Foreword 4. 1 Introduction 6. 2 Our Approach 7. Strategic Framework 8. Delivering Together 9. The Liverpool City Region 10.

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3 Contents Foreword 4 1 Introduction 6 2 Our Approach 7 Strategic Framework 8 Delivering Together 9 The Liverpool City Region 10 3 Governance 11 4 Our Vision, Mission and Values 12 5 Delivery Drivers 13 6 Our Customers, Stakeholders and Partners 14 Our Customers 14 The importance of Stakeholders and Partners 14 Our Stakeholders 15 7 Corporate Transport Priorities 16 8 Enabling Activities 17 9 Finance and Risk 18 Managing our Resources 18 Risk Management 18 What we spend our money on 19 Where our money comes from 19 The Capital Programme Monitoring and Evaluation 20 Key Corporate Performance Measures for 2015/ Strategic Framework 22 3

4 Foreword 2014/15 saw many milestones and achievements for both in thinking customer and in supporting the growth of the Liverpool City Region. In particular the creation of the Combined Authority in April 2014, which now reports in to, will enable us to achieve more together and articulate the wider vision for the Liverpool City Region more effectively. In its first year, this approach has already delivered significant benefits including the Growth Deal announcement in July 2014 with the in principle approval of many major transport schemes for the Liverpool City Region., as well as delivering many of our own projects, and being the strategic transport advisor to the Combined Authority, has an essential role in getting the Liverpool City Region at the top table when it comes to transport matters ensuring we are at the forefront of any decision making, having the ability to influence., on behalf of the Liverpool City Region, is part of Transport for the North working on a blueprint for better, faster rail and road links east to west across the north from Liverpool to Hull and up to the North-East. has also led on behalf of the region the Linking Liverpool campaign, which to date has seen 1000 businesses and more than 20,000 sign-ups supporting the push for a direct high speed line into Liverpool. This pan-northern work amplifies that of our long-term Rail Strategy for the Liverpool City Region, which we produced in 2014, which sets the direction for the next 30 years. It sees potential expansion of the Merseyrail network, new or revitalised connections such as the Halton Curve and new stations. We re also developing a new Bus Strategy a 15 year vision to make the bus a transport mode of choice, shaking off its image as a transport mode for those who have no alternative and examining the greater role it can have in supporting and growing our economy. Affordability of transport is, and continues to be, a key priority. In May 2014, we launched as a trial in partnership with the bus operators, MyTicket the 2 all-day bus ticket for those aged 15 and under. It is reducing the cost of travel for some young people by up to 50%. In the first six months, up to February 2015, over 1.2million tickets had been sold and over 2.2million journeys made. Meanwhile, the innovative work we re doing in helping ensure the cost of transport isn t a barrier to young people, getting to work, education or other opportunities scooped a National Transport Award for innovation. We were also recognised by Liverpool ONE for the work we did with them and other partners in getting 4000 staff and volunteers across the City Region trained to WorldHost standard ahead of the huge summer of events, leading to City Region accreditation. Just a year on from reinvigorating our smart ticketing project we had our first ticket available to buy on the Walrus Smartcard. Smart Saveaway, the off-peak ticket for buses, trains and ferries, is being rolled-out across Merseyside and currently available from approximately 800 PayPoint outlets. This is just the start of the journey, with the next few years seeing new ticketing products being developed and new ways to buy them. We re looking afresh at when and how customers access travel information and what we can do to make it easier for them, from simplifying paper timetables at bus stops to ensuring visitors to the region are properly signposted to public transport. Our successful Journey Planner app has already been downloaded more than 31,000 times. All this is on top of the day to-day business, ensuring that we have a reliable, functioning and sustainable transport network, from keeping the Mersey Tunnels operational, safe and flowing to being the customer champion in our work with the operators. 4

