FOREWORD CONTENTS

Bletchley and have an exciting future This is a once in a generation opportunity to begin ahead. Building on proud legacies such as the a journey towards transformation for the benefit of innovation of the World War Two Codebreakers the residents and businesses of and Fenny 4 at , the area is poised to take full Stratford. Working with our local communities, Executive Summary advantage of growth and investment opportunities partners and Government, we are ready to deliver 1. Bletchley and Fenny Stratford in Context 6 that will flow from the new direct rail links to a diverse range of exciting projects that will secure and provided by East-West Rail and its a bright and sustainable future for the area and I am 2. Challenges and Opportunities for Bletchley and Fenny 10 location at the of the Oxford to Cambridge so pleased that matching resources have already Arc. started to be identified by partners to ensure that our 3. Strategy 32 plans can get off to a sure-footed start as soon as But we know that Bletchley and Fenny Stratford they are approved . 4. Engagement and Governance 46 have significant challenges. Although part of Milton Keynes, one of the fastest growing economies in the And finally, I would like to thank all of those that 5. Delivery Confidence, Partnerships and Risks 58 UK, the area has not shared the benefits of growth have helped to prepare this TIP and been actively experienced by the wider area. Many residents engaged with the process, in particular the experience serious issues in raising their quality of Councils, local residents and businesses, Milton life including limited access to affordable housing Keynes Council, our local MP and, of course, all and services, low availability of quality jobs and members of the Town Deal Board. below average education and skills levels. The Fund and the projects set out in this Town Investment Plan (TIP) provide a real opportunity to start to ‘level-up’ this inequality by tackling the challenges facing Bletchley and Fenny Stratford so that the area’s residents and businesses can take full advantage of new possibilities presented by the area’s important strategic location. Over recent months we have engaged with and captured a wide range of views from across the area. Working with partners, the Board has identified an investment programme that will help local people to develop skills for the future and improve their quality of life, support businesses to start and grow, address issues around access to and the quality of the town centres and improve connectivity - both physical and digital. John Cove, Chair of the Bletchley & Fenny Stratford Towns Fund Board Executive Summary

Our Town Investment Plan (TIP) is • The TIP has been The Town Investment Plan will enable based on three propositions: developed through an comprehensive series of Bletchley and Fenny Stratford to be • Clear Evidence of engagement activities. a thriving, healthy, affordable and Need – Bletchley and Fenny Members of the Bletchley & Stratford and its residents have attractive place, where its diverse Fenny Stratford Town Deal not shared in the economic Board were selected to communities are celebrated and success of Milton Keynes represent the fullest possible connected to opportunities to live, and the wider area. This range of interests across has affected educational the local area. The Board work and play. It will be a centre for achievement, aspirations and is chaired by John Cove, innovation, benefiting from excellent life chances. Chair of MK Dons Sport strategic rail connections to , • Once in a Generation and Education Trust, and its members are drawn from Oxford and Cambridge and taking Opportunities – Alignment to the improvement and a number of partners and forward the pioneering and enduring expansion of nationally organisations across Milton legacy of Bletchley Park to provide a significant transport Keynes and the wider SEMLEP infrastructure, as well as area, who have a particular bright future for all. the potential to grow in interest in the Bletchley and harmony with Milton Keynes Fenny Stratford area. – supporting and benefiting Our short-listed projects Bletchley and Fenny Stratford and catalyse urban renewal and from its world class assets and read across all the required town centres have a legacy development. At present, the town future prospects. TIP criteria. But much of invention and will continue centres and surrounding estates more importantly they to be strategic locations given struggle with issues of deprivation, • Excellence in Delivery – A reflect local consensus their position between Oxford, an economy and skills base series of credible delivery and commitment. They can Cambridge, Milton Keynes geared towards lower value partners and a track record of fundamentally change the way and London. They will soon sectors, and physical problems success. This includes Milton that out towns function and see benefit from related to severance and decay. Keynes Council and subsidiary themselves. The TIP and the Town (EWR), which will transform Milton Keynes Development The introduction of the Towns Board can act as the means to connectivity across the region, Partnership, as well as local Fund provides an opportunity to mobilise capital and people to enhancing links between these colleges and world-famous reinvent the future of both town secure a better future for all our important knowledge hubs as visitor attractions. centres. residents and businesses. well as offering a generational opportunity to underpin growth

4 SENYEK_NOTLIM 5 1 Bletchley and Fenny Stratford in Context

Bletchley and Fenny Stratford are located in Milton Keynes to the South West of the city. The settlements have roots back to the 12th century, but their significance increased with the arrival of the west coast mainline in the mid-19th century. The area thrived due to its location in WWII and was the chosen home of the ‘codebreakers’ at Bletchley Park due to connectivity between the knowledge hubs of Oxford, Cambridge and London.

