer Consultation Schedule 2016/17 Customer Responsible Feedback Survey Method Frequency Group Officer Method West Annual Survey Annually Roads & Citizens Panel Lothian distributed to 2,700 (January Transportation Newsletter Citizens members of the citizens 2017) Manager Results panel to evaluate the available on satisfaction with the Council website service provided and highlight areas for Reported service improvement through the Public Performance Indicators (RTS050_6a.7)

Community Regular meetings held Ongoing Various Via face to face Groups with local community Officers meetings with groups e.g. Community members of Councils, to consult on each group any potential issues and how the service can assist in improving local communities.

Local Regular meetings held Ongoing Roads & Via face to face Business with local business Transportation meetings with Groups groups e.g. Town Manager members of Centre Management each group groups, Traders’ Associations etc on any potential issues and how the service can assist in improving business opportunities.

Disabled Annual paper based Annual Road Safety & Feedback Parking survey sent to all Traffic provided on (February Customers disabled parking bay Management request and 2017) holders and applicants Team Leader published on the to evaluate the standard council website of service provided and identify any potential issues with the service

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Customer Consultation Schedule 2016/17 Customer Responsible Feedback Survey Method Frequency Group Officer Method Active Consultation exercise As required Development Via the Travel carried out by Deborah Management consultation Paton & exercise and Transportation subsequent Planning Committee Manager Reports

Employee Engagement

Motivation and commitment are key drivers of employee performance and the service aims to effectively engage and develop employees through improved communication and increased participation.

Employee Engagement Schedule

Engagement Employee Group Frequency Responsible Officer Method All employees One-to-ones On request Line Managers

All employees Team meetings Monthly Line Managers

Employee sample Employee survey Annually Roads & Transportation Manager Employee Focus Meeting Half yearly Roads & Group Transportation Manager Employee sample Management Plan Annually Roads & Launch Transportation Manager All employees Service Briefing Annually Roads & Transportation Manager Roads Operatives Tool Box Talks As required Roads Operations Manager All employees ADR Annually Line Managers

Employee Works Committee Quarterly Roads Operations representatives meetings Manager Employee Health and Safety Quarterly Roads Operations representatives steering group Manager Service Manager’s Directorate Quarterly Deputy Chief direct reports Managers Executive Meeting

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Activity Budget

Road and To manage and 8. Protecting RTS305_9a.1a Total WLAM 109.6 5,685,027 (2,744,169) 2,940,858 footpath maintain the public the built and carriageway maintenance maintenance - road and footpath natural expenditure per Kilometre structural and network environment of carriageway (Target routine works £7677.00)

RTS030_9b.2a PUBLIC Percentage of the overall road network which should be considered for maintenance treatment (Target 24.5 %)

Flood To reduce the risk of 8. Protecting RTS056_6a Percentage WLAM 3.7 532,169 (2,000) 530,169 Prevention flooding to non the built and of Customers who rated agricultural land natural the Flooding & Flood environment Prevention Service as good or excellent.

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Winter To manage and 8. Protecting Total cost for carriageway WLAM 28.0 2,341,750 0 2,341,750 Maintenance deliver the winter the built and winter maintenance maintenance service natural period divided by the total for public roads and environment network length (to be footpaths developed)

RS006_6b.2. Percentage HIGH of occasions LEVEL precautionary salting routes are completed before the formation of ice (Target. 100%)

Street lighting Maintenance of 8. Protecting RTS018_9a.1a.. Average HIGH 22.4 3,027,305 (25,000) 3,002,305 street lighting & the built and running cost (including LEVEL traffic lights natural electricity and environment maintenance) per lighting unit per year (£46.90)

RTS013_9b.1c Average HIGH time in days to repair LEVEL street lights (Target 7 days) and RTS001_9a. Average time in hours to repair Traffic Lights (Target. 48 hours)

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Street lighting To maintain 8. Protecting RTS018_9a.1a. Average HIGH 4.2 262,361 0 262,361 illuminated and non the built and running cost (including LEVEL illuminated natural electricity and signs/bollards and environment maintenance) per lighting street nameplates. unit per year (£46.90)

RTS014_9b. Average HIGH time (days) to repair road LEVEL signs (Target. 28 days)

Development Manage the council 8. Protecting RTS231_6b.3 Draft Road PUBLIC 6.4 262,848 0 262,848 Planning statutory function of the built and Construction Consents issuing Road natural Completed within 12 Construction environment weeks (Target 90%) Consents. Providing statutory advice to RTS232_6b.3 Final Road PUBLIC Development Construction Consents Management. Completed within 4 weeks Promote and protect (Target 85%) the council's interests RTS230_6b.3 Percentage nationally, regionally of responses to planning and locally on consultations within 3 developing weeks (Target 80%) transportation issues.