5 Our 2015/16 Corporate Plan is a continuation of this work, keeping us focussed on those projects that continue to drive forward improvements in the transport network. For our customers, this is ensuring it is reliable, efficient, convenient, safe, and provides value for money, and for the wider Liverpool City Region, ensuring that we fulfil our role in maximising the opportunity we have to link people to opportunities, making transport the key enabler for economic growth. We recognise we cannot do this alone and that is why we are committed to building and developing our relationships with operators, the districts, business and Government to make it happen. This is core to the delivery of this plan and together with our partners and stakeholders, we can realise our economic growth ambitions with an effective, efficient and sustainable transport network that enables our residents and visitors to access employment, education and other opportunities and services, maximising the capacity and connectivity of the City Region network for business growth and investment. Cllr Liam Robinson Chair David Brown Chief Executive 5

6 1 Introduction In April 2014, Merseyside and Halton came together to formally establish the Liverpool City Region Combined Authority. It was established to strategically lead work on economic development, housing, transport, and employment and skills in the City Region to, in-turn, support sustainable economic growth. The Combined Authority, enables the City Region to speak with one voice in a democratically accountable structure, which can attract funding and devolved powers from Government. Transport is a key focus of the Combined Authority, in recognition of the central role it plays in helping to grow the economy and in enabling and encouraging regeneration. We deliver transport projects that support the economic growth of the Liverpool City Region. The focus is on improving connectivity within the region and beyond, improving the customer experience from ticket buying to journey planning to affordability and maintaining the integrated transport network, including the Mersey Ferries and Mersey Tunnels, to ensure it is fit for the future, accessible, sustainable and safe. We work in partnership with central and local government, the Local Enterprise Partnership, public transport operators, other Passenger Transport Executives, the business community, community groups and members of the public with overall accountability to the Combined Authority. is the Executive body that provides professional, strategic and operational transport advice to the Combined Authority to enable it to make informed decisions. It is also the delivery arm, making transport happen with a multi-model remit and co-ordination role. Key Sefton Wirral Liverpool Knowsley St Helens Halton 6

7 2 Our Approach This plan refreshes our priorities for the 2015/16 period and takes into consideration our developing role within the Liverpool City Region. We employ a tiered strategic framework: 1. The Vision and Mission which embraces the sub-regional approach to transport which has taken into account national and local requirements 2. The Corporate Plan which sets the short and medium to long-term strategic priorities for the organisation 3. The Strategic Priorities and Enabling Activities which are set each year to identify and ensure focus on the key priorities or outcomes for each year 4. Set of Key Performance Measures which offers a method of monitoring measurable, deliverable outcomes for the organisation in delivering our Priorities. All of these work together to ensure we deliver the elements of the higher level Liverpool City Region (LCR) Transport Plan for Growth (TPfG) and Growth Deal and contribute to the achievement of their Key Performance Indicators. 7

8 Strategic Framework Our Vision A World Class integrated and sustainable transport system enabling a prosperous, inclusive and growing Liverpool City Region Our Mission To provide the very best transport advice and service delivery to the Liverpool City Region through collaboration with partners Delivery Drivers Transport Supporting Growth Improving Connectivity Effective Efficient Transport Network Partnership Value for Money Corporate Priorities Deliver integrated customer experience programme Contributing to LCR by providing advice, guidance and supporting transport network Leading strategic transport initiatives to improve connectivity Continue delivery of a concessionary travel scheme Design and deliver a Bus Strategy Manage assets and services that we directly control Corporate Enabling Activities Managing our Resources Finance, Assets, People and ICT Strategic Stakeholders and Communications Programme Development, Management and Delivery Evidence and Intelligence 8

9 Delivering Together is answerable to the Liverpool City Region Combined Authority as shown in the diagram below. Transport is a key focus of the Combined Authority. This is in recognition of the central role it plays in building the economy and enabling and encouraging regeneration. Liverpool City Region Combined Authority Strategic Housing and Planning Board Employment and Skills Board Committee LEP Partnership Board (Economic Development) Transport Advisory Group Transformational Activities: inc. SUPERPORT, Visitor Economy and Low Carbon A broad range of stakeholders feedback has been used to develop our strategies to deliver transport for the Liverpool City Region. This Corporate Plan aims to capture these key themes to develop our priorities aligned to the Liverpool City Region Transport Plan for Growth which are: Growth reflects our plans and aspiration for economic growth in the City Region Low Carbon describes our desire to see a clean, low emission and sustainable transport network Access to Opportunity refers to our work in supporting those who wish to access training, education and further learning and employment opportunities 9