Figure 1.1 Bletchley and Fenny Stratford Town Investment Plan focus

6 SENYEK_NOTLIM 7 Bletchley is a historic and There are significant culturally significant town. challenges in Bletchley Bletchley is known for being the which put the area on home of the ‘codebreakers’ in a similar footing to World War II. In order to break deprived communities of the Nazi’s coded messages, the the Midlands and North. first modern was built Historically, the areas have at Bletchley Park by . missed out on investment and It was Bletchley’s locational many feel “left behind”. Many advantage between the hubs neighbourhoods in the Bletchley of Oxford and Cambridge and and Fenny Stratford area are connectivity to London which classed as being in the top 10% The proposed East West Rail It is also at the heart of made it a natural choice for the deprived nationally and there are will transform connectivity the Oxford-Cambridge WWII codebreakers. Today, prominent issues around housing across the region and offers Arc which is a significant Bletchley Park is a major tourist and access to services, crime and a generational opportunity contributor to national and attraction, and the National education and skills. Investment to to underpin growth and regional economies. The Arc Museum of Computing is also address the drivers of deprivation catalyse urban renewal and has exceptional growth potential located in the Park. will be central in “levelling up” development. EWR will place and Bletchley and Fenny Stratford Bletchley and Fenny Stratford. Bletchley and Fenny Stratford will play a key role due to its at the of strategic intersection of strategic east- and Fenny Yet the areas have not east-west and north-south rail and north-south rail routes, linking Stratford is part of Milton shared the growth and routes linking key centres of key centres of economic activity in Keynes, one of the fastest prosperity generated by economic activity. It will provide London, , Oxford and growing economies in the Milton Keynes. The local investment in the existing station, Cambridge. UK. The area is on the southern economy plays a local service new high-level platforms to serve The following section explores edge of Milton Keynes, which function and opportunities are the EWR services, and there are opportunities and challenges is one of the most buoyant not linked to the growth areas ambitions to create a new eastern across TIP themes within the town economies in the South East, with that Milton Keynes has created, entrance which will transform that set the scene for the vision rapid population and jobs growth nor industries which will provide the gateway to the town. A key and subsequent intervention and it is a major employment, secure and resilient options for role for the Bletchley and Fenny framework. leisure and retail centre. the local community. The current Town Investment Plan will be skills infrastructure needs to do to capitalise on this planned more to equip young people with investment to ensure that the qualifications that will enable them benefits are felt within the town to participate in future growth and its communities. potential.

8 SENYEK_NOTLIM 9 2 Challenges and Opportunities for Bletchley and Fenny Stratford

Connectivity Central Bletchley is located Planned infrastructure Digital connectivity is a key at the centre of the proposed investment is the major strength in Bletchley and Fenny East West Rail route which will catalyst for Bletchley Stratford, with both town centres improve connections across and Fenny Stratford’s having access to full fibre to Bletchley and Fenny Stratford is the Oxford-Cambridge Arc. regeneration. Enhanced the premise’s and the highest ideally located, providing a central Upgrades to existing infrastructure accessibility is expected to specification of broadband juncture between Cambridge, Oxford, are expected to increase both increase rail passenger numbers connectivity available. The frequency of service and travel to 4 million passengers a year proportion of premises with Birmingham and London. Future times to a 40-minute journey by 2050, stimulate the delivery capacity to secure full fibre to the investment in East West Rail will from Bletchley to Cambridge of housing and commercial premises is significantly higher and Oxford. Bletchley is already space and unlock investment to than the UK average, providing strengthen the area’s strategic position within 40-minutes reach of London reconfigure the station.There is a competitive advantage. The and this investment will be the catalyst Euston and 1 hour 10-minutes to a clear opportunity for the proposed investment of circa for renewal in the town. As a whole, Birmingham New Street. TIP to complement pipeline £20 million by DfE to create a investments and maximise new Institute of Technology at At present, Bletchley rail station the area performs well in terms of the benefits of these plans the Bletchley campus of Milton is well used and 1 million to deliver sustainable Keynes College, presents a major linkages by road and rail, however people enter and exit each year, economic growth in opportunity to strengthen ties with making it the second busiest in significant physical barriers exist in Bletchley and Fenny local residents and businesses. Milton Keynes. Milton Keynes is Bletchley and Fenny Stratford, which Stratford. generally well served by transport limits accessibility and undermines the services, with residents able to benefits of connectivity. access key services within 17 minutes. This is supported by a strong bus network. Future planned proposals to deliver a new Mass Rapid Transit system have been articulated in the Milton Keynes Strategy for 2050. This would link Bletchley and Fenny Stratford into a network of connections across Milton Keynes.

10 SENYEK_NOTLIM 11 Air pollution across Milton Keynes to changing travel behaviours required to extend the routes into Waterways provide an important Problems accessing the town is a challenge, with moderate to as a result of the Coronavirus Bletchley and Fenny Stratford. north-south connection, linking from the station contribute to high levels of Nitrogen Oxide pandemic. The Redway routes Part of the accelerated funding Bletchley and Fenny Stratford low footfall and an inability across the majority of urban areas are key to promoting active travel, bid will support the development to countryside to the south and to capitalise on both the rail and is particularly acute on the with over 200 of shared-use of additional Redways to provide the rest of Milton Keynes to the commuters and the large number roads adjacent to warehousing paths for and walking. deprived areas with better north. Waterways can contribute of visitors generated by Bletchley and distribution centres next to These routes closely follow the connectivity to Bletchley town significantly to improving health Park. the . This reflects grid roads and link residential centre. and well-being in the area, The wider environment around dependency on car usage areas to key destinations such providing access to outdoor the railway station is poor and to access local services and as employment areas, train recreation and nature. Similarly, there are a number of underused amenities. There is a role for stations and town centres. These the Blue Lagoon to the south sites which do not generate a the TIP to encourage active routes are prominent around of central Bletchley is a leisure welcoming arrival, for example travel, particularly in response Milton Keynes, but investment is and recreation asset which the former fire station and would benefit from additional Mercury House. In addition, the 70% connectivity. recently announced departure 66% 60% Despite overall good of Sainsbury’s presents a further performance in terms of linkages challenge to the vibrancy of by road and rail, significant the town centre as well as an 50% physical barriers exist in Bletchley opportunity for renewal. Rail 46% 47% and Fenny Stratford, which passenger numbers have declined 40% limits local accessibility to this as a result of the pandemic and infrastructure and undermines the there is uncertainty as to whether 30% 31 % benefits of connectivity. passenger numbers will return to 27% pre-COVID-19 levels. 20% Bletchley station is the primary arrival point; however, it is under

