Middlesbrough Council s2

LOCAL TRANSPORT PLAN 2006 – 2011 1

MIDDLESBROUGH COUNCIL

LOCAL TRANSPORT PLAN

2006-2011 LOCAL TRANSPORT PLAN 2006 – 2011 2

CONTENTS

Foreword

Executive Summary

1. Middlesbrough and The Mayor’s Vision 2

1.1 The Town 4 1.2 The Council 5 1.3 The Community Strategy 5 1.4 The Mayor’s Vision and Transport Strategy 8 1.5 Government Priorities 9 1.6 The Second LTP 1

2 Strategic Context 1

2.1 Overview 17 2.2 The Tees Valley 17 2.3 The Future of the Tees Valley 17 2.4 How Transport Can Help Deliver a New Tees Valley 21 2.5 Summary 21

3 Middlesbrough Problems and Opportunities 40

3.1 Overview 40 3.2 Middlesbrough - Different Areas with Different Needs 40 3.3 Existing Characteristics 42 3.4 Significant Changes 49 3.5 Problems and Opportunities 54

4 Consultation on the Second LTP

4.1 Overview 61 4.2 Consultation on the Second LTP 65 4.3 Second LTP Partnerships 65

5 Strategy and Value for Money Interventions 69

5.1 The Long Term Transport Strategy 69 5.2 Interventions and Outcomes 71 5.3 Priority I : Access to Work and Important Services 71 5.4 Priority 2: Offset Negative Impacts of Congestion 81 5.5 Priority 3: Improved Road Safety 88 5.6 Priority 4: Reduced Environmental Impact of Transport 97 5.7 Priority 5: Sustainable Highway Maintenance 99 5.8 ‘Other Quality of Life’ Issues 102

6 Implementation Plan 105

6.1 Overview 105 6.2 Second LTP Funding 105 6.3 Revenue Funding 105 6.4 Maintenance Funding 105 6.5 Public Transport Support 106 6.6 Additional Funding 106 6.7 Second LTP Implementation Plan 107

7 Targets and Indicators 110

7.1 Overview 110 7.2 Progress within First LTP 110 7.3 Mandatory Indicators 110 7.4 Road Condition 117 LOCAL TRANSPORT PLAN 2006 – 2011 3 7.5 Casualty Reduction Targets 112 7.6 Public Transport 114 7.7 LTP Indicators 116 7.8 Intermediate Outcomes 718 7.9 Contributory Outcome Indicators 121 7.10 Other Outcomes and Outputs Indicators 124 7.17 Stretched Targets 125 7.12 Quality of Life Indicators 126 7.13 Monitoring 126

8 Major Schemes and Exceptional Bids 132

8.1 Overview 132 8.2 Major Schemes 132 8.3 Exceptional Bids 133

9 Summary 134

9.1 The Second LTP 134 9.2 Delivering the Mayor’s Vision and the Shared Priorities 134

Annexes

A - Mayor’s Transport Strategy 139 B - Results of Mayor’s Conversations 742 C - Framework Accessibility Strategy 151 D - Framework Bus Strategy 159 E - Rights of Way Improvement Plan 161 F - Finance Forms 168

Further Information 179 LOCAL TRANSPORT PLAN 2006 – 2011 4

FOREWORD

We are pleased to introduce the final version of Middlesbrough's Second Local Transport Plan. In Middlesbrough we believe that everybody wants transport which is safe, clean, efficient and accessible. Good transport and infrastructure is essential for a vibrant economy and an inclusive society. It provides access to jobs, services and schools, gets goods to the shops and allows us to make the most of our free time. We are beginning to see progress in terms of the town's regeneration and we must improve the work we do with transport to ensure that this continues. Our LTP illustrates where progress has been made delivering improvements over recent years and where transport must contribute towards our new Community Strategy and the "Raising Hope" agenda. We hope that you agree that we continue to make real progress in delivering transport improvements within our community and are able to recognise this appropriately through the LTP assessment and funding programmes.