10 Our stakeholders are the organisations, agencies and businesses with which we collaborate to deliver the priorities of the Transport Plan for Growth and our Corporate Plan. This collaboration works both ways, in that our stakeholders may be contributing to our core business, and equally us to theirs. Engagement with our stakeholders, customers, staff, District partners and the business community are key to ensuring the successful delivery of projects and programmes that meet the requirements of the Liverpool City Region. Our Corporate Plan is built on our vision and mission, and is centred on our delivery drivers which reflect our core responsibilities designated through the Combined Authority. The creation of the Combined Authority in April 2014 has brought together responsibility at the highest level for strategic decision making on transport, economic development, housing, employment and skills. The enhanced level of co-ordination has the potential to greatly improve our ability to act and achieve our aims; though it is important to keep in mind the changing political and economic climate in which we are operating with the Combined Authority, setting our strategic vision and purpose and resourcing its delivery financially. The Liverpool City Region A Greater Role for City Regions The operation of Combined Authorities across the North of England, together with the outcome of the Scottish referendum result, has given an opportunity for those City Regions which can demonstrate an ability to work well together, and to deliver on their stated objectives, to get greater powers and control over an increasing share of local expenditure. This provides an opportunity for transport, which already has the most mature governance and delivery structures, to align with colleagues working in areas such as economic development and skills, to gain greater local autonomy and to use that to more effectively direct programmes and funds to achieve shared goals. Growth Deal In articulating our vision, we have aligned our objectives with those set out in the City Regions Growth Plan. This Plan, along with its associated Strategic Economic Plan (SEP) has delivered the funding necessary to deliver on the City Regions growth strategy. The Government has indicated a commitment to deliver continued funding through the SEP process, and close working between and the Local Enterprise Partnership is important to ensure a continued stream of funding to deliver those transport schemes identified as necessary to support our continued economic expansion. New Forms of Delivery As revenue and capital funding continues to be limited, and is increasingly distributed on the basis of competitive bidding, new mechanisms for prioritising and delivering transport schemes, and of levering support from other partners, will become particularly important for ensuring continued investment. We are committed to working with others in the City Region on joint projects of mutual interest beyond just public transport to deliver schemes efficiently and innovatively for the benefit of our residents and visitors. A Transport Plan for Growth The creation of the Combined Authority has brought together two separate local transport authorities; Merseyside and Halton, each with its own Local Transport Plan. A Transport Plan for Growth brings these two plans together and highlights their commonality by developing a single strategic framework. It articulates the City Regions strategic vision for transport to both those within the transport industry, and partners in the related fields of health, education, planning, housing and economic development. It demonstrates how we can work together with others to achieve our shared goals of economic growth, reducing carbon and other emissions, and access to opportunity. 10

11 3 Governance The creation of the Liverpool City Region Combined Authority saw the transfer of local transport authority powers, from the Merseyside Integrated Transport Authority (which is now abolished) and Halton Council. The legacy of co-ordination and partnership working has seen transport become the most developed and structured of the Combined Authority s thematic functions in terms of governance, making the transport sector well-placed to deliver and lead progress, and deliver the City Regions Local Transport Plans (LTP) and Growth Plan with a delivery arm of the Combined Authority. As outlined in the diagram in Section 2, the Committee is the advisory committee that makes transport recommendations to the Combined Authority for the City Region. We also receive a grant from the Combined Authority to fulfil our passenger transport executive responsibilities, and we also act as the Accountable Body for Combined Authority funds in respect of Local Transport Capital Block funding and transport-related Growth Deal funds which will extend the remit of beyond transport to cover areas such as skills a new challenge for the organisation. All core Department for Transport (DfT) funds, such as the Integrated Transport Block and Highways Maintenance are now held by the Combined Authority. Funds can thus be allocated to the priorities set out within the Local Transport Plans. This provides a strong base from which to align capital investment across the City Region. It also simplifies the myriad funding sources previously held by different authorities and organisations, including the Growth Fund monies. The Combined Authority has also become the levying body for transport revenue spending, in place of the former Integrated Transport Authority. A levy across the City Region has been agreed for 2015/16, recognising the different costs associated with transport provision between Merseyside and Halton, and the need for a City Region-wide levy to be phased in over coming years currently in a transitional arrangement with Halton. The Combined Authority is now also responsible for setting the Mersey Tunnels tolls, and for managing revenues, in line with provisions set out within the Mersey Tunnels Act The Combined Authority has delegated the management of the Mersey Tunnels to through a grant payment to cover operational costs and maintenance, which allows any surplus funds, after deducting this grant from toll income, to be used for measures that support A Transport Plan for Growth. 11

