Chapter 6: Implementation and Review
234. The NTS needs to be implemented and monitored by a wide range of partners. Accordingly, we have built the NTS on the basis of wide-ranging stakeholder consultation, and a detailed report on all the stages of this consultation is being published alongside this strategy.
235. In developing the NTS we undertook a full Strategic Environmental Assessment on a voluntary basis and screened the document under the Race Impact Assessment arrangements. In addition, we met with a range of equality groups to discuss the impact of the NTS on different sectors of the population.
Funding the Strategy
236. We remain committed to our current capital investment plan to 2012 and will continue to deliver our present programme of infrastructure delivery, much of which is already underway. The National Transport Strategy will inform the Strategic Transport Projects Review which, in turn, will determine the next generation of major projects.
237. Funding for the strategy will come from a variety of sources, both in the public and private sector. We support partnership funding across public and private sector and will look carefully at the nature of the funding for each investment.
238. The amount of Government funding available to deliver the National Transport Strategy will be determined through the periodic Spending Review process. At the same time, this process will determine the balance between capital and operating expenditure. Account will also be taken of the demand for capital expenditure across the whole of the Executive. Following the publication of the strategy, and after the next Spending Review, a transport investment plan will be published. While this plan will set out in more detail the "mix" of our proposed expenditure between infrastructure and non-infrastructure investment, the overall size of the budget for transport will continue to be determined by successive Spending Reviews.
Implementing policy and legislation
239. Where we have determined that an issue requires legislative change, we will take that forward at the next available opportunity, which is unlikely to be before 2008.
240. Where we have identified policies as requiring further analysis before a decision can be taken, we will develop detailed plans showing our timescale for that analysis and will publish these separately. We will ensure that the findings of such analysis are fed into refreshes of the Strategy on a four-yearly basis.
241. As far as possible, for individual policies with a cost implication, we would hope to be able to find scope to begin implementation quickly, through savings elsewhere in the budget and particularly reallocation from policies which we have determined through this strategy have less of a priority. However, those with a high cost or a long lead time may take some time to become fully operational. Our monitoring work and our regular reports on the effectiveness of the NTS will show how we are working towards implementation of these longer-term aspirations.
242. Delivering this strategy is not the job of any single individual or organisation. It requires partnership working between the public, private and third sector and between individuals who use transport and organisations that commission and provide transport. We will continue to work with all our partners to deliver the strategy at a Scottish, UK and international level.
243. The continuing development of close and effective working relationships between Transport Group, Transport Scotland, regional transport partnerships and the local authorities is critical to the successful delivery of a shared agenda for the improvement of transport by ensuring that transport policy in Scotland is properly co ordinated.
244. The Scottish Parliament will have a crucial role in holding Ministers to account on the delivery of this strategy, primarily through the Local Government and Transport Committee. Ministers will ensure that the Committee is kept informed of developments.
245. We will continue to listen to users of transport both directly and through their representative organisations as well as through our own statutory advisers, including the Public Transport Users Committee and the Mobility and Access Committee for Scotland.
246. In addition, we will explore options for securing independent research and advice setting up new mechanisms as required to bring different transport interests to the table, and learning from, for example, the Commission for Integrated Transport.
247. Regional transport partnerships and local authorities will have a particularly important role to play, ensuring that regional transport strategies are in line with and support the National Transport Strategy, while meeting regional needs and statutory requirements as set out in the Transport (Scotland) Act 2005 and delivering infrastructure projects. We look forward to seeing the regional and local strategies as they emerge over the coming months.
248. Transport Scotland too has a critical role in delivering our rail and road infrastructure programme and in delivering rail services in partnership with the public and private sector to implement the strategy. Transport Scotland will also lead on the vital work of the Strategic Transport Projects Review.
249. The private sector will continue to have a key role in providing funding and delivering transport services on the ground. We will ensure that the Third sector is given clear guidance where it is a key delivery agent for the National Transport Strategy, and that funding opportunities and opportunities for implementing innovative new ways of working, are clearly and consistently linked with the requirements of the NTS. Where other public sector bodies, particularly health boards, have a critical stake in the NTS, we will again work closely with them to ensure that they understand the strategy and can support its implementation.
250. It is essential that all involved in transport in Scotland at the national, regional and local level ensure that when developing policy or making decisions about service delivery full account has been taken of the six strands of equalities that the Scottish Government is committed to mainstreaming: race, disability, sex/gender, age, sexual orientation and faith or religious belief.
Monitoring and Reviewing the National Transport Strategy
251. We will put in place mechanisms to monitor and review progress of the strategy.
252. We will review the strategy every 4 years. Specifically we will consider whether the strategy will require amending, as Scottish Ministers' priorities, understanding of transport issues, available resources and other circumstances may have changed significantly in 4 years. We will also recommend, if required, specific revisions to the strategy taking account of experience and improved knowledge.
253. Reviews of the strategy will include open and accountable monitoring of progress against our strategic outcomes. This will be informed by the use of indicators, grouped around the outcomes. A small number of performance indicators are set out in this strategy. Data on most of these indicators is (or will be) published in Scottish Transport Statistics. We will develop and include further indicators in reviews of the strategy as appropriate.
Developing our evidence base for the NTS
254. A considerable amount of evidence and analysis has been drawn upon in developing our National Transport Strategy. As well as research conducted by academics and organisations across the UK and beyond, the NTS has been informed by work commissioned or undertaken by the Scottish Ministers both specifically for this purpose and as part of our ongoing research programme and analytical strategy.
255. Ongoing analytical work in transport will seek to address the gaps in the evidence base identified as part of the development of the NTS and will help inform the delivery of the strategy. Some of this work is identified within the chapters of this document. Future analytical work will contribute to the reviews of the NTS.