Ray Mallon Jan Richmond Mayor of Middlesbrough Chief Executive LOCAL TRANSPORT PLAN 2006 – 2011 2

EXECUTIVE SUMMARY This is Middlesbrough Council's Second Local Transport Plan (LTP), for the period 2006 - 2011. In developing this Plan, we have listened to our community in order that we are fully informed of the existing issues, and we have taken on board the Department for Transport's guidance on Second LTPs in that we need to consider transport in the wider context. Perhaps most importantly for Middlesbrough, this Plan needs to be wholly aligned with the "Raising Hope" Agenda set by its directly elected Mayor and supported by the Council's executive and non-executive councillors. The Mayor's "Raising Hope" agenda is built on four pillars: • a clean, safe environment, in which people can go about their business without fear of crime and anti-social behaviour; • physical regeneration of the town's run-down sites and buildings; • a business-friendly enterprise culture which welcomes would-be investors; • a transport network which can meet the needs of a town on its way up. Transport is clearly one of these pillars, but it also has an important role to play in the delivery of the other strands, together with the education and care of young people and support to vulnerable people in the town provide a foundation for these pillars. Chapter 1 of this second LTP examines the national influences on out future transport strategy through the Council's Community Strategy. By aligning this LTP firmly with the Community Strategy, we will be able to draw strong links between transport and its wider contribution to the quality of life of people within Middlesbrough, through health, housing, employment, leisure and retail proposals. Chapter 2 sets out the regional and sub-regional context within which this LTP sits. In particular, it sets out how the sub-region is lagging far behind the national average in terms of the key "Quality of Life" indicators that underpin the Shared Priorities for Public Services and, therefore, why regeneration is of paramount importance to the sub-region. We examine how Middlesbrough can play a significant role in achieving the regional and sub-regional objectives, and what this means for transport. Chapter 3 includes an assessment of local problems and opportunities within the Borough, recognising the different needs for different areas. Good transport and infrastructure is essential for a vibrant economy and an inclusive society. It provides access to jobs, services and schools, gets goods to the shops and allows us to make the most of our free time. In looking to address our problems and take full advantage of the opportunities, it is clear that there needs to be a distinction between the function that different access corridors serve, and hence the range of interventions that we would seek to develop. Chapter 4 describes our extensive involvement process during the development of the second LTP, and identifies how the outcomes of this process have informed the LTP's development. In particular, there are a number of challenges raised by this consultation and the Mayor has distilled these into the following 4 objectives to deliver his vision for transport: • Promoting economic growth and regeneration by providing accessibility improvements to underpin economic development and social inclusion; • Reducing the number of accidents and casualties by making our streets safer and more attractive and therefore encouraging healthier lifestyles; • Reducing the number of journeys made by car and thereby arresting the growth in problems brought about by traffic congestion relating to air quality and the environment;

Encouraging investment to deliver public transport improvements to reverse declining patronage, create modal shift, improve safety and ensure reliable journey times. These challenges inform The Mayor's long term Transport Strategy for the town, which is set out in more detail in Chapter 5. The Transport Strategy supports the aims of the emerging Local Development Framework (LDF) in promoting Middlesbrough's economic and social development and improving the environment, and is in line with the Community Strategy, and therefore the wider national agenda. From these key objectives, The Mayor has developed five key transport priorities as follows: Priority 1 - The whole transport network will facilitate the local community, (including disadvantaged or vulnerable groups) to have access to work and important services including education, healthcare, leisure and shopping. Priority 2 - Congestion will not hinder economic development, impair the quality of the local environment or cause severance in our communities. Priority 3 - Reduce the numbers of people killed and seriously injured in road traffic accidents and reduce accidents and casualties overall, especially in disadvantaged communities where casualties are higher. Priority 4 - The environmental impact of transport on air quality, noise and climate change is reduced as far as possible when balanced against our economic and social objectives. Priority 5 - Highways maintenance is undertaken in a sustainable manner and prioritised to assist with our other objectives. We will encourage, as a priority, the increased use of cycling and walking through appropriate maintenance and access improvements. These priorities are the key points of the long term Transport Strategy for Middlesbrough, and reflect the Government's Shared Priorities for Transport. Chapter 5 also includes a summary of problems and issues, interventions and outcomes under each of the priority aims, and also identifies how the interventions and outcomes link to the Government's "other quality of life" indicators. This chapter draws together the high quality planning that has preceded it to enable us to move forward with a robust, coherent and deliverable long term strategy. Chapter 6 details our five year implementation plan to deliver our anticipated outcomes, within the resources made available by the Government. It identifies priorities in expenditure, targeted at those interventions where we will achieve the greatest 'value for money' by addressing the most acute issues and/or those that make the widest contribution to our aims and objectives. LOCAL TRANSPORT PLAN 2006 – 2011 3 Chapter 7 sets out how we will monitor the progress of the second LTP, through a series of key indicators and targets. Progress will be monitored against these targets and indicators and reported through Annual Progress Reports. Chapter 8 includes details on major schemes and exceptional bids, each of which fall outside the direct scope of the second UP, but will all contribute to the delivery of our long term Transport Strategy for the Town.

