Investment Fund - Feasibility and Development Funding Application Form

List of approved Investment Fund schemes To view the individual application’s please click on the scheme name in the table below.

1. JSP Mitigations Outline Business Cases 2. Southern Orbital

3. Mass Transit Options - Phase 1 and Phase 2

4. East of Bath Link

5. Freezing Hill / A420 Junction

6. Bristol Temple Meads Masterplan

7. A37 to A362 Improvements - Somver Valley Enterprise Zone

8. Cribbs Patchway Cycle Links

9. Wraxall Road Roundabout Improvements and Signalisation

10. Unlocking Lockleaze Development

11. Great Stoke Roundabout Capacity Improvements

12. Hicks Gate Roundabout

13. Hengrove

14. Hospitality and Catering Education Centre

15. Digital and Creative Innovation Centre

16. STEAM Centre SGS Wise

17. Housing Infrastructure Fund - Phase 1 and Phase 2

18. Talent Institutes

19. High Street Investment Fund - Bath & North East Somerset Pilot

20. Bedminster High Street Improvement

21. Love Our High Streets - Kingswood Pilots

22. Greater Bristol Area Rail Services

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23. Regional Tourism

24. Visitor Economy

25. Bath Transport Study

26. Bypasses: Winterbourne, Yate Road

27. Charfield Station 28. Bristol Temple Meads Eastern Entrance

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SCHEME: Development of WECA JSP Mitigations Outline Business Cases

1. Lead Organisation

Bath & North East Somerset Council

2. Partner organisations

Bath & North East Somerset Council Bristol City Council North Somerset Council South Gloucestershire Council West of England Combined Authority

3. Scheme contact details

Name: Emma Blackham Head of Transport, South Gloucestershire Council

Email: [email protected]

Telephone: 01454 864115

4. Scheme Type – mark with an X

Transport

Non-Transport Housing Enabling

Business Support

Skills

Other (please specify)

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5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: This is the first scheme to be considered for the Early Investment Programme. As a critical piece of developing the strategic transport interventions to deliver the Joint Spatial Plan, it is expected that there will be a relationship between this investment and some future investments of the wider Investment Fund Programme

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6. Total Funding required (£)

17/18 18/19 19/20 Total

Investment Fund £800k £400k £1.2m

Match Funding

- please state source(s)

7. Please describe the scheme to be developed and the proposed activity to be undertaken through this investment

Details: Introduction: The Joint Transport Study (JTS) is an evidence-based programme of investment to deliver the integrated public transport, walking, cycling and highway infrastructure, to tackle congestion, improve air quality, promote more sustainable travel choices, and deliver housing and employment growth up to 2036, notably the delivery of an additional 40,000 homes to the region. It has been worked up by the 4 West of England Unitary Authorities since 2015 and in conjunction with the West of England Combined Authority since its founding in February 2017. The JTS will also inform the emerging strategic transport material of the West of England Combined Authority, such as the identification of the Key Route Network (KRN) and the development of a Joint Local Transport Plan.

The 4 Unitary Authorities, working with the WECA office, are also preparing the final submission of the Joint Spatial Plan by 31 March 2018. This Plan is the critical strategic plan for the region to deliver development to meet our housing and employment targets in a strategically planned and sustainable process, minimising the threats to the region from unplanned and speculative development. The JSP will be subjected to Examination in Public at which point the West of England will need to be able to demonstrate deliverability confidence for the Inspector.

The West of England Authorities now need to progress the strategic transport schemes contained in the JTS, which are the JSP strategic transport mitigations to: a) Enable the progression of the schemes through to funding prioritisation and

b) Ensure adequate progress being made ahead of, and subsequent to, the JSP EiP; and to enable Local Plan designation.

This is an application form for WECA Investment Funding to;

• Develop the JSP strategic transport mitigations for the WECA Unitary Authorities to Outline Business Case

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• Provide an Investment Fund contribution to the client role for EiP and additional modelling for the JSP

• Provide UA and WECA officer support (4 officers) to manage and support these two tasks.

Scope and deliverables: The overall objective is to build on the JTS and subsequent Strategic Transport Assessment, to enable the preparation of outline business cases for the strategic transport schemes, to enable the progression through West of England prioritisation (for three authorities) and early DfT business case development for North Somerset. Although not part of this commission, the rationale is to eventually enable full business case development and then crucially scheme delivery.

The objective is also to ensure the West of England Authorities are well prepared for the JSP EiP in relation to the strategic transport schemes. It is envisaged that a lead consultant will provide an overall client role, be responsible for ensuring consistent, timely delivery of the scope of this brief to a client group, and represent the Authorities at the JSP EiP. At the end of the commission, it is expected that confidence around scheme delivery will be sufficient for Local Plan designation (to help secure delivery).

The scope is, to enable business case preparation of the strategic transport schemes via the deliverables set out below: • Options Assessment Reports for each of the major schemes listed in the table below, to a level of detail that provides evidence of technical, environmental, and funding soundness for JSP EiP; and enables the preparation of,

• An outline business case for each scheme to include forecasting of benefits, estimation of Benefit to Cost Ratio and confirmation of the Strategic, Economic and Delivery Case for each scheme (a template, for the 3 Authorities, will be provided).

• Preparation of Preferred Option statements (following a period of public consultation), setting out preferred alignments and recommended sites statement. These statements should then enable Local Plan safeguarding and ensure readiness for the next stages of scheme development.

Options Assessment reports are expected to include: • Review of potential options to address the identified challenges and objectives for each scheme (set out in the Strategic Transport Assessment, Phase 1), in accordance with the principles of WebTAG. Including sequential testing for park and ride locations. Taking schemes to a readiness of options that can be publically consulted upon ahead of preferred alignments being agreed.

• Preliminary design work to demonstrate engineering feasibility, to include horizontal alignment and vertical alignment, and review / refine estimated costs.

Preferred Options Statements are expected to be relatively short summaries of the evidence set out in the options assessment reports and the findings of public consultation to confirm preferred schemes.

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Summary of Activity and Cost Estimates:

Activity Cost

Assessment of WECA UA packages third £900k party costs

Client role, attendance at EiP, additional £100k modelling etc. (excluding NSC contribution)

Internal officer support (as agreed at Board) 4 officers @ £50k = £200k 1 Officer per UA + 1 WECA Officer managing and supporting the tasks above

Total £1.2m

8. Please set out how the activities will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured

Details: Proposals from consultants are invited for one or more of the WECA UA work packages set out in the table below: Work Packages Schemes 1. South East Bristol and A4-A37 orbital route (including Hicks Gate Whitchurch package roundabout improvements)

A37-Bristol Link

A4 Metrobus (Bristol to Keynsham MetroBus) and Callington Road Link

Orbital Metrobus

Park & Ride provision

2. A4 Bristol – east Avon Mill Lane to A4 link Keynsham arterial corridor Keynsham rail station improvements

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3. Yate Strategic A432 MetroBus and strategic cycle route. corridor (A4174 to A432 Park and Ride Yate/CS) Yate station enhancements Winterbourne Frampton Cottrell by pass

4. A38 (J16, MetroBus and strategic cycle route to Thornbury Almondsbury to (and Buckover), including A38 Park and ride Falfield) Charfield rail station

M5 J14 improvements

5. Ring of Park and rides M32 Park & Ride around Bristol A4018 Park & Ride

A38(S) Park & Ride

(Other Park & Rides covered elsewhere)

6. Bristol Urban Living Walking and Cycling Package including strategic Package cycling routes

Greater Bristol Bus Network 2

City Centre Movement Strategy

Total £900k

*Costs are estimates and include preparation of options assessment reports, outline business case, and preferred options statements. See below for timescales.

Consultants should also provide a day rate and experience for attending the JSP EiP, should that be required.

Client role and representation at EiP: It is expected that one lead consultant will provide a client role to the Authorities bringing together the commissions set out above in readiness for JSP EiP; ensuring consistent and timely delivery. This role is expected to include: • Attending regular meetings of the client group and liaison with a project manager and HoT, as required.

• Ensuring consistent and timely delivery of the commissions set out above.

• Bringing together the technical evidence at EiP (including preparation of supporting

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documents, review of evidence from others, and attendance at EiP)

Other overview tasks may also be required including: • Undertaking another model run of the JSP development strategy to provide up to date evidence for EiP

• Ensure an up to date understanding of a limited number of key challenger locations (up to 4). This should include initial high-level modelling, using G-BATS4, of an agreed quantum of growth, identification of potential impacts, and identification of potential transport mitigation requirements.

The estimated cost of providing the client role, representation at EiP and undertaking the overview tasks is expected to be @ £100k (excluding NSC contribution).

Governance and reporting of outputs:

Timescales for commissioning: • Submission of proposal(s) by mid-day on 29th September 2017.

• Proposals to be reviewed by 6th October.

• Consultants to be informed by 10th October 2017

• Inception meetings to be held week commencing 16th October 2017.

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Assessment of proposals: The consultant will submit proposals to the project manager (to be confirmed) by email by mid-day on 29th September 2017. Proposals will be assessed on the basis of 60% quality, 40% price by the Client Project Team.

9. What output will be produced? (mark with an X)

Feasibility Study Report

Option Development Reports

Option Appraisal Reports

Outline Business Cases

Other (please state)

10. When do you plan to start and complete your project and what are the main project milestones?

Milestone Date (mmm/yy)

Procurement of Consultants Sept 2017 Prepare and finalise options assessments reports Oct – Mar 2018 Prepare Outline Business Cases Oct – Mar 2018 Public consultation on transport options May – July 2018 Analysis AugMar18 2018 Preferred Options Statements Sept – Oct 2018 JSP Examination in Public tbc

Date approved by WECA Committee: 15 September 2017

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SCHEME: Southern Orbital

11. Lead Organisation

Bristol City Council

12. Partner organisations

Bath and Northeast Somerset Council, North Somerset Council

13. Scheme contact details

Name: Jodi Savickas

Email: [email protected]

Telephone: 07900825126

14. Scheme Type – mark with an X

Transport

Non-Transport Housing Enabling

Business Support

Skills

Other (please specify)

15. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: The section of the Southern Orbital from the A4 to the A37 is part of a feasibility study that is currently out to tender to complete an options assessment report for a larger SE Bristol package of mitigation works for the delivery of Strategic Development Locations as outlined in the Joint Spatial Plan at Whitchurch, Brislington (Hicks Gate) and North Keynsham. Besides the A4-A37 link as part of the Southern Orbital to which this form refers, the other elements of the SE Bristol package consist of:

1. A4 Metrobus (Bristol to Keynsham) and Callington Road Link, including gating options of the A4;

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2. Orbital Metrobus serving the ring road and new link road and connecting to a ring of parking and ride sites around the city; 3. A4 Hicks Gate Park & Ride including relocating to further to the east to unlock development land and expanding the site; 4. A37 Whitchurch Park & Ride to serve new housing developments in Whitchurch as part of the JSP.

It is important to note the key links and dependencies between this proposed A4 – A37 orbital link and the proposed Callington Road link within Bristol. Both routes will provide for orbital movements where existing options are very limited. Currently many orbital movements are made via the A4 in Brislington and West Town Lane (A4174). The impacts of the A4 / A37 link and the Callington Road link are therefore collectively expected to reduce delays on the A4.

The remaining section of the Southern Orbital that connects up to the A38 towards Bristol Airport is at a stage prior to the above, where a feasibility study is required. The outcomes of this feasibility study and the A4-A37 report will determine the geographical extent of the Southern Orbital for further investigation.

16. Total Funding required for this phase of works (£)

17/18 18/19 19/20 Total

£200k (for further £50k (initially investigation to investigate of the extent the link up to of the the A38, not Southern including the Orbital once Investment Fund A4-A37 link, £250k the A4-A37 of which the study and the feasibility separate A38 study is link study currently out have both to tender been completed)

Match Funding 0 0 0 0 - please state source(s)

17. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment. Details of the scheme to be delivered:

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Whitchurch is located on the southern edge of the Bristol urban area. Growth at this Strategic Development Location (SDL) is focused on the A37 radial corridor into Bristol and will have impacts on the road network across south east Bristol. Currently, due to poor road connectivity in the area, orbital movements between these corridors use congested roads through Bristol and rural lanes between Whitchurch and the Hicks Gate area. Additional highway capacity and improved public transport provision will be needed to address underlying congestion issues, provide access to new development and release space for public transport improvements.

To address traffic impacts on these routes, improved road connectivity is required around south east Bristol, with improved links from Whitchurch to Hicks Gate roundabout. Improving orbital connectivity in south Bristol will present the opportunity to reallocate road space for walking, cycling and public transport on the A4 and A37 corridors. The proposed orbital transport corridor will include provision for dedicated MetroBus lanes and a footway / cycleway and link to a new Park and Ride site at Whitchurch.

In addition, a connection will be provided west of the A37 to link to the existing road network and Whitchurch Lane. This will help cater for demand for the orbital movement of traffic and mitigate the impact of increased flows on A37 through Whitchurch village.

The connection to the A38 towards Bristol Airport then completes another section of the outer ring road, providing a connection from the north and east of the sub-region to the south and particularly Bristol Airport, without the need to travel through the congested city centre.

It is also important to note that this project will look to improve existing routes such as the South Bristol Link as well as provide the new routes as set out above.

Details of the activities to be undertaken through this feasibility or development phase: A procurement process will be followed to identify a consultant to carry out the feasibility study of the link to the A38, as the feasibility work for the A4-A37 link is currently out to tender. Once both feasibility studies have been completed further investigation of the extent of the Southern Orbital will be established, moving the study on to generating a full business case.

18. Please set out how the activities will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured

Details: Consultants will carry out the feasibility study, client managed by 1 officer in Bristol City Council. To date, the procurement of consultants for the A4-A37 link feasibility study is currently being carried out through the West of England’s NEPRO system. It is proposed that either the same method is used for the A38 link feasibility study, or framework consultants used. Advice on this will be sought from WECA.

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19. What output will be produced and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report A4-A37 link due March 2018, A38 link proposed to fall in line with this. Option Development Report

Option Appraisal Report A4-A37 link due March 2018, A38 link proposed to fall in line with this. Outline Business Case July 2018

Full Business Case November 2018

Other (please state)

20. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

Milestone Date (mmm/yy)

Commission A4-A37 feasibility study Oct 2017 Write brief for A38 link Nov 2017 Commission A38 link feasibility study Dec 2017 Feasibility studies completed March 2018 Outline Business Case completed July 2018 Full Business Case completed November 2018 Funding identified through WECA Early 2019 Handed over to delivery teams and construction commissioned Spring 2019

Completion of build (more detailed milestones unknown until 2028-2029 feasibility studies completed)

Date approved by WECA Committee: 30 October 2017

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SCHEME: Rapid Transit Options / Mass Transit Phase 1

1. Lead Organisation

Bristol City Council

2. Partner organisations

WECA, Bath and North East Somerset Council, South Gloucestershire Council, North Somerset Council

3. Scheme contact details

Name: Chris Mason

Email: [email protected]

Telephone: 0117 35 74388

4. Scheme Type – mark with an X

Transport

Non-Transport Housing Enabling

Business Support

Skills

Other (please specify)

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: West of England Rapid Transit is linked to the development of Park & Ride sites. There is a need to consider the capacity for future expansion of new/existing Park & Rides that could be served by a Rapid Transit system.

In addition, development of a Rapid Transit system may change travel patterns and choices across the region, interacting with other schemes in the vicinity of the Bristol urban area included in the Joint Transport Study. In the longer term, development of a West of England Rapid Transit system

13 Feasibility and Development Funding Application Form will be a transformational project for the region, shaping transport and housing delivery across the region post 2036.

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6. Total Funding required for this phase of works (£)

17/18 18/19 19/20 Total

£50k for underground

pre-feasibility study Investment Fund £350k £75k for £225k for rapid transit rapid transit and airport feasibility link feasibility study yr 2 study yr 1

Match Funding 0 0 0 0 - please state source(s)

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

Details of the scheme to be delivered: A West of England Rapid Transit scheme would provide a step change in public transport connectivity: unlocking sub-regional growth and making the West of England an even better place to live, work, visit and enjoy. It has the potential to shape the spatial development and economy of the area, driving housing delivery, jobs and productivity. The scheme would dramatically cut travel times in the region and cut congestion, whilst enabling public realm improvements. It would enable more concentrated development that would increase land values and drive productivity growth. The Joint Transport Study proposes a new rapid transit network that will comprise high-capacity, segregated corridors connecting major destinations and integrating with other modes to transport public transport across the Bristol urban area. This includes routes connecting Bristol City Centre to: - Bristol Airport - North Bristol and the North Fringe - East Bristol and the East Fringe - Hicks Gate/Keynsham These routes were identified as they connect the major trip origins and destinations in the Bristol urban area. Further work is needed to determine the alignments and technology options that should be considered for these routes. The Joint Transport Study suggests that underground running in some locations may need to be considered due to streetspace constraints on some routes.

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Details of the activities to be undertaken through this feasibility or development phase: An initial pre-feasibility study has been commissioned to improve regional knowledge and understanding of the benefits and challenges of underground rapid transit construction and operation. This will enable underground options for rapid transit set out in the JTS to be compared with other more established and understood options such as trams and guided buses. Following completion of the pre-feasibility study, a procurement process will be followed to identify a consultant to carry out a feasibility study of the rapid transit options identified in the JTS. This feasibility study will consider potential alignments (including whether the A4 route stops at Hicks Gate or Keynsham), technology options for the network/each of the routes, assessment of benefits and risks, advice building support for the scheme amongst stakeholder groups, and other details to an extent that it can move forward to the next step towards delivery. A separate multi-modal study is looking at links between the airport and key strategic routes in the WECA area including bus, light rail, heavy rail, and road options. This ‘Bristol South West Economic Link’ study is currently underway and is being led by North Somerset Council. It is critical that this study is complementary with the southern orbital study and the rapid transit studies to ensure we investigate thoroughly access routes to the Airport with the key strategic routes from the North and East, within the WECA geography. Provision has been made within the £300k rapid transit funding to ensure all these studies inform each other across multiple modes and transport interchanges.

8. Please set out how the activities will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured

Details: Consultants will carry out the feasibility study, reporting to a client group comprised of officers from WECA and each of the West of England authorities. One officer from Bristol City Council will act as lead client.

To date, the procurement of the pre-feasibility study was carried out by Bristol City Council. All large consultancies in the region were invited to tender, generating a high level of interest and high quality bids.

