Sustrans Valleys Cycle Network Phase 1 · Doc Ref: R24266/Final January 2013 Peter Brett Associates...

Project Ref: 24266-006

Doc Ref: R24266/Final

January 2013

Peter Brett Associates LLP

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Sustrans

Valleys Cycle Network Phase 1

Interim Evaluation Report 2012

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Document Control Sheet

Project Name: Valleys Cycle Network Phase 1

Project Ref: 24266-006

Report Title: Interim Evaluation Report 2012

Doc Ref: R24266/Final

Date: January 2013

Name Position Signature Date

Prepared by: Sara Andrews

Transport Planner

Jan-2013

Reviewed by: Claire Whitehouse

Associate

Jan-2013

Approved by: Bob Pinkett Partner

Jan-2013

For and on behalf of Peter Brett Associates LLP

Revision Date Description Prepared Reviewed Approved

DRAFT 19/12/2012 Draft for comment SA CW

DRAFT_v2 21/12/2012 Revised draft for comment SA CW

Final 02/01/2012 Final version for issue to WEFO SA CW RP

Peter Brett Associates LLP disclaims any responsibility to the Client and others in respect of any matters outside the scope of this report. This report has been prepared with reasonable skill, care and diligence within the terms of the Contract with the Client and generally in accordance with the appropriate ACE Agreement and taking account of the manpower, resources, investigations and testing devoted to it by agreement with the Client. This report is confidential to the Client and Peter Brett Associates LLP accepts no responsibility of whatsoever nature to third parties to whom this report or any part thereof is made known. Any such party relies upon the report at their own risk.

© Peter Brett Associates LLP 2013




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Contents

1 Introduction .................................................................................................................................. 6 1.1 Overview ........................................................................................................................... 6 1.2 Project Description ............................................................................................................ 6 1.3 Interim Evaluation Reports ............................................................................................... 7

2 Methodology ................................................................................................................................ 8 2.1 Methodology ..................................................................................................................... 8

3 Impact Evaluation ........................................................................................................................ 9 3.1 Introduction ....................................................................................................................... 9 3.2 Indicators .......................................................................................................................... 9 3.3 Proforma ........................................................................................................................... 9 3.4 Results & Discussion ........................................................................................................ 9

4 Process Evaluation – Data Review .......................................................................................... 11 4.1 Introduction ..................................................................................................................... 11 4.2 Indicators ........................................................................................................................ 11 4.3 Proforma ......................................................................................................................... 11 4.4 Results & Discussion ...................................................................................................... 11

5 Process Evaluation – Engagement .......................................................................................... 15 5.1 Introduction ..................................................................................................................... 15 5.2 Approach ......................................................................................................................... 15 5.3 Results and Discussion .................................................................................................. 17

6 Risks & Limitations and Proposed Mitigation ........................................................................ 19 6.1 Introduction ..................................................................................................................... 19

7 Summary .................................................................................................................................... 27

Tables

Table 1-1: VCN Phase 1 Routes ................................................................................................................ 7 Table 4-1: Comments on Process Evaluation Proforma .......................................................................... 12 Table 5-1: Structure of questionnaire ....................................................................................................... 16 Table 6-1: Risks and Mitigation Measures ............................................................................................... 20

Appendices

Appendix A – Location of VCN Phase 1 Walking and Cycling Routes Appendix B – List of Indicators Appendix C – Impact Evaluation Proforma Appendix D – Process Evaluation Proforma Appendix E – Focus Group Engagement Responses




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1 Introduction

1.1 Overview

Sustrans is required to report on progress to the Welsh European Funding Office (WEFO) for the Valleys Cycle Network (VCN) Phase 1 project so that the Programme Monitoring Committee and European Commission can monitor and evaluate the programme. Sustrans have implemented a number of project monitoring arrangements using a range of systems to collect and monitor data related to the schemes costs, claims, expenditure, payroll, risks and issues, as well as automatic and manual user counts and interviews.

As the scale of funding for the project exceeds £2 million, the VCN project is required to be evaluated by an external independent contractor. Peter Brett Associates LLP (PBA) has been commissioned to evaluate the delivery of Phase 1 of the VCN project. To evaluate the delivery of Phase 1, interim reports have been produced annually since 2010 and each reports on the previous years’ progress. This Interim Evaluation Report 2012 is the last of three annual interim evaluation reports and a final Evaluation Report shall be produced in December 2013 summarising the evaluation of the entire Phase 1 element of the VCN.

1.2 Project Description

The Valleys Cycle Network (VCN), launched in 2007 by Sustrans, is a vision for a network of approximately 277 miles (445km) of new walking and cycling routes across the South Wales Valleys and the former South Wales Coalfield, with an enhancement of a further 250 miles (410km) of existing routes.

The project has been developed through a partnership between Sustrans, Sewta (the South East Wales Transport Alliance) and SWWITCH (the South West Wales Integrated Transport Consortium), and will deliver the key objectives of Sewta’s Walking and Cycling Strategy; which is an important element within the emerging Sewta Regional Transport Plan.

Sustrans secured funding through the Convergence European Regional Development Fund to deliver Phase 1 of the VCN. Phase 1 includes the creation of the first 25 miles (40km) of the network with routes being prioritised to complete the strategic network, maximise potential usage and encourage a shift from less sustainable transport modes within the project area. Appendix A illustrates where the Phase 1 cycle routes are due to be implemented and include the key settlements of Merthyr Tydfil, Pontypridd, Llantrisant, and Pontypool. The Phase 1 VCN is in its third year, with aspects of the network having been completed or in progress.

There are eight routes in the VCN Phase 1 project; these are shown in Table 1-1.




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Table 1-1: VCN Phase 1 Routes

Route Approximate Length Sustrans Unique ID

Treforest Connect 2 2km PH1-01-RCT

Royal Oak to Swffryd (Crumlin to Pontypool)

10.5km1

PH1-02-BG PH1-03-TF PH1-04-CAER

Church Village Community Route 6km PH1-05-RCT

Merthyr Tydfil Connect 2 2km PH1-06-MT

Llynfi Valley Cycle Route 6km PH1-07-BR

Talbot Green to Pontyclun (Llantrisant community route)

4km PH1-08-RCT

Mamhilad to Coed-y-Gric Road, Griffithstown

4km2 PH1-09-BW

Clydach Connect 2 6km3

PH1-10-BW PH1-10-CCS

TOTAL 40km4

1Royal Oak to Swffryd is estimated to exceed the planned 7km

2total length anticipated for Mamhilad to Coed-y-Gric Road, Griffithstown has been shortened to 4km. This change will be discussed

within this report. 3 total length anticipated for Clydach Connect 2 has been shortened to 5.5km due to not receiving RTP funding via the City Council

of Swansea. 4 Target for total route length remains at 40km, however, it is currently anticipated that this target will be exceeded.

1.3 Interim Evaluation Reports

The 2010 and 2011 Interim Evaluation Reports were produced to provide an update on the key risks and limitations that developed each year. Both reports proposed a range of mitigation measures to further reduce the project risks for the following year.

A summary of the new or residual risks and limitations in 2011 are summarised in section 6 of this report.




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2 Methodology

2.1 Methodology

This Interim Evaluation Report 2012 is the final interim evaluation; the final evaluation of the project shall be undertaken in 2013. The evaluation undertaken each year is intended to assist with the delivery of the project by ensuring that implementation is on track and that any necessary mitigation is undertaken as soon as possible to reduce disruption to the delivery schedule.

Consistent with 2010 and 2011, the evaluation is split into impact evaluation and process evaluation. PBA have reviewed the project progress against indicators and evaluation questions. Quantitative data, including completed Proformas and supporting key data sources, has been provided by the Sustrans Project Officer and Project Delivery Team. This data has been analysed as part of the evaluation process and is discussed in Sections 3 to 5.

Qualitative information has also been used to inform the evaluation report. In 2011 it was agreed that engagement with the Scheme Delivery Group for 2011 and 2012 would take place through a questionnaire issued to the appropriate Scheme Delivery Group members and follow-up phone calls where appropriate to clarify the comments. This approach is intended to provide the Scheme Delivery Group with the opportunity to record their views on the VCN process, in addition to discussing these views.