Finally, Chapter 9 includes a summary of this second LTP. This second LTP will be subject to further stakeholder and community consultation in Autumn 2005, when the links between the Plan and the delivery of The Mayor's Vision will be made clear. The final second LTP will be presented to the DfT in March 2006, reflecting the outcome of the community involvement in shaping our strategy, interventions and priorities, and following confirmation on the second LTP funding allocations from the DfT. At the present time, the provisional Plan is commended to the DfT as an example of setting transport in its wider context, detailing local relevant targets, identifying the best value for money solutions, and suggesting indicators and trajectories based on a range of outcomes that will improve the quality of life for Middlesbrough. LOCAL TRANSPORT PLAN 2006 – 2011 4

1 Middlesbrough & The Mayor's Vision

1.1 The Town Situated on the north east coast of England, with a population of 139,500, Middlesbrough is at the centre of the Tees Valley conurbation, which has a total population of 650,000, centred round the River Tees. It is the most densely populated Borough in the North East of England. The Tees Valley itself is strategically positioned between Newcastle to the north and Leeds to the south. Middlesbrough is the sub regional centre at the heart of the Tees Valley City Region and serves a substantial hinterland between these two major regional centres. The area's economic strengths were built on iron and steel, shipbuilding, heavy engineering and chemicals. It retains strengths in several of these areas, but massive industrial restructuring has changed the face of the town's economy. The service sector is now the main economic driver and the town centre provides most of the town's employment. Middlesbrough's geography and its historical legacy combined are key drivers in setting the Town's priorities. Its high levels of disadvantage, as measured by indicators such as unemployment and ill-health, present challenges to the Council. Middlesbrough had three deprived wards in the top ten across the country and a total of six wards in the top 100. The employment history of the area means that there are relatively low levels of entrepreneurship together with reduced aspirations. These are issues common to many areas which have experienced similar industrial decline. Middlesbrough lags far behind for many of the national indicators in terms of quality of life. • 4.6% unemployment in 2004 (national average 2.3°/n); • A standard mortality ratio of 128 (national average 100); • 41% of 5+ GCSEs (national average 53%); • School non-attendance - secondary schools 10.4% (national average 8.37%); primary schools 6.7% (national average 5.9°/n); • Lower than average life expectancy; • 1 in 4 people are over weight and 1 in 6 people are obese; • 41 % of households without a car (national average 28.6%); • 14 VAT registered businesses per 1,000 population (national average 28).  However, Middlesbrough also has many advantages which will assist its drive for regeneration. They include: • extensive remediated riverside sites ready for redevelopment; • close proximity to the second largest port in Britain, together with two international airports; • easy access to the trunk road network and the East Coast Main Line; • a good highway infrastructure, with little congestion relative to other regions; • generally good levels of accessibility with the town centre acting as the Tees Valley hub for public transport; • lower than average car ownership levels and good air quality; • proximity to the North York Moors and Yorkshire Dales; • an excellent selection of housing in a rising market; • a ready and flexible labour supply. It is for these reasons that regeneration is considered the imperative for Middlesbrough, to raise expectations and opportunities for all its people. Good transport infrastructure and accessibility is essential to underpin the drive for regeneration. This will be led by our long term transport strategy and our second Local Transport Plan (LTP).

1.2 The Council Middlesbrough elected Ray Mallon as its first directly elected Mayor in May 2002. It is one of only a handful of local authorities with a directly elected Mayor and external evaluation by the Audit Commission has judged that the system is working well in Middlesbrough'. The Mayor has reviewed and revised the make up of his Executive with the changes aimed at further strengthening the Executive and focusing more closely on the delivery of Council priorities. The Executive portfolios are set out below:

• Social Services and Health;

• Transport;

• Environment;

• Economic Regeneration and Culture;

• Education and Skills;

• Children’s services;

• Resources;

• Community Safety and Leisure.

The structure of the scrutiny function also complements Council priorities and the Executive portfolios. The operation of scrutiny within the Council has also received significant positive comment.' During 2004/05 our first LTP was examined through the scrutiny process as part of the preparations for our second LOCAL TRANSPORT PLAN 2006 – 2011 5 LTP. Early in 2005 the Audit Commission confirmed that Middlesbrough Council had reached the required standard to be classified as an "Excellent" Council under the Comprehensive Performance Assessment (CPA) framework.