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Structures - To manage and 8. Protecting RTS202_9b.1a Bridges - WLAM 5.4 400,494 0 400,494 Highway maintain bridges and the built and Percentage failing 40 Structures other highway natural tonnes (All bridges) Management, structures. Maintain environment (Target 1.5%)

Inspections and notifications from RTS205_9b.1a Bridges -

Structural hauliers in respect of Percentage weight/width

Advice abnormal load restricted (All bridges) movements. (Target 0.5%) RTS230_6b.3 Percentage of abnormal loads processed on time. (Target 80%)

RTS207_6b.2 Bridges: Percentage of principal inspections carried out (Target 100%) RTS208_6b.2 Bridges: Percentage of general inspections carried out (Target 100%).

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Structures - Assessment of the 8. Protecting RTS202_9b.1a Bridges - WLAM 1.0 150,688 0 150,688 Highway condition of highway the built and Percentage failing 40 Structures structures through natural tonnes (All bridges) Inspections completion of environment (Target 1.5%) General/Principal RTS205_9b.1a Bridges -

Inspections in Percentage weight/width accordance with Best restricted (All bridges) Practice. (Target 0.5%) RTS230_6b.3 Percentage of abnormal loads processed on time. (Target 80%)

RTS207_6b.2 Bridges: WLAM Percentage of principal inspections carried out (Target 100%) RTS208_6b.2 Bridges: Percentage of general inspections carried out (Target 100%).

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Projects Design To design and 8. Protecting Fee Target of less than 5.2 179,534 0 179,534 & deliver capital the built and 15% for schemes more Implementation projects for Roads & natural than £50,000 (To be Transportation environment Developed) WLAM Feasibility, Detailed Design and Work Fee Target of less than Procurement, and 20% for schemes less than £50,000 (To be Site Supervision. Developed)

Disabled To provide disabled 8. Protecting Average time taken from WLAM 2.0 81,726 0 81,726 Persons Parking persons’ parking the built and deciding to provide a Places places for blue natural parking place to initiating badge holders in line environment statutory procedure. with statutory duties. Target: 69 days

Traffic To provide small 8. Protecting Complaint rate (Annual WLAM 2.7 110,330 0 110,330 management scale safety, traffic the built and number of complaints / schemes and management and natural annual enquiries). Target: Traffic Orders parking schemes and environment 2% traffic orders and effectively manage the use of the road network.

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Road Safety To provide 8. Protecting Average First Year Rate 1.6 61,295 0 61,295 casualty engineering the built and of Return of completed reduction measures which natural schemes. Target: 300% programme contribute in a cost environment effective way to road casualty reduction.

Service Support Provision of Enabler Support activities 1.8 93,228 0 93,228 management and Service - contribute towards the administrative Corporate overall performance of the Support. Governance service. Performance is and Risk monitored through the indicators for front line activities.

Total :- 194.0 13,188,755 (2,771,169) 10,417,586

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A c t i o n s

Actions 2015/16 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Digitisation of parking traffic Digitisation of parking traffic Improved access to traffic Road Safety & March May 2015 Complete regulation orders regulation orders for display order information Traffic 2015 on corporate geographical Management information system. Team Leader West Lothian Surface Water Prepare a SWMP for four A plan to identify measures, Senior October November Complete Management Plan (SWMP) priority areas within West apportion responsibility for Engineer 2014 2015 Lothian investment to reduce the risk Flooding of flooding from surface water Physical Assets Review Prepare a plan to prioritise A plan to identify measures, Senior February November Complete investment in measures to and prioritise investment Engineer 2015 2015 reduce flood risk and or Flooding lessen its impact on susceptible council owned premises and council housing stock

Livingston South Blue Green Work with the communities of Improved water quality, Senior April 2013 March Complete Network Bellsquarry, Dedridge, reduced flood risk, improved Engineer 2016 Murieston, Livingston Village public access, landscape, Flooding and Central Scotland Forest habitat value and the creation Trust to bring forward an of habitat networks, reduced integrated schedule of cyclic maintenance and improvements for open space stronger links with local and the water environment in people Livingston South