The issued proformas are consistent with the previous years’ proformas and no changes have been made between 2011 and 2012. Further supporting information has been submitted for 2012 – indicator outputs profile – which provides supporting evidence to the impact evaluation indicators 1 to 10. The survey questions forming the basis of the qualitative data have been adjusted to more clearly identify which projects Sustrans require feedback on.




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3 Impact Evaluation

3.1 Introduction

An interim evaluation of the impact of the VCN Phase 1 project in the period from the last interim evaluation in 2011 has been conducted. The impact evaluation is based on the approach adopted in the 2011 Interim Evaluation Report; this approach is summarised in this section. The results of the 2012 impact evaluation are also included in this section.

3.2 Indicators

In order to establish and monitor performance in terms of the objectives of the VCN Phase 1 project, three indicators have been agreed between WEFO and Sustrans. The indicators along with the baselines and target levels are summarised in Appendix B.

A common mitigation measure throughout all interim reports to date is the need for more indicators to measure progress for each of the schemes. In 2011 Sustrans developed a new indicator to measure progress against delivery stages. For this interim evaluation, Sustrans have provided PBA with the indicator outputs profile which sets out the targets for intermodal facilities, land developed and length of footpath / cycleway created. This provides evidence to support Proforma Form 11 which includes a question on whether each route is generally on track in terms of programme.

The additional information provided this year is evidence to check whether the total deliverables are on track. Sustrans are still encouraged to provide further information to support Proforma Form 11 and that each stage gate of the programme is on track.

3.3 Proforma

The evaluation of the VCN Phase 1 impacts has been achieved through the provision of data with regards to progress towards the above indicators. To ensure consistency in review, project proformas have been developed and have been completed with information provided by Sustrans. The Impact Evaluation Proforma is included in Appendix C.

3.4 Results & Discussion

The 2012 implementation statistics are as follows:

23.5km of footpath / cycleway out of a total of 38km, has been implemented; an increase of 5.9km from 2011. This is better than anticipated for the November 2012 to January 2013 period, in which 22.6km of route was expected to be complete by the end of this period.

The target for Phase 1 remains as 40km, however, it anticipated that length completed for three of the routes is likely to be different from the target specified and the actual length of route delivered higher than the target. The Royal Oak to Swffryd (Crumlin to Pontypool) footpath / cycleway is anticipated to exceed the target length of 7km by approximately 3.5km. Conversely, the Mamhilad to Coed-y-Gric Road (Griffithstown) footpath / cycleway will achieve 4km rather than 6km and the Clydach Connect 2 footway / cycleway will achieve approximately 6km rather than 7km. This is due to the lack of additional funding for the construction of the trunk roads (2km) link of the project.

Four out of a proposed eight intermodal facilities have been created or improved. This is an additional two intermodal facilities from 2011. One intermodal facility is created for each scheme that is completed. This is currently on-track, the impact indicator profile indicates that 5 intermodal facilities’ will be complete by the end of January 2013.




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117,500m2 of the expected 200,00m

2 has been developed; an increase of 29,500m

2 from

2011. This is greater than anticipated for the period between November 2012 and January 2013 where 113,000m

2 was forecast to be completed.

Sustrans have provided information on surveys undertaken in 2011 and 2012. These show that approximately 187,545 walkers and cyclists per year were estimated to be using three VCN Phase 1 routes surveyed in 2011 and 132,499 walkers and cyclists using the two VCN Phase 1 routes surveyed in 2012. The 2011 figure represents approximately 26% of the estimated number of walkers/cyclists annually at completion and the 2012 figure represents 18% of the estimated number of walkers/cyclists annually at completion.

Clydach Connect 2 has now been split into a three stage scheme for the construction element, of which stage 1 has already been completed. These phases have been reported on as they provide defined construction phases in the project: Phase 1 was associated with the Canal and River Trust project sponsor and Phases 2 and 3 are both for City and County of Swansea, but represent two discrete construction phases. The scheme is now considered complete at approximately 5.5km due to no Regional Transport Plan funding being available via the City Council of Swansea.

All sites have now obtained planning consent and construction works have been tendered. Planning was identified as a particular issue within the 2011 interim evaluation and the proforma indicates that these issues have largely been resolved. Lessons Learned have been compiled by Sustrans and will be considered in future programmes. Five routes are currently in construction.

Three further projects have been completed since 2011 – the 2km Merthyr Tydfil Connect 2 Cycle Route, the shortened 4km Mamhilad to Coed-y-Gric Road, Griffithstown Cycle Route and the 5.5km Clydach Connect 2 route. This now brings the total number of completed routes to five.

In discussion with Sustrans and from the information provided for this evaluation, it is considered that the remaining routes are generally on track to be delivered within the expected timescales. The only project where timescales have slipped notably is Royal Oak to Swffryd due to delays in the planning and construction stages.

In order to fully assess the impact of the project, additional impact indicators would be preferred. For this 2012 Interim Evaluation Report those indicators which are currently available and monitored have been used. Any additional impact indicators that are developed or information provided will be included within the evaluation process to allow for a more robust evaluation, where appropriate. PBA considers that Sustrans’ should develop an indicator which can measure whether the key stages were completed within the expected timescales.




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4 Process Evaluation – Data Review

4.1 Introduction

An interim evaluation of the project processes for VCN Phase 1 has been conducted and the results are presented within subsequent sections. The evaluation of processes involves the review of both quantitative and qualitative information. Two forms of information have been used during this stage of the evaluation: data review and engagement. This section summarises the indicators and the results for the data review section.

4.2 Indicators

In order to evaluate the processes conducted in the implementation of the VCN Phase 1 schemes, indicators were developed as part of the 2010 Interim Evaluation. These indicators have been discussed in Section 4 of the 2010 Interim Evaluation Report. There are 10 indicators for the process evaluation which are included in Appendix B and summarised below:

Prompt completion of timesheets?

Hard copies of signed and completed timesheets stored correctly?

Is the Risk Log up to date?

Is the Issues/Corrective Actions Log up to date?

Is the Marketing Higher Level Plan up to date & being delivered as scheduled?

Claims submitted on time?

Has a full Claims checklist been completed?

Hard copies of the Claims and supporting documentation saved correctly?

Accountant’s Report submitted?

Is the Gateway Management Checklist completed and up to date for each scheme?

Has Sustrans been provided with documents properly setting out the stage details for comment/discussion?

4.3 Proforma

As with the impact evaluation, a proforma has been developed for the process evaluation. The Process Evaluation Proforma is located in Appendix D and has been completed using data provided by Sustrans, such as Risk and Issues Logs and the Marketing Higher Level Plan.

4.4 Results & Discussion

Some specific process evaluation comments have been noted within the completion of the Process Evaluation Proforma. These are summarised Table 4-1 and they substantiate the information contained within the Proforma in Appendix D. Each of the process measures has been coded either red (off track), amber (broadly on track, but some action needed), or green (on track). The colour coding has been applied without regard to the scale or level of risk.




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Table 4-1: Comments on Process Evaluation Proforma

Process Measure Explanation for the 2012 evaluation

Prompt completion of timesheets?

Broadly on-track, with some further improvements in March 2012. A number of changes have been made to the process for time sheet recording since March 2012. In the last interim evaluation report Sustrans reported that primarily Sustrans Cymru VCN project team submitted their timesheets to the VCN Project Officer on-time with only a few being sent directly to Accounts. Central support staff (non-Wales based Sustrans employees e.g. Finance, IT, HR), who were required to send timesheets directly to Finance, however, did not always submit timesheets on time. Changes were made to the process in September 2011 and timesheet agents were assigned within each department in Sustrans. These agents were responsible for collating their department’s time supporting the VCN project. In March 2012 the process changes again and the responsibility has been shifted to Sustrans’ Finance team. Sustrans Finance prompt Sustrans Cymru VCN Project team and central support staff (non-Wales based Sustrans employees e.g. Finance, IT, HR) monthly via email to complete their timesheets. The timesheets are then sent directly to Sustrans Finance for processing. Timesheets are now primarily received on time. The amount of time associated with Sustrans’ central support staff has increased over the project highlighting improvements in time recording for these staff.

Hard copies of signed and completed timesheets stored correctly?