Commissioning of the feasibility study could be carried out either via our term consultants, or via another competitive tender process. Advice on this will be sought from WECA.

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9. What output will be produced and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report Initial findings to inform JSP EiP studies end March 2018

Final report Autumn/Winter 2018

Option Development Report

Option Appraisal Report

Outline Business Case

Full Business Case

Other (please state)

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

Milestone Date (mmm/yy)

Completion of West of England Metro pre-feasibility study End Oct 2017 Commission Rapid Transit feasibility study November 2017 Feasibility study initial findings to inform JSP EiP studies End March 2018 Autumn/Winter Feasibility study final report 2018

Date approved by WECA Committee: 30 October 2017

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SCHEME : Mass Transit SOBC development - Phase 2

1. Lead Organisation

WECA

2. Partner organisations

BCC, B&NES, SGC, NSC

3. Scheme contact details

Name: Jason Humm David Carter

Email: Jason.humm@westofengland- [email protected] ca.gov.uk

Telephone: 07976169869 07967774041

4. Scheme Type – mark with an X

Transport x

Non-Transport Housing Enabling x

Business Support

Skills

Other (please specify) Economic growth

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details:

A report is being taken to WECA committee on 1st February 2019. This details the proposals for Mass Transit and the need to progress the project through the development of a Strategic Outline Business Case.

Mass Transit underpins the aspirations of the Joint Spatial Plan and Joint Local Transport Plan. The proposals are therefore integral to a range of other transport schemes funded through both the investment fund and Transforming Cities Fund.

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There are multiple major scheme development work strands that need to align with Mass Transit work and are in progress and identified across the WECA area and in North Somerset. To summarise, there are studies underway or being considered: • The completion of the West of England Mass Transit Early Phase Options Report. • Greater Bristol Area Feasibility Study, (at the sub national / regional level): WECA/DfT; • BSWEL (Bristol South West Economic Link): North Somerset Council; • Bath Trams: BANES; • Bath Transport Feasibility Study: WECA/BANES (not yet commissioned); and • Metro-West. • Metrobus future phases • Greater Bristol Bus Network 2

In addition, the Mass Transit SOBC development will also align with and inform the proposed Bath Transport Study (detailed as a separate feasibility and development funding application)

The draft JLTP highlights 4 key Mass Transit corridors with the following descriptions:

• Mass transit Bristol to Airport - Connecting the city centre, South Bristol, and the Airport. • Mass transit Bristol to North Fringe - Connecting the city centre, North Bristol, Southmead Hospital, Cribbs Causeway. • Mass transit Bristol to East Fringe - Connecting the city centre, East Fringe and East Bristol. • Mass transit Bristol to Bath - Initial priority for metrobus corridor to Bath, with longer-term ambition for a high-frequency mass transit solution between Bristol and Bath.

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6. Total Funding required for this phase of works

A. Spending Profile (£)

18/19 19/20 20/21 Total

Investment Fund 50K 950k 500k 1.5m

Match Funding Discussions are underway with both Bristol Airport and N/A 250k 250k 500k NSC and estimated contribution is shown

B. Cost Breakdown (£)

Investment Fund (£) Match Funding (£)

In house staff costs 200k 50k

Third Party Support 1,300k 450k

Other (please specify)

Other (please specify)

Total 1.5m 500k

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

A. Details of the scheme to be delivered: To complete a fully green book compliant Strategic Outline Business case for the West of England Mass Transit Study taking into account all the forecast growth across WECA including that identified in the JSP plus the growth of the airport.

In response to the original JTS work and to support the developing draft JLTP strategy, a West of England Mass Transit Early Phase Options Report was initiated in February 2018, funded by WECA and project managed by BCC on WECA’s behalf. This project has been running concurrently with the development of the JLTP.

The Mass Transit Early Phase Options Report is now nearing completion and the draft outcomes will be shared through a members working group in March 2019. As part of the review of this work and in light of the Mass Transit commitments contained in the draft JLTP, consideration is now being given to the future phases of this work and the need to continue to move the study work forward in line with the aspirations within the draft JLTP.

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Further work needs to be undertaken on scope development, however initial expectations are that both projects would run concurrently over an 18 month to 2-year period, with the overall scale and scope of the commissions potentially in the region of £2.0m - £2.5m. It is anticipated that some contributions would be received from both North Somerset Council and Bristol Airport supporting the Mass Transit work. B. Details of the activities to be undertaken through this feasibility or development phase:

The SOBC will need to: • Define the scope of the project/programme and its outputs and benefits; • Make the case for change; • Confirm the strategic fit with the Departmental business plan and wider Government objectives; • Outline options, and innovation, to tackle the problem and carry out initial sift of options; • Confirm a robust governance structure is in place and that the project is affordable; • Outline the sequence in which the project and benefits will be delivered; • Identify and analyse its stakeholders;

Specific elements related to the Mass Transit project will also need to be considered for the SOBC: • The planning process and supporting work streams (TWA / DCO/ other); • The land acquisition process (assume dependent on the planning process); • The procurement process including potential for PF2; • The management and governance process; • The financing opportunities; • Options selection; and • The work necessary to produce a DfT compliant SOBC

Integral to the proposals will be the development of a demand model for the wider project. This will provide support for the economic and strategic case of the SOBC and provide a clearer understanding of investment risk. This will need to provide detail on the assumed level of capacity being sought by Mass Transit; the associated level of frequency for the network; and the interface with and associated impacts on other existing modes.

8. Please set out how the activities to be undertaken through this Feasibility and Development Funding Application will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured.

Details:

Given the nature and scope of the Mass Transit work it is anticipated that WECA will need to procure support from consultants for development of the SOBC based on the production of a project scope against which consultants can provide recommendations to progress the work and anticipated costs. The production of the SOBC preparation scope is delegated to WECA Director of Infrastructure in consultation with the relevant Directors of the constituent authorities. This scope will then be taken

4 Feasibility and Development Funding Application Form to market through the usual OJEU process. Proposals received from tenderers will inform the internal resource required to manage the SOBC development. As a minimum a senior project manager will be required within WECA for the term of the SOBC in order to manage the day to day work of the project and consultants. An initial draw down of £150k has been requested of Committee in order to resource the initial stages of the project and employ a senior project manager of the scheme. Once tender prices are received from the market a further report will be taken to WECA Committee in order to specify the funding required for completion of the SOBC.

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9. What output will be produced using the funds awarded as part of this Feasibility and Development Fund Application, and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report

Option Development Report

Option Appraisal Report

Outline Business Case

Full Business Case/

Second Stage Skills Capital

Application

Other (please state) X March 2020 Strategic Outline Business Case

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

A. Milestones for the activities through this Feasibility and Development Funding

Milestone Date (mmm/yy)

Scope development April 2019 Assignment of Project manager April 2019 Tender May 2019 Tender assessment June 2019 Committee report and award July 2019 SOBC draft Jan 2020 SOBC complete Mar 2020

B. Planned milestones for scheme development or delivery beyond this initial phase.

Milestone Date (mmm/yy)

SOBC 2019 & 2020

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OBC 2020, 21 & 22 FBC 2023 onwards

Date approved by WECA Committee: Meeting of 1st & 15th February 2019

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SCHEME: East of Bath Link

1. Lead Organisation

Bath and North East Somerset Council

2. Partner organisations

Wiltshire Council, Dorset County Council, and Highways England

3. Scheme contact details

Name: Gary Peacock

Email: [email protected]

Telephone: 01225 395307

4. Scheme Type – mark with an X Transport x Non-Transport Housing Enabling x Business Support Skills Other (please specify) Air quality and built heritage improvement scheme

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: N/A

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6. Total Funding required for this phase of works (£)

17/18 18/19 19/20 Total

Investment Fund £50,000 £100,000 £100,000 £250,000

Match Funding 0 0 0 0 - please state source(s)

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

Details of the scheme to be delivered: Bath & North East Somerset is crossed by two strategic transport corridors of regional, national and European significance. These routes experience considerable congestion and road safety problems, and their increasing unreliability is significantly constraining development and business growth across the region, including plans to grow the port of Poole. The A36 and A46 which pass through Bath are major routes which form part of the strategic road network and as such are operated by Highways England. The route of the two corridors results in Bath contending with an unacceptable level of through traffic. This includes large numbers of HGVs travelling to or from the Channel ports.

The construction of a link road east of the city has been a long held aspiration of Bath and North East Somerset Council and the need for such a measure has been identified in the Bristol/Bath to South Coast Transport Study (2004) the Greater Bristol Area Strategic Transport Study (2006) and most recently in the Joint Transport Study which includes an estimate of the costs of £100m.

Bath and North East Somerset Council alongside Wiltshire Council, Dorset County Council and Highways England have collaborated to bring forward a case for investment. There is a strong economic case for improved north south links in the south of England as a whole. Details of the activities to be undertaken through this feasibility or development phase: Dorset, Wiltshire, and Bath and North East Somerset councils are working together to study the current transport connections between the M4 and the south coast and their impact on our economy.

We are gathering evidence to support a case to improve north-south transport connections in the south west, which could help grow our economy, support local businesses and improve people's quality of life.

The £250k funding will fund the development and promotion of the prospectus for North South Connectivity. This will form part of the a compelling case to encourage the Secretary of State to for Transport to mandate Highways England to carry out a Strategic Study, for eventual inclusion of the east of Bath link in the second Road Investment Strategy beyond 2020.

19 Feasibility and Development Funding Application Form

8. Please set out how the activities will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured

Details:

20 Feasibility and Development Funding Application Form

9. What output will be produced and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report

Option Development Report

Option Appraisal Report

Outline Business Case

Full Business Case

Strategic Study Mandated X Early 2018

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

Milestone Date (mmm/yy)

Strategic Study Mandated Early 2018 Draft Road Investment Strategy Spring 2018/19 Government Approval of Road Investment Strategy Winter 2018/19

Date approved by WECA Committee: 30 October 2017

21 Feasibility and Development Funding Application Form

SCHEME: Freezing Hill / A420 junction

1. Lead Organisation

Bath and North East Somerset Council

2. Partner organisations

South Gloucestershire Council

3. Scheme contact details

Name: Gary Peacock

Email: [email protected]

Telephone: 01225 395307

4. Scheme Type – mark with an X Transport x Non-Transport Housing Enabling Business Support Skills Other (please specify)

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: Joint Transport Study

22 Feasibility and Development Funding Application Form

6. Total Funding required for this phase of works (£)

17/18 18/19 19/20 Total

Investment Fund £75,000 £25,000 0 £100,000

Match Funding 0 0 0 0 - please state source(s)

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

Details of the scheme to be delivered: The Freezing Hill / A420 junction is located on the boundary of Bath & North East Somerset and South Gloucestershire Council. The junction forms the core access to the Lansdown P&R site serving Bath city centre from the A46 corridor linking to J18 of the M4 Lansdown Park and Ride. The T junction is used to access the Lansdown P&R, vehicles travelling from the P&R give way to traffic on the A420, this can cause long delays.

The Park and Ride expansions form part of the Joint Transport Study and Getting Around Bath Transport Strategy. There are three Park and Ride sites that intercept traffic for Bath, Lansdown Park and Ride serves traffic demand from M4 corridor and Bristol, poor access, constrains its current use and potential for expansion.

It is proposed to undertake a feasibility study to assess options for access improvements from the A420 to Lansdown Park and Ride, the feasibility will cost £100k, dependant of the selected option the improvements are not expected to cost greater the £1.5m.

Details of the activities to be undertaken through this feasibility or development phase: The first stage would be a feasibility study which will assess two potential routes, Freezing Hill and Bath Road, which would include the A420/Gorse Lane junction. This should enable outline designs, modelling, safety assessments and consultation to be undertaken leading to a decision on the preferred option and full business case. B&NES would procure the study, working with South Gloucestershire Council who will form part of the project team.

23 Feasibility and Development Funding Application Form

8. Please set out how the activities will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured

Details: The study will be procured through the Councils framework agreement with Ch2M.

24 Feasibility and Development Funding Application Form

9. What output will be produced and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report X

Option Development Report

Option Appraisal Report

Outline Business Case

Full Business Case X June 18

Other (please state)

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

Milestone Date (mmm/yy)

Feasibility Commissioned Nov 17 Preferred Option agreed Mar 18 Full Business Case June 18

Date approved by WECA Committee: 30 October 2017

25 Feasibility and Development Funding Application Form

SCHEME: Bristol Temple Meads Masterplan

1. Lead Organisation

Bristol City Council (BCC)

2. Partner organisations

Network Rail

3. Scheme contact details

Name: Richard Marsh Programme Director – Bristol TQEZ Bristol City Council

Email: [email protected]

Telephone: 07393 007648

4. Scheme Type – mark with an X

Transport

Non-Transport Housing Enabling

Business Support

Skills

Other (please specify)

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

The provision of £2m to support Masterplanning and feasibility work relating to Bristol Temple Meads station is not currently linked or related to any other early investment or Investment Fund projects.

The £2m of funding requested will also leverage circa £1.6m of Network Rail funding, which will

26 Feasibility and Development Funding Application Form also support the work to be undertaken.

Commissioning and completion of the Masterplanning works in a timely fashion is important to the city and wider West of England region on several levels;

1. To deliver a viable plan for the refurbishment/redevelopment of the station; allowing it to fulfil its nationally significant role, to support local and regional travel and support wider ambitions (specifically around housing) as set out through both the West of England Joint Spatial Plan (JSP) and the Joint Travel Plan (JTS).

2. To help realise the West of England’s economic ambitions – investment in the station will be crucial in continuing to support business development in the West of England and within Bristol. This will support the delivery of jobs within the region, the generation of business rates (supporting the growth of the EDF fund) and deliver opportunities for skills and training.

3. To ensure that the full transformational and catalytic impact of the development of the University of Bristol’s Enterprise Campus can be realised to the benefit of the Temple Quarter, wider city and wider region – ensuring and facilitating the delivery of direct access from the refurbished station will be of great importance in this regard. The feasibility and masterplan work can help in delivery of this access.

4. To leverage further funding – the investment in Masterplanning work to support investment in Temple Meads will provide BCC with detailed information in order to support future funding bids. This will allow the opportunity to secure and leverage additional public funding at a West of England and National level in order to support the refurbishment of the station. It will also offer scope to attract additional private sector investment within the wider Temple Quarter area.

It is crucial to immediately commence the masterplanning work – which will be facilitated through the £2m to be released. Without the masterplanning work, it is unlikely that other sources of funding will be secured to support the redevelopment or refurbishment of the station.

27 Feasibility and Development Funding Application Form

6. Total Funding required for this phase of works (£)

17/18 18/19 19/20 Total

Investment Fund £0.3m* £1.7m* 2m

Match Funding £1.6m* 1.6m - please state source(s)

*phasing of funding to be confirmed upon finalisation of feasibility brief.

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

Scheme to be developed: The masterplanning and feasibility work will focus upon Bristol Temple Meads station. It will consider how the refurbishment and redevelopment of the station could be undertaken in order to deliver the operational and capacity requirements of Network Rail whilst also unlocking and enabling key development sites and opportunities in the wider area around the station - to the benefit of the city and its stakeholders. The study will be expected to produce a scheme which is deliverable, affordable and operationally efficient whilst also meeting the high expectations of the city, and wider region, in terms of delivering a new mixed-use quarter (Temple Quarter) and a gateway to the west of England region.

Details of the activities to be undertaken through this feasibility or development phase: at your end

The detailed brief for the masterplanning work is currently under development, but work is anticipated to include: • A re-assessment and re-stating of the objectives of the refurbishment/redevelopment of Temple Meads, its relationship to the Temple Quarter, Bristol city and the wider region; • A review of work undertaken to date in relation to options for the refurbishment/redevelopment of the station and development of surrounding sites; • Revisions to previous work and, where required, new work in order to support the masterplanning and ensure the maximisation of outputs (financial, economic, environmental and social) for all parties. A key area of focus will be to deliver cost effective and efficient options for the station redevelopment. • Identification of the key costs and barriers associated with delivery of a refurbishment/redevelopment scheme (including enhancements within the immediate vicinity of the station); • Consideration of delivery options for the refurbishment of the station and development of surrounding areas. These must be capable of meeting the objectives of the parties. Indicative delivery and phasing plans are also expected to be developed. And;

28 Feasibility and Development Funding Application Form

• Delivery of a set of proposals for review and agreement between the parties. • Further operational requirement work to be undertaken will be identified in collaboration with Network Rail.

8. Please set out how the activities will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured

Details:

Release of the £2m of funds will allow BCC, together with Network Rail, to procure experienced consultants to deliver a comprehensive, deliverable and cost effective masterplan/feasibility study for Bristol Temple Meads station. The consultants will be procured through a framework agreement in line with public procurement rules.

29 Feasibility and Development Funding Application Form

9. What output will be produced and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report Mar 19

Option Development Report

Option Appraisal Report

Outline Business Case

Full Business Case

Other (please state)

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

Milestone Date (mmm/yy)

WECA approval of grant Oct 17 Appointment of Consultants Jan 18 Completion of feasibility study Mar 19

Date approved by WECA Committee: 30 October 2017

30 Feasibility and Development Funding Application Form

SCHEME: A37 to A362 Improvements – Somer Valley Enterprise Zone

1. Lead Organisation

Bath and North East Somerset Council

2. Partner organisations

None

3. Scheme contact details

Name: Gary Peacock

Email: [email protected]

Telephone: 01225 395307

4. Scheme Type – mark with an X Transport x Non-Transport Housing Enabling Business Support X Skills Other (please specify)

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: Joint Transport Study

31 Feasibility and Development Funding Application Form

6. Total Funding required for this phase of works (£)

16/17 17/18 18/19 19/20 Total

Investment Fund 0 £160,000 £120,000 0 £280,000

Match Funding 0 0 0 0 0 - please state source(s)

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

Details of the scheme to be delivered: • Bath and North East Somerset Council is supporting the development of the Bath & Somer Valley Enterprise Zone which includes the 13.5ha allocated employment site at Old Mills located on the A362. B&NES see this as a key employment site for the Somer Valley and would want to progress this as a priority due to the potential to create 1,700 to 2,000 new jobs. The Bath & Somer Valley EZ does form part of the Joint Spatial Plan and as such contributes to and supports the delivery of 105k new homes. • A key element of the plan is to develop the Old Mills Enterprise Zone in the Somer Valley to reduce the need to travel to Bath and Bristol for employment. There has been significant additional housing provided in the Somer Valley area over the last 10-20 years with further housing development planned for and committed through the Core Strategy which needs to be balanced by additional employment development. The Core Strategy makes provision for around 2,400 additional homes in the Somer Valley between 2011 & 2029. The current route from the A37 to the site requires upgrading to accommodate the increase in travel demand from the Enterprise Zone. • The upgrading of the route will ensure good connectivity to the A37 and surrounding areas and will enable the Zone to be delivered without further offsite improvements. This will remove a major hurdle to the delivery of the Old Mills site, is a pre-requisite for a successful Enterprise Zone and will allow its development to be accelerated.