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Actions 2015/16 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Invest in the programme or Identified scour defects noted Work to 2 structures badly Senior April 2014 March Complete repairing scour damage to from scour inspections shall affected by scour completed. Engineer 2016 structures be prioritised and appropriate A Quick Quote has recently Structures measures implemented been awarded for a further 7 structures affected by scour. Roll out of new risk In partnership with Health All new risk assessments Roads & April 2014 March Complete assessments and safe and Safety risk assessments completed and safe systems Transportation 2016 systems of work for Roads & and safe systems of work are of work in place throughout Manager Transportation required for all areas of the the service service Invest in backlog and lifecycle Undertake a variety of Continuing with the Senior April 2014 March Complete maintenance of adopted and refurbishment works including improvement of deteriorated Engineer 2016 non-adopted structures masonry repairs, painting, structures and maintain Structures concrete repairs, culvert structures to an acceptable lining, steel repairs, re- standard as part of the Asset waterproofing and joint Management Plan. 80% of replacement Capital works are completed or underway. Progress is ahead of schedule.

Introduction of LED within The installation of approx. To reduce energy Street Lighting April 2015 March Complete street lighting 5000 LED units within consumption and carbon Manager 2016 suitable existing street lights emissions (years 2 and 3) as part of the Reducing Energy Use Workstream within the council`s Delivering Better Outcomes approach

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Actions 2015/16 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Review the Minor Civils The Minor Civils Works Works are procured Projects April 2015 March Complete Works Framework Contract Framework Contract 2G is a effectively and efficiently. Manager 2016 2G collaborative contract between the three Ayrshire Processes in place are Councils, Falkirk Council and correct and being carried out. West Lothian Council.

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14/15s 2014/15

Actions 2016/17 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Develop the WLC local Complete a review and Documented local variations DM&TP January April 2016 Active variations to the National publish local variations of linked to National Roads Manager 2016 Roads Development Guide guidance to developers on Development Guide new roads and development.

Local Flood Risk Work in liaison with other Publication of the Local Flood Senior April 2013 June 2016 Active Management Plan members of the Forth Estuary Risk Management Plan by Engineer Local Flood Risk June 2016 Flooding Management Plan District to prepare for the publication of the Local Flood Risk Management Plan Road Safety Plan for West Revised plan with detailed Updated plan demonstrating Senior January August Active Lothian assessment of casualty data led approach to road Engineer - 2016 2016 trends within West Lothian casualty reduction. Road Safety and targeted, data led action and Traffic plan taking account of Management Scottish Government targets & priorities.

Broxburn Flood Prevention Continue to review hydrology, Review hydrology of the Brox Senior April 2013 September Active Scheme design and construct Burn & Liggat Syke and Engineer 2016 components of the Broxburn assess the potential for Flooding Flood Prevention Scheme to property level protection for reduce the risk of flooding susceptible properties. Implement natural flood management measures.

Review of “Flood Day” Review the operational Documented process and Senior January October Active procedures. process of dealing with the improved service provision. Engineer 2016 2016 impact of heavy rain (flood

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Actions 2016/17 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) days). Operations

Carry out a programme of Strengthening or replacement Design and Tender Senior April 2013 March Active investment to strengthen the of Kinnenhill Bridge, a documentation is well Engineer 2017 Kinnenhill Bridge masonry arch structure with advanced. Land agreements Structures steel beam and concrete slab are now being drawn up. widening Construction works are planned for May-July 2015.

Ensure that all structures are New guidance to assess the Initial scour assessments Senior April 2013 March Active assessed for scour, where potential risk of scour was have been undertaken with Engineer 2017 appropriate, in accordance introduced in 2012. In General and Principal Structures with BD97/12 – ‘The compliance with best practice Inspections. The SCOTS assessment of scour and this guidance needs to be asset management project is other hydraulic actions at utilised to check the risk of currently consulting all highway structures’ scour and take appropriate members with the aim of action where necessary developing a practical approach of scour standards for structures and we await this guidance/advice. Annual road accident Annual identification of ‘sites Reduced accident numbers at Senior October March Active investigation and prevention for concern’, detailed treated sites. Engineer - 2015 2017 programme investigation of accident Road Safety patterns, development and and Traffic prioritisation of road Management engineering measures to treat accident patterns.

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Actions 2016/17 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete)

Safety Inspection Review Review of Safety Inspection Revised Safety Inspection Network April 2016 March Planned Manual and inspection routes Manual reflecting revised Manager 2017 code of practice. Revised, optimised inspection routes.