1.3 The Community Strategy

Middlesbrough's Community Strategy is a shared commitment and programme of action from all communities and organisations in the town to help achieve a vision for the whole of Middlesbrough. The partners include voluntary and community organisations as well as the Council and other service deliverers. The vision is deliberately long-term - 20 years plus - and sets out where we are in 2005 and what the evidence from surveys and official statistics tell us about life in Middlesbrough. It then shows what our key priorities are and things we need to address in the medium term, say over the next 5 to 10 years, to move us towards the vision. The vision for Middlesbrough in 2025, following extensive regeneration, has been explained by Colin McLeod, Chair of the Middlesbrough Partnership, as follows: "Middlesbrough will be a thriving, vibrant community where people and businesses succeed. Our vision of Middlesbrough is a place where all our people are healthy, confident and responsible citizens who can contribute to the development of Middlesbrough and its neighbourhoods. Middlesbrough will be a learning community. Our people will have the skills and qualifications to take up the new, higher value jobs that we create. Our people will make this happen by improving the way Middlesbrough looks and feels, making it a better and safer place to live, work and invest. Our people have the right to expect and receive decent public services that continually improve, regardless of who provides them. Our vision aims to narrow the gap between the most deprived communities and the rest - and we will all work to ensure that no-one is disadvantaged simply because of where they live.

Our long term vision will be realised by taking action to address the causes as well as the effects of disadvantage and exclusion, so we will focus particularly on young people and their families to develop citizens who care for their neighbours and look after their town. Middlesbrough will succeed through its people." The Council has developed its corporate performance management framework to ensure that it can monitor and assess its delivery of the mayoral agenda and contribution to the achievement of the Community Strategy themes. During 2004/05, the Council and the Local Strategic Partnership (LSP) has identified the Community Strategy themes as follows: • Supporting Children and Learning; • Promoting Healthier Communities for All and Effective Social Care for Adults; • Creating Safer and Stronger Communities; • Transforming our Local Environment; • Meeting Local Transport Needs More Effectively; • Promoting the Economic Vitality of Middlesbrough. The Community Strategy brings together all the plans and strategies nationally, regionally and locally, as illustrated in Figure 1.1. The figure clearly illustrates that the Community Strategy is the means by which we will deliver the national agenda, which reinforces the importance that we place on the delivery of our Community Strategy. There are a number of cross-cutting principles that underpin the Community Strategy, and a brief summary is set out in the following paragraphs. We will demonstrate within the following chapters of this LTP how transport will play a key role in delivering all of the Council's priorities, notjust the ones specifically related to transport, in addition to the wider national agendas on health, education, crime and culture.

I Mayoral Arrangements, Middlesbrough Council, Audit Commission 2003/04 2 Audit Commission Audit 2002/03 of the Overview and Scrutiny Function- December 2003, Evaluating the Effectiveness of Local Scrutiny- Report to Case Study Authorities - Centre for Local & Regional Research in Cardiff Business School- September 2003 LOCAL TRANSPORT PLAN 2006 – 2011 6 1.3.1 Community Engagement

Middlesbrough Partnership has an ongoing commitment to engage with Middlesbrough communities. Enabling and empowering communities to be involved in identifying local problems, priorities and solutions is a foundation stone for the Partnership and its work. Community engagement does not appear as a specific theme or activity within the Strategy, but is cross-cutting and will be required for the effective delivery of all the themes.

Community engagement will also become increasingly important to partner agencies and service providers as we focus more services and activities around local priorities, based on the needs and aspirations of local communities. National policy on the role of Local Strategic Partnerships is also continuing to emerge and looks set to place community engagement increasingly at centre-stage. Middlesbrough has many strengths and has been making good progress in this area, including: • Middlesbrough Partnership consultation mechanisms, including strong voluntary, community and faith sector representation on the Board, Executive and all of the Action Groups, quarterly stakeholder conferences and the Community Strategy consultation process; • engagement mechanisms for residents through the Community Councils and Community Clusters; • networks in neighbourhoods and different communities of interest through the Community Empowerment Network, the Black and Minority Ethnic (BME) Network and Neighbourhood Management pilots, for example. However, through a recent review by a Government Office Neighbourhood Renewal Advisor, and through what we can see from emerging national policy, it is clear that further strengthening of community engagement in Middlesbrough will be required as both an integral part of delivering the Community Strategy and in preparation for the future. Middlesbrough Partnership, along with key partner agencies and community networks and organisations, will ensure that its ongoing commitment to community engagement is being developed and delivered in the most effective ways possible, and that Middlesbrough communities are able to play a full role as partners.

1.3.2 Diversity

Similarly, we recognise that our strategies and actions need to reflect the wide range of communities and individuals in the town. This strategy is for everyone, irrespective of age, gender, ethnicity, disability, sexual orientation, or where they live. We have also made good progress in Middlesbrough in ensuring that the diversity of our community is reflected in our work, through the establishment of the Community Network and BME Network. However there is scope to strengthen the work we do with key partner agencies and community networks.