10% performing as a gateway to the town centre. The main entrance 6% is located on the opposite 0% side of the rail line to the town SFBB Availability UFFB Availability centre which leads to issues Bletchley and Fenny Stratford UK of severance and poor legibility, as shown in figure Figure 2.1. Digital Coverage by Type vs the UK, 2019 Figure 2.2. Issues of severance and poor 2.2. legibility due to the poor location of the Superfast broadband (SFBB): Download speeds > 30Mbps and < 300 Mbps existing station entrance Ultrafast broadband (UFBB): Download speeds > 300Mbps Source: Central Bletchley Prospectus, 2019 Full fibre to premises (FFTP): Seamless fibre optic connection to a building or property Source: Ofcom Connected Nations Report, 2019

12 SENYEK_NOTLIM 13 Skills and Enterprise Infrastructure The local economy has seen Business start-up rates in Bletchley Despite very good provision significant jobs growth (+31%) in and Fenny Stratford are below the of broadband infrastructure, recent years, but the majority of average for Milton Keynes and availability of space and good jobs have been created in local , at around 140 start-ups transport links, the area is being Bletchley and Fenny Stratford have service sectors such hospitality, per 1,000 active businesses. Start- held back by a sense of poor significant issues around deprivation leisure and recreation (+114% up rates in high value sectors such environmental quality, reputation and pressing disparities in health and growth in the last five years). as creative, digital and financial and lack of existing business There is also an over-reliance and insurance are particularly base. These are long-standing well-being. The local economy plays a and focus on warehouse and low, at around 90 to 140 start-ups challenges that have historically local service function, serving the retail logistics jobs which are four per thousand business. been a barrier to attracting and times more specialised than the retaining new business. This indicates that Bletchley and leisure needs of the population average for England and have and Fenny Stratford is not and the local skills and business base seen the highest growth rate of currently an attractive place all sectors (+124%) in the last five reflect this. As a result, the areas have for businesses to locate, years. There is a need for the local particularly for higher value not been able to capitalise on higher economy to shift to sectors that businesses. value growth opportunities presented can capitalise on Milton Keynes’ in recent years. This demonstrates that growth potential, including creative, digital and 5.0 Bletchley and Fenny Stratford have professional sectors. 4.5 Warehousing and a number of severe and localised Logistics challenges that may not be identified 4.0 when looking at the performance of 3.5

Milton Keynes as a whole. Figure 2.3 Employment, growth and 3.0 specialisation Motor Trades Employment (size of bubble): Total 2.5 employment in 2018 2.0 Manufacturing Growth (x axis): Proportional growth Other Services Hospitality, Leisure Business Support and Recreation Services from 2013 and 2018 1.5 Retail Transport Specialisation (y axis): Proportion 1.0 of total employment vs the average in Wholesale England Manufacturing 0.5 Financial and ICT, Media and Public Admin, Source: ONS, BRES, 2019 Professional Creative Services Services Education, Health 0.0 -50% 0% 50% 100% 150% 200%

14 SENYEK_NOTLIM 15 In terms of learning Low skills attainment is also Poor performance means The proposed investment infrastructure, local skills driven by challenges in the local these schools are also not the of circa £20 million by DfE do not currently align skills infrastructure. Secondary destination of choice for local to create a new Institute with higher value sector school performance is below residents, generating embedded of Technology at the needs. For example, there is average, with students attaining challenges within schools that are Bletchley campus of Milton a lower proportion of residents fewer qualifications than the difficult to tackle. Keynes College presents with degree level qualifications Milton Keynes and national a major opportunity to Milton Keynes has a forward- and higher proportions with average. As a result, young strengthen ties with local looking approach to skills no qualifications compared to people in Bletchley and residents and businesses. development that is employer Milton Keynes; and the hardest Fenny Stratford are leaving The investment is backed led and digitally responsive, but to fill vacancies locally are in secondary schools with a by leading employers this is not translated into action managerial, design, engineering lower education attainment including Microsoft, KPMG, on the ground in Bletchley and and digital skills. Skills gaps will than they would achieve McAfee and Evidence Talks Fenny Stratford. Retraining and impact on the performance of elsewhere. and will provide access adult education provision is businesses in the area whilst also to digital skills at level 4 lacking and there is a need to link making the area less attractive for and above. The IoT will skills provision more closely to new business. engage with local schools employer need. to inspire young people to develop skills in relevant 50% digital pathways. This also 45% provides an opportunity to 40% capitalise on the history of innovation and computing 35% associated with Bletchley 30% Park, a key strength of the area. 25%

20%

15%

10% Bletchley schools

5% Rest of MK

0% National 2019 2018 2017

Figure 2.4 Proportion of students achieving Grade 9-5 in English and Maths GCSEs Source: Education Outcomes for 16-17-year old’s – 3 year comparison, provided by