Broadly on-track, with improvements made during 2012. The sign-off process for the timesheets for the VCN Project team are on track. The VCN Project Officer is responsible for arranging management sign-off for the Cymru VCN project team on a monthly basis. Sustrans’ Finance are now responsible for filing the completed and processed timesheets. These are transferred to an electronic file area that is shared with the VCN Project Officer (although the VCN project officer still files hard copies at Sustrans Cymru in a locked storage cupboard). Since the last interim evaluation report in 2011 this process has improved and timesheets are now transferred to the shared file area monthly. The sign off for Sustrans’ central support staff has improved but is only broadly on-track, with Sustrans’ central staff timesheets signed off quarterly with a signature from a Senior Management team member. The Sustrans Cymru team carried out a reconciliation exercise in Spring 2012 of all signed and completed timesheets to ensure that project files were up to date and complete. All gaps have been completed for Sustrans Cymru team however, this process has not yet been completed for central support staff.




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The requirement for all timesheets to be signed off as a hard copy (to ensure it is a secure process) means that the timesheet process is more time consuming to complete and to track. A timesheet software system which enables on-line sign off would enable time sheets to be approved quickly and filed automatically. Sustrans should consider investigating a timesheet software system for future projects.

Is the Risk Log up to date?

On track. The Risk Log was first created in September 2009. It is up to date currently. For some risks which evolve over a short time period the risk log has been updated more regularly where appropriate. Only quarterly updates, however, are logged within the evaluation questions. The risk log has now been made a standing agenda item for internal VCN meetings and scheme delivery group meetings (note: it has always been part of the agenda for Board meetings). Maintain future Risk Log reporting schedule with more regular updates if deemed necessary. More regular updates should be reported along with the usual quarterly updates.

Is the Issues/Corrective Actions Log up to date?

On track. The log is up to date and has generally been updated monthly as suggested.. An October 2012 log was still created at the end of October to ensure that no months were missed throughout the year. This is an improvement compared to 2011 logs.

Is the Marketing Higher Level Plan up to date & being delivered as scheduled?

On track. The Marketing Higher Level Plan is up to date (this document was submitted to PBA with the Proformas). Weekly tasks are devised from the Higher Level Plan to ensure tasks and objectives are met. This has remained the same as 2011.

Claims submitted on time?

On-track. The claims have been submitted on 21

st of each quarter in 2012.

Has a full Claims checklist been completed?

On track. The checklists are completed for all joint sponsors’ and Sustrans’ claims.

Hard copies of the Claims and supporting documentation saved correctly?

On track. Update to process from August 2012 onwards, process now also includes the saving of BACS and bank statements electronically (with hard copies saved with Sustrans Finance in Bristol along with the signed




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claims forms).

Accountant’s Report submitted?

On track.

Accountant’s Report submitted for 2012.

Is the Gateway Management Checklist completed and up to date for each scheme?

On track.

The Gateway Management checklist is up to date for every scheme.

Has Sustrans been provided with documents properly setting out the stage details for comment/discussion?

On-track.

Documents received for all completed stages of each scheme.




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5 Process Evaluation – Engagement

5.1 Introduction

A key element of evaluation as identified in our approach is to undertake engagement with the Scheme Delivery Group Phase 1 representatives (i.e. focus group) and Sustrans Project Officer.

For the first evaluation year an in-person focus group meeting was arranged, in subsequent interim years a focus group questionnaire (online) and follow-up telephone calls, where possible, form the engagement process. In the final evaluation year, 2013, it is anticipated that another focus group meeting will be arranged to obtain valuable feedback from the Scheme Delivery Group.

The focus group engagement is intended to substantiate information already gathered through the proformas. It provides the opportunity to gather qualitative information and enable a more complete evaluation, particularly regarding processes.

Engagement with Sustrans Project Officer has been on-going throughout the evaluation process.

5.2 Approach

The 2012 focus group questionnaire has been amended from the 2011 questionnaire to take into consideration the feedback from the previous year and the data contained within the 2012 proformas submitted by the VCN Project Officer.

The following Scheme Delivery Phase 1 representatives comprise the 2012 focus group:

Blaenau Gwent – Alun Evans

Bridgend – Matthew Gilbert (responded to 2010 and 2011 engagement)

Canal and River Trust – David Morgan (responded to 2011 engagement)

Caerphilly – Derek Rees (responded to 2010 and 2011 engagement)

Merthyr Tydfil – Carwyn Morris/Mark Robinson (both responded to 2011 engagement)

Rhondda Cynon Taff – Lindsay A. Gauntlett / Carlie French

Swansea – Ben George

Torfaen – Andrew Neville / Jason Nelmes (responded to 2010 and 2011 engagement)

All of the above were contacted via an invitation to participate in an online questionnaire as part of the engagement process; the structure of this questionnaire is shown in Table 5-1.




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Table 5-1: Structure of questionnaire

Q Number Questions

1 Please provide the following details: Name: Authority: Telephone Number (for follow up call):

2 Follow up calls will be undertaken on the 10th and 11th December. Please state your availability for a follow up call: 10th December between 9am and 11am 10th December between 11am and 1pm 10th December between 1pm and 3pm 10th December between 3pm and 5pm 11th December between 9am and 11am 11th December between 11am and 1pm 11th December between 1pm and 3pm 11th December between 3pm and 5pm 5th December between 9am and 11am 5th December between 11am and 1pm 5th December between 1pm and 3pm 5th December between 3pm and 5pm None of the above

3 If you are not available for any of the specified slots, please provide an indication of your next available slot (giving dates and times):

4 Please tick which schemes you have been involved in: Treforest Connect 2 (Rhondda Cynon Taff) Royal Oak to Swffryd (Caerphilly, Blaenau Gwent and Torfaen) Church Village Community (Rhondda Cynon Taff) Merthyr Tydfil Connect 2 (Merthyr Tydfil) Llynfi Valley Cycle Route (Bridgend) Talbot Green to Pontyclun (Llantrisant Community Route) (Rhondda Cynon

Taff) Mamhilad to Coed-y-Gric Road (Griffithstown) (Canal & River Trust) Clydach Connect 2 (Canal & River Trust and Swansea)

5 If the scheme you have been involved with has been completed, when did you last undertake work on it?

6 Did you respond to the 2011 Focus Group Survey?

7 Did you have any issues with any of the specified schemes in 2011 and communicate these in last year's Focus Group Survey?

8 Do you believe these issues have been resolved?

9 Based on your experience, do you believe Sustrans' management of the specified schemes has improved over the last year?

10 What do you think has worked well with Sustrans' management of the specified schemes over the last year?

11 Do you believe the outputs and results for the specified schemes have been or will be achieved efficiently?

12 What do you think has not worked well with Sustrans' management of the specified schemes over the last year?

13 Over the last year, have you experienced any issues / obstacles within your work on the specified schemes?

14 What were these issues / obstacles and have they been resolved?

15 What changes could be made to the VCN project processes to make work on the specified schemes easier for you and why?

16 Are there any topics which you need support or advice on from the Sustrans VCN Project Team in relation to the specified schemes?




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Focus group member that responded to the questionnaire within the timescales were called by PBA to discuss their answers. The key objective of these phone calls was to clarify the responses given, and to also provide an alternative means of communication for focus group members to enable them to provide as much feedback as possible.

There was no defined structure for these calls as they were largely dependent on the responses to the questionnaire. It is felt that the combination of the questionnaire and personal phone calls encouraged all focus group members to provide their open and honest views. Not all focus group members were available to discuss their questionnaire responses in more detail.

5.3 Results and Discussion

Similarly to 2011 the overall feedback from the focus group members is positive towards the approach and management of the project by Sustrans. The full set of results are included in Appendix E.

The overall feedback has been broadly consistent across all focus groups, with the majority of the focus group stating that the VCN Phase 1 project was progressing well and Sustrans are managing the project successfully. There were a number of specific points where improvements could be made, some of these issues have already been raised with Sustrans separately, however a resolution is outstanding.

A common theme throughout the responses was the overall successful working relationship between Sustrans and joint sponsors. A number of respondents stated that throughout the programme they have built a good relationship with their Sustrans contact. This has been supported through regular meetings (for instance ‘working group’ meetings) and contact via email/phone. It was stated that Sustrans have a willingness to be involved at all levels.

One respondent has however, stated that communication breakdowns have caused problems over the last year. The respondent stated that they have had an issue regarding procurement and invoices within their local authority. Internal procurement procedures were understood to have been followed and work subsequently commissioned. Queries however were raised following the WEFO claim with respect to this action and they are working with Sustrans to clarify and resolve the issue. The respondent suggested the following as a means of preventing the same issue from happening in the future:

WEFO funding requirements, including key procurement rules, should be communicated to all local authorities prior to the start of the programme, and during the programme where appropriate.