12 4 Our Vision, Mission and Values Our vision and mission reflect our ambitions to provide a transport network, which the Liverpool City Region deserves to enable it to grow and develop as a region, that is competing and progressing with the rest of the country and beyond. Our Vision A World Class integrated and sustainable transport system enabling a prosperous, inclusive and growing Liverpool City Region Our Mission To provide the very best transport advice and service delivery to the Liverpool City Region through collaboration with partners Our Values Our core values are what support our vision and mission, shaping the culture of how operates and delivers its corporate priorities. Ownership We are accountable for achieving our goals and for our actions. We do what we say we will do. We approach each day with enthusiasm, passion, determination and persistence. We focus on delivering the best possible outcomes and value for money for our customers and Liverpool City Region at all times. We challenge and provide solutions to inefficient processes and inappropriate behaviours which act as barriers to improvement. Professionalism We act as champions of and the Liverpool City Region. We act with integrity, providing quality customer focussed service, being reliable and responsible. We treat everyone with professional and personal respect, promoting fairness and recognising the value of difference and diversity. We value learning, feedback, coaching and mentoring, so that we can improve our performance as individuals and as an organisation. We seek to continuously improve and actively find innovative ways to deliver. Collaboration We work together to deliver our priorities, taking into account the corporate vision and realising this through planning and development of each job role, always seeking to do what is best for transport within Liverpool City Region. We are open, honest and transparent in all our dealings with our partners and stakeholders. We appreciate there is more than one viewpoint. We listen to learn and understand each other s perspective; ensuring concerns are aired constructively with considered solutions offered. 12

13 5 Delivery Drivers Transport plays a vital role in making our City Region competitive and in delivering high quality services and infrastructure; we must have consideration of how we will do it. Delivery Drivers Transport Supporting Growth Improving Connectivity Effective, Efficient Transport Network Partnership Value for Money A number of Delivery Drivers have been identified to ensure the work of the organisation is focussed, and resources are allocated accordingly including informing our Medium Term Financial Strategy. Our Corporate Priorities (the projects on which we will focus our attention) and Enabling Activities (what we need to do to achieve our priorities) are informed by the Delivery Drivers. Our Delivery Drivers are: Transport Supporting Growth In conjunction with key stakeholders, we have developed A Transport Plan for Growth. It sets out the City Regions strategic direction for transport, to both those within the transport industry and wider partners in health, education, business and industry, and explains how this direction has shaped our priorities for transport. This will support the region in developing its continued economic expansion, with transport the key connector and enabler. Improving Connectivity We will work with our City Region partners and wider strategic stakeholders, to improve connectivity through the development of a multi modal integrated transport network including all forms of transport that allows people to connect easily with employment, education, healthcare and other essential services, throughout the region, across our immediate boundaries and beyond, to maximise the potential for economic growth and regeneration. Effective and Efficient Transport Network Our transport network comprises a number of modes which includes bus services; rail services; ferry operations; road tunnel operations; walking; cycling; freight movement; and the private car. Our influence varies from direct operation (Mersey Ferries and Mersey Tunnels) to managing the Merseyrail concession and working with commercial bus operators to improve service standards. These have always been our core focus but will be widened under our function within the Combined Authority. Partnership With reduced public spending, we must work collaboratively with our Partners to maximise our collective resources and support the region s strategic aspirations. In achieving this, our decision-making must be coordinated and our activity must deliver a range of projects, for example from improving connectivity to and from the region, to ensuring transport supports employment, skills, education, health and the environment. Value for Money We must demonstrate that we are adding value to the City Region, and gaining the maximum benefit from the goods and services we both acquire and provide, within the resources available. We measure this against the themes of economy, efficiency and effectiveness whilst recognising that social and environmental outcomes also have a value: Economy: minimising the cost of resources used or required (inputs) spending less Efficiency: the relationship between the output from goods or services and the resources to produce them spending well Effectiveness: the relationship between the intended and actual results of public spending (outcomes) spending wisely. It is, therefore, essential that we carefully consider our activities, both current and planned, in terms of how they help to deliver our corporate priorities and also to achieve economic uplift within the City Region. 13