The scheme will include: • Improvement to the existing A37/ A362 signalised junction to create additional capacity. • Localised road widening to remove pinch points which create delays and queues • Pedestrian and cycling improvements to provide the sustainable routes to the communities to the east and west along the A362.

The estimated cost of the scheme is £2.8m. Details of the activities to be undertaken through this feasibility or development phase: Initially an outline business case will be developed that will include an updated preliminary design, environmental assessments, economic benefits including GVA, and traffic modelling / forecasts. Following any statutory approvals a Full Business Case will be submitted.

32 Feasibility and Development Funding Application Form

8. Please set out how the activities will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured

Details: The scheme will be developed by the Council Design Team.

33 Feasibility and Development Funding Application Form

9. What output will be produced and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report

Option Development Report complete

Option Appraisal Report Jan 2018

Outline Business Case X Nov 2018

Full Business Case X Sept 2019

Other (please state)

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

Milestone Date (mmm/yy)

Option appraisal Jan 2018 Outline business case Nov 2018 Full business case Sept 2019 Start construction Jan 2020 Construction complete Nov 2020

Date approved by WECA Committee: 30 October 2017

34 Feasibility and Development Funding Application Form

SCHEME: Cribbs/Patchway Cycle Links

1. Lead Organisation

South Gloucestershire Council

2. Partner organisations

In delivering this package of schemes, South Gloucestershire Council will work in partnership with Bristol City Council, and the developers of sites within the Cribbs Patchway New Neighbourhood.

3. Scheme contact details

Name: Richard Gillingham Major Schemes SRO

Email: [email protected]

Telephone: 01454 864448

4. Scheme Type – mark with an X

Transport

Non-Transport Housing Enabling

Business Support

Skills

Other (please specify)

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: There are no links to other early investment schemes, but this scheme links to the strategic cycle routes proposed within the Joint Transport Study, and to the Access to Bristol North scheme within the 2017-18 LGF (Local Growth Fund) Sustainable Transport package.

35 Feasibility and Development Funding Application Form

6. Total Funding required for this phase of works (£)

17/18 18/19 19/20 Total

Investment Fund 50,000 150,000 0 200,000

Match Funding 0 0 0 0 - please state source(s)

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

Details of the scheme to be delivered: The Cribbs/Patchway New Neighbourhood (CPNN) cycling package of investment is a key component of a comprehensive sustainable transport package for the Filton Enterprise Area and CPNN. This will connect existing and new rail stations with the expansive new housing and employment developments in this area. It supports the ambition for CPNN to be an exemplar development for integrated public transport, walking, cycling and innovative use of public open space. The CPNN is set to provide an additional 5,000 new homes redeveloping the Filton Airfield site and this development is entirely dependent on the full implementation of the sustainable transport package, of which this is part. There is an opportunity through early investment funding to accelerate the delivery of the sustainable transport package and in doing so we can both expedite the delivery of housing and explore the opportunities for a potential increase in densities alongside enhanced public realm. This stage of the scheme will develop an Outline Business Case and subsequently a Full Business Case for the full scheme. It is anticipated that a £2 million package of cycle schemes will be delivered, focussing on enhancing connectivity to jobs and housing, in order to provide GVA uplift appropriate to the scale and nature of the schemes. Schemes within the package will complement both the Council’s adopted cycle strategy and the onsite cycle corridors identified within developer masterplans for the CPNN and will include improvements to existing cycle routes around the development site, provision of new cycle routes, and improvements to crossing points and junctions. The key objective of this scheme is to reduce dependency on solo car use through the provision of a package of strategically important cycle improvements. Expected impacts of the scheme, when compared to a do-nothing alternative, include: • An improvement in Air Quality through reduced vehicular emissions • Reduced levels of traffic congestion • Improved access to employment and essential services • Significantly improved facilities for walking and cycling

Details of the activities to be undertaken through this feasibility or development phase:

36 Feasibility and Development Funding Application Form

• Phase 1: o Surveys o Outline design and costing o Internal scheme scrutiny o Options appraisal o Production of Outline business case o Stage gate (internal) - Phase 2: o Detailed design o Planning applications and other consents (if required) o Public consultation o Advert/Reporting objections (if required) o Production of full business case o Stage gate

8. Please set out how the activities will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured

Details: In-house project management, design and implementation with selective use of extant supply chain consultants/contractors as required.

37 Feasibility and Development Funding Application Form

9. What output will be produced and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report

Option Development Report

Option Appraisal Report

Outline Business Case June 2018

Full Business Case March 2019

Other (please state)

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

Milestone Date (mmm/yy)

Commence phase 1 (mobilisation, outline design, costings and Nov 2017 option appraisal)

Outline Business Case produced June 2018 Commence phase 2 (detailed design, consents and business case July 2018 development)

Consultation Jan 2019 Full Business case submission March 2019 Commence phase 3 (construction)* Summer 2019 Project completion* Spring 2021

* Subject to the need for Traffic Regulation Orders and the ability to occupy the network, depending on other programmed works, both of which will be considered as part of the development phases.

Date approved by WECA Committee: 30 October 2017

38 Feasibility and Development Funding Application Form

SCHEME: Wraxall Road Roundabout Improvements and Signalisation – Stage 1 Feasibility Study and Options Appraisal

1. Lead Organisation

South Gloucestershire Council

2. Partner organisations

None

3. Scheme contact details

Name: Jon Munslow

Email: [email protected]

Telephone: 01454863910

4. Scheme Type – mark with an X

Transport X

Non-Transport Housing Enabling

Business Support

Skills

Other (please specify)

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: Joint Transport Study

39 Feasibility and Development Funding Application Form

6. Total Funding required for this phase of works (£)

17/18 18/19 19/20 Total

Investment Fund 75,000 £125,000 £200,000

Match Funding 0 0 0 - please state source(s)

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

Details of the scheme to be delivered: Feasibility Study and Options Report detailing the results of a study and traffic modelling of improvements to the A4174 Wraxall Road Roundabout and the approaches of Wraxall Road and Tower Lane. The study will identify the benefits available through remodelling the junction and its approaches. The feasibility study report will provide costed estimates of potential interventions. A recommended option and an outline plan for delivery of the recommended scheme. The key objective is to reduce congestion at A4174 Wraxall Road roundabout. Expected impacts (compared to the ‘do nothing’) include: • Reduced levels of traffic congestion; • Improved journey time reliability; • Reduced vehicular emissions;

Reducing congestion on the A4174 is expected to provide economic benefits, supporting the economy on in the East Fringe of Bristol including Emersons Green Enterprise Area.

Details of the activities to be undertaken through this feasibility/development phase: Traffic study, Traffic modelling, Intervention options development, Options appraisal, Cost benefit analysis, recommended next action and outline design.

8. Please set out how the activities will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured

40 Feasibility and Development Funding Application Form

Details: In-house project management, design and implementation with selective use of extant supply chain consultants/contractors as required.

9. What output will be produced and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report July 2018

Option Development Report

Option Appraisal Report

Outline Business Case

Full Business Case

Other (please state)

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

Milestone – Stage 1 Date (mmm/yy)

Development - Commencement and project set up. Nov 17 Development - Traffic Study Dec 17 Development - Traffic Modelling results Feb 18 Development - Options development April 18 Development - Benefits Analysis May 18 Development – Feasibilty study final Report July 18

Date approved by WECA Committee: 30 October 2017

41 Feasibility and Development Funding Application Form

SCHEME: Unlocking Lockleaze Development

1. Lead Organisation

Bristol City Council

2. Partner organisations

No external partner organisations

3. Scheme contact details

Name: Paul Owens Melanie Bufton

Email: [email protected] [email protected]

Telephone: 07810506981 0117-9036815

4. Scheme Type – mark with an X

Transport

Non-Transport Housing Enabling

Business Support

Skills

Other (please specify)

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: Unlocks delivery of approximately 800 new homes in Lockleaze which is part of Bristol City Council’s Lockleaze Housing Delivery Programme.

The investment will also support the Lockleaze Estate Regeneration Programme supported by DCLG.

42 Feasibility and Development Funding Application Form

6. Total Funding required for this phase of works (£)

17/18 18/19 19/20 Total

Investment Fund £30,000 £475,000 £0 £505,000*

Match Funding 0 0 0 0 - please state source(s)

• £505,000 costs to support the feasibility and development is sought. However, if there is a limit of 10% of the overall funding requirement for this application (£4.3m), overall funding of £430,000 for this stage will be acceptable. 7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

Details of the scheme to be delivered: Bristol City Council owns some 16ha of land (development plots held in both the Housing Revenue Account and General Account) within the Lockleaze Estate suitable for the development of approximately 800 new homes and to support local regeneration.

Due to constrained vehicular access to the Lockleaze estate, transport modelling suggests that without additional sustainable transport infrastructure this potential level of development is unlikely to comply with Planning Policy requirements and unlikely to receive necessary Planning Consents. Potential additional congestion and air quality deterioration can however be mitigated against by provision of new infrastructure which will unlock this development.

Provision of new infrastructure will help achieve the Travel Plan mode shares and realise the sustainable development that local and national policy requires all new development to deliver, in the interests of minimising car reliance in favour of forms of movement that impact positively on the health of the local community, including walking, cycling and public transport.

Such investment would reduce the reliance on the private car (and subsequently car parking) which could help deliver higher density development and therefore maximise the number of dwellings that are achievable on any given site. Existing residents of Lockleaze and the wider area can be expected to benefit from transport infrastructure improvements. Specific sustainable transport investments to be made on Muller Road and within the Stoke Park Estate, subject to consultation, are expected to be: The Muller Road works: • Provide pedestrian Dropped Kerbs • Upgrade/ relocate existing bus stops to include low-floor platforms to meet curren accessibility standards. • Replace bus shelters to improve waiting facilities • Provide Left Turn filter signal at the Gloucester Road junction

43 Feasibility and Development Funding Application Form

• Introduce sections of northbound bus lane - week day peak hour only • Introduce sections of southbound bus lane - week day peak hour only • Improve the surface of access lanes to enable residents to use off street parking during week day peak hour when the bus lane is in operation • Remove Downend Road signal junction control and replace with a Toucan Crossing. Consideration to be given to closing the eastern arm to remove the through movement from the western arm which would also prevent HGVs from accessing the narrow double bend • Signalise the Ralph Road junction • Close Springfield Avenue junction to through traffic 8. An indicative Muller Road implementation scheme is shown at Appendix B. The Stoke Park Estate work will: • Provide an all-weather shared use accessible path through Stoke Park Estate from Romney Avenue to Broomhill/Stapleton

Details of the activities to be undertaken through this feasibility or development phase: Activities to be undertaken at this phase include: design, surveys, statutory Planning Consents, TRO (Traffic Regulation Orders), consultation and information required for full business case development.

9. Please set out how the activities will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured

Details: Transport Delivery Board – responsible for providing overall direction and management of the infrastructure project, and making key decisions such as the commitment of resources. Transport Programme Team – the ‘PMO’ for the Transport Service, this team supports the delivery of the projects that form the Transport Capital Programme. Project manager – responsible for day- to-day management of the project and work tasks and will delegate responsibility for the delivery of these to the Project Team, specialists or consultants as appropriate. Project Team – will deliver work packages as identified by the Project Manager through utilisation of internal resources, consultants and technical specialists as appropriate e.g. Framework contract. The project team will comprise officers from Traffic Signals, Network Management, Engineering Design, Procurement, Legal Services, and others as appropriate.

The sustainable transport infrastructure implementation required to unlock development will be delivered by the Transport Delivery Board as noted above. The implementation of housing delivery will be managed by the Council's Housing Delivery Team under the supervision of the Housing Delivery Board. Two sites, accommodating 347 new homes will be transferred to a Local Housing Company to be delivered through a Local Housing Company. Bristol City Council has benefitted from Estate Regeneration to provide internal delivery capacity.

44 Feasibility and Development Funding Application Form

10. What output will be produced and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report 2/2018

Option Development Report 4/2018

Option Appraisal Report 6/2018

Outline Business Case 10/2018

Full Business Case 5/2019

Other (please state)

11. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

Milestone Date (mmm/yy)

Feasibility commencement 11/2017

Preliminary design commencement 4/2018

Public consultation commences 8/2018

All weather accessible path (incl: new cycle paths) completed 7/2020

Muller Road corridor public transport, cycleway and pedestrian 3/2021 capacity enhancements implemented

Date approved by WECA Committee: 30 October 2017

45 Feasibility and Development Funding Application Form

SCHEME: Great Stoke Roundabout Capacity Improvements

1. Lead Organisation

South Gloucestershire Council

2. Partner organisations

None

3. Scheme contact details

Name: Richard Gillingham

Email: [email protected]

Telephone: 01454 864448

4. Scheme Type – mark with an X

Transport

Non-Transport Housing Enabling

Business Support

Skills

Other (please specify)

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: This scheme will complement the CPNN (Cribbs/Patchway New Neighbourhood) cycling package also identified within this Early Investment Programme, through incorporating enhanced pedestrian and cyclist crossing facilities where possible.

46 Feasibility and Development Funding Application Form

6. Total Funding required for this phase of works (£)

17/18 18/19 19/20 Total

Investment Fund 100,000 250,000 200,000 550,000

Match Funding - - - - - please state source(s)

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

Details of the scheme to be delivered: This scheme will increase capacity at the Great Stoke roundabout. Traffic modelling indicates that it will operate significantly over-capacity in both peak periods by 2036, with particular problems on the Winterbourne Road approaches. Given its location, this junction is therefore expected to considerably restrict traffic movements from a key transport interchange at Bristol Parkway and the access to the economic centre of South Gloucestershire within the Bristol North Fringe.

Harry Stoke and the Cribbs/Patchway New Neighbourhood are two critical strategic housing sites for South Gloucestershire. Between them they will release circa 8,000 homes, such that effective strategic transport links are a priority for sustainable travel. The proposed scheme is complementary to other roundabout capacity schemes successfully delivered in the North Fringe, such as Aztec West roundabout, as part of a package of investments to support the Filton Enterprise Area and the sustainable growth of housing.

The scheme will re-develop the problematic roundabout to assist the existing North Fringe to Hengrove MetroBus route (to be launched in Spring 2018) and to improve general traffic flow through the junction. This is expected to have a significant impact, reducing congestion and connecting to a comprehensive sustainable transport package for the Filton Enterprise Area and Cribbs/Patchway New Neighbourhood (CPNN). The resultant reconfigured roundabout is likely to be a three lane circulatory system, including a segregated left turn slip from Winterbourne Road east and three-lane entry from Winterbourne Road west. It is expected to cost approximately £4.7m, including development & construction costs. This scheme will include enhanced pedestrian and cyclist crossing facilities. It is anticipated that the improvements can be accommodated on highway land. This is the next stage of a broader package of transport interventions to support traffic movements in and around the Filton Enterprise Area. The case was made in ‘Unlocking Our Potential: The Economic Benefits of Transport Investment in the West of England’ (a study to assess the potential of transport schemes to unlock the GVA and job potential of priority growth locations in the West of England) that without transport interventions only 1,200 of the forecasted 12,000 jobs in the Filton Enterprise Area could be delivered. The increased capacity of critical pinch points is essential to the development of the region’s infrastructure, to meet the housing and economic growth ambitions. This increased capacity scheme will serve a critical access route for both the Filton Enterprise Area and the Cribbs/Patchway New Neighbourhood, which between them represent both the predominant economic hub for South Gloucestershire and the largest strategic development site in the Core

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Strategy. The key objective is to mitigate forecast traffic congestion at Great Stoke Roundabout. Expected impacts (compared to the ‘do nothing’ option) include: • Reduced levels of traffic congestion; • Improved journey time reliability; • Reduced vehicular emissions; • Improvements for pedestrians and cyclists

Details of the activities to be undertaken through this feasibility or development phase: • Phase 1 o Refinement and update of traffic modelling; o Topographic, GI and Utility surveys; o preliminary design; o internal consultation (scrutiny) o preparation of Outline Business Case: o internal stage gate: • Phase 2 o public consultation; o detailed design; o environmental assessment; o planning application and other consents (if required); o Full Business Case. o stage gate

8. Please set out how the activities will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured

Details: In-house project management, design and implementation with selective use of extant supply chain consultants/contractors as required.

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9. What output will be produced and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report

Option Development Report

Option Appraisal Report

Outline Business Case June 2018

Full Business Case Spring 2020

Other (please state)

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

Milestone Date (mmm/yy)

Start phase 1 (surveys, prelim design) Nov 2017 Outline Business Case produced June 2018 Start phase 2 (consultation, detailed design & consents) Aug 2018 Full Business Case submission Feb 2020 Start of phase 3 (construction)* Spring 2020* Project completion** Winter 2021/22**

* Subject to the ability to occupy the network, depending on other programmed works (e.g. CPME, Gipsy Patch Lane bridge), which will be considered as part of the development phases.

** Subject to the construction start date, detailed design and construction methodology, which will be determined through the

development phases and set out in the full business case.

Date approved by WECA Committee: 30 October 2017

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SCHEME: Hicks Gate Roundabout

1. Lead Organisation

Bath and North East Somerset Council

2. Partner organisations

South Gloucestershire Council and Bristol City Council

3. Scheme contact details

Name: Gary Peacock

Email: [email protected]

Telephone: 01225 395307

4. Scheme Type – mark with an X Transport x Non-Transport Housing Enabling Business Support Skills Other (please specify)

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: Joint Transport Study

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6. Total Funding required for this phase of works (£)

17/18 18/19 19/20 Total

Investment Fund £10,000 £220,000 £230,000 £460,000

Match Funding 0 0 0 0 - please state source(s)

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

Details of the scheme to be delivered: • The JTS recommends a multi-modal package of major investment on the A4 corridor between Bath and Bristol. The A4 / A4174 Hicks Gate Roundabout is a key junction on the A4 between Bristol and Bath and is located at the western end of the Keynsham Bypass. This is also the terminal junction at the southern end of the A4174 Ring Road route through East Bristol and the North Fringe. In the peak time period ‘exit blocking’ results in delay to all arms. Improvements to the roundabout would involve the provision of a link from the A4174 to the A4 removing traffic from the roundabout. Any scheme would take account of and accommodate the M4 Junction 18A, the A4 to A37 link road, MetroBus and the relocation of the Brislington Park and Ride. • The roundabout is a known constraint to future growth that will impact on the strategic development sites of Hicks Gate and Keynsham North. Improvements to the key roundabout ahead of the longer-term Joint Spatial Plan infrastructure mitigations would provide improvements to network capacity, bringing forward the potential for housing on the non-Strategic Development sites. Additionally, it would provide significant improvements to a key part of the network where the three Council boundaries meet.