Sustrans scheme leads to understand the key funding requirements and procurement rules to give appropriate advice to local authorities. This is especially important for the scheme lead in Sustrans who is responsible for liaising with the Joint Sponsor project contact.

Two other respondents also stated that clear confirmation of the funding and procurement processes, procedures and rules would be useful – both at the beginning of the process but also to ensure that these are consistent throughout the duration of the funding programme.

Further funding issues were raised by respondents and their comments are summarised as follows:

The funding timescale restricts the post completion maintenance period, which transfers the liability of any extended maintenance periods onto the local authority.




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Only able to claim direct costs for in-house work rather than full costs (therefore approximately only 58% of cost of undertake the work can be claimed). It should be noted that this is an EU funding rule and is not within Sustrans’ control.

Lack of budget management in one case and overspend needed to be sourced from third party funding.

Similarly as raised in the 2011 evaluation, when further schemes are completed and open to the public, marketing will become an important tool. Marketing and community survey support has been raised within the comments.

One respondent also noted that for the Royal Oak to Swffryd route funding allocated to gather baseline data at the start of the project would have enabled assessment of the impact of the scheme when complete. Sustrans have confirmed that Royal Oak to Swffryd was the only route where funding was not allocated for baseline surveys; budget was allocated for all other Phase 1 VCN routes.

The overall strategic nature of the VCN Phase 1 project has been praised by local authorities on the basis that the problems which have arisen have been dealt with successfully and many of these resolved to ensure the delivery of a strategic network of cycle routes.




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6 Risks & Limitations and Proposed Mitigation

6.1 Introduction

Over the past two interim evaluation reports, a number of areas where changes to the project organisation or delivery could be made were suggested and included in a ‘Risks & Limitations and Proposed Mitigation’ table. Many of these changes have been taken on board by Sustrans and improved.

As the schemes progress, a number of new risks and limitations have been identified. This section highlights the outstanding or new areas where efforts could be best focussed since December 2011 due to the potential risks and limitations posed. Also a number of measures are proposed which, when implemented, could assist with the mitigation of these concerns.

Table 6-1 summarises the current risks and limitations of the VCN Phase 1 project and proposes mitigation measures to counter these issues. Many of the identified risks are considered to be relatively simple to address through the following mitigation actions.




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Table 6-1: Risks and Mitigation Measures

Item 2010 Risks & Limitations 2010 Proposed Mitigation Improvements in 2011 2011 Revised/ New Risks and Limitations

2011 Revised proposed mitigation

Improvements in 2012 2012 Revised/ New Risks and Limitations


a List of formal indicators too limited to enable a full impact evaluation.

Encouraged to develop further indicators, where appropriate, to allow progress and delivery to be closely evaluated to ensure project completion on time, in budget and with maximum benefits.

Progress against indicators can allow easy identification of areas where mitigation or change is needed to keep the project on track.

Further impact evaluation indicator developed to set out the progress of each scheme against the key stage gates. This indicator allows identification of the project progress between each evaluation period.

List of formal indicators limited and do not provide information on whether individual project stages are on-track, on-budget, meeting key deadlines or maximising benefits.

New impact evaluation indicator is a welcome addition to the process. However, need to develop the indicators to ensure that progress and delivery can be evaluated against targets, estimated timescales, budgets, and that the project is delivered with maximum benefit.

Spreadsheet appended to the impact evaluation to provide information on the anticipated progress by each year of the progress (in terms of route kilometres, intermodal facilities and area of land developed). This supports the impact evaluation outputs.

The addition of further information on outputs associated with the routes on an annual basis is welcomed, however, there is still the need for further formal indicators to provide more information on whether individual project stages are on-budget, meeting key deadlines or maximising benefits.

New impact evaluation indicator would be a welcome addition to the process.

b Delivery profile does not evidence progress across individual VCN Phase 1 schemes.

Update the delivery profile for VCN Phase 1 to include individual schemes’ delivery timelines.

See item (a) – a new indicator has been developed which sets out progress against the key delivery stages, but information on timescales still outstanding.

Delivery profile does not evidence progress against timescales across individual VCN Phase 1 schemes.

New impact evaluation indicator is a welcome addition. There is a need to develop indicators to ensure that delivery can be evaluated against estimated timescales.

Spreadsheet appended to impact evaluation proformas. Provides evidence to support progress against timescales.

No new limitations identified.

No new mitigation measure.

c There are three funding elements within the VCN project for which Phase 1 is one of the elements, however, Sustrans central support staff (e.g. IT, HR and Finance) do not always know that they are supporting Sustrans’ Cymru staff on VCN project related work.

There needs to be local control via Accounts in Bristol to ensure protocols are adhered to by non-core project staff.

When the project team ask for support from the central support staff, ensure that they stipulate which project element it falls within (e.g. VCN Phase 1) and that they know that they are required to accurately complete their timesheet accordingly.

Ensure that all central support staff timesheets are signed off by a line manager.

VCN team working with the central support staff notify the VCN Project Officer regarding which members of the central support staff they have been working with. VCN Project Officer sends personalised email notifying staff that they have been working on VCN Phase 1 and remind them to complete their timesheets.

Accounts now transfer completed central support timesheets to a virtual file which is shared with the VCN Project Officer every quarter.

Central support staff (e.g. IT HR and Finance) not always completing timesheets on time. Central support staff timesheets are not being signed by their managers.

Although the changes have improved the situation, there is a need for control via Accounts in Bristol to ensure protocols are adhered to by non-core project staff.

Responsibility for timesheet completion transferred from the VCN Project Officer to Sustrans Accounts. Accounts prompt all staff monthly to complete timesheets.

Also personnel in each central support staff department have been instructed to send prompts for timesheets encouraging central support staff to complete and submit all timesheets.

Sign off is undertaken by Sustrans Cymru for the VCN project team and a Senior Management Team member for central support staff on a quarterly basis.

Timesheets are primarily submitted on time, but any delays in completion are still being addressed.

There is a considerable improvement in the sign off of central support staff which is supported by the increased level of central staff claims (as reported by Sustrans).

There are still some improvements required; the sign-off process of hard copies of time sheets is a time consuming task, which limits the frequency that timesheets can be completed.

The use of more formal time sheet recording database would improve the process for timesheet sign-off.

Monthly timesheet completion, with a built in reporting and storage mechanism, would provide benefits in terms of time spent on timesheet recording and secure record keeping.




21






d Timesheets saved with Accounts, not within the VCN Project files.

Hard copies of the timesheets to be saved in secure storage in the Sustrans Cymru Cardiff Office within the VCN Project files as stipulated within the VCN Filing Structure and the VCN timesheet process.

VCN core staff timesheets collated, signed off and stored in a locked storage cabinet.

Support staff timesheets transferred each quarter to virtual file which is shared with the VCN Project Officer.

Support staff timesheets saved with Accounts, hard copies are not saved with the VCN Project files.

Hard copies of support staff timesheets to be saved with VCN core staff timesheets in secure storage as stipulated within the VCN Filing Structure and the VCN timesheet process

Responsibility for timesheet collection with Sustrans Accounts.

Sustrans Accounts continues to transfer the electronically completed timesheets to shared file area.

VCN Project team store the timesheets in a locked storage cabinet.

Reconciliation undertaken in March 2012 to ensure that project files were up to date. Gaps filled for VCN Project team timesheets. Gaps outstanding for central support staff.

Gaps identified in Sustrans central support staff finance.

The administration process of signing off and storing hard copies of timesheets can lead to filing of all materials to be incomplete.

The use of more formal time sheet recording database would improve the process for secure storage of timesheets.

e According to the 20/10/2010 Issues Log, Service Level Agreements are still to be signed by certain local authorities.

The Service Level Agreements should have been signed by now; prioritise the signing of any outstanding agreements

1.

Clydach Connect 2 only outstanding Service Level Agreement in Issues Log 10/10/2011. This was signed late October 2011.

No new risk identified. No new mitigation measure identified.

N/A

N/A

N/A

f The Claims checklist is used as a guide for Sustrans own expenditure claims, but is not formally used.