1.3.3 Neighbourhood Renewal and Management

Government policy states that no-one should be seriously disadvantaged by where they live. Neighbourhood Renewal is about taking extra steps to improve services in wards where we have our biggest challenges. All the themes in the Strategy aim to address the problems across the town, including our most disadvantaged areas where the problems to be tackled are often most acute. Neighbourhood Renewal is therefore very much a cross-cutting theme and is interwoven with the priorities, actions and targets. Our Community Strategy is about making life better in all our neighbourhoods, but especially those which are currently most disadvantaged. However, there are also additional measures and additional targeting to tackle problems in these areas, such as road safety

1.3.4 Sustainability

Underpinning all of the other issues, sustainability is about providing a better quality of life, both now and for future generations. This means safeguarding opportunities for development in the future. We can do this by using resources carefully and efficiently, so that both Middlesbrough's environment and the wellbeing of local people continues to improve. We have worked with Forum for the Future to develop our Community Strategy to help ensure our futures are sustainable.

1.3.5 Community Cohesion

A cohesive community is one where: • there is a common vision and a sense of belonging for all communities; • the diversity of people's different backgrounds and circumstances are appreciated and positively valued; • those from different backgrounds have similar life opportunities; • strong and positive relationships are being developed between people from different backgrounds in the workplace, in schools and within neighbourhoods. Middlesbrough has benefited from funding sources to promote cohesion in recent years, including being the North East's only Home Office funded Community Cohesion Pathfinder.

1.3.6 Implications for Transport in Middlesbrough

As well as being one of the key themes of the Community Strategy, good transport provision and facilities will play a vital role in contributing to the success of all the themes and priorities. Good transport and infrastructure is essential for a vibrant economy and an LOCAL TRANSPORT PLAN 2006 – 2011 7

inclusive society. It provides access to jobs, services and schools, gets goods to the shops and allows us to make the most of our free time. It also encourages businesses to invest and create jobs in the town. A safer, more pleasant environment will be achieved through good design and by improving road safety and reducing congestion and pollution. Our long term goal is to create a transport network that supports the economic, social and cultural objectives of the town by developing strategies which will enable people within our economic catchment area to access facilities within Middlesbrough. Understanding the implications of the key policy drivers for transport in Middlesbrough is an important step in that process. Table 1.1 summarises the various themes and policies within our Community Strategy and the main relationship to transport in Middlesbrough, highlighting the significant implications for the second LTP.