Traffic Restriction Procedures Review of procedures for Detailed traffic restrictions Network April 2016 March Planned traffic restrictions (road procedure for inclusion in Manager 2017 closures etc) to ensure roads and transportation road compliance with legislation, maintenance manual. guidance and local policies. Installation of LED within The installation of a further To reduce energy Senior April 2016 March Planned street lighting 3000 LED units as part of the consumption and carbon Engineer 2017 Reducing Energy Use emissions Street Workstream within the Lighting council`s Delivering Better Outcomes approach Review supplementary Review and update the Document reviewed and Senior April 2016 March Planned Planning Guidance (SPG) – current SPG to take account updated Engineer 2017 Flood Risk and Drainage of changes in legislation and guidance. Flood Develop Self-Certification for Develop a process for Self- Process developed and Senior April 2016 March Planned Drainage Assessments and Certification for Drainage introduced that will reduce the Engineer 2017 Flood Assessments Assessments and Flood impact on resources when Assessments with the view to dealing with planning Flood introducing it as part of the applications and provide a requirements for planning surety of compliance with applications legislation and guidance Review processes and Following the restructure, the Standardised processes and Design April 2016 March Planned documentation throughout Flood Risk Management, documentation to help provide Engineering 2017 Design Engineering teams Projects and Structures a more efficient and effective teams sit within Design service delivery Manager

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Actions 2016/17 Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Engineering. Processes and documentation need to be reviewed and standardised where practicable Review and update standard Complete a review and Standardised updated DM&TP April 2016 March Planned documentation associated develop an updated RCC documentation to help provide Manager 2017 with the Road Construction document for use in the a more efficient and effective Consent process. delivery of our statutory service delivery. function. Development and Taking forward the strategy Development of proposals for DM&TP 1 January March Active implementation of the Active and securing external funding local active travel networks Manager 2016 2017 Travel Strategy 2015-2020 to aid delivery. and an implementation strategy for delivery

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Performance

Percentage of customers who rated the overall quality of service provided by Roads Performance Indicator P:RTS050_6a.7 and Transportation Services as good or excellent.

Target is set based on the previous year's performance.

Trend Chart Commentary

This is the third year that customer satisfaction has been measured across the full Roads and Transportation Service (previously it was reported as 2 separate services). The figure in 2014/15 dropped by 2.3% following a drop of 2.5% in 2013/14. Despite the drop in the overall result customers rated a number of our services highly, including the coverage of street lighting on main roads and housing estates; the winter maintenance service on main roads; the disabled parking service; flood prevention and the maintenance of bridges.

The main areas where customers are less satisfied include the condition of rural roads; the winter maintenance service on footpaths and in housing estates and our response to pot holes on the road network.

We will continue to work hard to improve the service we provide to the people of West Lothian and engage and consult with them to make the service better.

The 2014/15 survey was issued in February 2015 and the figure is based on 748 responses from the Citizens Panel.

2015/16 target set at 49.81% to consolidate our recent performance and 2016/17 target set at 53% as we aim to improve our performance.

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Performance Indicator Percentage of Repairs to Street Lights Completed Within 7 Days P:RTS004_6b.2

This performance indicator measures the number of repairs to Street Lights which are completed within the 7 day target from notification of a fault. All faults are logged in our electronic system (Confirm) which measures the time taken for us Description to repair the fault. The figure is calculated by using the total number of faults reported and the number completed with the 7 day period.

The target set is a nationally agreed target and reflects our service standard.

Trend Chart Commentary:

Performance over the last 5 years has fluctuated with 2 out of the 5 years falling below our target. The performance improved in 2013/14 and 2014/15 as the number of reported faults has decreased. The decrease in the number of faults has resulted from the introduction of LED Lighting, as LED lights are more reliable and have a longer life expectancy than previous light sources used.

The main reason for the dips in performance during 2010/11 and 2012/13 was inclement weather, which included high winds and long periods of winter weather. This increased the number of faults and also made it more challenging for staff to repair them.

Over the last 5 years we have dealt with between 6,000 and 8,000 faults per year. We will continue to monitor performance so that the best possible service is provided during 2015/16. The target set is historical but as a result of the high performance and decrease in fault

numbers we will review our target going forward.

2015/16 target is set at 92.5% to consolidate recent performance and 2016/17 target has been set at 95% to reflect our desire to improve.

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Performance Indicator Average running cost, including electricity and maintenance, per lighting unit per year. P:RTS018_9a.1c

This performance indicator measures the average costs to maintain each lighting section unit including electricity, inspections, testing, reactive maintenance and section and central overheads. Units include all lighting, signs and traffic Description signals - all costs divided by all units.