In future, formally use the Claims checklist for Sustrans’ own supporting paperwork too, not just as guidance. It’s not just for use with Joint Sponsors submissions.

Only Claim 5 (November 2010) excluded a checklist for Sustrans’ own supporting paperwork. All subsequent claims have included Sustrans’ paperwork.

No new risk identified. Continue to ensure that the Claims Checklist is used for Sustrans’ own supporting paperwork.

N/A N/A N/A

g Need has been raised for more lockable storage for hard copies of claims and the supporting documentation.

Obtain more lockable storage for hard copies of claims and the supporting documentation.

All hard copies of claims documents stored in locked storage cabinet in Sustrans Cardiff office. BACS and Bank Statements filed in separate folder in same cabinet. Hard copies of original claims forms stored in Bristol. VCN Project Officer can access hard copies of claims forms if required.

No new risk identified. Maintain access to hard copies of claims forms in for VCN Project Officer.

Sustrans BACS and bank statements now saved electronically. Original copies still saved in Sustrans office in Bristol.

No new risk identified. Continue to maintain secure storage of claims and supporting information.

1 As of the 03/12/2010, all Service Level Agreements have now been signed by the Joint Sponsors.




22






h Current budget constraints / national cuts to local authorities, may limit the available resources able to work on the VCN project. Recruitment / secondment of personnel may not be achievable and may affect the delivery of programmes.

As a priority - investigate opportunity to use external expertise (without recruiting personnel) and consider the logistics of financing this with WEFO as a solution to ensuring the project delivery remains on track. It is important to have a resilience plan that allows the project delivery to continue.

Since 2010 Sustrans have been awarded match funding which needs to be used before March 2012. This match funding will fill the funding gaps for key schemes.

Authorities have also investigated opportunities to source personnel from neighbouring authorities to provide the resources necessary to ensure programme delivery.

Improvements have mitigated the risk in 2011, however this risk still applies to 2012.

Current budget constraints / national cuts to local authorities, may limit the available resources able to work on the VCN project. Recruitment / secondment of personnel may not be achievable and may affect the delivery of programmes.

As a priority – Sustrans to continue to seek additional match funding for schemes in partnership with the local authorities.

Continue to encourage local authorities to investigate opportunity to use external expertise (without recruiting personnel).

Sustrans continually seeking additional match funding for schemes. Where match funding issue is anticipated by the local authority, Sustrans engage with the local authorities to help identify possible sources of funding to fill the funding gap.

Budget constraints, overspend (due to delays or increases in costs) and national cuts may limit the amount of resources to complete the VCN routes.

Continue to seek additional match funding for schemes in partnership with the local authorities.

i Ensure that all local authority officers (both core and supporting such as Legal and Accounts) working on the VCN Phase 1 project are informed and aware of their roles and responsibilities on the project. This will assist in ensuring timely compliance from the Joint Sponsors.

Sustrans to produce a basic briefing note summarising the clearly defined roles and responsibilities of the local authorities (as well as Sustrans) and instruct local authority lead officers to circulate it to their relevant internal departments and provide further explanation if required.

This briefing note will draw on information already contained in the Service Level Agreements and Memorandums of Understanding but should be presented it in a clear and easy to understand way. Local authority lead officers should be responsible for the dissemination of this note to relevant internal officers.

Sustrans have produced basic note notifying local authorities of the roles and responsibilities at each stage gate. This has been presented in face-to-face meetings and emailed to all of the Joint Sponsors through the members who are part of the Schemes Delivery Group.

Information is not always disseminated to relevant officers.

Encourage local authorities to disseminate information on their roles and responsibilities on the project. This will ensure timely compliance with the WEFO approval system.

Need to ensure information on roles and responsibilities is provided to all scheme leads and key project officers and further encourage dissemination of information to all relevant officers.

Hard copies and electronic copies of the briefing note could be circulated to all relevant local authority officers.

Information on roles and responsibilities produced after 2011 interim evaluation report and distributed at scheme delivery meetings. Requested that this is fed back to key project officers.

Also presented later in the year as a reminder to local authorities.

No new risks identified. Continue to encourage dissemination of information on roles and responsibilities to key project officers.

j Consistency needed across local authorities and how they project plan.

Ensure there is consistency in project planning across local authorities. Consider utilising planning methods such as PRINCE2.

Sustrans have provided local authorities with a series of resources for project management, such as Gantt Chart templates.

Sustrans have also encouraged local authorities to provide the appropriate project management training for relevant local authority staff.

- - - - -




23






k Local authorities and Sustrans to further develop the interaction with local authority accountants.

Sustrans staff already engages directly with local authority accountants and on occasion with both the local authority lead officer and the accountant.

It is recommended that Sustrans involve the local authority lead officer in discussions with the local authority accountants in all VCN Phase 1 regions. This will facilitate a transparent process whilst creating a good understanding of the project delivery for all parties involved.

For a number of local authorities, Sustrans have met with the accountants and the lead officers together.

For the remaining local authorities, Sustrans hopes to bring together the accountants and lead officers in the new year.

Local authorities and Sustrans to further develop the interaction between local authority accountants and local authority scheme leads.

Sustrans to ensure that for the remaining local authorities, accountants and lead officers are brought together.

Sustrans have pushed for scheme leads to invite local authority finance contacts to development meetings.

It is also a requirement of these meetings to start with a financial overview.

This meeting enables the project team to identify aspects which can and cannot be claimed and the next steps for the project.

No new risks. Continue to involve local authority finance representatives in meetings with scheme leads.

l Local authorities could benefit from assistance with route development from skilled professionals with experience in the sector.

Provide further assistance and support to local authorities on the route development of schemes through enabling additional skill resources to progress the work (as in ‘h’ above).

Sustrans scheme leads are able to offer additional technical resources, but it is at the discretion of the local authorities to decide if they wish to utilise this additional fee service or not. Ensure that local authorities are aware of this service (and that provided by other skilled professionals) should they need the extra assistance.

A number of local authorities have sought the technical expertise from external consultants.

Officers within the local authorities have been encouraged to attend a series of workshops, which have run in both 2010 and 2011, on standards and designs.

- - - - -

m - - - Input from the local authorities on strategic level risks and issues for input into the quarterly log would ensure that major individual scheme risks are identified early in the process.

Discuss risks and issues on the individual project scale with local authorities at meetings. Feed in any major risks which will affect the VCN Phase 1 delivery into the risks and issues logs.

The risk log has now been made a standing agenda item for internal VCN meetings and scheme delivery group meetings (note: it has always been part of the agenda for Board meetings).

No new risk identified. Continue to discuss risk at VCN meetings, scheme delivery group meetings and board meetings.




24






n - - - Updates to the risk log are undertaken on a quarterly basis whilst updates to the issues log are undertaken on a monthly basis.

Risks for some individual schemes evolve and change within the quarterly time period, particularly in relation to planning/land acquisition. Need to ensure that the risk log reflect these changes to ensure that appropriate mitigation measures are adopted to control the risk and minimise delay.

Consider more regular updates to the risks logs where appropriate.

Since the 2011 evaluation report, the risk log has been updated more regularly where appropriate. Only quarterly updates, however, are logged within the evaluation questions.

See answer to m)

No formal reporting of more frequent updates to the risk report.

May be beneficial to understand at which stage of the project risks are reviewed more regularly.

Maintain future Risk Log reporting schedule with more regular updates if deemed necessary. More regular updates should be reported along with the usual quarterly updates.

o - - - Ensure that all local authority officers working on the VCN Phase 1 project are informed and aware of their roles and responsibilities on the marketing of individual routes, including opening ceremonies, and the support available from Sustrans’ marketing team.

Sustrans to produce a basic briefing note summarising the clearly defined roles and responsibilities of the local authorities in terms of marketing, and outlining the support available from Sustrans’ marketing team.

This briefing note should be issued to relevant project officers at the appropriate time. The note should put the emphasis on the local authority to undertake the marketing process, but should outline at which points Sustrans can provide assistance. It should be the responsibility of the local authority to further disseminate this information to relevant local authority officers.

Marketing roles and responsibilities description produced by Sustrans, especially to provide support for launches and route events.

This sets out where Sustrans can help the local authority with the launch event.

No new risks identified, however, note that it has been requested that information on marketing is disseminated at the beginning of the process.

