THE CABINET 5 JUNE 2017

Subject: Infrastructure Projects - Progress Update and Next Steps Lead Officer: Dave Webb Contact on 01789 260100 Lead Member/ Portfolio Holder: Councillor P Richards

Summary This report sets out the progress towards the development of a programme of infrastructure projects underpinned by the report from ATI Projects. The report identifies a list of potential projects which The Cabinet are asked to consider whether further more detailed work is undertaken to take them to ’shovel ready’ status. Recommendations (1) That one of the options listed in paragraph 4 of this report be agreed; and, (2) Subject to (1) agree for further work to be undertaken to develop the identified projects to a ‘shovel ready’ state.

1 Background/Information In light of the limited success for attracting inward investment, mainly via the CWLEP Growth Fund, including the lack of ‘shovel ready’ projects the Council reviewed its approach and committed to the following: -  To engage more closely with CWLEP.  To set aside £90k (over two years) to help facilitate infrastructure funding bids.  To appoint a Portfolio Holder for Housing and Infrastructure.  To work up a plan to bring together infrastructure projects across the District regardless of what stage they are at.  To publish the plan.  To identify and commission a ‘Bid Writer’. In response, a Portfolio Holder for Housing and Infrastructure was appointed (Councillor Vaudry), positive meetings have taken place with representatives from CWLEP and they have supported the concept of the Council developing a district wide Strategic Economic Plan (SEP). In August 2016, ATI Projects were commissioned to formulate a plan. ATI had previously been commissioned to work up a bid to CWLEP to secure Growing Places funding to un-lock the former Co-op site land in Studley. This bid was successful in securing £200,000 funding. 2 Infrastructure Programme Analysis Approach/Methodology 2.1 Project consultants ATI Projects Ltd were appointed to prepare a list and carry out a review of those strategic infrastructure projects with the potential for further development and in particular could attract external funding. This Review summarises the Council’s key potential infrastructure projects and creates a series of pre-application project outlines. As a result of this Review, a selection of four to five projects have been identified where there is strong evidence of stakeholder commitment and potential for external funding. 2.2 The first task was to identify and prepare a long list of 24 projects which divided into four distinct categories: a) Transport b) Tourism c) Enterprise d) Regeneration. This has enabled the projects to be clustered with a common focus and shared issues as against ‘stand-alone’. Whilst the sector allocation is useful, there will be a degree of overlap and integration of all four categories in order to ensure that actions planned address the combination of economic, social and environmental issues and opportunities that the infrastructure programme intends. 2.3 Individual projects have been the subject of an initial assessment of current and changing situation, plus other existing information. The project categories covered reflect the range of challenges and opportunities facing the Council in the short, medium and long term. The summaries highlight the likely timing of events which will impact upon project development, funding and subsequent implementation. It should be noted that a number of projects are out of the direct control of the Council and others are already underway as part of existing delivery projects e.g. Canal Quarter and as such have been excluded from this Programme Area Study. 2.4 Subject to The Cabinet agreement, the next phase of activity will focus upon those infrastructure projects which have identified potential to move forward, have good local stakeholder commitment and engagement, require a degree of further project development and have good prospects for submission of applications for external grants and other funding. The final report is attached at Appendix 1. 3 Priority Projects 3.1 As stated earlier, the report sets out a long list of potential infrastructure projects which were identified through a range of different sources including the Strategic Review and draft Stratford Area Transport Strategy. 3.2 ATI Projects have taken account of recent surveys of Stratford-on-Avon District’s business and resident communities - ‘sounding boards’ – which provided feedback on the infrastructure project priorities. They then categorised the projects within four categories – Transport, Enterprise, Tourism and Regeneration. These differ slightly from the surveys but in essence reflect the main themes. 3.3 Following an initial assessment, those infrastructure initiatives which are already being progressed, where stakeholder engagement exists or where access to external funding is likely, have received closer analysis and are summarised in the review. 3.4 Individual project summaries have examined the challenges each project is to address, the background, the current situation, the main opportunities, the main issues to be faced, the next steps, the key stakeholders and the delivery forecasts. 3.5 Those projects considered to be outside of the direct control of the Council, or which are not yet clearly identified or are already well under way were excluded from the more detailed Programme Review. 3.6 Five project areas were identified as being appropriate and suitable to be worked up as ‘shovel-ready’ projects suitable for current and future funding bids. 3.7 Each infrastructure project reviewed was benchmarked against the Corporate Priorities included within the Core Strategy 2016, and has been cross-checked by the Council’s Policy Planning Officers as due diligence. 3.8 Appendix 2 to this report provides more information in relation to the projects which have been identified as a priority applying the rationale set out earlier in this report. 3.9 The five projects selected from the Infrastructure Programme Review (summarised in this Progress Report) are as follows: -  Upper Avon Navigation – a joint initiative between Stratford-on-Avon and Warwick District Councils working with the Avon Navigation Trust (ANT) to open up the Upper Avon for navigation between Stratford- upon-Avon and Warwick and connect to the Grand Union canal forming the ‘South Warwickshire Waterway’. A letter of support from ANT is attached to this report at Appendix 3.  World Shakespeare Centre – a plan to extend and expand the Shakespeare’s Birthplace Centre in Henley Street and create an international centre of excellence with modern facilities designed to attract, inspire, teach and study.  Studley Enterprise Centre – the opportunity to boost business growth and jobs in the town through the redevelopment of a County Council owned building into a Venture House styled business centre.  Wellesbourne Innovation Campus – an opportunity to build a strong partnership with Warwick University in developing facilities for a new high technology campus at Wellesbourne - attracting inward investment and stimulating economic growth and jobs.  Priory Square Regeneration, Studley – the next phase of development of a disused site in the centre of Studley, working with private developers to create an innovative live/work scheme on the former Co-op site. 3.10 However, at the request of Shakespeare Birthplace Trust, further work needs to be undertaken in relation to the World Shakespeare Centre and therefore this project will be put on hold for the time being. Therefore, four projects are now considered to be a priority. 3.11 In addition, in consultation with the Portfolio Holder for Housing and Infrastructure and subject to available resource, it was agreed that the following low impact transport schemes could also be developed further: -  Improved cycle routes and bike rental scheme.  Improved electric vehicle infrastructure for Stratford-upon-Avon.