16 SENYEK_NOTLIM 17 Deprivation is also a driver of opportunities. Persistent • Nearly half of LSOAs are in There are additional educational outcomes. The deprivation will continue to the top 20% most deprived challenges around health majority of deprived areas in result in a lack of opportunity nationally for crime and well-being. We know Milton Keynes are located in or in and social disadvantage for that the biggest determinants of close proximity to Bletchley and local residents, impacting • The most deprived areas health are where we live, how Fenny Stratford, driven by local negatively on life chances ranked as the top 10% most we live and the economic and challenges related to education deprived nationally include social conditions around us. Two • Over half of LSOA’s1 rank in and skills, housing and crime: a number of residential statistics are particularly pertinent: the top 20% most deprived neighbourhoods (such as the • Over a quarter of LSOAs nationally for education and Lakes Estate) • Parts of Fenny Stratford rank in the top 20% most skills attainment, and access to are some of the poorest deprived nationally for income housing and services performing areas (9th levels and employment decile) in terms of ‘healthy’ neighbourhoods. This includes Income Employment Education & Skills Health retail environment, access to health services, quality of physical environment and air quality2 . • Women and men in the best performing part of Milton Keynes live an additional 9 out of 27 7 out of 27 16 out of 27 6 out of 27 16 and 14 healthy years, 33% 26% 59% 22% respectively, compared to the poorest performing area of Crime Housing & Services Living Environment Bletchley and Fenny Stratford3. Investment to address deprivation, community health and well-being will be central in ensuring a more prosperous future for Bletchley and Fenny Stratford. This could 11 out of 27 19 out of 27 0 out of 27 be targeted to estates that have the greatest challenges in terms of 41% 70% 0% deprivation, health and Figure 2.5 Number (blue text) and proportion (orange text) of LSOAs ranking in the top 20% most deprived areas nationally well-being. Source: Indices of Multiple Deprivation. 2019 1 Lower Super Output Areas ’s are small areas with a population between 1,000 and 3,000. 2 Consumer Data Research Centre, AHAH Index (2019) 3 ONS (2015) Healthy Life Expectancy (HLE) at Birth (2009 to 2013) 18 SENYEK_NOTLIM 19 Urban Regeneration, Planning, and Land Use In the past, Bletchley was the main Bletchley and Fenny exhibit Similarly, office retail values are shopping and commercial centre issues with the quality and low (£15 / sq ft) and there is a in the area, but the rapid growth of configuration of commercial limited supply of quality office and recent and residential stock. There floorspace which may inhibit Bletchley and Fenny Stratford are town growth of MK1 has changed is an over reliance on retail and higher value uses from locating and local centres respectively that serve the dynamic. Bletchley currently leisure uses in the town centre and here. Whilst there is no reliable weekly convenience needs. The high caters for weekly convenience rents have been historically low estimate of vacancy for Bletchley needs with a mostly linear centre (under £20 / sq ft between 2010 and Fenny Stratford, stakeholder streets have a predominantly retail and distinct “value” offer and and 2018). Lower rental values observations collated for the offer which is lower value in nature Fenny Stratford complements this present a challenge in terms of Central Bletchley Prospectus by providing daily and ‘top-up’ redevelopment viability led by the highlight challenges around and there is a lack of diversity of use. shopping needs for the local private sector, which has resulted dilapidated properties and a Commercial property values have population. There are long- in a lack of investment in the town. number of vacant premises. standing aspirations to regenerate In addition, the distinct value offer tended to be low which has inhibited Stakeholder engagement has Bletchley and Fenny Stratford, as may undermine perceptions and highlighted increasing developer private sector led regeneration. There captured in the Central Bletchley affect business location decisions. interest in Bletchley as a result of Regeneration Strategy, Lakes There is anecdotal evidence of this are challenges around housing quality its strategic location and scale of Estate Neighbourhood Plan, West trend. opportunity, however this is not and a large proportion of homes are Bletchley Council Neighbourhood aligned to growth sectors and classed as ‘non-decent’. Similarly, the Plan and Plan:MK. may further consolidate lower public realm needs investment and value uses and employment activation to improve footfall and opportunities. Additionally, there is high demand for housing as perceptions of safety. opposed to commercial uses which could be important for placemaking. This reinforces the need to make the area attractive to a range of uses that are better aligned to Bletchley and Fenny Stratford’s vision.

20 SENYEK_NOTLIM 21 Poor quality housing and access Much of Bletchley and Fenny interventions that help secure a to services is a key driver of Stratford has a post-war design safe environment through natural deprivation in the area and failure and there are challenges surveillance and quality of space to make improvements may hinder with the age and quality which improves perceptions of efforts to tackle local disparities. of the public realm, which safety. Milton Keynes has historically means the built environment In addition, parts of Fenny had issues around the quality of as a whole suffers. Due to the Stratford are some of the poorest the housing stock. In 2018/19, physical fabric, the town centre performing areas nationally 40% of all Milton Keynes’ local struggles with perceptions of (9th decile) in terms of ‘healthy’ authority housing was “non- safety, there is low footfall and a neighbourhoods. This takes decent”. Homes that fail to meet distinct lack of evening economy into account retail environment, the Decent Homes Standard to encourage activity at that time access to health services, quality have issues around minimum of the day. In addition, figure 2.6 of physical environment and air safety standards, facilities and highlights barriers to movement quality. Whilst there are valuable services, state of repair and and accessibility around the local amenities like parks, thermal comfort. This has been town centre. As a result, Bletchley Fenny Stratford canal and the a priority action for the council and Fenny Stratford have been leisure centre, ease of access is and recent investment to address identified in the ‘SaferMK dependent on where you live these challenges has resulted in Strategy’ as focal points for and this resonates with the health the proportion of non-decent local crime and a disproportionately and well-being challenges set out authority housing falling to 14%4 high level of violent crime occurs earlier in the section. . According to the Milton Keynes here. This highlights the need for Housing Growth Strategy, set out in Plan:MK, an additional 26,500 new homes are needed between 2016 and 2031 to meet housing need. There is an opportunity for Bletchley and Fenny Stratford to contribute to this target and drive Existing buildings Landmark Figure 2.6 Public Realm Challenges housing growth for the area, whilst Empty building Poor quality gateway Source: Central Bletchley Prospectus, 2020 also addressing increasing access Transport Node Gateway to high quality homes for residents. Node Poor quality pedestrian environment Barrier Poor quality pedestrian link Active frontage Improved pedestrian environment (“FTL“) Inactive frontage Lack of quality street frontage Redway Inward looking building Pedestrian route Poor quality through route and space