Continue to circulate marketing roles and responsibilities to appropriate local authorities.

p - - - It has been raised that land negotiations create delays to the planning process. These negotiations need to be improved to ensure timely delivery of the individual VCN Phase 1 schemes.

For projects where land acquisitions are necessary, ensure that available funding is communicated to the local authority.

Consider utilising additional skilled expertise to develop alternative solutions if land acquisition is not possible (please see item i)

Lessons learned have been logged on land agreements/acquisitions to inform future projects.

Recommendations of the lessons learned include: longer timescales and create a separate stage for this (no longer part of deign)

Risk no longer relevant to projects.

N/A




25






q - - - The sign-off of a route can be delayed due to non-compliance with design guidelines (quality control). Ensure consistent design standards across all schemes.

Recommend dissemination of design guidance and supervision of contractors by Sustrans staff.

Snagging lists should be produced during construction to minimise corrective works post-construction.

Quality control guidance has been prepared across all routes. There is a site inspection checklist, and post construction checklist which is signed off by scheme leads.

No new risk identified. Continue to disseminate quality control guidance.

r - - - The Treforest Connect 2 route has experienced a number of delays due to a Village Green Application in response to the foot/cycle bridge. The delivery for this scheme has subsequently been delayed and a revised timeline for the entire project is being negotiated. This has been approved in principle by WEFO, subject to Sustrans’ submission in January 2012 of revised budgets and timelines.

To ensure that there is no further slip in the programme it is recommended that risks for this scheme are closely monitored by Sustrans.

New programme has been approved for this route and it is now on track.

Risks have been closely monitored in line with (m) and (n) above.

No new risks identified. Continue to monitor risks for the project to ensure that appropriate mitigation measures can be put in place.

s - - - - - - Inadequate funding for on-going maintenance works beyond the VCN WEFO funding stream, creating on-going financial risk for local authorities.

Encourage local authorities to plan for on-going maintenance costs for route to ensure that they are maintained to an appropriate standard.

This could form part of the post-construction working group or scheme delivery group meetings.




26






t - - - - - - Insufficient understanding of complete procurement process for WEFO within the local authorities, could result in issues within the procurement process i.e. non-compliance with WEFO funding requirements, increasing the financial liability for local authorities from non-claimable invoices

Communicate to local authorities that Sustrans’ scheme leads can assist with any funding or procurement queries for the remainder of the funding term. Ensure that Sustrans’ scheme leads have access to appropriate information or contacts to respond to any local authority queries.

For all future projects:

Ensure information on WEFO funding requirements, including key procurement rules is reiterated and re-communicated to all local authorities.

Highlight to local authorities the importance of attending project meetings.

Sustrans staff to consider preparing a note on procurement rules to give appropriate advice to local authorities and to reinforce the offer of support contact details during claiming and invoicing periods.




27


7 Summary

An independent evaluation of the VCN project is required and this report is the third Interim Evaluation Report for VCN Phase 1. It summarises the project progress to date in terms of its impact and processes and any improvements from the previous 2011 Interim Evaluation Report. Both quantitative data and qualitative information have been reviewed during this evaluation.

The impact evaluation is limited based on the low level of indicators currently in place for the project. Progress against these indicators is currently on track at this stage with some areas currently ahead of the internal milestones set by Sustrans at the beginning of VCN Phase 1.

The process evaluation has been carried out against key areas which Sustrans have reported on. Broadly, processes are developing well and a number of improvements have been made since 2011, including the management of timesheet completion and processing. There are some further adjustments to the timesheet processes which could be made to ensure that timesheet completion and sign-off is on-track.

For this evaluation period, an online questionnaire was undertaken engaging with the local authorities to establish their feedback on Sustrans’ processes. As with last year, the overall feedback has been very positive with many respondents highlighting that communication between the authorities and Sustrans is particularly effective. A summary of the comments received from the focus group is included within this report.

This report is the third Interim Evaluation Report for the VCN Phase 1 project. The next report will be the final evaluation report and will be informed by the previous years’ interim evaluation reports and the submission of monitoring data and project updates from Sustrans in August to October 2013. The Final Evaluation Report will be submitted during December 2013.

In general, the VCN Phase 1 project has progressed well by Sustrans and the partner local authorities have been given good support in their project delivery. There have been improvements in reporting and document control, and many of the comments proposed in the 2011 Interim Evaluation Report have been responded to. The planning issues included in feedback from last years’ report have broadly been overcome and other issues associated with funding have been raised. On-going commitment and review of the situation internally by Sustrans and the local authorities will continue to facilitate the efficient and timely delivery of the VCN Phase 1 schemes.




28





1


Appendix A – Location of VCN Phase 1 Walking and Cycling Routes




1





2


Appendix B – List of Indicators

Impact Evaluation Indicators

1 Length of footpath or cycleway created or reconstructed: Treforest Connect 2

2 Length of footpath or cycleway created or reconstructed: Royal Oak to Swffryd (Crumlin to Pontypool)

3 Length of footpath or cycleway created or reconstructed: Church Village Community Route

4 Length of footpath or cycleway created or reconstructed: Merthyr Tydfil Connect 2

5 Length of footpath or cycleway created or reconstructed: Llynfi Valley Cycle Route

6 Length of footpath or cycleway created or reconstructed: Talbot Green to Pontyclun (Llantrisant community route)

7 Length of footpath or cycleway created or reconstructed: Mamhilad to Coed-y-Gric Road, Griffithstown

8 Length of footpath or cycleway created or reconstructed: Clydach Connect 2

9 Number of intermodal facilities created or improved

10 Area of land developed

11 Number of walkers and cyclists along VCN Phase 1 routes

12 Progress against delivery stages: Treforest Connect 2

13 Progress against delivery stages: Royal Oak to Swffryd (Crumlin to Pontypool), Blaenau Gwent

14 Progress against delivery stages: Royal Oak to Swffryd (Crumlin to Pontypool), Torfaen

15 Progress against delivery stages: Royal Oak to Swffryd (Crumlin to Pontypool), Caerphilly

16 Progress against delivery stages: Church Village Community

17 Progress against delivery stages: Merthyr Tydfil Connect 2

18 Progress against delivery stages: Llynfi Valley Cycle Route

19 Progress against delivery stages: Talbot Green to Pontyclun (Llantrisant Community Route )

20 Progress against delivery stages: Mamhilad to Coed-y-Gric Road, Griffithstown

21 Progress against delivery stages: Clydach Connect 2




3


Process Evaluation Indicators

1 Prompt completion of timesheets?

2 Hard copies of signed and completed timesheets stored correctly?

3 Is the Risk Log up to date?

4 Is the Issues/Corrective Actions Log up to date?

5 Is the Marketing Higher Level Plan up to date & being delivered as scheduled?

6 Claims submitted on time?

7 Has a full Claims checklist been completed?

8 Hard copies of the Claims and supporting documentation saved correctly?

9 Accountant’s Report submitted?

10 Is the Gateway Management Checklist completed and up to date for each scheme?

11 Has Sustrans been provided with documents properly setting out the stage details for comment/discussion?




1


Appendix C – Impact Evaluation Proforma

IMPACT EVALUATION PROFORMA - Valleys Cycle Network (Phase 1)

CURRENT DELIVERY POSITION

No.

Indicator

Responsible Agent

Baseline

Target

On Track Generally? (Yes / No)

Current position Comments 2010 2011 2012 2013

1 Length of footpath or cycleway created or reconstructed: Treforest Connect 2

Scheme lead 0km 2km Yes 0 0 0 NA

2 Length of footpath or cycleway created or reconstructed: Royal Oak to Swffryd (Crumlin to Pontypool)

Scheme lead 0km 10.5km Yes 0 0 0 NA Route anticipated to exceed original target of 7km.

3 Length of footpath or cycleway created or reconstructed: Church Village Community Route

Scheme lead 0km 6km Yes 6km 6km 6km NA The route construction was completed in 2010.

4 Length of footpath or cycleway created or reconstructed: Merthyr Tydfil Connect 2

Scheme lead 0km 2km Yes 0 1km 2km NA The route construction was completed in 2012.

5 Length of footpath or cycleway created or reconstructed: Llynfi Valley Cycle Route

Scheme lead 0km 6km Yes 0 6km 6km NA The route construction was completed in 2011.