3.12 The work undertaken by ATI projects provides the basis upon which The Cabinet can cement the Council’s approach to infrastructure by considering whether the priority projects are worthy of progressing to a ‘shovel ready’ state in readiness to access whatever funding streams may be available. 3.13 It should also be noted that CWLEP have been very supportive of the approach taken by the Council and there is ongoing engagement with them. 4 Options available to The Cabinet 4.1 To agree the list of priority projects identified in paragraph 3.9 (Upper Avon Navigation, Studley Enterprise Centre, Wellesbourne Innovation Campus and Priory Square Regeneration). 4.2 To vary the list of priority projects by re-visiting the long list, which are set out in Appendix 1. 4.3 To disagree with the priority list and either request further work to be undertaken or cease any further work. 4.4 To agree to include additional work as set out in paragraph 3.10 in any of the options listed above (4.1, 4.2 or 4.3). 4.5 To disagree with any further work to be undertaken as set out in paragraph 3.10. 5 Evidence Base 5.1 None. 6 Members’ Comments 6.1 Comment received from Councillor Peter Richards: “ The reports in Appendix 1 and 2 are the culmination of a thorough examination of potential infrastructure projects in Stratford-upon-Avon District. Individual projects have been considered on their own merits, on their ability to be delivered and the time scale in which they can be delivered. The four projects identified as priority projects are supported by the Corporate Priorities set out by this Council and I am particularly pleased that cycle routes, including a rental scheme, and sustainable transport infrastructure, including support for electric vehicles, have been included as a priority. This report puts the Council in a strong position, not only in our ability to plan and provide appropriate infrastructure for our residents, but also in our ability to apply for external funding from entities such as the CWLEP. It is a report I am very happy to endorse”. 7 Implications of the proposal 7.1 Legal/Human Rights Implications 7.1.1 There are no legal or human right issues arising from the contents of this report. 7.2 Financial 7.2.1 The cost of commissioning ATI projects is within budget. The Council has approved a further budget to appoint a Head of Infrastructure and Transformation Projects and the recruitment process is underway. There may be additional costs associated with individual projects which will be identified as and when they occur. 7.3 Environmental 7.3.1 There are no environmental implications arising directly from this report although they may arise in relation to specific projects. 7.4 Corporate Strategy 7.4.1 The proposals contained in this report supports Corporate Strategy Key Objective 1 ‘A Flourishing Local economy.’ 7.5 Analysis of the effects on Equality 7.5.1 There are no equality implications arising directly from this report. 8 Risk Assessment 8.1 Over the past twelve months an extensive amount of work has been undertaken to put the Council on the front, rather than back foot, in an attempt to secure inward investment to help take infrastructure projects forward as and when funding streams become available. The Council has been playing ‘catch up’ but the progress made has been well received by stakeholders and in particular CWLEP. It is therefore essential that the momentum is continued. 9 Conclusion 9.1 A significant amount of work has taken place since April 2016 and the recommendation to focus on priority projects by developing business cases to a ‘shovel ready’ status is a very positive step forward. This approach is supported by CWLEP and further engagement with them will take place in progressing work on the priority projects subject to agreement of The Cabinet. 9.2 In addition, the engagement with stakeholders has improved the reputation of the Council and generated a significant amount of interest and excitement. This will need to be maintained into the future and the business lunches planned for 2017/18 will help relationships and partnership working develop.

Dave Webb EXECUTIVE DIRECTOR

Background papers: Citizens Panel survey - Strategic Review special 2016 Business Sounding Board – Strategic Review Results – February 2017