4 Evidence provided by Milton Keynes Council 22 SENYEK_NOTLIM 23 Community, Culture and Heritage Bletchley is home to Bletchley Park which is an internationally recognised heritage asset and a Bletchley and Fenny Stratford have national success story. a rich heritage that pre-dates Milton It is a well visited attraction and Keynes, however the area does not significant draw to the area. have a singular identity, character or However, the strong association with Bletchley Park is not community voice. translated into visitor spend and footfall in Bletchley or Fenny Stratford town centres. This is a result of the severance effect of the Fenny Poppers Festival and the for the range of communities railway line, the lack of diversity West Bletchley Carnival celebrate and cultures that exist in the and quality in the retail/leisure these identities, but a programme area to socialise and mingle. offer in the town and the general of regular and sustained activity Queensway, in particular, could poor-quality public realm and for the wider area is missing. be utilised to deliver more for signage. These challenges There is consensus that the area is Bletchley and Fenny Stratford’s limit the role that Bletchley distinct from Central Milton Keynes communities. Similarly, the Park could play as a strong and other nearby towns like Stony evidence suggests there are lower local heritage asset and the Stratford, or levels of engagement with arts impact it could have on the , but a clear sense of and culture. There are disparate town centre. identity and purpose is missing. networks of community support Whilst the history of the area There is an opportunity to develop and the local sector has yet to be associated with WWII evokes a stronger niche identity which mobilised in support of the area. local pride, this has not translated complements the Milton Keynes There is an opportunity for into a strong identity or a offer. This should be embedded in community investment to marketable proposition for the the positive role that Bletchley and generate economic, social area. Stakeholder engagement Fenny Stratford play in the wider and well-being returns. This reveals strong identity in Milton Keynes success story and a also provides an opportunity neighbourhoods, but a less celebration of its contribution. to engage with the multi-ethnic coherent identity for Bletchley communities in Bletchley and Public spaces within Bletchley and Fenny Stratford as a whole. Fenny Stratford. and Fenny Stratford are not Notable local events such as currently providing opportunities

24 SENYEK_NOTLIM 25 External Influences

COVID-19 Brexit Given challenges around Evidence from the Centre for Based on analysis by the Manufacturing: There are key manufacturing sub-sectors considering growing reliance on deprivation, low income and Towns indicates that Bletchley London School of Economics, more than 1,000 manufacturing with very significant fall in GVA the EU for supplies. There are also well-being in Bletchley and is the 13th most exposed town the anticipated impact of Brexit businesses in Milton Keynes anticipated for the chemicals, concerns about retaining EU staff, Fenny Stratford, the area is in the South East, compared to on Milton Keynes ranges from which support over 10,000 jobs. electrical and optical equipment especially in light of dependence likely to be over-exposed to other medium sized towns. Across -1.3% under a soft Brexit through There are significant concerns manufacturing sectors compared on EU staff within the social care the impacts of the pandemic. the UK, Bletchley ranks in the top to -2.5% under a hard Brexit. This that Brexit could have an adverse to much lower reductions for the sector. Recent data provided by Milton 50% most at risk towns in terms of is slightly above the averages for effect on the manufacturing manufacture of machinery, rubber The Towns Fund bid has been Keynes Council on local claimant COVID-19 impacts. Local Authorities in Great Britain sector. Regulation may have a and plastics. developed to address the counts shows between 6% and and broadly on a par with many significant impact on the sector The risk ranking has been Health and Social Care: underlying structural issues which 10% of 16-64-year old’s were of Milton Keynes neighbouring in the future (particularly for food produced by calculating the This sector is a major employer may hold back Bletchley and claiming Job Seekers Allowance Local Authorities. manufacturing) and in addition, proportion of a town’s population in Milton Keynes, Bletchley Fenny Stratford’s response to (JSA) and Universal Credit in the relatively high dependency employed in industries that were The impact of Brexit will vary and Fenny Stratford. There are Brexit. This is explored in our Bletchley’s local areas in July of the sector on EU workers and temporarily closed. This has been across sectors in Milton Keynes’ particular concerns around supply SWOT analysis overleaf. 2020, compared to 6% in Milton an ageing workforce is expected cross referenced with other indices economy. Sectors which are chains into the health sector, Keynes. This is an increase from to put pressure on the supply of of deprivation including social particularly prominent in Bletchley particularly if there are increased 2% to 4% in July 2019, reflecting labour. Analysis suggests that well-being, economic well-being, and Fenny Stratford (both in terms border delays especially the severe impact of COVID-19 the expected impact will vary for of their employment contribution on employment. isolation (connectivity) and the proportion of the population that and specialisation) and where Soft Brexit GVA Impact (%) Hard Brexit GVA Impact (%) Coronavirus Impack Risk Ranking are elderly and dependent. significant adverse effects of Brexit (Out of 805 Towns Nationally) are anticipated, include: Milton Keynes -1.3 -2.5 Hastings The interventions proposed in the 392 Town Investment Plan will help Logistics and Oxford -1.0 -2.0 Telecommunications: This is New Milton provide a more flexible workforce -1.1 -2.0 393 and a more resilient townscape. a major sector in Milton Keynes and is strongly represented in -1.3 -2.6 Hythe They will also allow the area to 397 benefit from major, committed, the Bletchley and Fenny Stratford Cambridge -1.3 -2.5 transport investments while areas. The sector employ 17,000 Bletchley Slough -1.4 -2.8 400 building on the town’s cultural people in Milton Keynes. The legacy. The major interventions expected contraction in GVA Reading -1.4 -2.8 Selsey 404 surrounding accessibility, skills of between 1.8% and 3.9% Great Britain -1.1 -2.1 and public realm can tackle those is significant. The sector is Gosport 415 effects of COVID-19 that have dependent on skilled workers from Figure 2.8 Expected Fall in GVA over 10 Years within the EU so will be adversely had a major impact on footfall Source: The Local Economic Effects of Brexit, Dhingra et al., 2017. Note: ‘Soft Brexit’ assumes free trade deal agreed, with Figure 2.7 South East Region Towns – and labor markets chances. affected by any migration tariffs remaining at zero and non-tariff barriers increasing. ‘Hard Brexit’ assumes there is no free trade agreement, with tariffs COVID-19 Impact Risk restrictions. set at the rate of the WTO Most-Favoured-Nation tariffs, accompanied with non-tariff barriers. Source: Centre for Towns. 2020. Towns shaded within the red to pink spectrum are in the top 50% most at risk towns nationally

26 SENYEK_NOTLIM 27 SWOT Analysis SWOT Analysis Urban Regeneration, Planning and Land Use Skills and Enterprise Infrastructure