2


6 Length of footpath or cycleway created or reconstructed: Talbot Green to Pontyclun (Llantrisant community route)

Scheme lead 0km 4km Yes 0 0 0 NA

7 Length of footpath or cycleway created or reconstructed: Mamhilad to Coed-y-Gric Road, Griffithstown

Scheme lead 0km 6km Yes 0 2.5 4km NA The route construction is complete and the scheme will only achieve 4km out of 6km target.

8 Length of footpath or cycleway created or reconstructed: Clydach Connect 2

Scheme lead 0km 7km Yes 200m 2.1 Approx.. 6km

NA The scheme is complete and the scheme will only achieve approximately 6km of 7km target.

9 Number of intermodal facilities created or improved

VCN Project Team

0 8 Yes 1 2 4 NA Four completed schemes: Church Village Community Route, Llynfi Valley Route, Merthyr Connect2 and Mamhilad.

10 Area of land developed VCN Project Team

0m2 200,000m

2 Yes 30,000m

2 88,000 m2 117,500m

2 NA

11 Number of walkers and cyclists along VCN Phase 1 routes

VCN Project Team

0 est. 725,400/yr at completion

Yes 0 Est. 88,150 /yr

Est. 187,545/yr (2011) Est. 132,499/yr (2012)

NA This figure is based on the Route User Surveys that were carried out in 2011 at the following scheme locations: Church Village Community Route, Pontymoel Basin and Maesteg. The 2012 survey results have not yet been published. This figure is based on the Route User Surveys that were carried out in 2012 at the following scheme locations: Mamhilad, Llantrisant




3


KEY DELIVERY

STAGES

No Indicator

Feasibility

(Completed/ In progress/

Stage not reached yet)

Single Option

(Completed/ In progress/ Stage

not reached yet)

Planning

(Completed/ In progress/ Stage not

reached yet)

Tendering

(Completed/ In progress/ Stage not

reached yet)

Construction



Post-Construction



On Track Generally? (Yes/ No)

Comments

12 Progress against delivery stages: Treforest Connect 2

Completed Completed Completed Completed In Progress Stage not

reached yet Yes

13

Progress against delivery stages: Royal Oak to Swffryd (Crumlin to Pontypool), Blaenau Gwent


reached yet Yes

14

Progress against delivery stages: Royal Oak to Swffryd (Crumlin to Pontypool), Torfaen


reached yet Yes

15

Progress against delivery stages: Royal Oak to Swffryd (Crumlin to Pontypool), Caerphilly


reached yet Yes

16 Progress against delivery stages: Church Village Community

Completed Completed Completed Completed Completed Completed Yes

17 Progress against delivery stages: Merthyr Tydfil Connect 2





4


18 Progress against delivery stages: Llynfi Valley Cycle Route


19

Progress against delivery stages: Talbot Green to Pontyclun (Llantrisant Community Route )


reached yet Yes

20

Progress against delivery stages: Mamhilad to Coed-y-Gric Road, Griffithstown


21

Progress against delivery stages: Clydach Connect 2

PHASE 1


PHASE 2 Completed Completed Completed Completed Completed In Progress Yes

PHASE 3 Completed Completed Completed Completed In Progress Stage not

reached yet Yes




1


Appendix D – Process Evaluation Proforma

PROCESS EVALUATION PROFORMA - Valleys Cycle Network (Phase 1)

TIMESHEETS & LOGS:

Indic. 1. Prompt completion of timesheets 2. Hard copies of signed and completed timesheets

stored correctly 3. Is the Risk Log up to date?

4. Is the Issues / Corrective Actions Log up to date?

4a. Is the Marketing Higher Level Plan up to date & being delivered as

scheduled?

Resp. Agent

VCN Project Team VCN Project Team VCN Project Team VCN Project Team VCN Project Team (Senior Marketing

Officer)

On Track

Comments On

Track Comments

On Track

Comments On

Track Comments

On Track

Comments

Yes

Since March 2012, the timesheet process has been improved and the responsibility has shifted from the VCN Project team to the central Sustrans Finance team. Sustrans Finance prompts staff monthly via email to complete their timesheets. Emails are sent from Finance to the Sustrans Cymru VCN Project team and to central support staff (non-Wales based Sustrans employees e.g. Finance, IT, HR). Completed timesheets are sent directly to Sustrans Accounts for processing. The completed timesheets are primarily received on time

No

Since March 2012, the timesheet process has changed and the responsibility has shifted from the VCN Project team to the central Sustrans Finance team. Sustrans Finance is continuing to transfer the electronically completed and processed timesheets to a file area that is shared with the VCN Project Officer. Over the last few months this process has improved, with timesheets being transferred monthly (previously timesheets were only saved quarterly). The sign-off process for the timesheets for the VCN core staff based in Wales is on-track. The VCN Project Officer is responsible for arranging line-management sign-off for the VCN Project team and files the hard copies in the VCN timesheet folder in the locked storage cabinet. However the sign-off of timesheets for Sustrans’ central staff supporting the VCN (e.g. Finance, HR, IT) are collected quarterly with a signature from a Senior Management Team member. The Sustrans Cymru team carried out a reconciliation exercise in Spring 2012 of all signed and completed timesheets to ensure that the project files were up-to-date and complete. This was completed for the Sustrans Cymru team and now needs to be completed for the central supporting staff.

Yes

The VCN Risk Log is updated by the VCN Project Manager Ryland Jones (coordinated by the VCN Project Officer). Any strategic risks that have occurred and are being managed are transferred to the Issue/Corrective Action log. The Risk Log has been updated on the following dates since December 2011: 26 March 2012 30 June 2012 01 October 2012

Yes

The VCN Issues / Corrective Actions Log is updated by the VCN Project Officer. The log is also updated with any strategic risks that have occurred and identify corrective / mitigating actions.

The Issues / Corrective Actions Log has been updated on the following dates since the last interim evaluation report: 10-Nov-11 19-Dec-11 20-Jan-12 29-Feb-12 26-Mar-12 18-Apr-12 31-May-12 29-Jun-12 31-Jul-12 22-Aug-12 01-Oct-12

Yes

In addition to undertaking the projects, campaigns and marketing activities identified in the early planning stages, the higher level plan is regularly updated to capture new opportunities, launch events and marketing activity. Weekly task lists are also devised from the higher level plan for the marketing team to ensure that tasks and objectives are met.

Notes VCN Project Team to complete timesheets by the 1st of each month. Reminder email to be sent on

21st of the month as a reminder.

Hard copies to be filed in Sustrans Cymru Cardiff Office - VCN Project files secure storage

Quarterly review Monthly review Regular reviews




1


CLAIMS & ACCOUNTANCY:

Indicator 5. Claims submitted on time 6. Has a full Claims checklist been

completed? 7. Hard copies of the Claims & supporting

documentation saved correctly? 8. Accountants’ Reports

submitted?

Responsible Agent

Sustrans Finance / VCN Project

Officer

VCN Project Team & Sustrans Finance

VCN Project Team VCN Project

Team

On Track (Yes /

No) Comments On Track (Yes / No) Comments

On Track (Yes / No)

Comments On Track (Yes / No)

Comments

21st November

2011 - Yes Submitted on time

21st November 2011

- Yes Claim 9 – checklists

complete 21

st November

2011 - Yes All hard copies of claims documents are stored in scheme folders in locked

storage cabinet in the Sustrans Cardiff office. Hard copies of

original signed claim forms are stored in Bristol. BACS and bank statements now saved

electronically, the original copies are saved in Sustrans

Finance Bristol.

March 2012 - Yes

-

21st February

2012 - Yes Submitted on time

21st February 2012 -

Yes Claim 10 – checklists

complete 21

st February 2012

- Yes

21st May 2012 -

Yes Submitted on time

21st May 2012 - Yes Claim 11 – checklists

complete 21

st May 2012 -

Yes

21st August 2012 -

Yes Submitted on time

21st August 2012 -

Yes Claim 12 – checklists

complete 21

st August 2012 -

Yes

Notes Where future dates apply, place NA

in the column Where future dates apply, place NA in the

column

External Account to submit Accounts Report (including assessment & testing of the

projects’ controlled environment and declared expenditure) to

WEFO annually.




2


SCHEME MANAGEMENT:

Indicator 9. Is the Gateway Management

checklist completed and up to date for each scheme?