14 6 Our Customers, Stakeholders and Partners Our Customers has a very diverse customer base. It encompasses people who directly use our products and services, such as the Mersey Tunnels, Mersey Ferries, Travel Centres, those receiving transport information from us be it through paper, digital means, by phone or in person and customers who purchase our multi-operator and multi-mode tickets. As the custodians of customer transport experience our indirect customers also include existing and potential users of bus, rail and those to whom we promote cycling and walking. Helping get customers from A to B and ensuring their experience is easy and as convenient as possible, is a key focus for our organisation. We will therefore continue to devote our time and to champion the delivery of a world-class customer focussed integrated transport system for the benefit of those wishing to travel in the Liverpool City Region. We understand that everything we do has a direct or indirect impact on those travelling or planning to travel in the Liverpool City Region. Placing the customer at the heart of everything we do means we will ensure their needs are put first whilst ensuring we can demonstrate we are using resources wisely. It is important that we start to anticipate the changing needs of existing and future customers and tailor, develop and market products and services to suit the way in which they want to access, obtain or experience them, as well as how they want us provide us with feedback. To support us in this in 2015, we will undertake a customer review to get to the heart of what matters to our existing and potential new customers with the priority on getting the offer right for the customer making it reliable, convenient, safe and affordable with good customer service within a value for money context. For, the ability to do this depends not only on our own staff and services, but also the involvement of stakeholders and partners from the operators who directly run the services, the Liverpool City Region districts, to Merseyside Police s and the British Transport Police s role in helping keep the network safe through the TravelSafe Partnership. The Importance of Stakeholders and Partners cannot succeed in taking forward its priorities without close collaboration with its stakeholders and partners. Primary stakeholders including the Liverpool City Region districts and its Local Enterprise Partnership, the Department for Transport and other government departments, Network Rail, The Highways Agency, the business sector and the visitor economy. Our customers, including the council tax payers of the Liverpool City Region and our staff are also critical stakeholders. Many of our services are provided alongside those of our district partners, which mean that understanding their priorities and challenges is key to our own success. The formation of the Combined Authority has helped to drive a step change in collaborative working. Clearly the role of the private sector transport operators is also vital to our ability to deliver services to the Liverpool City Region. For this reason we seek to work together in partnership with our Bus and Rail operators so that we can focus our resources on the customer. Initiatives such as our Smart Ticketing programme offer a platform for collaborative working to deliver clear benefits for the travelling public. The role of stakeholders features prominently in our corporate and service level planning. We know such an integrated approach will support the increase of patronage which in turn will facilitate the Liverpool City Region in delivering growth and the wider needs of the region. 14

15 Our Stakeholders Customers Residents and visitors Liverpool City Region Local Enterprise Partnership, District Councils, Combined Authority Our Staff Including front line/customer facing staff Central Government Department for Transport and other agencies Transport Providers Bus and rail operators, cycle hire providers Private Sector Businesses District Delivery Partners Local Authorities and other local delivery organisations 15