Strengths Weaknesses Strengths Weaknesses • The local plan recognises the opportunity • Retail values have tended to have been • The town supports 27,000 jobs and there has • Neighbourhoods experience challenges for regeneration and supports policies to low which creates a challenge in terms of been significant jobs growth in recent years. around deprivation, particularly access to regenerate the Town to coincide with East - redevelopment viability. housing and services and education and skills • Bletchley and Fenny Stratford has a high West Rail attainment. • There is limited supply of quality office degree of specialisation in manufacturing and • Bletchley Central Prospectus developed to floorspace which may inhibit higher value uses the sector is experiencing fast growth. • Health and well-being challenges are articulate the opportunity for developers from locating here. prevalent, particularly around fewer healthy • There is very good provision of digital years lived and unhealthy neighbourhoods. • Lakes Estate and West Bletchley • Bletchley and Fenny Stratford are identified as infrastructure which is a defining strength. Neighbourhood Plans articulate the vision and focal points for crime and particularly violence, • The rate of unemployment in Bletchley and • Bletchley and Fenny Stratford supports 5 scale ambition for regeneration in these areas. this highlights the need to improve perceptions Fenny Stratford is higher than in Milton Keynes up businesses which are drivers of economic of safety and activate the public realm. and the local labour market is more exposed to growth and is indicative of enterprising culture. shocks. • Inability to capture commuter pedestrian footfall • There has been a general improvement in Opportunities due to location of station entrance in relation to • Local start-up and business survival rates are appropriately skilled staff compared to 2017 town and severance generated by train line. below Milton Keynes and England. • Opportunity to address the layout of the station and a reduction in hard to fill vacancies to encourage footfall into the town centre and • School performance could be better and explore options to redevelop the Police and Threats links between schools and employers is under Fire Station sites, particularly given the arrival of Opportunities developed. EWR. • Poor quality housing and access to services is a key driver of deprivation in the area and failure • The attraction and retention of talent, particularly • Developer interest increasing but not necessarily • £20m investment by DfE to create a new to make improvements may hinder efforts to graduate level employees is a challenge for aligned to growth sectors. Institute for Digital Technology at Bletchley tackle local deprivation. Park, consortium led by , companies. • Bletchley and Fenny Stratford has an presents a major opportunity to strengthen ties • Retail and leisure uses dominate the town centre opportunity to deliver housing growth for wider with local residents and businesses. which exposes the town to challenges around Threats Milton Keynes. high street retail and potential lack of vitality. • The current pandemic is likely to exacerbate • Opportunity to connect existing green space at • Public realm in need of investment due to age existing challenges around unemployment. the Blue Lagoon. and quality. • Employment and business growth is • Central Bletchley offers a significant amount • Bletchley and Fenny Stratford play a local concentrated in lower value areas like of underutilised sites which are primed for service function and there is a distinct value hospitality, leisure, retail, warehousing and development. offer which may undermine perceptions and logistics. affect business location decisions. • Retraining and adult education provision is lacking, especially linked to employer need.

28 SENYEK_NOTLIM 29 SWOT Analysis Digital and Transport Connectivity

Strengths Weaknesses • Strategic position in terms of transport • Poor access to the and limited connectivity provides a central juncture in accessibility between train station and town between Cambridge, Oxford, Birmingham and centre. London. • Low level of active travel (running and cycling) • Bletchley station is second busiest station in and dependency on car and public transport. Milton Keynes with over a million entries and • Infrastructure exists to connect the town well exits each year. but physical barriers around transport hub exist, • Good provision of digital infrastructure, with which means benefits of existing and new 27% of premises with full fibre to the premises, infrastructure may not be shared across and covering the majority of town centre areas. area. Poor legibility and existence of severance between station and town centres inhibits • Good public transport services, with residents footfall. able to access key services within 17 minutes. This is supported by a particularly strong bus network. Threats • If proposed East to West train link improvements Opportunities are not delivered or are significantly delayed, this would threaten the catalytic regeneration • The proposed East West Rail link will increase opportunities associated with the project. passenger numbers and offers a regeneration opportunity for Bletchley town centre. • Passenger numbers have declined with the current pandemic and there is uncertainty of • Strong digital connectivity is a key asset to whether passenger numbers will return to pre- provide workspace for local residents and covid levels. This will impact on footfall numbers businesses. This is likely to present growth in the town centre. opportunities, particularly in attracting higher value businesses and start-ups to the area. • The station is not future proofed. • Existing provides platform for improvement to encourage more active travel.

30 SENYEK_NOTLIM 31 3 Strategy

“Bletchley and Fenny Stratford: connecting people, business and BLETCHLEY PARK places today and tomorrow”. Urban regeneration, planning and land use, including culture and Vision heritage

The Vision for the Bletchley Bletchley and Fenny Stratford will be and Fenny Stratford Town Deal has been developed a thriving, healthy, affordable and through feedback from attractive place, where its diverse engagement, discussions with Bletchley & Fenny Stratford communities are celebrated and key stakeholders and the Town Deal Board. An important connected to opportunities to live, part of the process has been work and play. It will be a centre to review existing plans and programmes within the area for innovation, benefitting from its which include existing visions excellent strategic rail connections to and objectives, particularly the London, Oxford and Cambridge and Central Bletchley Prospectus, 2019 and the Neighbourhood taking forward the pioneering and Plans for West Bletchley and enduring legacy of Bletchley Park to the Lakes Estate. provide a bright future for all. Connectivity – local transport and digital Skills and Enterprise connections infrastructure