10. Has Sustrans been provided with documents properly setting out the stage details for comment/discussion?

Responsible Agent Scheme lead Scheme lead Scheme lead Scheme lead Scheme lead Scheme lead Scheme lead

Reporting schedule By the 30th Sept

each year

At each key stage

At each key stage

At each key stage

At each key stage

At each key stage

At each key stage

Schemes On Track (Yes /

No) Comments

10a. Feasibility

options

(Yes / No / Stage not yet

reached)

10b. Development

of single option

(Yes / No / Stage not yet reached)

10c. Planning consent

(Yes / No /

Stage not yet reached / Not

applicable)

10d. Tender Process


reached)

10e. Construction


reached)

10f. Post-

Construction


reached)

Treforest Connect 2; Rhondda Cynon Taff

Yes - Yes Yes Yes Yes Stage not

reached yet Stage not

reached yet

Royal Oak to Swffryd (Crumlin to Pontypool);

Blaenau Gwent Yes - Yes Yes Yes Yes

Stage not reached yet


Royal Oak to Swffryd (Crumlin to Pontypool);

Torfaen Yes - Yes Yes Yes Yes



Royal Oak to Swffryd (Crumlin to Pontypool;

Caerphilly Yes - Yes Yes Yes Yes



Church Village Community; Rhondda Cynon Taff

Yes - Yes Yes Yes Yes Yes Yes

Merthyr Tydfil Connect 2; Merthyr Tydfil

Yes

- Yes Yes Yes Yes Yes Yes

Llynfi Valley Cycle Route; Bridgend

Yes - Yes Yes Yes Yes Yes Yes

Talbot Green to Pontyclun (Llantrisant Community

Route); Rhondda Cynon Taff Yes - Yes Yes Yes Yes



Mamhilad to Coed-y-Gric Road, Griffithstown; Canal

and River Trust Yes - Yes Yes N/A Yes Yes Yes




3


Clydach Connect 2; Canal and River Trust

Yes

For ease of tracking purposes this scheme has been split into

three to reflect the construction and

management phases

Yes Yes Yes Yes Yes Yes

Yes

Yes Yes Yes Yes Yes Stage not

reached yet

Yes Yes Yes Yes Yes Yes Stage not

reached yet

Notes If a scheme is yet to begin, place NA in

the 'on track' column.




4





1


Appendix E – Focus Group Engagement Responses

Questionnaire Questions Summary of Responses (including feedback from telephone

conversations)

Please tick which schemes you have been involved in:

The following schemes were ticked:

Treforest Connect 2 (Rhondda Cynon Taff)

Royal Oak to Swffryd (Caerphilly, Blaenau Gwent and Torfaen)

Merthyr Tydfil Connect 2 (Merthyr Tydfil)

Llynfi Valley Cycle Route (Bridgend)

Talbot Green to Pontyclun (Llantrisant Community Route) (Rhondda Cynon Taff)

Mamhilad to Coed-y-Gric Road (Griffithstown) (Canal & River Trust)

Clydach Connect 2 (Canal & River Trust and Swansea)

If the scheme you have been involved with has been completed, when did you last undertake work on it?

Llynfi Valley Cycle Route (Bridgend) was completed in 2011, however some outstanding minor works will be on-going until January /February 2013. Mamhilad to Coed-y-Gric Road (Griffithstown) was also completed in 2011.

Did you respond to the 2011 Focus Group Survey?

5/11 respondents were involved in the 2011 focus group engagement process.

Did you have any issues with any of the specified schemes in 2011 and communicate these in last year's Focus Group Survey?

3/5 respondents who were involved in the 2011 focus group engagement communicated issues with the process.

Do you believe these issues have been resolved?

One believed they had been resolved, and two believed they had not been resolved. One issue which the respondent believed had not been resolved was regarding costs that can be claimed for in-house work by the joint sponsor. [this will be discussed in more detail in later questions] The other issue highlighted was the problems associated with land acquisition that are still on-going.

Based on your experience, do you believe Sustrans' management of the specified schemes has improved over the last year?

6/11 believe that the management has improved. 2/11 believe that the same high standards have been maintained from last year. 2/11 believes their experience of Sustrans’ management has not improved and this is broadly due to communication within the invoice and claim process. No response from one respondent.

What do you think has worked well with Sustrans' management of the specified schemes over the last year?

Comments include: “Focus on ways to obtain routes through third party land”, in response to issues with land acquisition. “Quick decision making during meetings and positive design advice and input” “Regular communication at group meetings” “Communication has been excellent with queries answered promptly and clear responses given” “Continued inclusion of Sustrans’ into the working group set up to deliver the project, such that Sustrans are involved in all decision making from an informed perspective” “The management team have made it very clear what processes need to be followed, the timescales for those and the associated paperwork”




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conversations)

“Consolidating previous working relationships” “Regular communication and site visits to different schemes as part of the meeting schedule” “More formality for variations to scheme” “Hands on project management [and] willingness to be involved at all levels”

Do you believe the outputs and results for the specified schemes have been or will be achieved efficiently?

9/11 respondents believe that the outputs and results have been or will be achieved efficiently. 2/11 respondent did not respond to this query.

What do you think has not worked well with Sustrans' management of the specified schemes over the last year?

Comments include: “Primary source funding decisions can slow up delivery times” “There is no criticism of Sustrans’ management but the impact of the funding rules continues to compromise project delivery” “The way in which the budget has been managed was lacking. This may be down to miscommunication between Sustrans, Local Authorities and the Contractor in that no funds were retained for contingency and hence overspends were needed to be found from third party sources. “Lack of guidance in terms of procurement and funding which has left …. with a loss”

Over the last year, have you experienced any issues / obstacles within your work on the specified schemes? What were these issues / obstacles and have they been resolved?

4/11 respondents stated that they have experienced issues/obstacles within work on the schemes. Further comments include: Obstacles relate to implications of funding riles which have been resolved e.g. funding timescales preclude specifying extended maintenance periods. This means that there is an unacceptable risk to partners should scheme turn out to be undeliverable. “Issuing of a licence from the local authority to Sustrans has been severely delayed. This has now been resolved.” Lack of guidance and breakdown of communication have resulted in a loss to the local authority who are required to pay for elements of the scheme. The issues have not yet been resolved. “[Issues with] WEFO procurement rules”

What changes could be made to the VCN project processes to make work on the specified schemes easier for you and why?

7/11 respondents provided suggestions in this section: “Greater clarity at the start of the project regarding retention payment issues. In this current programme information regarding this issue was not available by Sustrans at the start of the programme.” “Additional funds for one year post practical completion will assist in adoption and service support at early development stage.” “Clear confirmation of the funding processes, procedures and rules at the start of the programme and ensuring these remain consistent through the duration of the programme - mainly an issue for the funders rather than Sustrans. It would also be useful for Sustrans to provide a note at the start providing a summary of the local authorities responsibilities as I suspect some have either not read, or are not aware of all of the relevant information contained within the grant rules procedures document.”




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conversations)

“Longer delivery period which will allow options involving land take to be considered/allow extended maintenance periods to be specified/give greater certainty to the delivery of schemes where ecological constraints are identified etc. Resolution of defrayment issue as schemes are less attractive to LA partners. In practise this will mean that [the LA] will be reluctant to partner on schemes that are non-strategic to the council More time should be invested into the feasibility stage to allow early identification of land and ecological issues Sustrans to consider advanced land purchase to increase deliverability certainty.” “Some of the projects in VCN are funded from a number of sources, this can be confusing to local authority finance officers, and it may therefore be helpful to simplify the forms.” “When quotations are submitted for elements in the scheme clear confirmation should be given as to whether the work can be paid. It is not acceptable when work which Sustrans are aware of is carried out and then we are told it can't be paid.” “Simplified procurement and administrative process”

Are there any topics which you need support or advice on from the Sustrans VCN Project Team in relation to the specified schemes?

Comments include: “Early funding for Baseline data ie movement monitoring to inform and compare results of ultimate investment would be useful. Also more emphasis on volunteer and skill developments as part of the delivery model” “Procurement contract award [and] variations to contract”


Sustrans Valleys Cycle Network Phase 1 · Doc Ref: R24266/Final January 2013 Peter Brett Associates...

Documents

Transcript of Sustrans Valleys Cycle Network Phase 1 · Doc Ref: R24266/Final January 2013 Peter Brett Associates...