The scheme involves the provision of a new link between the A4 Keynsham Bypass and the A4174 to the north east of the roundabout. The link will remove right turning traffic from the westbound A4 to A4174 and from the left filter from the A4174 to the eastbound A4. The proposed arrangement would require a new traffic signal junction on the bypass and A4174 in the vicinity of the roundabout. The estimated cost is £4.7m. Details of the activities to be undertaken through this feasibility or development phase: Initially an outline business case will be developed that will include: an updated preliminary design; environmental assessments; and economic benefits, including GVA and traffic modelling / forecasts. Following statutory approvals a Full Business Case will be submitted.

8. Please set out how the activities will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured

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Details: Consultant support will be tendered through the B&NES BLOOM system.

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9. What output will be produced and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report

Option Development Report

Option Appraisal Report

Outline Business Case x Nov 2018

Full Business Case x Dec 2019

Other (please state)

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

Milestone Date (mmm/yy)

Out to tender Jan 2018 Appointment April 2018 Outline Business Case Submitted Nov 2018 Statutory Powers and Procedures Granted Nov 2019 Full Business Case Submitted Dec 2019 Construction Start April 2020 Completion June 2021

Date approved by WECA Committee: 30 October 2017

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SCHEME: Hengrove

1. Lead Organisation

Bristol City Council

2. Partner organisations n/a

3. Scheme contact details

Name: Emily Price

Email: [email protected]

Telephone:

4. Scheme Type – mark with an X

Transport

Non-Transport Housing Enabling

Business Support

Skills

Other (please specify)

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: WECA’s Forward Funding Housing Infrastructure Fund includes an ask of £35m for housing enabling funding for Hengrove. Together with £8m from WECA, this will provide the funding required to provide the infrastructure requirements to release c 2000 new homes.

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6. Total Funding required for this phase of works (£)

17/18 18/19 19/20 Total

Investment Fund £400,000 £400,000 0 £800,000

Match Funding - HCA Housing zone Capacity Funding (£224k) £500,000 £500,000 0 £1m - Bristol City Council Capital programme (£776k)

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

Details of the scheme to be delivered: As a significant land owner within Hengrove, the Council wishes to use its land assets to drive the delivery of high quality mixed tenure housing. A clear vision and delivery framework has been established, a dedicated programme board and project team has been assigned to this priority area. Historically, there has been a lack of market led residential development in this area. Hengrove Park, the largest of the development sites has a number of constraints which need to be unlocked before housing development is deliverable. To accelerate the delivery, infrastructure funding is sought to allow the Council to act as master developer and install the social and physical infrastructure upfront and dispose of serviced land parcels to developer partners on land owned by the Council at Hengrove Park and Hartcliffe Campus, with conditions to comply with the requirements of the design codes. This will stimulate a market shift and create a buoyant local housing market which meets local housing need.

The infrastructure required includes: - Onsite highway infrastructure including new access and junctions from Hengrove Way and Bamfield, plus north-south and east west links. - Improvements to William Jessop Way - Strategic utilities to service the development parcels (including gas, electicity, water supply, waste water, telecoms, storm water attenuation, - Ground contamination – remediation, demolition - Public realm – delivery of a new park - Education – provision of additional primary school places - District Heating - Land clearance – relocation of existing rugby club and provision of off-site facilities.

Details of the activities to be undertaken through this feasibility or development phase: - Activities to be undertaken at this phase include design, surveys, planning, TRO, consultation and Project Management costs.

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8. Please set out how the activities will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured

Bristol City Council has established a dedicated programme board to oversee delivery and appointed a dedicated Senior Project Manager to lead the delivery of housing led development in this area.

The Housing Delivery Board reports to Bristol City Council Homes Board, chaired by Cllr Paul Smith, which is a partnership that brings together different areas of the housing sector to tackle housing issues in the city.

A dedicated multi skilled housing team is being established to drive the delivery of housing across the City. The Council has a wealth of experience of leading and delivering residential led development in Bristol having recently directly delivered and enabled partners to develop new homes.

A full multi disciplinary team is in place to secure planning consents for housing and infrastructure at Hengrove Park and Hartcliffe Campus. If this application is successful the Council will consider procuring the same team through OJEU compliant Scape Framework to continue with the detailed infrastructure design and develop the business case to secure infrastructure funding.

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9. What output will be produced and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report

Option Development Report

Option Appraisal Report

Outline Business Case

Full Business Case Autumn ‘18

Outline planning consent for Autumn ‘18 c2000 new homes

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

Milestone Date (mmm/yy)

Submit outline planning application for Hartcliffe Campus 12/2/18 Submit outline planning application for Henrgove Park 1/4/18 Planning consent granted Hartcliffe Campus 31/7/18 Planning consent granted for Hengrove Park 31/8/18 Detailed scheme design for highways infrastructure 30/9/18 Business Case for infrastructure investment 30/10/18

Date approved by WECA Committee: 30 October 2017

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SCHEME: Hospitality & Catering Education Centre

1. Lead Organisation

BATH COLLEGE

2. Partner organisations

3. Scheme contact details

Name: LAUREL PENROSE JAYNE DAVIS

Email: [email protected] [email protected]

Telephone: 01225 312191 01225 312191

4. Scheme Type – mark with an X

Transport

Non-Transport Housing Enabling

Business Support

Skills

Other (please specify)

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: No

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6. Total Funding required for this phase of works

A. Spending Profile (£)

17/18 18/19 19/20 Total

Investment Fund £95,000 £100,200 £195,200

Match Funding £30,000 £35,295 £45,749 £111,044 - please state source(s)

B. Cost Breakdown (£)

Investment Fund (£) Match Funding (£) £0 £71,044 In house staff costs

Third Party Support £195,200 £40,000

Other (please specify) - -

Other (please specify) - -

Total £195,200 £111,044

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

A. Details of the scheme to be delivered: We will create a state-of-the-art hospitality & catering education and training hub in the centre of Bath that serves a key B&NES employment sector (Tourism, Leisure, Arts & Culture) and develops a skills platform that will improve productivity, wage rates and employment opportunities in Bath and the surrounding area.

Bath College has developed a masterplan for its Estate that is inextricably linked its strategic curriculum development and growth objectives. This hospitality and catering project will see the College’s city centre campus become a central feature of the visitor economy in the region and will act as an enabling project to unlock further potential development. This further potential lies in one of the South West’s most important sectors, visitor economy.

The project will deliver: • Industry standard, specialist training facilities that will keep pace with the demand from a growing hospitality and catering sector in B&NES, Bath City in particular. This will include an extended training and commercial kitchen facility, a public restaurant, general learning and training facilities, conference spaces and drop-in facilities. • Training to meet a growing demand for related skills such as customer service, team leading, hospitality team working, front of house and housekeeping via an employer-led

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curriculum. • Learning spaces that will allow the College to help the local authority work towards other education targets such as basic skills development, developing with work the College already does with Job Centre Plus. • Flexible meeting and conference facilities that will develop the College’s provision but also provide some much-needed commercial space for rent within the City boundaries. • Benefits for training in related markets e.g. leisure and tourism e.g. casino. • Developments on what is already a strong relationship with local employers and an ‘exceptional’ focus on employability (as highlighted in the College’s Ofsted report Jan 2018).

Impacts: By developing this Centre, the College will assist in the achievement of the following: • Directly linking with B&NES to provide a central education and training facility that will help businesses one of the area’s key sectors to maintain and develop sustainable workforces in the face of economic change. • Raising productivity in the area via quality, specialist training that allows the local visitor economy’s main players to focus on high value markets and prioritise staying visitors – a current objective for the City in particular. • Less extensive economic and social impacts of the UK’s imminent withdrawal from the EU and therefore limitations on labour supply, with the hospitality, catering and tourism sector rely heavily on EU workers.

Local and regional evidence The visitor economy is a skills priority for the West of England Combined Authority and accounts for 61,055 jobs across the West of England area. An increase of almost 11% is expected by 2024.

The core provision offered by the Centre directly relates to 72% of the employment areas in the visitor economy and would provide a regional base for education and training for: • Kitchen and Catering Assistants • Waitresses and Waiters • Chefs • Restaurant and Catering Managers • Cooks

As the third largest industry employing migrant workers in the UK, it is vital for the region to prepare for exits from the EU by ensuring that it has the capacity to maintain the aforementioned growth which will not only meet the skills demand from the visitor economy employers but will assist WECA with meeting apprenticeship goals.

Meeting WECA’s Skills Priorities 1. Improve Careers Education Information Advice and Guidance (CEIAG) • Increase the opportunities for people to try new experiences of working in the visitor economy sector. Via the College’s Work Placement process, this enhanced engagement with local and regional sector specialists will give people greater opportunity to ‘try out’ the visitor sector and its wide range of employment opportunities. • Look to larger businesses already offering opportunities and encourage sharing of best practice

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• Ensure that smaller businesses can engage with simplified models of best practice. • Support and encourage employers to engage with the Pathways to Professions programme to ensure careers advice is current and routes into the sector are clear and help individuals to access pre-employment training that addresses the challenges affecting the sector. • Provide up-to-date labour market information to local schools (from primary level), colleges and universities to include the range of opportunities, where they exist and employer’s offers. • Support the objectives of the Careers Enterprise Company in the West of England and encourage employers from within.

Via the College’s development plans for Careers Education Information Advice and Guidance, including satisfying the Gatsby Benchmarks, the Futures (careers, employability, IAG) Team will be building on already strong relationships with local and regional employers to feed into our employability and work placement offers. In conjunction with small and large employers, we will identify and publish clear pathways through which learners can progress leading to a role in the local/regional visitor economy.

2. Improve the quality and local responsiveness of education and training • Encourage business to work with education and skills providers to become involved with the co-design of training provision that is relevant to industry needs and addresses the challenges affecting the sector. • Ensure that labour market intelligence is fed back continuously to education to ensure actions remain focused. Employer engagement in the design of the centre and the curriculum offer will ensure that both hard and soft labour market intelligence is at the core of the project’s development. The College’s Hotel School already benefits directly from employer input and with a wider curriculum design contribution around specialist, ancillary and management aspects of education and training in the catering and hospitality sector, there is an opportunity for small and large employers to have a direct and positive impact on the supply of future employees.

3. Increase apprenticeship starts and availability of higher apprenticeships • Ensure that businesses have a clear understanding of the apprenticeship reforms, the Levy and that opportunities are communicated and accessible. • Promote apprenticeships not only as an entry route into the sector but as a pathway for career progression to existing employees and a viable alternative to university. • Focus should be given to the customer service and leadership and management subjects but also pathways to the existing workforce via up-skilling. • Employers and educators must work together to develop a range of apprenticeships at all levels to enable career progression and contribute towards a sustainable workforce. Part of the Centre’s design will be an ‘employer hub’ where the College and employers will be able to take advantage of two-way benefits of rare meeting spaces and vital input on Levy use, upskilling, education and training pathways and career progression. As pathways will be designed by the College in partnership with employers and will include higher education, the impact will be an increase in the number of apprenticeship starts in the sector including advanced and higher.

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4. Engage SMEs to boost productivity and build capacity for growth • Work with partners and employers to collate intelligence and inform the industry of available provision, current skills demands and emerging skills needs, along with the importance of investing in skills to aid business growth. • Raise awareness of the leadership and management, digital and customer service training opportunities, particularly the use of apprenticeships to up-skill existing workforce. • Encourage businesses to engage in staff development with a view to improve retention and cost saving. The hospitality and catering focus of the Centre will not detract from the fact that the College already offers and wide range of education and training courses at all but post- graduate level and SMEs will be able to take advantage of their local provider’s advice on CPD, upskilling, routes to work and helping to shape our provision to suit SMEs as well as the larger businesses. There is a significant proportion of SMEs locally and regionally and therefore this element of the project will have a direct and positive impact on the ability of SMEs to close their skills gaps.

5. Enhance equality and diversity through multiple career pathways • Encourage recruitment and promote the sector via sustainable but flexible labour pools, such as older workers and women returners, who may already have general business skills and increase competency of the workforce and retention. • Encourage more businesses to take advantage of the benefits behind apprenticeships at all levels in order to future-proof their workforce.

Via the College’s general and Adult & Community Learning provision, there is an opportunity to increase the local and regional labour pool in this sector by engaging with specific groups of learners. People who are returners to work, progressing towards work, in work with low pay and those who are in the upper age categories will have a wide range of opportunities in this diverse sector ranging from basic customer service to high level management. Via the Employer Hub, encouraging businesses to be proactive in building their future labour poor via early engagement and curriculum design, the local and regional labour supply in the sector will become larger and with more transferrable skills, helping to facilitate the anticipated growth.

Meeting B&NES Priorities The Centre also fits with B&NES priorities, and closely aligns itself with the Strategic Economic Review: Action Plan 2014 – 2020 (B&NES). In summary, there is strong evidence to demonstrate that there is: - Unmet current and potential demand from employers and learners in the area – job market data - Unmet current and potential demand for commercial office and meeting spaces in the city in particular – B&NES economic objectives - The region mirrors the national picture in terms of sector priorities, demographic change and socio-economic pressures, aligning this project with targets for both regional and national economic growth.

• B&NES Placemaking Plan8 (adopted in 2017) highlights Bath College as one of the key players in the potential for the Bath Quays delivery. The city centre campus sits in an Enterprise Zone and with the help of B&NES will be able to deliver on strategic growth objectives as well as assist the council in their Bath Quays vision.

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B. Details of the activities to be undertaken through this feasibility or development phase: Please see attached Gantt chart and spreadsheet for timings and costings Activities: 1. Appointment of consultants (i) Consultant briefing

2. Construction Design (ii) Prepare tender drawings (iii) Cost checks (iv) Detailed Cost plan (v) College approvals 3. Procurement (i) Agree procurement route (ii) Prepare tender documents (iii) Issue tenders (iv) Pre-tender estimate (v) Tender analysis (vi) College approvals

4. Appointment of Principal Contractor

8. Please set out how the activities to be undertaken through this Feasibility and Development Funding Application will be managed and resourced. If use of consultants or other third parties is proposed, please describe how these have been or will be procured.

Details:

The feasibility and development phase of the project will be managed by current College staff. Via an in-house project manager and other identified, specialist staff the College will co-ordinate the project and its impacts on the surrounding College operations.

Consultants have been identified and procured to complete the feasibility study, option development and appraisal reports and outline business case via the Official Journal of the European Union. Other third party/specialist consultants have been identified in the cost breakdown and will also be procured via the OJEU tendering process. This feasibility and development stage will be managed and resourced via the Director of Finance and Corporate Services and approved by the Principal & Chief Executive Officer.

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9. What output will be produced using the funds awarded as part of this Feasibility and Development Fund Application, and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report

Option Development Report 31.07.18

Option Appraisal Report 07.08.18

Outline Business Case 01.10.18

Full Business Case/ 31.12.18

Second Stage Skills Capital Application TBC

Other (please state)

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

A. Milestones for the activities through this Feasibility and Development Funding

Milestone Date (mmm/yy)

Options Development Report 31.07.18 Options Appraisal Report 07.08.18 Outline Business Case 01.10.18 Full Business Case 31.12.18 Second Stage Skills Capital Application TBC

B. Planned milestones for scheme development or delivery beyond this initial phase.

Milestone Date (mmm/yy)

Develop Design to planning stage Completed Planning permission (or Permitted development) N/A Tender Action 30.11.18 Construction 30.06.18 Completion for occupation 31.07.18

Date approved by WECA Committee: 27 July 2018

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SCHEME: Digital and Creative Innovation Centre

1. Lead Organisation

BATH COLLEGE

2. Partner organisations

3. Scheme contact details

Name: LAUREL PENROSE JAYNE DAVIS

Email: [email protected] [email protected]

Telephone: 01225 312191 01225 312191

4. Scheme Type – mark with an X

Transport

Non-Transport Housing Enabling

Business Support

Skills

Other (please specify)

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: No

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6. Total Funding required for this phase of works

C. Spending Profile (£)

17/18 18/19 19/20 Total

Investment Fund £0 £150,000 £251,000 £401,000

Match Funding £20,000 £15,976 £35,975 £71,951 - please state source(s)

D. Cost Breakdown (£)

Investment Fund (£) Match Funding (£) £0 £71,951 In house staff costs £401,000 Third Party Support £0

Other (please specify) - -

Other (please specify) - - £401,000 Total £71,951

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

Details of the scheme to be delivered: We will create a key opportunity for local growth within the Bath City Enterprise Zone through a Digital and Creative Innovation Centre (the Centre) for learning and innovation that will: • Increase regional productivity • Align with and help deliver B&NES economic strategy and Skills Agenda for economic growth, SW LEP priorities and the UK government’s Post-16 Skills Plan and Industrial Strategy. • Improve employment and progression prospects for existing and potential learners in the area. • Assist in closing skills gaps in key growth areas such as cyber security, big data, software development, CAD, virtual and augmented reality, artificial Intelligence and automation. • Address market failure in the provision of flexible pre-incubation space • Help supply unmet demand for pre-incubation facilities and scale up office space for up and coming digital tech businesses. • Integrate quality office and learning space with an FE/HE provision that will foster business development, increase the average wage rate via upskilling of the current workforce and help retain talent within B&NES • Raise the profile of Bath and the wider Enterprise Zone as an attractive inward investment

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prospect. Employer engagement will focus on business employer demands via an employer-led curriculum that provides clear routes to employment, supporting the regional economy, in particular the high proportion of SMEs in the Bath/B&NES area.