The target is set based on the budget made available at the start of each financial year.

Trend Chart Commentary:

In 2014/15 we managed to reduce the average cost and stay within target despite asset growth. This is primarily due to the introduction of LED lighting which is more reliable and has a longer life expectancy than previously used light sources. The energy consumed by LED light sources is also considerably lower.

The average cost rose in 2013/14 primarily because the number of lighting units decreased as it no longer includes housing assets (stair lighting etc). These are now charged directly to Housing. Our target for future years has been amended to reflect this change in position. This indicator is strongly influenced by the cost of electricity, which is now procured through a national contract. It is anticipated to rise considerably over the next few years.

The target is set based on the budget made available at the start of

each financial year.

2015/16 target is set at £47.03 to maintain our current performance and 2016/17 set at £46.90 to reduce our costs.

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Percentage of the overall Road Network which should be considered for maintenance Performance Indicator CP:RTS030_9b.2a treatment. In West Lothian Council we aim to keep our roads in as safe and servicable condition as possible and this performance indicator measures our success in achieving this. The whole of the network is checked through a national road condition machine based survey. The output from this survey indicates the percentage of the network which should be considered for detailed investigation and then future maintenance. West Lothian Council currently maintains over 1000 km of Road Network: Description A Class: 152 km B Class: 118 km C Class: 116 km U Class: 92.5 km Urban (Housing Estates etc): 526 km Target is set based on the previous year's performance. Trend Chart Commentary: The condition of our overall road network, which should be considered for maintenance treatment, was 25.43% in 2014/15. The condition of A, B and U class roads have improved marginally. However, there has been a deterioration on C Class roads and this has affected the overall indicator. We will continue to target our investment in roads maintenance to ensure that West Lothian's roads are in as good a condition as possible. Our target is to maintain condition or improve. Therefore the target is set at the previous year's actual value. In 2014/15 we ranked joint 2nd for overall network in Scotland, 2nd for A class roads, 9th for B class roads, 24th for C class roads and 1st for U class roads. The black line on the chart shows the Scottish average.

2015/16 target is set at 25.43% to consolidate our recent performance and 2016/17 target is 24.5% to reflect our desire to improve our performance.

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Calendar of Improvement and Efficiency Activity

2016/17 () Action Frequency Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar  Performance management Quarterly      Review of Performance Indicators and targets Quarterly      Benchmarking Annually   Collation Specified Performance Indicators (SPIs) Annually   Update of PPR information Annually   WLAM (assessment) As Required   Review Panel As Required   Performance Committee As Required   Process Review (Lean/RIE activity) As Required  Progress review of improvement actions Quarterly      CSE preparation Annually    Inspection or Audit activity As Required  Budget Management activity Ongoing  Equality Impact Assessment(s) As Required  Health and Safety Assessment(s) Ongoing  Business Continuity Planning Annually      Workforce Planning Ongoing  ADRs Annually     Review of customer groups/segmentation matrix Annually    Customer consultation Ongoing    Review of Service Standards Annually   Planned Engagement activity Ongoing   Website content management Ongoing    

 Performance activity  Self Assessment activity  Consultation & engagement activity  External assessment activity  Corporate management activity

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Operational Services

Management Plan 2016/17

J i m J a c k Head of Service

A p r i l 2 0 1 6

For more information:

Email address: j i m . j a c k @westlothian.gov.uk Telephone number: 01506 776601

Whitehill House Whitehill Industrial Est a t e | Bathgate | West Lothian | EH48 2HA

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- 322 - Environment Policy Development and Scrutiny Panel Timetable - 2016/17

Deadline for Submission of Items Committee Issue Final Agenda Meeting Date Venue for Agenda

Thursday 1 Sept 2016 Friday 2 Sept 2016 Thursday 8 Sept 2016 Council Chambers

Thursday 20 October 2016 Friday 21 October 2016 Thursday 27 Oct 2016 Council Chambers

Thursday 8 December 2016 Friday 9 December 2016 Thursday 15 December 2016 Council Chambers

- 323 - Thursday 9 February 2017 Friday 10 February 2017 Thursday 16 February 2017 Council Chambers

Thursday 20 April 2017 Friday 21 April 2017 Thursday 27 April 2017 Council Chambers

Thursday 1 June 2017 Friday 2 June 2017 Thursday 8 June 2017 Council Chambers

All meetings will be held at 14.00 unless otherwise advised