1.4 The Mayor's Vision and Transport Strategy

The Council's priority contributions to the delivery of the Community Strategy aims are based upon the "Raising Hope" Agenda set by its directly elected Mayor and supported by the Council's executive and non-executive councillors. The Mayor's "Raising Hope" agenda is built on four pillars: • a clean, safe environment, in which people can go about their business without fear of crime and anti-social behaviour; • physical regeneration of the town's run-down sites and buildings; • a business-friendly enterprise culture which welcomes would-be investors; • a transport network which can meet the needs of a town on its way up. Education and care of young people and support to vulnerable people in the town provide a foundation for these pillars. As part of his "Reduction Agenda", the Mayor wants to work with and through our partners and communities to reduce the barriers that currently slow our progress. As well as reducing the tolerance of low standards, low horizons and low expectations in our town, and reducing people's desire to go elsewhere to live, for leisure, shopping, culture and the arts, he specifically wants: • to support children and learning - he wants to see reductions in the each of the following - the numbers of children leaving school without qualifications, school exclusions and absence from school; • to improve transport - he wants to see reductions in the proportion of journeys made by car as well as fewer road traffic accidents; • to promote healthier communities and care - he wants to see reductions in alcohol abuse, smoking, obesity, consumption of fatty foods, stress-related illness and the numbers of deaths from heart disease and strokes; • to create safer and stronger communities - he wants to see reductions in overall crime, household burglaries, vehicle crime and anti-social behaviour; • to promote the economic vitality of Middlesbrough - he wants to see reductions in unemployment, benefit dependency and the numbers of unfit homes; • to transform our local environment - he wants to see reductions in carbon dioxide emissions and land-filled waste. Transport can make an important contribution to all these objectives and not simply those directly relating to transport. We will explore these implications in more detail in Chapter 5 of this LTP. In addition the Council has an overarching 'Fit for Purpose' theme. This theme identifies the Council's organisational commitments and objectives which help to ensure the Council is organisationally 'fit for purpose' to act as community leader and contribute effectively to the achievement of the Community Strategy themes. Figure 1.2 shows how these elements come together. To ensure that the Strategy and the LTP puts transport users' priorities at the heart of the provision of these services the Mayor has personally undertaken a series of public meetings during 2004. These meetings have promoted a close understanding between the public and the Mayor as to what are the transport issues in the town, and the key outcomes are described in Chapter 4 of this LTP. There are a number of challenges raised by this consultation and the Mayor has distilled these into the following 4 objectives to deliver his vision for transport: • Promoting economic growth and regeneration by providing accessibility improvements to underpin economic development and social inclusion; • Reducing the number of accidents and casualties by making our streets safer and more attractive and therefore encouraging healthier lifestyles; • Reducing the number of journeys made by car and thereby arresting the growth in problems brought about by traffic congestion relating to air quality and the environment; • Encouraging investment to deliver public transport improvements to reverse declining patronage, create modal shift, improve safety and ensure reliable journey times. These challenges inform The Mayor's long term Transport Strategy for the town. The Strategy itself is summarised on a modal basis in Annex A. The Transport Strategy supports the aims of the emerging Local Development Framework (LDF) in promoting Middlesbrough's economic and social development and improving the environment, and is in line with the Community Strategy, and therefore the wider national agenda. From these key objectives, The Mayor has developed five key transport priorities as follows: Priority 1 - The whole transport network will facilitate the local community, (including disadvantaged or vulnerable groups) to have access to work and important services including education, healthcare, leisure and shopping. LOCAL TRANSPORT PLAN 2006 – 2011 8 Priority 2 - Congestion will not hinder economic development, impair the quality of the local environment or cause severance in our communities. Priority 3 - Reduce the numbers of people killed and seriously injured in road traffic accidents and reduce accidents and casualties overall, especially in disadvantaged communities where casualties are higher. Priority 4 - The environmental impact of transport on air quality, noise and climate change is reduced as far as possible when balanced against our economic and social objectives. Priority 5 - Highways maintenance is undertaken in a sustainable manner and prioritised to assist with our other objectives. We will encourage, as a priority, the increased use of cycling and walking through appropriate maintenance and access improvements. These priorities are the key points of the long term Transport Strategy for Middlesbrough, and reflect the Government's Shared Priorities for transport, described in the following section. Our transport investment will need to reflect these challenges and key priorities. The LTP will provide a targeted approach to prioritising transport improvements, addressing the diverse needs of our town and the areas within it. It will be progressively implemented across Middlesbrough over the coming years, taking account of local circumstances and resources available.

1.5 Government Priorities

The Government has a wide range of national policies that inform this second LTP. Many were referenced in Figure 1.1 and include: • NHS Improvement Plan; • Making the Connections-Transport and Social Exclusion; • Tackling Health Inequalities: A Programme for Action; • Choosing Health - Making Healthier Choices Easier; • Strategy for Children and Learners; • Every Child Matters; • Creating Sustainable Communities; • Confident Communities; • National Crime Reduction Strategy; • National Drugs Strategy; • Corporate Performance Assessment (CPA); • Future of Local Government; • Local Public Service Agreements (LPSA). All of these are reflected in some way in our Community Strategy, and Middlesbrough's contribution to the targets and objectives contained within them will be through this Strategy. More pertinently to this LTP, the Government and Local Government Association (LGA) agreed, in July 2002, a set of seven shared priorities for local government. These priorities, which include raising the standards across schools, transforming the local environment and meeting local transport needs more effectively, are a focus for the efforts of Government and councils for improving public services. The shared priority for transport includes the requirements to deliver improvements in the following areas: • Congestion; • Accessibility; • Road Safety; • Air Quality; and • Quality of Life. The Department for Transport (DfT) recommends that local authorities, in their second LTPs, demonstrate the benefits of their local transport programmes and policies in sections reflecting objectives for each of the shared priorities. All local transport modes (bus, light rail, cycling, walking, driving and motorcycling, taxis, freight etc) are considered to be important to the delivery of the transport Shared Priorities. Accordingly, for the remainder of this second LTP, our review of the national, regional and local context, analysis of the problems and opportunities and our discussion of the various schemes that comprise our forward plan are described in relation to the Shared Priorities. In direct relation to transport, the Government's priorities are set out in the Transport White Paper, 'The Future of Transport - A Network for 2030', and its accompanying daughter documents, such as the Rail White Paper, the Aviation White Paper, and the Traffic Management Act 2004. LOCAL TRANSPORT PLAN 2006 – 2011 9

1.6 The Second LTP

This is the Council's Second LTP, covering the period from 2006 to 2011. It has been prepared in accordance with the DfT's guidance on Second Ups, and this introductory chapter has demonstrated how the UP is an essential corporate document that takes account of transport's contribution to achieving improvements in national policy areas such as health and education.