Regional evidence Objectives: 1. Improve Careers Education Information Advice and Guidance (CEIAG) • Provide up-to-date labour market information to local schools (from primary level), colleges and universities to include the range of opportunities including apprenticeships, where they exist and employer’s offers. • Support industry led CPD programmes for careers advisers/lecturers (formal and informal) and innovative work experience/work placement opportunities for students and teachers. • Industry to work with education providers, sector skills councils and related organisations to map and provide access to careers pathways information, creative and digital related initiatives and resources. • Develop a recruitment strategy both in education and industry that aligns with high tech and engages with the diversity agenda and ‘women in games’ initiatives as a priority. Diversity of the workforce is crucial to ensure a continued world class competitive industry. • Support industry to become part of the West of England LEP Network of enterprise advisers to work closely with leadership teams in schools and colleges to promote a better understanding of the local business market, widen students’ careers options and assist in making personal career path plans for young people. • Encourage the sector to take part in careers fairs, panels and talks including Pathways to Professions. The Centre will provide local employers and businesses with up-to-date careers advice that is led by partner employers and aligns with local and regional priorities. By liaising with feeder schools and reaching learners at a young age, the Centre will positively contribute to the diversity agenda and encourage learners to seek out direct pathways to the careers identified as requiring additional skills. This will provide a long-term pipeline for the industry and more locally, allow B&NES to achieve its economic and social objectives. 2. Improve the quality and local responsiveness of education and training Constant and relevant dialogue required between local training providers and industry to ensure provision is agile, up-to-date, relevant, accessible and cost effective. • Of the creative and digital business respondents to the 2016 West of England Skills Survey 66% stated that at least one of their employees was involved in workforce development. The types of training that these businesses have been providing is management and supervisory (15%), basic and advanced (25%), health and safety (20%), job-specific and training in new technology (40%). • Closer partnerships between industry, higher and further education; joined up working and input into curriculum development. 21% of the creative businesses stated that addressing current skills needs compared to 3 years ago is easier, whilst 11% have found it harder. • Industry bodies, sector skills councils and industry need to work closer together to identify adequate skills related funding and partnerships. • Increase partnerships with further and higher education and awarding bodies to drive and develop advanced training skills packages to support existing employees. The key to a successful Digital Innovation Centre will be the College’s relationships with employers, schools, universities and specialist organisations. Due to the wide curriculum offered by the College, local and regional employers will be able to engage in workforce development in specialist but also more transferrable business skills such as management, supervisory, customer service, business administration and leadership. Employer boards linked to the Centre and the College in general will have a regular

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dialogue with the College and each other to ensure that skills priorities on both a local and regional basis are met and will include universities and key school representatives.

3. Increase apprenticeship starts and availability of higher apprenticeships • Provide clear, accessible apprenticeship advice and guidance to individuals and employers with clear pathways and entry points. • Ongoing employer engagement to ensure development of relevant quality creative and digital related apprenticeships. • Focus needs to remain on SMEs and only a very small percentage of businesses will be required to pay the Apprenticeship Levy, the reforms are more significant for this sector. Of the 200 creative and digital businesses that responded to the West of England LEP Employer Skills Survey (2016) only 1% has a wage bill over £3 million therefore qualifying for the levy. • Further partnerships with industry, further and higher education, training providers and sector skills councils, to develop and provide higher level apprenticeships for the sector. • Promote apprenticeships as a valid recruitment pathway and be clear on entry points, as a development of the Creative Employment Programme. • Explore different forms of apprenticeship delivery with sector such as shared apprenticeship schemes. The employer boards linked to the Centre will allow local businesses to enjoy a regular dialogue with the College and its university partners around the benefit of apprenticeships and take advantage of clear pathways for employees that may include higher or degree apprenticeships.

4. Engage SMEs to boost productivity and build capacity for growth

Work in partnership to provide flexible and cost-effective training for SMEs to develop staff into roles; to develop leadership, management and IP skills. • Align to the other skills strategies of (inter-dependent) priority sectors such as high tech/robotics and neighbouring high tech cluster Swindon LEP. • Sustain an impartial model (such as Creative Skills Hub) to support SMEs to engage with schools, colleges and universities to promote careers and offer entry level roles in industry to nurture future talent (e.g. regular graduate placement schemes). • Engage with ‘women in tech and games’ programmes as a priority and consider recruitment practice, potential workforce and flexible working models. Local and regional SMEs will be represented on the College’s employer boards, enjoying the benefits of working with the College and its partners to improve diversity and seek future pipelines via entry level roles.

5. Enhance equality and diversity through multiple career pathways

To champion the creation of entry level roles within the sector through targeted liaison with skills providers and creative employers. • Supporting an apprenticeship ambassador network will enable all schools access to ambassadors to encourage young people from diverse backgrounds, to enter the sector. • Utilise existing networks to develop a ‘bank’ of industry mentors to provide role models to young people and offer ongoing support to sustain a career. • Grow and support existing partnerships to develop pathways, workshops and training (linking to national programmes and funding) for diverse audiences and identify funding to support development and bursaries for training e.g. Junior Digital Producers, DigiMakers, Women into Code, Women Tech Hub and Girl Geeks. • Support workshops across a diverse range of communities in the West of England LEP area that are gender focused in content and low in cost to ensure accessibility.

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• Develop a recruitment strategy both in education and industry that aligns with high tech and engages with the diversity agenda and ‘women in games’ programmes as a priority. • Support diverse recruitment/training programmes and challenge the ‘unconscious bias’ of employers. Via the central skills Centre, the College will be able to bring together key players in the digital and creative skills market to work together to forward more general and more specific role developments, for example, working with University of Bath on its Coding Academy will build on its current relationship. Supporting schools to develop creative and digital awareness in their curriculum and careers advice will be an important aspect of the careers and development board within the Centre and allows key partners to work on specialist goals, such as ‘women in games’ and more generic objectives such as careers pathways into high tech roles.

A. Details of the activities to be undertaken through this feasibility or development phase: Please see attached breakdown of activities and costing [Note: If the planned output is other than an Outline or Full Business Case or Second Stage Skills Capital Application please describe the scope and content of the report which will mark the completion of this phase]

8. Please set out how the activities to be undertaken through this Feasibility and Development Funding Application will be managed and resourced. If use of consultants or other third parties is proposed, please describe how these have been or will be procured.

Details:

The feasibility and development phase of the project will be managed by a project manager who will be resourced via the Feasibility and Development funding. The nature and scale of the project requires specialist planning and development.

Third party/specialist consultants have been identified in the cost breakdown and will be procured via the Official Journal of the European Union tendering process. This process will be managed and resourced via the Director of Finance and Corporate Services and approved by the Principal & Chief Executive Officer.

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9. What output will be produced using the funds awarded as part of this Feasibility and Development Fund Application, and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report

Option Development Report October 2018

Option Appraisal Report December 2018

Outline Business Case March 2019

Full Business Case/ July 2019

Second Stage Skills Capital Application TBC

Other (please state)

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

C. Milestones for the activities through this Feasibility and Development Funding

Milestone Date (mmm/yy)

Options Development Report October 2018 Options Appraisal Report December 2018 Outline Business Case March 2019 Full Business Case June 2019 Second Stage Skills Capital Application TBC

D. Planned milestones for scheme development or delivery beyond this initial phase.

Milestone Date (mmm/yy)

Develop Design to planning stage 31.12.18 Planning permission (or Permitted development) 30.04.19 Tender Action 30.06.19 Construction 31.07.20 Completion for occupation 01.08.20

Date approved by WECA Committee: 27 July 2018

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SCHEME: STEAM Centre (specialising in Cyber Security & A Levels) SGS Wise

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SCHEME: Housing Infrastructure Fund Outline Business Case for Bristol Temple Meads to North Keynsham Strategic Growth Corridor - Phase 1

1. Lead Organisation

WECA

2. Partner organisations

Bristol City Council B&NES Council

3. Scheme contact details

Name: Laura Ambler

Email: [email protected]

Telephone: 0117 428 6214

4. Scheme Type – mark with an X

Transport

Non-Transport Housing Enabling

Business Support

Skills

Other (please specify)

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details:

There are several feasibility studies / business cases being developed with funding from the Investment Fund that are linked to the current overall scope of the HIF Bid. These include:

- Southern Orbital, - Bristol Temple Meads Masterplan, - WECA JSP Mitigations OBC, - Hicks Gate Roundabout and - Hengrove - Housing Enabling Infrastructure.

The consultant team appointed will be made aware of the work undertaken by these projects to ensure there is complementary, and not duplicatory, activity undertaken.

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6. Total Funding required for this phase of works

A. Spending Profile (£)

17/18 18/19 19/20 Total

Investment Fund £1m £1m

Match Funding

- please state source(s)

B. Cost Breakdown (£)

Investment Fund (£) Match Funding (£)

In house staff costs £100k

Third Party Support £900k

Other (please specify)

Other (please specify)

Total £1m

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

A. Details of the scheme to be delivered: WECA has been invited to co-develop (with Homes England) an Outline Business Case to support a bid for over £250m of funding to the Government’s Housing Infrastructure Fund. Work has already been done to develop the scope of the bid and the current scope is set out below, noting that given the bid is to be do-developed with Government, the scope of the bid may change through the co-development process. The current proposal links the A4 corridor (Bristol Temple Meads-Callington Road-Brislington- North Keynsham) together with further enabling infrastructure to improve connectivity with and release significant development at Hengrove and Whitchurch. This will deliver new homes to support the continued economic growth of the West of England and help to address critical housing needs.

The current proposal includes enabling infrastructure to unlock additional housing at; • Bristol Temple Meads a key transport interchange locally, regionally and nationally, an established and successful Enterprise Zone, and an area with significant potential for additional housing at density and in proximity to a sustainable transport hub. Bristol

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Temple Meads is the cornerstone of this proposal and provides a transformational uplift in the delivery of housing in the City Centre together with an integrated transport hub to provide additional rail and bus capacity to serve new residential communities planned across the West of England. Funding is sought through HIF to fund a range of measures including land assembly and enabling infrastructure to open up access to land in order to deliver new homes.

• The scheme has significant local, regional and national support including key delivery partners GWR, Network Rail, University of Bristol, WECA and Bristol City Council.

• The Strategic Development Location (SDL) has local support, takes a strategic approach to housing delivery and can demonstrate value for money.

• Brislington - a SDL location in the JSP. Funding is sought to relocate the Brislington Park and Ride, which enables new homes to come forward on the former P&R site, The new P&R will improve travel choices for movements into central Bristol and Bath, facilitating park and ride and park and cycle journeys; reduce traffic on the A4 into central Bristol by intercepting traffic at the edge of the urban area; reduce congestion on the Bristol urban area road network, create the conditions for reallocating roadspace to the Metrobus route, and unlock capacity for sustainable urban growth and new job creation.

• Strategic Infrastructure for the Callington Road Link and A4 Rapid Transit (MetroBus). This funding will increase public transport capacity on the A4 corridor via a Metrobus route providing high frequency, higher capacity, reliable and faster public transport services between Bristol City Centre and Keynsham. This will be facilitated by diversion of general traffic onto the new Callington Road Link to enable reallocation of road space from car to public transport. This will accommodate future travel demand generated from the JSP along this Strategic Growth Corridor including housing locations at Brislington, Whitchurch and Keynsham supporting the delivery of the JTS.

• Bristol City Centre housing sites will receive a benefit through greater public transport and cycling penetration into the south west of the city made possible through this diversion of general traffic. Similarly the Hengrove Park housing site and nearby business and retail parks will benefit from improved access from the north of the City via St Phillips Causeway and the Callington Road Link.

• As well as the direct benefit to housing delivery the scheme will play a significant role in supporting the redevelopment of Temple Meads Station by providing a rapid and reliable LRT link to the site - in turn opening up local and national destinations accessible through the rail network.

• North Keynsham – a SDL in the JSP. Funding is sought to fund a range of infrastructure measures, primarily focused around delivering a new link road and land remediation costs,

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in order to enable the scheme to deliver new homes in an area of strong demand, alongside employment floorspace and other uses including a school, local centre and marina. The SDL has local support, takes a strategic approach to housing delivery and can demonstrate value for money.

• Hengrove- a designated Housing Zone. Historically, there has been a lack of market led residential development in this area. Funding is sought to allow the Council to act as master developer and install the social and physical infrastructure upfront and dispose of serviced land parcels to developer partners on land owned by the Council at Hengrove Park and Hartcliffe Campus. This will stimulate a market shift and create a buoyant local housing market which meets local housing need with delivery of new homes on Council owned sites, and on adjacent sites in private ownership.

• Whitchurch - a SDL in the JSP. The delivery of housing in this location is dependent on the completion of the A4 to A37 link road, and the completion of the A37 to South Bristol Link Road. Funding is sought to develop the planning application to accelerate the delivery of this regionally significant infrastructure, and to undertake early interventions including improved walking and cycle routes.

B. Details of the activities to be undertaken through this feasibility or development phase: Work will be undertaken Work will be undertaken to produce an OBC. The exact details of the activity will be proposed by the consultant team through the procurement process but will include scoping the bid, extensive modelling work (including WEBTAG modelling) and drafting the OBC itself in line with the HMT approved 5 case model.

8. Please set out how the activities to be undertaken through this Feasibility and Development Funding Application will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured.

Details:

The work to produce the OBC will be led by a consultant team who will either be procured by WECA or by one of the Constituent Councils on WECA’s behalf depending on which is most appropriate. The consultant team will be managed by the WECA Director of Infrastructure (or his representative) as the day-to-day lead for the consultants that are appointed, reporting more formally to a client group consisting of nominated officers from WECA, BaNES and Bristol Councils and upwards through existing regional governance structures including the Joint Spatial Plan Board, WECA Directors and CEO meetings as appropriate.

The Infrastructure Advisory Board and Combined Authority will be regularly updated on progress of the bid.

Highlight reports will be produced in line with WECA governance processes.

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9. What output will be produced using the funds awarded as part of this Feasibility and Development Fund Application, and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report

Option Development Report

Option Appraisal Report

Outline Business Case

Full Business Case

Other (please state)

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

A. Milestones for the activities through this Feasibility and Development Funding

Milestone Date (mmm/yy)

Procure consultants Jun – Jul 2018 Scoping phase July – Sept Drafting phase Sept – Jan Draft OBC Jan 2019 Final OBC Feb 2019

B. Planned milestones for scheme development or delivery beyond this initial phase.

Milestone Date (mmm/yy)

Date approved by WECA Committee: 27 July 2018

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SCHEME : Housing Infrastructure Fund (HIF) bid for Bristol Temple Meads to Keynsham Strategic Growth Corridor A4/ A37 - Phase 2

1. Lead Organisation

West of England Combined Authority (WECA)

2. Partner organisations

Bristol City Council (BCC), Bath and North East Somerset Council (BaNES)

3. Scheme contact details

Name: Naomi Gornall

Email: [email protected]

Telephone: 0117 332 1504

4. Scheme Type – mark with an X

Transport

Non-Transport Housing Enabling

Business Support

Skills

Other (please specify)

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: • A Housing Infrastructure Fund (HIF) bid will be submitted on 1st March 2019 requesting circa £250m for Bristol Temple Meads to Keynsham Strategic Growth Corridor A4/ A37 improvements. Our proposed combination of schemes, delivering a landmark intervention for the region. The request for up to a further £500k is to enable the team to work at risk post bid submission to progress all schemes to ensure we meet the 2023 HIF completion deadline.

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6. Total Funding required for this phase of works

A. Spending Profile (£)

18/19 19/20 20/21 Total

Investment Fund £500k

Match Funding £0 - please state source(s)

B. Cost Breakdown (£)

Investment Fund (£) Match Funding (£)

In house staff costs 100k

Third Party Support 200k

Other (please specify) Consultant (Planning/Engineering) 150k

Other (please specify) Consultant (Legal) £50k

Total 500k £0

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

A. Details of the scheme to be delivered: WECA will be submitting a Housing Infrastructure Fund (HIF) bid as planned on 1 match 2019. The bid will be in the regions of £250m. Homes England have indicated that bids will take a minimum of 12 weeks to consider, with an assumed worst case of 26 weeks. Should the bid be successful, all bid money (circa £250m) must be spent by 2023. The is an ambitious timeframe given the scale of the schemes included and the size of the bid overall. This bid includes 20 different schemes to unlock the A4/A37 corridor. All projects have programmes showing the critical path activities. We know that the programmes show works in late 2023 and we therefore cannot afford to lose 12 weeks (or more) as these projects will slip into 2024. One of the main critical path activities is the Compulsory Purchase Order (CPO) process which takes a year and a half to implement assuming a usual timeframe. Therefore, it is essential that work continues immediately on submission of the bid during the bid consideration period.

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B. Details of the activities to be undertaken through this feasibility or development phase: This £500k will fund officer time within WECA, BCC and BaNES as well as any required consultant work between the submission of the bid and the announcement. Outputs from the work during this 12 -26 weeks will include: commissioning of all required CPO processes, continuing of design requirements for those schemes that have programme requirements in late 2023, land negotiations to ensure that the CPO processes do not extend further than is necessary, setting up required procurement processes to ensure that all schemes can be delivered in the HIF timeframe.

8. Please set out how the activities to be undertaken through this Feasibility and Development Funding Application will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured.

Details: Existing resources within WECA, BCC and BaNES will continue to be made available to progress this work. We have some existing commissions with consultants that can be extended to allow for some further work to be carried out. We have dedicated resources within WECA to manage the budget and all resources as required.

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9. What output will be produced using the funds awarded as part of this Feasibility and Development Fund Application, and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report

Option Development Report

Option Appraisal Report

Outline Business Case

Full Business Case/

Second Stage Skills Capital

Application

Other (please state) Commissioning legal support for the CPO Apr/19 process

Completion of all outline designs of Sept/19 preferred options for all schemes

Commencement of land negotiation with May/19 all landowners

Agreement of the Delivery method and June/19 setting up resourcing

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

A. Milestones for the activities through this Feasibility and Development Funding

Milestone Date (mmm/yy)

Commissioning legal support for the CPO process Apr/19 Completion of all outline designs of preferred options for all Sept/19 schemes

Commencement of land negotiation with all landowners May/19 Agreement of the Delivery method and setting up resourcing June/19

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B. Planned milestones for scheme development or delivery beyond this initial phase.

Milestone Date (mmm/yy)

N/A – Once the HIF bid is confirmed no further requirement from IF.