16 7 Corporate Transport Priorities Our Corporate Plan is centred on our core responsibilities, focuses our organisation on those projects and activities that will make a real difference. Our Corporate Priorities and Enabling Activities (detailed in the following section) have been developed in consideration of all the issues highlighted so far in this document. The priorities describe the focus of our resource allocation, delivering the requirements of the Liverpool City Region, while the Enablers are critical core, business management activities supporting in achieving this. Our Corporate Priorities are aligned with the wider priorities of the Liverpool City Region and focus on meeting customer needs by providing an integrated transport network that delivers affordable, sustainable and accessible travel opportunities. They have been developed with the Delivery Drivers described in Section 6 which set the parameters that the Priorities should seek to address. Providing professional advice, guidance and support to the continued development of the Liverpool City Region A safe, integrated, sustainable, efficient transport network for the Liverpool City Region that maximises the potential for economic growth and regeneration, helping to make the City Region somewhere people want to live, work, visit and invest. Improving connectivity through leading and developing strategic transport initiatives linked to the Liverpool City Region Growth Plan and wider Regional and National strategy Develop and deliver a comprehensive Bus Strategy for the Liverpool City Region as part of a multi-modal transport approach A customer focussed, cost effective, affordable, best in class bus offer for the City Region leading to an increase in bus patronage delivered through collaboration with operators and partners Continue to manage and develop a range of transport assets and services including infrastructure, information, the Merseyrail concession, Tunnels and Ferries Directly delivered services including Tunnels, Ferries, rail concession and Hubs, managed in a safe, customer focussed, value for money and sustainable manner leading to enhanced, performance and customer satisfaction. Continue to deliver an innovative, inclusive and contemporary concessionary travel scheme Provision of a concessionary travel offer that provides equality of opportunity, value for money and operational efficiency through a Smart Ticketing process. Design and deliver an integrated customer focussed programme that significantly improves their experience A customer experience that is accessible, convenient, offers value for money, sustainable and affordable and increases customer satisfaction and patronage across all modes. A multi-modal integrated transport network, which facilitates the efficient movement of people and goods through better connectivity helping people to access key services such as employment, education and healthcare services, as well as our leisure and cultural attractions, across the City Region and to other key cities and nationally. 16

17 8 Enabling Activities Corporate Enabling Activities Managing our resources finance, assets, people, ICT; Strategic stakeholders and communications; Programme development, management and delivery; and Evidence and intelligence For us to deliver our range of priorities, the following Enabling activities have been developed. These Enablers are considered critical for the organisation to deliver its services and are based around sound management principles and each with their own overall aims and measurement indicators. Managing Our Resources Finance Assets People ICT A medium-term financial strategy that demonstrates a robust model of our financial requirements Resources allocated to deliver value for money and improvements in our core services A Capital Programme supported by relevant funding streams aligned with both the Transport Plan for Growth and the Growth Plan Reduction of spare capacity Best use of all our physical assets, including buildings, infrastructure and fleet Managing energy use and carbon emissions A contemporary approach to people management, policies and practices that maximises the potential of our work force An engaged and empowered customer focussed culture Secure, robust and reliable ICT infrastructure and systems for both business and customer centric services and communications Programme Development, Management and Delivery Delivery focussed organisation and staff System that effectively links interdependencies between projects Management of risk Efficient and best use and allocation of resources Project prioritisation and integration led through policy evidence and joint working Evidence and Intelligence A systematic and rational approach to the research and analysis of available information Demonstrable evidence based decision making and policy setting Strategic Stakeholders and Communications Engagement, consultation and information with key stakeholders, partners and customers Anticipation of future demand and adapting to meet those needs 17