The rest of this LTP comprises the following sections: • Chapter 2: Strategic Context- This chapter considers the wider regional and sub-regional context within which the second UP has been prepared; • Chapter 3: Middlesbrough Problems & Opportunities - This chapter describes the particular characteristics of the Borough that have informed the LTP, and sets out the range of problems and opportunities; • Chapter 4: Consultation on the Second UP -This chapter outlines the results of recent consultations and involvement; • Chapter 5 Strategy and Value for Money Interventions - This chapter includes a description of the selected solutions that we will seek to implement over the second LTP • Chapter 6: Implementation Plan - This chapter sets out our five year implementation plan for 2006 - 2011; • Chapter 7: Targets and Indicators - This chapter includes a series of targets against which we will measure our progress of the second LTP; • Chapter 8: Major Schemes and Exception Bids - This chapter identifies the major schemes and known exceptional bids may be brought forward during the lifetime of the second LTP. • Chapter 9: Summary - This chapter summarises how our proposals will help deliver the local, sub-regional and national priorities.

A series of supporting annexes is included, as referenced within the document. There is also a series of supporting documents to this LTP, as referenced throughout. The DfT has recognised that local transport planning, perhaps more than any other area of local policy, needs to be 'joined up' with the wider planning and policy framework at the corporate level, and has made specific reference to the need to take previous weaknesses in this area on board when developing the second LTP. The DfT also recognises that the development of the second LTP must be a corporate activity of the whole local authority - not just the transport lead members and officers responsible for the drafting of the LTP. Hence, we have set The Mayor's "Raising Hope" Agenda and our Community Strategy at the heart of the development of our Second LTP. Throughout the document, we will seek to demonstrate how our long term transport strategy, and in particular the elements of the Second LTP, contribute to these broader Council objectives. Figure 1.1 illustrats the range of national, regional, sub-regional and local policies within which the second UP sits. The figure clearly illustrates how the Community Strategy sits at the heart of delivering all of the national, regional and sub-regional strategies, and by aligning this LTP firmly with the Community Strategy, we will be able to draw strong links between transport and its wider contribution to the quality of life of people within Middlesbrough. LOCAL TRANSPORT PLAN 2006 – 2011 10

Table 1.1 Transport Implications of the Middlesbrough Community Strategy

Community Strategy Priority Transport Implications LTP Contributions Supporting Children and Learning • Being healthy • Building schools for the future . Tees Valley employment, training & • Staying safe programme of £80m of new and education transport partnership • Enjoying and Achieving improved secondary schools . Use of accessibility planning to • Making a positive contribution . New Middlesbrough College site at establish new educational facilities • Achieving economic well being Middlehaven sites . Primary school sector amalgamations . Increased provision of non-car modes . Continuing growth of places at to access facilities University of Teesside . Development of safe routes to school . Increased travel to Educational philosophy facilities overall through parental . Smarter choices for access to choice education and work . Promotion of healthier modes putting . Road Safety awareness training pressure on provision and quality of . School travel plans facilities for walking and cycling. Also possible Road Safety Implications Promoting Healthier Communities for All and Effective Social Care for Adults • Help promote health, wellbeing, . Choice of treatment centres extending . Tees, Health & Transport Partnership independence, inclusion and choice journeys . Improved access arrangements for • Ensure that, when people fall ill, they . Changing social care delivery Health facilities across the Borough get good quality care and are made arrangements and from outside better faster . Changing PCT delivery arrangements . Increased walking and cycling • Ensure that we close the gap between for GP surgeries and hospital services provision to encourage healthier levels of health of Middlesbrough . Promotion of healthier modes putting lifestyle Residents and the national average, pressure on provision and quality of . Increased integration of health, social as well as the gap between priority facilities for walking and cycling. Also care and education transport neighbourhoods and the possible road safety implications . Workplace travel plans Middlesbrough average • Jointly commission health and social care services with voluntary and independent sector providers