Date approved by WECA Committee: 15 February 2019

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SCHEME: Talent Institutes 1. Lead Organisation

West of England Combined Authority (WECA)

2. Partner organisations

Bath & North East Somerset, Bristol and South Gloucestershire Councils

3. Scheme contact details

Name: Henry Lawes Jon Hunt

Email: [email protected] [email protected]

Telephone: 0117 428 6213 0117 428 6213

4. Scheme Type – mark with an X

Transport

Non-Transport Housing Enabling

Business Support X

Skills X

Other (please specify)

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: None funded to date. However, the Talent Institutes will be designed to align with the business support programmes funded through the European Structural Investment Fund and other national agencies and with the operation of strategic skills funding, including the Adult Education Budget.

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6. Total Funding required for this phase of works

C. Spending Profile (£)

18/19 19/20 20/21 Total

Investment Fund 40 60 0 100

Match Funding 6 12 0 18 WECA administration costs

D. Cost Breakdown (£)

Investment Fund (£) Match Funding (£)

In house staff costs 18

External consultancy to include 100 legal advice and potential operating models, financial modelling, site options and issues, market testing and demand demonstration.

Total 100 18

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

C. Details of the scheme to be delivered: WECA is proposing to establish three or four Talent Institutes within the B&NES, Bristol and South Gloucestershire geography.

There are many options for how these Institutes are created and how WECA uses its investment funds. A range of options exist for how the physical sites are provided, from new build, to off-the-shelf purchase of existing facilities. Likewise there are a range of models for the legal structure of Institutes and for their operating models. Each of the Institutes may operate differently. Each Institute though will be locations where businesses and educational providers come together to provide skills for residents, inclusive growth, and research & innovation support services for businesses, smart growth. Fraunhofer centres in Germany offer a good example of what we are trying to achieve with Talent Institutes.

WECA could procure third party organisations to operate and manage new facilities and provide “services” from them in the form of R&D, business and skills support. Each Institute will need to be financially sustainable, with any surpluses returned to each investor, including WECA, whilst maintaining legal compliance. New vehicles to own and operate the Institutes

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may be required, including joint ventures or other recommended partnerships. Any third party organisation will be asked to detail what the direct return on investment will be to WECA over a 25-year timescale. The objectives of Talent Institutes then are to: • Achieve growth in Gross Value Added (GVA) and productivity through improved business processes, diffusion of innovation and research and development. • Bring about more inclusive growth (by improving access to employment for areas that need it most); • Address environmental and sustainability issues through exemplar development (cleaner air, etc) and; • Geographic spread (how the benefits are shared across region).

D. Details of the activities to be undertaken through this feasibility or development phase: The activities to be undertaken through the feasibility work include: • Investigating and clarifying the demand for the institutes, including their strategic focus, including both skills and R+D elements. • Investigating different business models and legal structures to develop options for consideration. • Preparing projected financial models for each institute and model. • Analysis of the range of options available to deliver the aims of Talent Institutes. • For options requiring construction or refurbishment, investigating potential sites and identifying key planning issues, development issues and projected costs with each selected site option. • Investigating options for ‘off the she • Clarifying the legal treatment of the Institutes to ensure compliance with all necessary legislation. • Market testing for potential operator partners and confirming the procurement method to be used. • The activity will provide the content for the production of outline and full business cases for each proposed Talent Institute.

8. Please set out how the activities to be undertaken through this Feasibility and Development Funding Application will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured.

Details: The activities will be managed by WECA with input from the Councils. External consultants will carry out all of the work, to be procured through Bloom or any other relevant framework that WECA can access to, or creates itself. The consultants, and the production of the outline and full business cases will be managed within the Business and Skills Directorate.

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9. What output will be produced using the funds awarded as part of this Feasibility and Development Fund Application, and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report

Option Development Report

Option Appraisal Report

Outline Business Case X March 2019

Full Business Case X June 2019

Second Stage Skills Capital

Application

Other (please state)

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

C. Milestones for the activities through this Feasibility and Development Funding

Milestone Date (mmm/yy)

Appointment of lead consultants for all aspects of the work. November 2018 Initial reports from each consultancy January 2019 Completion of Outline Business Case March 2019 Testing and development of options before final selection of April – May favoured option for each Institute. 2019

Completion of Full Business Case June 2019

D. Planned milestones for scheme development or delivery beyond this initial phase.

Milestone Date (mmm/yy)

Appointment of development /investment partners for each Institute August 2019 Creation of any development vehicle required August 2019 Where required - planning process started (as required, may include new build, or change of use). Sept 2019

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For off-the-shelf Institute – agree legal contracts and complete November 2019 purchases

Where required - planning processes completed Nov 2019 Off-the-shelf Institute opening January 2020 Where required - construction / redevelopment start on site. February 2020 Opening of newly constructed or refurbed Institute June 2020

Date approved by WECA Committee: 28 September 2018

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SCHEME : WECA High Street Investment Fund – Bath & North East Somerset Pilot

11. Lead Organisation

Bath & North East Somerset Council

12. Partner organisations

Potential Partner Organisations include: Bath BID; Bath City Centre landlords; Midsomer Norton Town Council; Bath City FC Supporters Society & Greenacre Capital (Twerton High Street); Community & Amenity Groups.

13. Scheme contact details

Name: Cleo Newcombe-Jones Mark Minkley Environment & Design Project Coordinator, Environment & Design Team Manager Economy & Growth, B&NES Council Economy & Growth, B&NES Council

Email: [email protected] [email protected]

Telephone: 01225 477617 01225 477588

14. Scheme Type – mark with an X

Transport x

Non-Transport Housing Enabling

Business Support x

Skills

Other (please specify)

15. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: N/A

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16. Total Funding required for this phase of works G. Spending Profile (£) 18/19 19/20 20/21 Total

Investment Fund £15,000 £265,000 N/A £280,000

Match Funding See note

- please state source(s) below

While there is no specific match funding, this pilot can be linked to existing projects at the feasibility stage, linked funding is as follows: Midsomer Norton: • Town Centre Streetscape and Wayfinding Improvements: £201,500 for 2018-2020 (B&NES and Midsomer Norton Town Council) & Town Park Phase 1 £250,000 (Midsomer Norton Town Council) for 2018-2020. Town Park Phase 2 £50,000 for 2020-21 (B&NES CIL). Bath City Centre: • Additional funding will complement the Bath Streetscape Programme, which is in development. Future CIL match funding will also be sought. Local Centres: • No current B&NES funding allocation. • Bath City FC Supporters Society & Greenacre Capital is leading a multi-million pound regeneration project located on Twerton High Street (planning not yet secured).

H. Cost Breakdown (£)

Investment Fund (£) Match Funding (£)

In house staff costs £80,000*

Third Party Support £100,000*

Other (please specify) £100,000*

Other (please specify)

Total £280,000

* The proposal is for Feasibility work to support linked High Street pilot projects in three areas. A combination of in-house staff costs (the teams involved are 100% re-charged against projects) and consultant support will be utilised for each aspect – approx. split above. Full details of this cost breakdown for the Feasibility work will be confirmed at project inception stage. Of the ‘other’ it is proposed that approx. £50,000 is earmarked for investment in supporting market pilots and meanwhile use projects in Midsomer Norton Town Centre and £50,000 for the development of a High Streets strategy and prospectus building on the award winning Bath WaterSpace study

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17. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

G. Details of the scheme to be delivered: Please find project summary attached. [Note: please include details of the intervention expected to ultimately be delivered including the strategic fit, how the scheme is planned to be delivered and the cost. Programme information should be included in section 10b] H. Details of the activities to be undertaken through this feasibility or development phase: Project outputs from this stage are completion of Feasibility Study and costed project plan to inform funding bids to the national Future High Street programme and Full Business Case for WECA. £50,000 is earmarked to pilot market and meanwhile use projects in Midsomer Norton Town Centre to inform the Feasibility work. £50,000 is earmarked for the development of a High Streets strategy and prospectus building on the award winning Bath WaterSpace study [Note: If the planned output is other than an Outline or Full Business Case or Second Stage Skills Capital Application please describe the scope and content of the report which will mark the completion of this phase]

18. Please set out how the activities to be undertaken through this Feasibility and Development Funding Application will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured.

Details:

A combination of in-house staff resource led by the Environment & Design Projects team (with additional support from other Council teams e.g. Business Growth, Highways, Regeneration etc.) and external consultants will be utilised.

All procurement will follow B&NES and WECA procurement guidelines.

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19. What output will be produced using the funds awarded as part of this Feasibility and Development Fund Application, and when will this be completed?

Mark with an X Date (mmm/yy) Feasibility Study Report x 31 March 2020 Various outputs reports summarised in part 10A. Option Development Report Option Appraisal Report Outline Business Case Full Business Case/ Second Stage Skills Capital

Application Other (please state) £50,000 is earmarked to pilot market x and meanwhile use projects in Midsomer Norton Town Centre to inform the Feasibility work £50,000 is earmarked for the development of a High Streets strategy and prospectus building on the award winning Bath WaterSpace study.

20. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

G. Milestones for the activities through this Feasibility and Development Funding

Milestone Date (mmm/yy)

Project set up and resource planning/procurement Jan 2019 Project commencement March 2019 Expressions of Interest – National Future High Street & Heritage High Spring 2019 Street Bids (Deadlines unknown by EOI anticipated spring 2019). Midsomer Norton – Complete Feasibility Report including detailed March 2020 design for the Town Square and costed Project Plan Midsomer Norton – Complete Pilot market events/pop-up activities and March 2020 meanwhile uses report Bath Complete Feasibility Report including concept designs for target March 2020 locations. Bath – Completed High Street Strategy and Prospectus March 2020

Complete Local Centre Vitality Health Check March 2020

Complete Feasibility Report/Concept designs for local centre - Twerton March 2020 High Street

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H. Planned milestones for scheme development or delivery beyond this initial phase.

Milestone Date (mmm/yy)

TBC

Date approved by WECA Committee: 30 November 2018

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SCHEME : Bedminster High Street Improvement

21. Lead Organisation

Bristol City Council

22. Partner organisations

Potential partners include Bedminster Town Team/Business Improvement District, Action Greater Bedminster community organisation, property owners/landlords/developers, Princes Trust, Young Enterprise, Business in the Community, business support organisations.

23. Scheme contact details

Name: Sarah Morrison

Email: [email protected]

Telephone: 0117 9224541

24. Scheme Type – mark with an X

Transport

Non-Transport Housing Enabling

Business Support

Skills

Other (please specify) High Streets Improvement

25. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

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26. Total Funding required for this phase of works

I. Spending Profile (£)

18/19 19/20 20/21 Total

Investment Fund 25,000 TBC TBC

Match Funding

- please state source(s)

J. Cost Breakdown (£)

Investment Fund (£) Match Funding (£)

In house staff costs 5,000

Third Party Support 20,000

Other (please specify)

Other (please specify)

Total

27. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

I. Details of the scheme to be delivered: If successful the project will safeguard and enhance the High Street environment, increase the number of businesses and jobs in the area with a focus on providing opportunities for residents in adjacent communities, provide new homes, generate additional Business Rates or Council Tax income. The project will support the development of currently underutilised or vacant spaces located in and around Bedminster High Street. Our focus will be on bringing new types of uses into the area, strengthening and diversifying the current High Street offer. Attracting businesses within the creative and digital sectors will be a priority. The project will provide grants and support to property owners and business/community based occupiers. Support will include helping to identify other sources of funding or complementary support, potential developers and occupiers. We understand at this stage that the funding that could be made available to us to be £200,000 (excluding feasibility and development funding). We would seek to obtain optimum benefits to the High Street and ensure that our delivery costs including grants, technical support, staffing resource and evaluation (to include installing footfall technology to enable quantitative impact

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assessment) could be contained within this envelope. Strategic Fit The project fits with national, regional and local priorities. National As part of the 2018 budget a number of measures were announced aimed at supporting High Streets. Bristol has been at the forefront of helping to inform the Government’s policy for High Streets. In September Bristol was one of four areas chosen by MHCLG and the Institute Place Management to host a workshop looking at the future of the High Street. One of the key themes that came up as part of the workshop was a need for more diversity and a greater mix of uses within our High Streets. Regional The project will help to safeguard and enhance the High Street environment, deliver new or improvement employment spaces to meet business needs (start-up and growth businesses) and new homes. Local Bedminster provides an important destination for the surrounding population of South Bristol although uses in all parts of the centre face strong competition from nearby food stores and retail warehouse parks, as well as the proximity of Bristol City Centre. Bedminster is accessible and serves many of the most deprived parts of South Bristol.

Traditionally East Street has been the most commercially attractive part of the centre including a number of national multiple retailers plus the large Asda food store. Some of the national stores have recently closed e.g. Argos and Bon Marche.

This project will help deliver against priorities set out in the Corporate Strategy and the emerging One City Plan. Bedminster is one of Bristol’s key areas for growth and regeneration. The City Council is working with four principal landowners to agree a master planning framework which will support the provision of around 1,500 new homes within a high quality environment, transport improvements and sustainable energy.

This project will add value to the East Street Mews project, which is currently regenerating a derelict Council owned building on Bedminster Parade for reuse as homes for homeless young people and commercial space, see www.eaststreetmews.co.uk/about The regeneration of Bedminster is a priority for the Bedminster Business Improvement District (BID), which represents around 350 businesses and organisations in the area. The BIDs business plan (2018-2023) includes an objective to redevelop key properties and attract new, high quality businesses to the area to enhance footfall. J. Details of the activities to be undertaken through this feasibility or development phase: Resources are required to undertake a development study on the availability of spaces (both vacant and underutilised), suitability of these spaces for reuse and assess the interventions required to bring spaces back into use for business or residential use (including digital infrastructure, transport connectivity and public realm). The resource will also be required to draft and finalise the Full Business Case. We currently estimate this to be in the region of £25,000 as outlined in section a.

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28. Please set out how the activities to be undertaken through this Feasibility and Development Funding Application will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured.

Details: The development work will be overseen by an Economic Development Project/Programme Coordinator at Bristol City Council. The main resource will need to be procured following the Council’s procurement processes and/or other requirements set by WECA to ensure delivery and social value.

29. What output will be produced using the funds awarded as part of this Feasibility and Development Fund Application, and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report

Option Development Report Feb 19

Option Appraisal Report

Outline Business Case

Full Business Case Mar 19

Second Stage Skills Capital

Application

Other (please state)

30. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

I. Milestones for the activities through this Feasibility and Development Funding

Milestone Date (mmm/yy)

Engage resources Jan 19 Development report completed Feb 19 Draft Full Business Case Feb 19 Full Business Case submitted Mar 19

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J. Planned milestones for scheme development or delivery beyond this initial phase.

Milestone Date (mmm/yy)

WECA confirm funding May 19 Finalise grant criteria and support package Jun 19 Launch grant scheme and support package Jul 19 Run pilot for 9 months Mar 20 Evaluation report for pilot May 20

Date approved by WECA Committee: 30 November 2018

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SCHEME : Love Our High Streets – Kingswood Pilots

1. Lead Organisation

South Gloucestershire Council

2. Partner organisations

Friends of Kingswood Park (A number of other partners in this project are also being engaged at this stage but are not directly involved in the funding sought from this phase of feasibility and development).

3. Scheme contact details

Name: James Cooke Strategic Planning Adviser

Email: [email protected]

Telephone: 01454 863429 07780 494199

4. Scheme Type – mark with an X

Transport

Non-Transport Housing Enabling

Business Support

Skills

Other (please specify) High Street & Park Feasibility and Master- planning

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: The investment is linked to the other ‘Love our High Street’ pilots in so far as funding will come from the same pot and there may be transferable projects. The master-planning element will be aligned to the objectives of the Joint Spatial Plan and will benefit from some of the transport mitigation projects for which the Investment Fund programme is also supporting feasibility studies.

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6. Total Funding required for this phase of works

A. Spending Profile (£)

18/19 19/20 20/21 Total

Investment Fund £59,000 £139,000 £50,000 £248,000

Match Funding Includes; - In house staff costs - Volunteer contributions from £15,000 £100,000 £100,000 £215,000 partners (Friends of Kingswood Park - 1FTE in ECS - ECS funding

B. Cost Breakdown (£)

Investment Fund (£) Match Funding (£)

In house staff costs £109,000 £50,000

Third Party Support £50,000

High Street Pilot (Green Machine £31,000 & Bins)

High Street Pilot (StreetCare £38,000 Revenue Support)

High Street Pilot (Kingswood Park £20,000 £10,000 in kind Community Feasibility) Spaces Officer and Volunteer contributions from FoKP

High Street Pilot (Targeted £150,000 (mix of capital and Improvement Areas – Revenue revenue support in pilot support for Comms, StreetCare, projects include 1FTE) ASBO, Planning Enforcement, Waste)

Total £248,000 £210,000

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

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A. Details of the scheme to be delivered: This is the first tranche of feasibility and development funding to support a series of High Street pilot projects in Kingswood, South Gloucestershire, supporting the objectives for the ‘Love our High Streets’ funding pot agreed at the 30 November 2018 WECA Committee Meeting. WECA agreed to proceed with the pilot project for Kingswood set out in the report at paragraphs 2.11.1 – 2.11.3 and formally commenced by this funding allocation. The substantive intervention is the appointment of a Senior Design & Planning Officer on 2- year contract to deliver the ambitious and most transformational element of the pilot project, the urban master-planning. To support a sustainable long-term urban centre, the revenue funding will enable the Council to comprehensively masterplan the town centre, providing new housing and employment opportunities, but also delivering strategies for the future of the heritage, green space and public realm offers. Some of this work has commenced within the Strategic Planning Policy Team and that team will continue to provide revenue support for this project as match-funding. The additional resource will enable the Kingswood element of the Local Plan Urban Master-planning to be accelerated and for the lessons learned from the pilot to be carried over to other key locations (notably; Yate, Patchway, Staple Hill). This element of the project offers a critical strategic fit to the urban living objectives of the Joint Spatial Plan but will also specifically seek to address the critical challenges facing Kingswood High Street, notably; the number of empty premises, the deteriorating quality of High Street, public space and heritage assets, the public enjoyment, activity and perceived safety of the High Street environs. The position will develop the Council’s role in place-shaping and place leadership, engaging with other ‘place-leaders’ from business and other sectors. This element will also contribute to the Council resource for policy alignment with Central Government’s High Street Report and the objectives for expedited decision making and a new role for town centre champions. The Government is backing the report with a £675m ‘Future High Streets Fund’ which is expected to back areas with a clear vision for their high streets and town centres. The master-planning will be supported with some immediate feasibility work and pilot-testing however, which are essential to demonstrating the commitment of investment for the local community, the scale of opportunity and to generate an interest such that the community themselves are empowered to invest time and resource in reinvigorating their High Street. Immediate investment will be focused on the first of a series of community-focused pilots, beginning with street-cleanliness through purchase of an additional green machine and new, quality litter bins. These interventions will be monitored and assessed to demonstrate feasibility for adaptation on other high streets. This feasibility phase also seeks immediate investment to support a Heritage Lottery Fund application for what is both a prominent and vital part of the Kingswood High Street public realm. Kingswood Park sits at the bottom of the High Street opposite the Civic Centre and offers children's play areas, a bowling green with pavilion and tennis courts, and public toilets with disabled facilities. However it has lacked investment for many years and not fulfilled the potential to act as a community hub, attracting further footfall to the High Street. It has challenges of perceived safety threats and deteriorating infrastructure. An investment of up to £20k would support South Gloucestershire Council working with the recently established Friends of Kingswood Park Group in preparing a Heritage Lottery Fund application to significantly enhance the community offer and in turn, the footfall for High Street business.