18 9 Finance and Risk Managing Our Resources Value for money is central to the delivery of our Corporate Plan. is operating within a financial environment of diminishing resources. This means that the organisation must make best use of its resources in order to secure the ambitious targets within the Corporate Plan. To do this, the organisation places great emphasis on robust systems of financial management, and in particular regular and accurate budget monitoring and reporting. This will enable the organisation to prioritise its resources effectively. This approach to value for money extends far beyond our financial resources, and includes the efficient use of our physical assets, our human resources, and our information technology. will deliver its Corporate Plan for 2015/16 with a financial contribution from our district partners that is significantly less than in previous years. This 11% reduction in levy funding has been achieved through the implementation and delivery of a financial strategy that has targeted resources at priority areas and worked in partnership with commercial operators to reduce the financial cost of our services to tax payers. Operating within reduced resources, while still delivering excellence in our services and in our capital investment requires focus on all aspects of financial management, with particular emphasis on our procurement activities and on the skills and disciplines of effective project management. The organisation has a procurement strategy that recognises the need to achieve value for money in all such activity. This strategy also recognises the importance of commissioned services to the local economy and to local employment and we are committed to commissioning and procuring services in a socially and environmentally responsible manner. We have invested in our project management capacity in recent years and we are more confident than ever that our ambitious capital programme can be delivered, not just on behalf of but also, increasingly on behalf of the wider Liverpool City Region Combined Authority. Risk Management While our resources are prioritised towards our corporate priorities, this can only be undertaken after proper consideration of risk. The organisation has identified a number of key corporate risks that could, if not managed, have a severe impact on our ability to deliver our priorities. It is important that our budget reflects the need to manage these risks on behalf of the City Region. Key amongst those risks is the safe and efficient operation of the transport network, and in particular, the health and safety of passengers and users of our directly provided services. The need to ensure the safety of tunnel users and passengers on the Mersey Ferries accounts for a significant proportion of our operational costs and our capital programme. The need to ensure that the City Region economy is not damaged through prolonged disruption to the integrated transport network, including the Mersey Tunnels, is another key driver in the link between our risk register and our budget. Risk Management is a fundamental part of the Corporate Planning Process and underpins each aspect of this Corporate Plan and Budget. The Corporate Risk Register is available through our website. We have a robust approach to resource management with a budget setting process and three year financial strategy that is updated annually to consider long term planning. 18

19 What we spend our money on Our gross revenue expenditure will be around 320 million in 2015/16. The chart below shows how this expenditure is split between various key service areas. Key 114.5m 27.5m 49.2m 20.7m 25.6m 8.2m 7.7m 40.6m 1.3m 12.5m 11.8m Rail Services Supported Bus Services Concessionary Travel Scheme Mersey Tunnels Prepaid Ticketing Scheme Mersey Ferries Hubs and Travel Centre Capital Financing Costs Corporate & Democratic Costs Asset Management Support Services Where our money comes from To match this expenditure, we will need to receive 320m in income in 2015/16. Of this income, a significant proportion comes directly from the Department for Transport to cover the cost of the Merseyrail Concession. A further proportion comes from passenger fares and tunnel toll revenue. What we cannot recover from fares and tolls then falls on the tax payers through the transport levy. The levy accounts for around 40% of our expenditure and this proportion is falling as pressure on public finances becomes more acute. This investment is funded through our capital reserves, through Mersey Tunnel Tolls and also from central and European government funding. External funding is increasingly important, and a number of key schemes will commence next year including the strategically important Halton Curve development and major developments at Maghull, Birkenhead and Newton-le-Willows. In terms of our own assets, a significant and major re-wiring of the Mersey Tunnels will start in This is a significant scheme to replace 30 year old lighting and wiring in the tunnels with a more modern, appropriate and environmentally considerate infrastructure. The Capital Programme The Capital Programme for 2015/16 will deliver over 30m in investment across s assets and more significantly, in the wider City Region transport infrastructure. 19

20 10 Monitoring and Evaluation Our performance management framework supports integration across all areas of activity including forward planning, resource allocation and the development of director, operational service and individual performance planning. We monitor and report on performance against the corporate priorities and enablers on a quarterly basis. This is undertaken at all levels through to individual performance so our activities can be evaluated against agreed performance measures allowing us to take any necessary actions to address performance issues. We formally report on our corporate priorities, enabling activities and performance measures on a quarterly basis to the Committee. The annual performance planning cycle incorporates the budget setting process, capital programme development and people strategy to optimise the use of our resources and provide appropriate challenge in driving efficiencies, providing value for money and achieving the objectives set for by the Combined Authority. Performance Management Framework Corporate Plans Priority and Enabling Activity Plans Service Area Delivery Plans Team / Individual Performance Plans Our Performance Management Framework, the approach to which is also applied to individual Priorities and Enabling activities. To support performance improvement, strategic high-level Performance Measures (PMs) have been developed. Our Corporate Priorities and Enabling Activities form the core element of our monitoring, reporting and performance planning processes. Our PMs have been developed in conjunction with the Key Performance Indicators (KPIs) in the Liverpool City Region Transport Plan for Growth to demonstrate the link between our activities and the provision of the wider transport network. Specific and detailed measurements will be monitored as part of the operational delivery and Performance Management of the Priorities and Delivery Plans. These will be in synergy with the responsible actions and KPIs contained within the Transport Plan for Growth and form part of a hierarchy of measures and outputs that contribute to achieving these. 20