32 SENYEK_NOTLIM 33 Context Intended Impacts Bletchley and Fenny Stratford town centres have a legacy of invention and will continue to be strategic The programme will enable Bletchley and Fenny locations given their position between Oxford, Cambridge, Milton Keynes and London. They will soon benefit Stratford to be a thriving, healthy, affordable and from increased connectivity from East-West Rail, enhancing links between these knowledge hubs. At present, the attractive place, where its diverse communities are town centres and surrounding estates struggle with issues of deprivation, an economy and skills base geared celebrated and connected to opportunities to live, towards lower value sectors, and physical problems related to severance and dilapidation. The introduction of work and play. It will be a centre for innovation, the Towns Fund provides an opportunity to reinvent the future of both town centres and their environs. benefiting from excellent strategic rail connections to London, Oxford and Cambridge and taking forward the pioneering and enduring legacy of Bletchley Park to provide a bright future for all. Objectives, Theory of Change and Market Failures Addressed Viability challenges have hindered private sector investment, resulting in vacancies and dereliction. The wider Project Prioritisation benefits (externalities) of development are not valued by investors, and there are coordination and information Outcomes failures holding back regeneration. Because of structural failures in the skills market and low aspirations amongst which complements young people, residents and businesses are unable to share in the success of Milton Keynes. • Distinct town identity Milton Keynes Central while offering something A detailed process was followed selected 9 projects for final different for businesses and the local in order to prioritise projects for inclusion. Details of this process Programme Objectives community. • Enhanced town centre gateway to provide the TIP. The Board adopted the are outlined in the Figure 3.1 Urban Regeneration Connectivity Skills and Enterprise modern, flexible space for new businesses and guidance outlined in the Towns below, while the programme logic • To realise the once in a generation • To maximise opportunities • To create new encourage footfall into the town centre from Hub to determine the vision and model shows how the schemes opportunity to regenerate and reinvigorate created by the area’s key future-facing jobs commuter traffic and visitors to Bletchley Park. Bletchley and Fenny Stratford to give strategic accessibility at the within the area and • Increased number of businesses incentivised programme objectives and to map to the programme vision, everyone in existing communities the chance intersection of main rail lines build on the area’s to scale up and relocate an active public generate a longlist of over 24 objectives, outputs and outcomes. to fulfil their aspirations by unlocking the including East West Rail and historic reputation realm that enhances natural surveillance of local, regional and national potential of the future Mass Rapid Transport. of innovation and the environment and encourages footfall and projects. The assessment process East West Arc. • To extend and improve excellence as the home dwell time. • To promote high quality and sustainable public transport, walking, of computing. • Improved active travel options and links cycling networks improving • To protect viable between areas of higher deprivation and If not, does it design that helps to deliver a safe, healthy and welcoming place, reducing crime and connectivity within and beyond employment and opportunity. meet the towns maximising opportunities to address climate the area and removing barriers support new businesses • Improved health and well-being outcomes objectives? is it change. to permeability. with a focus on the for residents. Bletchley Sift 1 - Does • To create vibrant and diverse town centres • To encourage healthy and town centres. • Increased number of young people and adults Long list of suitable for other active lifestyles by improving • To tackle, at pace, and Fenny the project meet which provide high quality experiences with relevant skills for the modern economy. Vision potential funding? for all users and identify Bletchley and access to important local persistent poor • Increased use of digital channels by businesses Stratford the Town Fund Fenny Stratford as distinct from and environmental assets. performance in and improved ability for residents to work interventions criteria? complementary to other centres in Milton • To address inequalities in schools and strengthen and learn flexibly,tackling issues of digital objectives Keynes. access to digital connections progression pathways exclusion. • To promote and celebrate Bletchley and by providing affordable for young people. • Enhanced heritage offer and learning Fenny Stratford’s diverse communities and access to broadband, provision at Bletchley Park and the area’s cultural and heritage assets. computing facilities and stronger integration with town centre. training. Sift 2 - Does the Sift 3 - Do the chosen project align with Rationale Project Activities Outputs Project projects form a coherent Bletchley and Bletchley and Fenny Stratford Innovation Hub – Redevelop sites around Bletchley Station into a mixed- • Remediation of dilapidated sites and transformative short-list Fenny Stratford’s and their residents have not use gateway. • Delivery of commercial floorspace programme, with an shared in the economic Revolving Development Fund – Fund acquisition and reuse of key sites. • Delivery of additional housing objectives? success of Milton Keynes. • Improved layout of Bletchley station and link to Transport Hub – Leverage existing funding commitments to deliver a new overarching theory of Without the TIP, they will town centre Eastern station entrance. change model? continue to lag and will • Refreshed public realm not able to capitalise on Public Realm Improvements - Improve appearance, attractiveness, safety • Upgraded road, walking and cycling opportunities created in the and usability of Queensway and Fenny Stratford high street. infrastructure Theory of Arc and through expected Redway Improvements - Delivery of strategic active travel links. • Increased accessibility to skills facilities and Change Model rail improvements. Tech Park Bletchley – Progression, pathways support and upskilling support opportunities linked to digital IoT. • Improved facilities at Bletchley Park and better links between this asset, local communities and Figure 3.1 Project Prioritisation Process – Additional exhibition and learning Transformation at Bletchley Park the town centre communities Source: Hatch, 2020 facilities. • Improved coverage of digital infrastructure Inputs Fibre Connectivity – Address gaps in provision. • Relocation of new businesses £25m Towns Fund Active Marketing of Bletchley and Fenny vacant sites – Encourage • Increased footfall Significant matched funding business investment into the area relocation linked to vision for towns.