[Note: please include details of the intervention expected to ultimately be delivered including the

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strategic fit, how the scheme is planned to be delivered and the cost. Programme information should be included in section 10b]

B. Details of the activities to be undertaken through this feasibility or development phase: This request seeks approval to appoint a project officer (Senior Design & Planning Officer) to undertake master-planning and client side commissioning of additional specialist studies to support the project. As part of a comprehensive master-planning exercise to support the council’s new Local Plan the post holder will be required to:

- Identify key employment sites around the High Street and identify particular types of employment which should be facilitated through the plan e.g start up business spaces. (Evidence - HELAA, EDNA and SGC strategy). Consider less viable employment sites for housing release. - Allocate sites for housing with policy criteria on number of homes and planning conditions for each allocation. (supported by viability) - Identify key sites (particularly on the High Street) for potential for regeneration and strategy for unlocking development (ownership, site assembly, land remediation) - Link to public realm strategy and projects to improve shop fronts, air quality, walking environment and street scene in the town centre. - Heritage strategy to raise profile and status based on the area’s international importance in the history of non-conformity and early industrialisation, while securing investment in designated heritage assets - Multifunctional green infrastructure plan with vision for street trees, SuDs, parks, corridors with identified projects for new development to contribute to. - Open space strategy for formal sports provision - Transport package to support urban living to include enhancing public transport interchanges and bus stops.

The request seeks funding for a feasibility study and development of some community-focused priorities including; - A new Green Machine and 30 new litter bins - Revenue funding for street cleaning And development of a Heritage Lottery Fund submission for investment in Kingswood Park addressing the following: - Officer time: HLF Expression of Interest / Project Management / scoping / project development works / HLF consultation (worked as extra hours / landscape design time) - Civil Engineering consultant / commission a Condition Survey Report: Report on park infrastructure: Paths / walls / railings / amphitheatre / re-instatement of bandstand / retaining structures - Play Area appraisal: Report / initial sketches and drawings

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- Community Activities: Consultation work with wider K/wood community to develop initial outline activities engagement programme - Historic Consultant: Church (listed) and implications / requirements for including churchyard - Feasibility: Toilet block – work with property services to assess building / recommendations / re-use - Café / Concessions: Infrastructure options / consultation / design considerations - Proposals Plan of the Park - A Short History of Park / Heritage Value of Page Park - Produce a Park Consultation Report - Establishing the Need and Project Development Evidence report - Complete a Disability Access Audit of the park with South Glos Disability Action Group - Environmental Impacts Assessment for the park - Complete a Page Park Green Flag Assessment Report – with Green Flag consultant - Produce a first Park Maintenance Operations and Management Plan - Produce Briefs for any Development Work - Write Park Outline Self-Evaluation Plan - Develop portfolio of project costs - HLF Bid writing: Officer time to write HLF Round 1 application (extra hours worked – allow sufficient resources))

[Note: If the planned output is other than an Outline or Full Business Case or Second Stage Skills Capital Application please describe the scope and content of the report which will mark the completion of this phase]

8. Please set out how the activities to be undertaken through this Feasibility and Development Funding Application will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured.

Details: All funding resources will be managed in-house by South Gloucestershire Council.

The Senior Design & Planning Officer will sit within the Strategic Planning Policy Team and report to the Head of Planning Policy. Appointment will be made in accordance with the Council’s employment and Human Resources processes and protocol. It is envisaged that some consultancy commissioning will be required to supplement some specialist phases of this work (such as heritage strategy and structural conditions) for which the Council would appoint in accordance with existing procurement policy.

The funding for the Green Machine and bins will provide a separate budget to the StreetCare Team, managed by the Head of StreetCare.

The Kingswood Park Feasibility study will be led by staff in the Council’s Community Spaces Team

5 Feasibility and Development Funding Application Form with budget managed by the Community Spaces Improvements Manager. The Team will be working closely with the Friends of Kingswood Park Group. It is envisaged that some consultancy commissioning will be required to supplement some specialist phases of this work (such as civil engineering report) for which the Council would appoint in accordance with existing procurement policy.

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9. What output will be produced using the funds awarded as part of this Feasibility and Development Fund Application, and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report and Heritage Lottery Fund Submission (Kingswood Park)

Masterplan for Kingswood Urban Centre

Immediate High Street intervention – street cleaning and litter

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

A. Milestones for the activities through this Feasibility and Development Funding

Milestone Date (mmm/yy)

Produce a feasibility study for the improvement of the facilities and Summer 2019 community offer for Kingswood Park

Submit a bid to the Heritage Lottery Fund for the improvement of Summer 2019 the facilities and community offer for Kingswood Park

Purchase a Green Machine and 30 new litter bins February 2019 Install new litter bins February 2019 Commence Green Machine operation March 2019 Develop a Masterplan for Kingswood Urban Centre tbc

B. Planned milestones for scheme development or delivery beyond this initial phase.

Milestone Date (mmm/yy)

Operate Green Machine Frequency tbc

Implement the Masterplan through the life of the new South 2019 - 2036 Gloucestershire Local Plan (pending funding options) Implement Heritage Lottery Fund programme (if successful) tbc

Date approved by WECA Committee: 30 November 2018

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Investment Fund - Feasibility and Development Funding Application

be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

A. Milestones for the activities through this Feasibility and Development Funding

Milestone Date (mmm/yy)

Commence Procuement 03/12/18 Closing date for bids 21/12/18 Evaluation of bids 07/01/19 Contract award 14/01/19 Standstill period (5 days) Contract award [project milestone to be agreed with supplier] 21/01/19 Project closure - Final Report 31/08/19

Date approved by WECA Committee: Meeting of 28 September 2018

Investment Fund - Feasibility and Development Funding Application

A. Milestones for the activities through this Feasibility and Development Funding

Milestone Date (mmm/yy)

Study commenced 24/10/2018 Interim Report to WECA CEO 22/11/2018 Draft Report - options for CEO Consideration 13/12/2018 Final feasibility study report January 2019

Date approved by WECA Committee: Meeting of 28 September 2018

Investment Fund - Feasibility and Development Funding Application Form

SCHEME : Bath Transport Study

1. Lead Organisation

WECA

2. Partner organisations

BCC, B&NES, SGC, NSC

3. Scheme contact details

Name: Jason Humm David Carter

Email: Jason.humm@westofengland- [email protected] ca.gov.uk

Telephone: 07976169869 07967744041

4. Scheme Type – mark with an X

Transport x

Non-Transport Housing Enabling x

Business Support

Skills

Other (please specify) Economic growth

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details:

A report is being taken to WECA committee on 1st February 2019. This details the proposals for the development of a Bath Transport Study.

The Bath transport study and its alignment with Mass Transit work underpins the aspirations of the Joint Spatial Plan and Joint Local Transport Plan. The proposals are therefore integral to a range of other transport schemes funded through both the investment fund and Transforming Cities Fund.

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There are multiple major scheme development work strands that need to align with the Bath Transport Study work and are in progress and identified across the WECA area and in North Somerset. To summarise, there are studies underway or being considered: • The completion of the West of England Mass Transit Early Phase Options Report. • Greater Bristol Area Feasibility Study, (at the sub national / regional level): WECA/DfT; • BSWEL (Bristol South West Economic Link): North Somerset Council; • Bath Trams: BANES; • Mass Transit SOBC development: WECA (not yet commissioned); • Metro-West. • Metrobus future phases • Greater Bristol Bus Network 2

There have been many previous studies and documents produced over the past 10-15 years which relate to transport (and related topic areas) in Bath. Hence understanding how current and previous work fits with the JLTP and aspirations for Mass transit is key to beginning to address the challenges in Bath.

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6. Total Funding required for this phase of works

A. Spending Profile (£)

18/19 19/20 20/21 Total

Investment Fund 10K 240k 200k 450k

Match Funding

Discussions are underway N/A TBC TBC TBC with B&NES regarding potential contributions

B. Cost Breakdown (£)

Investment Fund (£) Match Funding (£)

In house staff costs 25k TBC

Third Party Support 425k TBC

Other (please specify)

Other (please specify)

Total 450k TBC

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

A. Details of the scheme to be delivered: WECA officers will work with B&NES officers to produce a new Transport Study for Bath to address transport challenges and ensure alignment with the wider Mass Transit work. This will be used to inform and update the Getting Around Bath Transport Strategy

There have been many previous studies and documents produced over the past 10-15 years which relate to transport (and related topic areas) in Bath. Hence understanding how current and previous work fits with the JLTP and aspirations for Mass transit is key to beginning to address the challenges in Bath. The study will also need to establish the root cause of the many issues which culminate in transport-related problems, whether this may relate to areas such as planning, health, education, regeneration and tourism, as well as transport. The problem identification and objective setting are key building blocks upon which the future generation and assessment of potential solutions can be judged. The study will need to review the Getting Around Bath Transport Strategy in order provide a firm evidence base upon which the

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transport-related problems in Bath can be fully understood and refresh objectives such that any future transport interventions can be assessed within a clear and logical framework.

B. Details of the activities to be undertaken through this feasibility or development phase: The project will inevitably be incremental, informed by analysis of the issues within Bath as well as the developing Mass Transit SOBC. Fundamentally the project is expected to run in parallel to the Mass Transit approach and similarly develop a SOBC (or range of smaller SOBC’s) to support a range of transport interventions. It is anticipated that the delivered strategy and range of developing transport interventions would form part of an outline delivery plan that could be considered against the objectives and schemes highlighted within the JLTP. Costing and prioritisation assessments would be developed consistent with the level of development at SOBC, with the potential for these schemes to be developed further subject to future committee consideration.

8. Please set out how the activities to be undertaken through this Feasibility and Development Funding Application will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured.

Details:

Given the nature and scope of the Bath Transport Study work it is anticipated that WECA will need to procure support from consultants for development of the study and any associated SOBC’s based on the production of a project scope against which consultants can provide recommendations to progress the work and anticipated costs. The production of the scope is delegated to WECA Director of Infrastructure in consultation with the relevant Directors of the constituent authorities. This scope will then be taken to market through the usual OJEU process. Proposals received from tenderers will inform the internal resource required to manage the study development. As a minimum support will be needed from a senior project manager assigned to the Mass Transit SOBC work. An initial draw down of £50k has been requested of Committee in order to resource the initial stages of the project. Once tender prices are received from the market a further report will be taken to WECA Committee in order to specify the funding required for completion of the study.

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9. What output will be produced using the funds awarded as part of this Feasibility and Development Fund Application, and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report

Option Development Report

Option Appraisal Report

Outline Business Case

Full Business Case/

Second Stage Skills Capital

Application

Other (please state) X March 2020 Transport study and SOBC’s relating to identified interventions

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

A. Milestones for the activities through this Feasibility and Development Funding

Milestone Date (mmm/yy)

Scope development April 2019 Assignment of Project Manager April 2019 Tender May 2019 Tender assessment June 2019 Committee report and award July 2019 Study report draft Jan 2020 Study complete Mar 2020

B. Planned milestones for scheme development or delivery beyond this initial phase.

Milestone Date (mmm/yy)

Implementation plan development and scheme delivery 2021 onwards

Date approved by WECA Committee: Meeting of 1st & 15th February 2019

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SCHEME : Winterbourne, Frampton Cotterell Bypass and Coalpit Heath Westerleigh Bypass Feasibility and Development towards Outline Business Case

 Lead Organisation

South Gloucestershire Council

Partner organisations

In delivering this package of schemes, South Gloucestershire Council will not be working in partnership with other organisations.

Scheme contact details

Name: Andy Whitehead

Email: [email protected]

Telephone: 01454 868384

Scheme Type – mark with an X

Transport

Non-Transport Housing Enabling

Business Support

Skills

Other (please specify)

Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: The potential need for a Winterbourne Frampton Cotterell Bypass and a link from Yate to Emersons Green was proposed within the Joint Transport Study in 2017. Further analysis of these concepts as transport mitigation schemes was undertaken as evidence in support of the Joint Spatial Plan in 2018 with an Options Assessment Report (OAR) produced for A432 Corridor

1 Feasibility and Development Funding Application Form scheme development. The OAR develops concepts to a sufficient level to determine deliverability, environmental impacts and costs. As part of the OAR process a number of potential opportunities were identified to optimise the impact of the shortlisted schemes, in particular to further investigate and understand:  if one or both proposed bypasses are required; and  the impact on the existing highway network, especially the impact on roads in and around Yate.

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Total Funding required for this phase of works

A. Spending Profile (£)

18/19 19/20 20/21 Total

Investment Fund £20,000 £180,000 £200,000

Match Funding

- please state source(s)

B. Cost Breakdown (£)

Investment Fund (£) Match Funding (£)

In house staff costs £42,500

Third Party Support £157,500

Other (please specify)

Other (please specify)

Total £200,000

Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

Details of the scheme to be delivered: This funding application seeks to undertake feasibility work to progress the delivery of an Outline Business Case (OBC) for a road bypass scheme or schemes to support JSP growth in Yate and Coalpit Heath building on work undertaken to date as part of an Option Assessment Report (OAR) for A432 corridor. This feasibility and options development process will further investigate proposed alignments in a revalidated strategic highway model as a priority and progress the identification of impacts and mitigation on the highway network.

Strategic Fit Significant growth in housing and employment is proposed for Yate and Coalpit Heath as part of the JSP which identifies Strategic Development Locations to accommodate a combined total of 3,800 new residential dwellings and 34.7Ha of employment by 2036. The JSP also seeks to optimise opportunities for development within urban areas, identifying the potential for a further 16,200 new homes to be delivered in built up areas across the West of

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England. This type of development is termed ‘Urban Living’ with options for change of use of non- residential brown field land to residential use and increasing the density of development on allocated sites. Allocated housing numbers per settlement area are still to be determined but Yate has been identified for ‘Urban Living’ particularly around Yate Station on the Stover Road Trading Estate and Station Road. In addition to this, 3,000 new homes in North Yate were identified in South Gloucestershire’s Local Plan Core Strategy 2006 -2027. Many of these are still to be delivered. Housing and employment growth will generate greater demand for travel which will need to be mitigated through transport improvements. A number of transport mitigation schemes have been identified two of which are proposed new road schemes:  Winterbourne/Frampton Cotterell bypass; and  Coalpit Heath Westerleigh Bypass. Background An Options Assessment Report (OAR) for the strategic transport corridors linking Yate and Chipping Sodbury to Bristol city centre and the North and East Fringes has recently been completed. The OAR covers the following areas:  The transport problems (existing and forecast) and case for change;  Strategic objectives for transport improvements on the corridor;  A broad range of options to address the study objectives;  An Early Appraisal Sifting Table (EAST) process;  A short-list of options based on assessment against the criteria set out in the Department for Transport’s (DfT)’s 5 case model;  Initial high-level concept designs for the short-listed schemes - sufficient to determine a deliverable scheme and identify an indication of the outline costs and benefits;  Initial appraisal of the scheme impacts in accordance with the 5 cases; and  A recommendation that there is a Strategic Outline Business Case for the schemes. Transport schemes were primarily focussed on sustainable transport solutions to encourage people to walk, cycle and use public transport as the primary modes, but two off-line highway schemes were identified: Winterbourne, Frampton Cotterell Bypass; and Coalpit Heath, Westerleigh Bypass. The OAR concluded that there is a Strategic Outline Business case for the road schemes which were identified to reduce congestion on key public transport corridors, particularly the A432 and reduce the potential for additional traffic through the settlements of Coalpit Heath, Winterbourne and Westerleigh. The OAR recommended that further option development is required to build on the existing work to:  Consider if one or both road schemes are required;  Understand how traffic rerouting might impact and integrate with the wider highway network, particularly in Yate; and  Determine a preferred alignment and associated mitigation for new and existing roads. For example, a range of potential route alignments into Yate will be considered, including with

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and without a new Junction 18A and the role (if any) of the ‘Road to Nowhere’. In conjunction with Junction 18A, a Coalpit Heath and Westerleigh Bypass is a potentially transformational scheme for Yate, and would improve its attractiveness as a place to live, work and visit. Further development is required to take these schemes to Outline Business Case. This stage will therefore carry out further technical work and involve a stakeholder consultation to develop and assess options. Objectives The objectives of this feasibility work are to:  Refine thinking on road scheme(s) alignment through testing in a revalidated strategic transport model to develop scheme options that mitigate the impact of growth related transport and consider rerouting on the existing highway network (particularly in Yate);  Carry our further engineering and impact analysis work to inform a preferred route alignment(s) and mitigation; and  Develop evidence to the level required to support submission of a future Outline Business Case to justify the case for intervention. The objective of the final scheme(s) is to mitigate the impact of growth and increased demand for travel generated from development. Details of the activities to be undertaken through this feasibility or development phase: Stage 1 : The subject of this application The work required to take forward this project to Outline Business Cost is estimated at £412.5k. At this stage the ask from WECA is an allocation of the first £200k to enable this work to progress. This is on the basis that the allocation of the remainder of the funds will be considered when an Appraisal Specification Report is completed which will identify the evaluation approach and the level of strategic transport modelling required. Proposed Activity The following work is considered necessary to develop and refine options:  Appraisal Specification Report (ASR) – As a first stage, an ASR will be developed to set out the proposed appraisal process for the scheme concepts. This ASR will be submitted for agreement by the project board and funding body. The process will follow that set out in Section 2.12.2 of the DfT’s Transport Appraisal Guidance (TAG). The following stages are proposed but will be subject to the agreement of the recommendations set out in the ASR and informed by it considering what can be delivered with the available budget. Prior to the ASR confirming the approach the following activities are considered a priority:  Localised revalidation of the Strategic Highway Model - To determine the effectiveness and economic impacts of the shortlisted transport mitigation in the OARs, some localised revalidation of the West of England’s Strategic Transport model (G-BATS) is envisaged to more accurately reflect the existing local network and assess the schemes’ impact in mitigating traffic growth. Revalidation will require additional classified traffic counts, queue surveys, journey time surveys etc. at key locations in the area, some of which may be available through mobile phone data.  Review and where necessary revise high-level corridors - Following the revalidation of

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the model a further optioneering process will refine thinking on a preferred road corridor envelope for both the Winterbourne & Frampton Cotterell Bypass and the Coalpit Heath & Westerleigh Bypass and understand the impacts on the surrounding roads. This review will consider the role of the “Road to Nowhere”, traffic routing impacts through and around Yate, and relationship with a future Junction 18a (if taken forward).  Local impacts considered in the 2014 Yate VISSIM model. To consider the potential impacts on Yate roads the outputs generated from G-BATS will be used to test scenarios in the Yate VISSIM model. Given the close proximity of the proposed bypasses, particularly Coalpit Heath & Westerleigh, it is important to understand the impact on the existing town network. As an example, it is important to understand the impact of proposed road alignments on the A432 Station Road which has high traffic flows in the peak periods and where metrobus is proposed. There is limited highway width to accommodate bus priority so traffic reduction or bus priority on the approaches may be required.  Scenario testing in Highway Model - Subject to the review above, the short listed scenarios will be tested in the revalidated G-BATs model to appraise the impact of the schemes on the network to determine if one or both are required and calculate the estimated value of benefits. At this stage it is not envisaged that the £200k will be sufficient to deliver all of the above but if budget remains the following activities will be progressed to a level achievable within the available budget:  Further Engineering and Environmental Appraisal - Building on the engineering appraisal and environmental impacts detailed in the OARs, further investigation on the preferred route corridor envelopes will be undertaken to identify engineering and environmental impacts and mitigation. This will involve input from third parties such as Highways England, Network Rail, environmental groups and utility companies to further understand site constraints and mitigation. A report will be produced to summarise the work undertaken to date and detail the recommended next steps to identify a preferred option. This will inform the steps required to complete the Outline Business Case.