21 Key Corporate Performance Measures for 2015/16: Corporate KPMs Bus Rail Tunnels Ferries 1 Affordability Supported and Commercial Franchise and Concession Tolls Commuter and Cruises 2 Patronage Supported and Commercial Franchise and Concession Kingsway and Queensway Commuter and Cruises 3 Reliability Supported and Commercial Franchise and Concession Journey Times (K+Q) Commuter and Cruises 4 Punctuality Supported and Commercial Franchise and Concession Kingsway and Queensway Commuter and Cruises 5 Safety Data from Travelsafe Tactical Assessment Report 6 Customer Satisfaction Customer Surveys: quantitative and qualitative, and customer complaints turn-around 7 Connectivity % of Liverpool City Region households having good access to a bus route Internal connectivity level of the Liverpool City Region by rail Rank order of Liverpool s external rail connectivity, compared to other core cities 21

22 11 Strategic Framework Strategic Delivery Plan Priorities Outcomes KPIs Liverpool City Region and Transport Plan for Growth Priorities Low Carbon Growth Access to Opportunity Economic Development and Regeneration Employment and Skills Freight and Logistics Housing and Infrastructure Planning Health and Wellbeing Carbon Reduction and Air Quality Visitor Economy Connecting Communities Delivery Drivers Transport Supporting Growth Improving Connectivity Effective, Efficient Transport Network Partnership and Collaboration Value for Money 1. Providing professional advice, guidance and support to the continued development of the LCR 2. Improving connectivity through leading and developing strategic transport initiatives linked to the LCR Growth Plan and wider Regional and National strategy 3. Develop and deliver a comprehensive Bus Strategy for the City Region as part of a multi-modal transport approach 4. Continue to manage and develop a range of transport assets and services including infrastructure, information, the Merseyrail concession, Tunnels and Ferries 5. Continue to develop an innovative, inclusive and contemporary concessionary travel scheme 6. Design and deliver a customer focussed programme that significantly improves their experience Managing our Resources FINANCE Managing our Resources ASSETS Managing our Resources PEOPLE A safe, integrated, sustainable and efficient transport network for the Liverpool City Region that maximises the potential for economic growth and regeneration,, helping to make the City Region somewhere people want to live, work, visit and invest. A sustainable multi-modal, integrated transport network, facilitating the efficient movement of people and goods through better connectivity,, supporting people to access key services such as employment, education and healthcare, as well as leisure and cultural attractions across the City Region Through collaboration with City Region Bus operators and District partners providing a customer focussed, cost effective, affordable, best in class bus offer for the City Region leading to an increase in bus patronage Directly delivered services including Tunnels, Ferries and Hubs managed in a safe, customer focused and sustainable manner leading to enhanced, performance, value for money and customer satisfaction Provision of a concessionary travel offer that provides equality of opportunity, value for money and operational efficiency A customer experience that is accessible, sustainable and affordable and increases customer satisfaction and patronage across all transport modes and services Managing our Resources ICT Programme Development, Management and Delivery Evidence and Intelligence Strategic Stakeholders & Communications Affordability Bus Rail Tunnels Ferries Patronage Bus Rail Tunnels Ferries Reliability Bus Rail Tunnels Ferries Punctuality Bus Rail Tunnels Ferries Safety (on network) TravelSafe Accessibility/ Connectivity (to services) Customer Satisfaction / Feedback 22 23

23 Corporate Plan PO Box 1976 Liverpool L69 3HN Tel: We welcome your comments and feedback which will help us improve our future planning. For more information visit We can provide this information in other formats. Please contact us to discuss your requirements. April 2015

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