I would say quite a bit, and focused on different areas and for different reasons. So, if I start with probably the most boring part of it—but, arguably, in the short run, the most important one—which is are we spending the money appropriately, is local government spending the money appropriately, have we got the right checks and balances in the system, and are we ensuring that money is spent in the financial year in which it's meant to be spent, i.e. driving schemes that are procured correctly and a plan of work that has grown quite significantly over time. Getting the schemes on the ground, with the increasing spend, has been difficult, but the team have worked really closely with local government colleagues to drive that, and that has, by and large, been achieved. So, that would be the first area of governance. We spend quite a bit of time, all the way from board, all the way down to Matthew's team, to ensure that that happens.
The second area of focus has been around the effectiveness of the schemes and the effectiveness of our advice and our administration to local government. On that, broadly speaking, there have been two challenges coming in two different ways the whole time. One challenge says, 'You are not being clear enough, Transport for Wales, on what a good scheme looks like. You are not being strong enough about what you fund, or what you don't fund.' And then, the opposite is local authorities are very stretched in this area, the teams are very light and they don't have the time to engage in, I guess, at the extreme, what might be considered pointless bureaucracy.
So, we've spent quite a bit of time trying to get the balance on that right, but, as I said, I think the next phase of this is very different anyway, because the funding gets packaged up and given in non-hypothecated terms to CJCs. But where we've ended up on all of that is to try and work in partnership anyway, to try and understand how we drive better schemes that will be better used as part of an integrated network.
And then, the final area of work, which has really, I guess, grown over the last 18 months to two years, has been how do we really make sure that active travel is being developed as part of a multimodal network, linking into other transport modes, particularly public transport modes and interchanges. And our mantra around that is 'one network, one timetable, one ticket, one team'. That is where we've been particularly focused in recent months, and I think that is the focus, and, as the funding moves to CJCs and regional transport plans, that focus must continue.