Would you like to see what 19 pages of invoices paid by Merseytravel looks like for Smartcare, project management, police community support officer costs, the Stop Hate Line service, temporary closure of a bus interchange, bus subsidy, a temporary traffic regulation order, EPI sign licence, scanning and flexible hours annual hours consultancy?

Would you like to see what 19 pages of invoices paid by Merseytravel looks like for Smartcare, project management, police community support officer costs, the Stop Hate Line service, temporary closure of a bus interchange, bus subsidy, a temporary traffic regulation order, EPI sign licence, scanning and flexible hours annual hours consultancy?

                                                                

Below is an index page for month one and some of the invoices I requested to inspect at Merseytravel last year (financial year 2014/15) during the period each year when citizens can inspect matters such as invoices. The legal right to do this is outlined in s.15 Audit Commission Act. Each invoice is connected to a payment made by Merseytravel (or to give it its formal name the Merseyside Passenger Transport Executive).

The thumbnails below are invoices for payments to ECEBS Ltd (£1,500), Weston-Projects Limited (£4,504.92), British Transport Police (£13,698.87), Police and Crime Commissioner for Merseyside (£39,213.72), Stop Hate UK (£3,500), Sefton Metropolitan Borough Council (£650), Your Travel Borough Wide Ltd (£3,538.46), Wirral Metropolitan Borough Council (£903), Trapeze Group (UK) Limited (£6,100), Service Point UK Ltd (£3,500) and Crown Computing Limited (£1,000 + £1,125.40 + £1,500). All figures are exclusive of VAT.

These invoices relate to the first 13 lines on the index page.

Due to small text size on some of the invoices, it means that the text on some of the thumbnails will be difficult to read or not readable. However the thumbnail images of the invoice below are each linked to a high-resolution image. If you want to view at the original resolution just click on the image.

The invoice from Wirral Council is for £903 for "COSTS IN RESPECT OF TEMPORARY TRAFFIC REGULATION ORDER. WOODSIDE BUS STATION, BIRKENHEAD. ORDER NUMBER 88003977. REF: JESSICA".

JESSICA is an acronym which stands for Joint European Support for Sustainable Investment in City Areas. Merseytravel run Woodside Bus Station which is outside Woodside Ferry Terminal.

Merseytravel 2014 2015 audit Month 1 index page ECEBS Ltd to MERSEYRAIL ELECTRICS 2002 thumbnail
Merseytravel 2014 2015 audit Month 1 index page ECEBS Ltd to MERSEYRAIL ELECTRICS 2002 thumbnail

Invoices
Month 1
Name
ECEBS LTD
WESTON-PROJECTS LIMITED
BRITISH TRANSPORT POLICE
POLICE AND CRIME COMMISSIONER FOR MERSEYSIDE
STOP HATE UK
SEFTON M B C
YOUR TRAVEL BOROUGH WIDE LTD
WIRRAL BOROUGH COUNCIL
TRAPEZE GROUP (UK) LTD
SERVICE POINT UK LTD
CROWN COMPUTING LIMITED
CROWN COMPUTING LIMITED
CROWN COMPUTING LIMITED
LOCAL SOLUTIONS
FOURPOINT MAPPING
OPTEVIA LIMITED
OPTEVIA LIMITED
BIKERIGHT
BIKERIGHT
FOURPOINT MAPPING
FOURPOINT MAPPING
OEFICEXPRESS
TRUEFORM ENGINEERING LTD
KENYON FRASER
KENYON FRASER
NATIONAL QUALITY ASSURANCE LTD
MOTT MACDONALD LTD
MOTT MACDONALD LTD
OFFICEXPRESS
APPIUS INTERNATIONAL LTD
ARTOPIA
LIVERPOOL CITY COUNCIL
VOCUS UK LTD
MOTT MACDONALD LTD
SEFTON M B C
BIRCHAM DYSON BELL
FACELIFT (GB) LTD
FACELIFT (GB) LTD
QA LTD
QA LTD
QA LTD
COUNSELLING SOLUTIONS NORTHWEST
WEIGHTMANS LLP
BIRCHAM DYSON BELL
ALLAN PILCH & CO
DAVIES WALLIS FOYSTER
XEROX UK LTD
HAYS INFORMATION TECHNOLOGY
HAYS INFORMATION TECHNOLOGY
HAYS INFORMATION TECHNOLOGY
HAYS INFORMATION TECHNOLOGY
VEALE WASBROUGH VIZARDS
RSTCS LTD
BIRCHAM DYSON BELL
NEXUS
DLA PIPER UK LLP
MERSEYRAIL ELECTRICS 2002 LTD

Continue reading “Would you like to see what 19 pages of invoices paid by Merseytravel looks like for Smartcare, project management, police community support officer costs, the Stop Hate Line service, temporary closure of a bus interchange, bus subsidy, a temporary traffic regulation order, EPI sign licence, scanning and flexible hours annual hours consultancy?”

Council Excellence Overview and Scrutiny Committee – 31/1/2011 Part 10 – Strategic Change Programme update (continued)

Cllr Green continued that that DASS was learning a lesson in how they needed to speak to people earlier enough. Communication was important. Mike was the project manager and could provide added reassurance. He was confident the program had not improperly added undue haste to the timescale. They had to make sure the changes were sustainable.

Previously projects had been thrown over the fence and it was up to someone else to get on with it. It was right to proceed with the process. The benefits were financial and cultural. He was confident, the key thing was proper project review. Lessons would be learnt and these should be put in a common area so other people can learn. It was a continuous improvement cycle. There would be “bumps in the road”.

Cllr Green said “to be honest, as I always am, I think the process is really, really good”. He said he hoped the change and project management would have the opportunity to broaden their knowledge.

Mr. Green said he would give councillors some comfort. The improved project management skills had been signed off on 9th December 2010. The projects were developing no reports or problems. They were being signed off and constantly reviewed.