Creating Safer and Stronger Communities

. To reduce crime and anti-social . Criminal activity in places with poor . Improved quality of public transport behaviour, including domestic lighting and CCTV coverage including waiting facilities including rail and burglary, vehicle crime, robbery, car parks and public transport waiting bus stations in the town centre, and assault, domestic violence and hate facilities and vehicles interchanges and bus stops across crime . Understanding people's travel needs the Borough . To reassure the public by reducing . Poor quality public spaces . Improved quality of public transport the fear of crime and anti-social . 24hr Town Centre requires new vehicles behaviour arrangements for secure transport . Increased provision of CCTV . To reduce the harm caused by illegal . Secure car parking facilities across drugs and alcohol, including the Borough substantially increasing the number of . Promote travel awareness within the drug misusing offenders entering community treatment through the Criminal . Improved quality of public spaces Justice System . To promote community cohesion and increase voluntary and community engagement, especially amongst those at risk of social exclusion as a means of promoting community safety LOCAL TRANSPORT PLAN 2006 – 2011 11

Community Strategy Priority Transport Implications LTP Contributions Transforming our Local Environment . Improve the standard of cleanliness • Traffic congestion and pollution • High quality of design of transport throughout the town, with a focus on • Undesirable /unattractive public infrastructure and facilities, including key areas of the town transport waiting environments pedestrian and cycle facilities • Develop a high quality network of • Quality of pedestrian and cycle • Roll-out of recent town centre lighting public realm, open space and parks routes including interaction with other and public realm improvements to serve the needs of the community highway uses through other local centres • Contribute to reducing the fear of • Reducing emissions of C02 and • Improved quality of public transport crime in public places other pollutants waiting facilities including rail and bus • Increase the amount of household • Reductions in noise pollution stations in the town centre, and waste, which is recycled • Poor quality public spaces interchanges and bus stops across • Improve air quality the Borough • Increase species and habitat • Good maintenance of transport biodiversity infrastructure and facilities, including • Reduce the causes and the adverse pedestrian and cycle facilities effects of climate change. • Reduced congestion within town • Involve all sections of the community centre, local centres and on corridors in transforming the local environment such as Acklam Road, Marton Road and Cargo Fleet Lane . Improve quality of public space

Meeting Local Transport Needs More Effectively . The whole transport network will • Access needed to transport facilities . Improved access to transport facilitate the local community, for all users facilities for all, specifically vulnerable including disadvantaged or vulnerable • Access needed by all modes to groups such as children, the elderly groups to have access to work and facilities within the Borough, and disabled important services including particularly the town centre, hospital, . Increased access to education, education, healthcare, leisure and university and retail areas health, leisure and shopping facilities shopping • Traffic congestion at certain areas . Increased measures to tackle . Congestion will not hinder economic on the A66, Acklam Road and congestion on the A66, Acklam Road development, impair the quality of the Marton Road, and in the town centre and Marton Road, and in the town local environment or cause severance . Road traffic accidents centre in our communities . Air and noise pollution . Safe design of new transport . There are reductions in the numbers . Poorly maintained highway infrastructure of people killed and seriously injured infrastructure . Continued investment in road safety in road traffic accidents and schemes/accident reduction reductions in accidents and casualties measures across the Borough overall, especially in disadvantaged . Education on road safety, particularly communities where casualties are for children to be prioritised higher . Transport infrastructure designed to . The environmental impact of consider issues of air quality and transport on air quality, noise and noise climate change is reduced as far as . More co-ordinated planning of possible when balanced against our highway construction and economic and social objectives maintenance . Highways maintenance is . Increased provision of pedestrian undertaken in a sustainable manner and cycle facilities across the and prioritised to assist with our other Borough objectives. We will encourage, as a priority, the increased use of cycling and walking through appropriate maintenance and access improvements LOCAL TRANSPORT PLAN 2006 – 2011 12

Community Strategy Priority Transport Implications LTP Contributions Promoting the Economic Vitality of Middlesbrough . Establishing an environment that • Regeneration creates further demand . Measures to tackle congestion in key encourages and supports economic to travel locally with associated movement corridors and town centre vitality and quality of life that attracts problems of congestion and pollution where new developments are people and businesses to . Congestion impacts on Trunk Road planned Middlesbrough corridors with Regional impact . Improve highway and public . Providing business support that . Increased access required to transport network to cope with encourages more businesses to set promote Tourism additional demand up, locate and grow here . Changed movement patterns . Better management of road space to . Ensuring local people have the skills because of older Housing Renewal support regeneration in key locations and can access jobs and especially in the Town Centre like Middlehaven opportunities being created . Enhanced cultural activities and the . Accessibility planning used to assist . Changing attitudes by promoting 24 hour economy require new the location of new developments Middlesbrough's success patterns of transport provision, . High quality streetscape design and . Playing a strong role in the sub- parking and security maintenance to capture investment region and employment LOCAL TRANSPORT PLAN 2006 – 2011 13 LOCAL TRANSPORT PLAN 2006 – 2011 14