Please set out how the activities to be undertaken through this Feasibility and Development Funding Application will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured.

Details: The work will be project managed in-house in South Gloucestershire costed at 1 days per week. Consultants will be appointed to deliver the ASR, modelling and feasibility work.

Internal input will be provided from specialist disciplines within South Gloucestershire Council such as Legal, Property and Communications. The cost of Internal audit and finance support are also included in the estimated costs.

The procurement process for consultants is still to be determined with an option of utilising the extant West of England framework.

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What output will be produced using the funds awarded as part of this Feasibility and Development Fund Application, and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report Nov 2019

Option Development Report

Option Appraisal Report

Outline Business Case Mar 2020 (subject to securing further funding) Full Business Case/

Second Stage Skills Capital

Application

Other (please state)

When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

A. Milestones for the activities through this Feasibility and Development Funding

Milestone Date (mmm/yy)

Appraisal Specification Report March 2019

Procure and appoint consultant April 2019

Agreement through Governance structure as to the proposed May 2019 approach

Traffic surveys and model revalidation (subject to ASR findings and Jun 2019 budget)

Review and where necessary revise high-level corridors (subject to Jul 2019 ASR findings and budget)

Scenario testing in Highway Model (subject to ASR findings and Aug 2019 budget)

Further Engineering and Environmental Appraisal (including Oct 2019 consultation with key parties affected) based on available budget.

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Report of findings and further steps required to complete Outline Nov 2019 Business Case.

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B. Planned milestones for scheme development or delivery beyond this initial phase.

Milestone Date (mmm/yy)

Outline Business Case Mar 2020 Land assembly Dec 2021 Full Business Case Mar 2022 Funding assembly Dec 2022 Design and procurement Dec 2024 Construction Dec 2027

Date approved by WECA Committee: 15 February 2019

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SCHEME : Charfield Rail Station- to Preliminary Business Case- costs an estimate awaiting NR input

1. Lead Organisation

South Gloucestershire Council

2. Partner organisations

Network Rail

3. Scheme contact details

Name: Janet Kings

Email: [email protected]

Telephone: 01454 864111

4. Scheme Type – mark with an X

Transport

Non-Transport Housing Enabling

Business Support

Skills

Other (please specify)

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details:

The delivery of a new rail station for Charfield forms part of a package of major transport schemes to help facilitate the development of new homes and employment opportunities outlined in the West of England Joint Spatial Plan (JSP). In tandem with the JSP, a Joint Transport Study (JTS) was prepared, which identifies strategic transport proposals for delivery up to 2036 to address current challenges on the network and provide additional capacity to support JSP growth.

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For the South Gloucestershire Council area, the following major transport schemes have been identified to help deliver growth, to mitigate the impact of JSP development on our transport network, and to offer better travel choices for residents:

 Charfield rail station (new station)*  Yate rail station improvements  A432 metrobus service (Bristol to Yate/Chipping Sodbury)  A432 Park & Ride (West of Yate)  A38 metrobus (Bristol to Thornbury/Buckover)  A38 Park & Ride (South of Thornbury)  Winterbourne /Frampton Cotterell bypass  Coalpit Heath / Winterbourne bypass  Ring of Park & Rides around Bristol (some in SGC area)

*The rail station and car park will be delivered in parallel, but through separate mechanisms, as is common with most new station proposals. This application for development funding applies to the station only.

In addition to the above major transport schemes, local mitigation measures will also be identified and brought forward through the Local Plan and through negotiations with developers.

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6. Total Funding required for this phase of works

A. Spending Profile (£)

18/19 19/20 20/21 Total

Investment Fund £20,000 £280,000 £300,000

Match Funding - - - - please state source(s)

B. Cost Breakdown (£)

Investment Fund (£) Match Funding (£)

South Gloucestershire Council 47,000 (including Transport Policy, legal, finance and audit)

Network Rail 228,000

Jacobs (demand forecasting) 25,000

Total 300,000

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

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A. Details of the scheme to be delivered: [Note: please include details of the intervention expected to ultimately be delivered including the strategic fit, how the scheme is planned to be delivered and the cost. Programme information should be included in section 10b] This project focuses on the delivery of a new rail station serving Charfield and the surrounding towns and villages. The station would be a small, modern, unstaffed station comprising two platforms, an accessible pedestrian footbridge and a small waiting area comprising shelters and seating on each platform. As referenced above in section 5, proposals to deliver an associated station car park will be brought forward in parallel, but separate, to the station proposals. The station would serve existing and future residents of Charfield and surrounding towns and villages. Rail offers an attractive alternative to private car use to key destinations such as Bristol North Fringe, Bristol City Centre, Bath, Yate and Gloucester/Cheltenham. In most cases, journey times would be significantly shorter and overall journey experience improved, when compared to undertaking the same journey by car in the peak periods. The addition of rail services at Charfield would have a significant positive effect on capacity, operation and resilience of both the strategic and local highway networks, as trips are transferred from road to rail. This is a currently a relevant issue, but becomes more pertinent when considering the potential impact of the JSP development. The JSP/JTS identifies Charfield rail station as key transport mitigation required to help facilitate and deliver 1,200 new homes and 5ha of employment land in Charfield through the JSP. Rail services for Charfield would also realise many positive social benefits - enabling residents without access to a private car to undertake trips for a range of purposes; including accessing the wider choice of employment, higher education, retail and leisure opportunities available across the West of England region. The above benefits of a new rail station will have positive economic implications for the region, as access to employment is made easier, more activity is undertaken and journey times are reduced. The delivery of a new station for Charfield is likely to make the village more attractive to prospective residents and for employers potentially relocating to the area. MetroWest is being developed to improve local rail transport within the West of England. Phase 2 of the scheme will include new services to Yate which are proposed to be extended to Gloucester. This will provide the opportunity to allow trains to be stopped at Charfield. The cost of the station is forecasted as £13.7m including industry risk fund and contingency. Note this doesn’t include SGC development costs or business case development costs. The works would be delivered through Network Rail with support for the Business case from WoE framework consultants. B. Details of the activities to be undertaken through this feasibility or development phase: Survey Works and Feasibility Report Network Rail will be commissioned to undertake the feasibility work, the first of three stages to be delivered by them. This will align to the Governance for Rail Investment Projects (GRIP) Stage 2: Feasibility. The aim of GRIP 2 is to define the scope of the investment, identify constraints and confirm that the outputs can be economically delivered and are aligned with network strategy.

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Survey work will be carried out to identify the site constraints such as utilities, hazards and environmental impacts. This will help to define the preferred option and inform future design work and will be summarised in a feasibility report. Rail Passenger Demand Forecasting Forecast passenger demand using the Passenger Demand Forecast Handbook based on the growth proposed and the proposed rail services at the new station.

[Note: If the planned output is other than an Outline or Full Business Case or Second Stage Skills Capital Application please describe the scope and content of the report which will mark the completion of this phase]

8. Please set out how the activities to be undertaken through this Feasibility and Development Funding Application will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured.

Details: Whole Scheme (this application: Stage 1 only)

Spring 2019 to Summer/Autumn Stage 1 Survey Works and Feasibility Report 2019

Single option development and Summer 2019 to Spring 2020 Stage 2 scheme case. Outline Business Case.

Planning powers and procurement. Spring 2020 to Summer 2020 Stage 3 Full business Case.

Stage 4 Construction and commissioning Summer 2020 to Autumn 2021

Stage 1 : The subject of this application The work required to take forward this project to construction design level is costed at £1.1m. At this stage the ask from WECA is an allocation of the first £300k of this to enable this work to progress. This is on the basis that the allocation of the remainder of the £1.1m be considered at the WECA meeting in May as, in order to facilitate a more expedient timetable, realise cost savings and reduce risk, SGC may have to enter into the larger commission at its own risk.

The outputs from this stage of the work will be on site surveys and a comprehensive Feasibility Report brought together in a Business Case together with a refresh of the RailSys modelling timetable work completed for the MetroWest2 (MW2). It is considered that this will support the

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selection of a single option for the station location. Network Rail will be engaged to provide these outputs in line with their role as system operators and owners to allow integration with the strategy for the route. Support will also be engaged from the West of England framework consultants to develop the Business case for the station in line with best practice advice. The work will be managed by SGC Project Management Team with regular reporting to WECA and quarterly claims as required.

9. What output will be produced using the funds awarded as part of this Feasibility and Development Fund Application, and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Report X August 2019

Option Development Report complete

Option Appraisal Report

Outline Business Case

Full Business Case/

Second Stage Skills Capital

Application

Other (please state)

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to

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be undertaken through this application and the milestones for the subsequent implementation phase through to completion.

A. Milestones for the activities through this Feasibility and Development Funding

Milestone Date (mmm/yy)

Project commencement on receipt of award February 2019 Commissioning of Framework consultants support Feb/March 2019 Commissioning of Network Rail Feb/March 2019 On site surveys complete May 2019 Feasibility report Complete August 2019

B. Planned milestones for scheme development or delivery beyond this initial phase.

Milestone Date (mmm/yy)

Preliminary Business Case August 2019 Outline Business Case Spring 2020 Full Business Case Summer 2020 Construction and commissioning Autumn 2021

Date approved by WECA Committee: 15 February 2019

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8 Investment Fund - Feasibility and Development Funding Application Form

SCHEME : Bristol Temple Meads Eastern Entrance

1. Lead Organisation

West of England Combined Authority

2. Partner organisations

Bristol City Council, Network Rail

3. Scheme contact details

Name: Naomi Gornall

Email: naomi.gornall@WestOfEngland- CA.gov.uk

Telephone: 07976 169872

4. Scheme Type – mark with an X

Transport

Non-Transport Housing Enabling

Business Support

Skills

Other (please specify)

5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.

Details: A Housing Infrastructure Forward Funding bid has been submitted to MHCLG in March 2019 for investment in the A4 strategic growth corridor to unlock sites for delivery of a significant number of new homes. The bid demonstrates how additional match funding beyond the grant will be utilised within the wider investment, and this includes money from the Investment Fund, of which this project forms part. This project requires early investment to ensure that it can be delivered within the critical window of the planned track closures in Summer 2021. The project is also linked to other strategic investments in Bristol Temple Meads station as part of the wider capacity improvements for the station, including a new northern entrance.

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6. Total Funding required for this phase of works

A. Spending Profile (£)

18/19 19/20 20/21 21/22 22/23 Total

Investment Fund £2,000,000 500,000 £2,500,000

Match Funding - please state source(s)

Costs required up to FBC.

18/19 19/20 20/21 21/22 22/23 Total

£8,909,000 £8,909,000 Investment Fund - £6,682,000 £24,500,000

Match Funding - please state source(s)

Predicted scheme delivery costs.

B. Cost Breakdown (£)

Investment Fund (£) Match Funding (£)

In house staff costs 75,000

Third Party Support £23,579,500

Other (please specify) Project £3,345,500 Management & Consultant Costs

Other (please specify)

Total £27,000,000

7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.

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A. Details of the scheme to be delivered: [Note: please include details of the intervention expected to ultimately be delivered including the strategic fit, how the scheme is planned to be delivered and the cost. Programme information should be included in section 10b] Work is underway to plan the redevelopment and regeneration of Temple Quarter as a new mixed used area. The strategic partners, include Bristol City Council, WECA, Network Rail and Homes England. To ensure the successful regeneration of this area, strategic public investment will be required to deliver the required infrastructure to enable this area of the city to be redeveloped, and to act as a catalyst for investment, and increase market confidence. The redevelopment of Bristol Temple Meads is at the heart of this regeneration opportunity, with investment required to create high quality entrances to the station, public realm, and transport facilities to accommodate existing and future demand. This scheme is a new eastern entrance to the station and into Temple Quarter. This is a critical element of the public investment required to enable this regeneration to come forward, and for the wider economic and social benefits to be realised across this area, the city as a whole, and the wider West of England region. The entrance will extend the existing passenger subway, used to access platforms, directly through to the development site on Cattle Market Road, where the University of Bristol intends to locate its new Temple Quarter Enterprise Campus. The new entrance will include gatelines as a form of revenue protection to the station (it will not form part of a public unpaid route through the station), as well as required facilities for passengers to buy tickets, access information regarding trains, and potential retail facilities. The entrance will comply with Network Rail requirements regarding accessibility, security and safety, and design guidance for stations. The entrance will provide sufficient capacity to accommodate existing and future demand from the east of the station, which is expected to increase significantly as the University’s development is built out and the Temple Quarter area is regenerated. Suitable public realm and potentially canopy cover and cycle parking will also be delivered along side the new entrance.

The structural works required to deliver the entrance will require closure of platforms 13 and 15 for a number of weeks during construction, which currently service trains into London. Due to the level of disruption and cost associated with these track closures, it is necessary to utilise the existing planned closures that Network Rail has agreed to carry out their network critical re- signalling works to Bristol East Junction.

The expected costs for delivering the eastern entrance are £27m, including all design work, construction, management costs, risk and inflation.

Due to the criticality of utilising the planned track closures to carry out necessary structural works, it is necessary to expedite the delivery timeframe of this project. The track closure is planned for Summer 2021; design work, procurement and enabling works associated with the new entrance must be complete by this time to allow structural works to be carried out during the Summer 2021 track closure. Any non-structural works to fit out and commission the entrance can be carried out after this period, but must be coordinated with the University of Bristol’s development and construction timescales.

Due to the level of interface and coordination with the Bristol East Junction signalling works and the compressed timescales for design work, Network Rail will take responsibility for delivery of

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this scheme, utilising in-house resource and expertise to progress the project through their GRIP governance process and ensure the Summer 2021 milestone can be met.

B. Details of the activities to be undertaken through this feasibility or development phase: [Note: If the planned output is other than an Outline or Full Business Case or Second Stage Skills Capital Application please describe the scope and content of the report which will mark the completion of this phase] During the feasibility and development stage a preferred option and construction methodology will be selected and progressed through the Network Rail GRIP governance process up to GRIP stage 4. The next phase following this will include procuring a main contractor for detailed design and construction of the scheme. The GRIP stage gates are as follows: GRIP 1 – Output definition GRIP 2 – Feasibility GRIP 3 – Option selection GRIP 4 – Single option development GRIP 5 – Detailed design GRIP 6 – Construction, test and commission GRIP 7 – Scheme handback GRIP 8 – Project close out As part of the feasibility and development stage, it will be necessary to coordinate and manage the interface with linked projects, including the Bristol East junction signalling works, to ensure that construction activity and track possessions can be managed effectively. This will also include close management of the interface with the University of Bristol’s development site.

8. Please set out how the activities to be undertaken through this Feasibility and Development Funding Application will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured.

Details:

The feasibility and development stages of this project will be managed directly by Network Rail, utilising in-house project management, design, and construction resources and expertise. This will ensure that the interface with the Bristol East Junction signalling works and planned track closures can be managed effectively, and that the Network Rail GRIP governance process can be navigated efficiently.

The project team will report into the Regional Delivery Board as well as providing updates through the masterplanning and wider work within the Temple Quarter. Members of this governance structure include representatives from Bristol City Council, WECA, Homes England, Network Rail, Historic England, University of Bristol, and others.

4 Feasibility and Development Funding Application Form 9. What output will be produced using the funds awarded as part of this Feasibility and Development Fund Application, and when will this be completed?

Mark with an X Date (mmm/yy)

Feasibility Study Report

Option Development Report

Option Appraisal Report

Outline Business Case

Full Business Case April 20

Second Stage Skills Capital

Application

Other (please state)

10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion. A. Milestones for the activities through this Feasibility and Development Funding

Milestone Date (mmm/yy)

GRIP stage 2 Jun 19 GRIP stage 4 Dec 19 Procurement for GRIP stage 5-6 Feb 20 Business case approval with conditions April 20 Consents obtained Sept 20

B. Planned milestones for scheme development or delivery beyond this initial phase.

Milestone Date (mmm/yy)

GRIP stage 5 July 20 Final Approval Business Case Sept 20 Start on site Dec 20 Enabling works complete June 21 Structural works complete Aug 21 Fit out and commissioning complete Aug 22 Operational Mar 23

Date approved by WECA Committee:

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