Figure 3.2 Bletchley and Fenny Stratford TIP Theory of Change Source: Hatch 2020 34 SENYEK_NOTLIM 35 Title Summary TIP Ask Title Summary TIP Ask

The Innovation Hub will realise the redevelopment potential Tech Park Bletchley will be co-located with the proposed of the old Fire Station and other sites around Bletchley railway Institute of Technology (IoT), further strengthening the digital station. The scheme will comprise residential-led mixed use skills ecosystem and complementing the IoT as a self- development and include an innovation/ incubator hub for £3.05 million contained business, innovation, research and community hub. emerging businesses. The hub will be located near to the Tech Park will support skills development, providing access Innovation proposed Institute of Technology. to progression and pathway support for individuals and £1.02 million Hub organisations. Space will also be dedicated to incubator, accelerator and co-working activity. This space will be for IoT graduates and local digital businesses (independents, start- Tech Park ups and SMEs), providing essential links to the workplace and The revolving development fund will facilitate acquisition Bletchley careers mentoring. and re-use of run-down and dilapidated sites for new and improved uses (such as housing and commercial uses). Once the initial tranche of key sites in central Bletchley have been £10.16 million Revolving re-purposed, it is anticipated the fund will facilitate further The project will enable the creation of new exhibition spaces, Development development. a Collection Centre and a Learning facility as part of long- Fund standing ambitions to preserve and enhance Bletchley Park as a world-class visitor attraction. This will be the first time these buildings (three wartime buildings in the centre of the Bletchley £2.24 million Creation of a new eastern station entrance, improving access Park site: Block A, Block E and Teleprinter Extension) will be between the town centre and the station and overcoming Transformation open as part of the Trust’s heritage offer. This investment will play a critical role in enabling Bletchley Park to adapt in issues of severance. The project will align closely with the £3.91 million at Bletchley future station that will serve EWR. The proposal also includes Park challenging circumstances. Transport Hub elements to realign key highways and bus infrastructure.

Additional investment to complete the remaining areas of Bletchley/Fenny Stratford currently without full fibre £0.10 million Public realm investment to the Queensway area and connectivity. Fenny Stratford’s high street to improve the appearance, Fibre attractiveness, safety and usability of these areas. This project £3.05 million will also create a regular “heritage market” in and around the Connectivity Public Realm Queensway area. Improvements This project seeks funding to increase the inward investment activity function of Milton Keynes Council to attract new businesses, jobs and investment. Activity will work closely with £0.71 million Delivery of additional Redway links (dedicated paths for Bletchley Park Trust and will build in a wider skills development Active focus to directly address issues like employer engagement. walking, cycling and running) between the Lakes Estate/ £0.76 million Marketing of and Bletchley town centre. vacant sites Redway Improvements

Figure 3.3 Project Short-list

36 SENYEK_NOTLIM 37 Strategic Plan

Urban regeneration, planning and land use, including culture and heritage BLETCHLEY PARK

Objectives Focus Projects & Initiatives Alignment • To realise the once in a Bletchley and Fenny Stratford has Town Deal should focus on and generation opportunity to issues with the age, quality and “a more attractive environment” Short term: Investment to regenerate and reinvigorate configuration of the public realm, would encourage more people support the heritage and cultural Bletchley and Fenny commercial stock and housing. to visit the town centre more often. offer, diversifying the town centre Stratford to give everyone This low-quality environment Engagement has also highlighted and encouraging footfall as well in existing communities has resulted in issues of safety, increasing developer interest in as embedding a stronger local • Public realm improvements the chance to fulfil their low commercial values and Bletchley as a result of its strategic identity through complementary • Transformation at Bletchley severe pockets of deprivation. location and scale of opportunity. aspirations by unlocking the investments to support Bletchley Park In general, viability challenges However, this interest is based on local, regional and national Park. Interventions will focus on • Central Bletchley Regeneration have hindered private sector residential and lower value land improving the layout of public potential of the East West Strategy investment, resulting in vacancies uses. space, improving usability and Arc and dereliction. The wider benefits • West Bletchley Council There is therefore a strong reducing crime (externalities) of development Neighbourhood Plan • To promote high quality rationale to deliver urban are not valued by investors, and sustainable design regeneration projects that improve • Lakes Estate Neighbourhood and there are coordination and that helps to deliver a safe, the perception of the town centre Plan information failures holding back healthy and welcoming and provide Bletchley and Fenny Medium term: Development • Central Bletchley Prospectus regeneration. of key sites, diversifying town place, reducing crime and Stratford, and the opportunity to • Revolving Development centre uses and providing modern • Plan:MK maximising opportunities to Stakeholder insight has reinforced deliver this on the back of strategic Fund commercial and residential • Evolving SPD address climate change. these points. Results from the transport investment. engagement survey found that floorspace • To create vibrant and “improving the place and local diverse town centres environment” was regarded which provide high quality as the most important area the experiences for all users Long term: Improvements to the and identify Bletchley and town centre gateway linked to • Transport Hub Fenny Stratford as distinct “The connection between the rail station, EWR, with the Innovation as an • Innovation Hub anchor from and complementary bus station and high street is not strong to other centres in Milton Keynes. or pleasant. The route is bleak and not welcoming and there is no visual link, you Figure 3.4 Priorities • To promote and celebrate Bletchley and Fenny are unable to see where the high street is.” Stratford’s diverse communities and the area’s cultural and heritage assets. 38 SENYEK_NOTLIM 39 Connectivity – local transport and digital connections

Focus Projects & Initiatives Alignment Objectives

• To maximise opportunities Bletchley and Fenny Stratford infrastructure. Despite the baseline created by the area’s key town centres are supported by evidence showing high levels strategic accessibility at the good public transport, but barriers of broadband connectivity and intersection of main rail lines to accessibility and connectivity speed across the area, feedback Short term: Infrastructure including EWR and future exist. The main challenge is from consultation indicates that improvements to improve town • Redway improvements Mass Rapid Transport. enabling residents to access the some are unable to access centre resilience and recovery as • Fibre connectivity town centre via walking and broadband and there may be well as improving pedestrian and improvement • To extend and improve cycling routes, with issues so far skills barriers hindering use. cycling connectivity public transport, walking, resulting in car dependency and There is a clear rationale for cycling networks improving above average rates of local public transport and digital car pollution. This means that • MK Futures 2050 connectivity within and investment, focused on improving the ability of the town to benefit beyond the area and public transport, walking and • Plan:MK from planned major transport removing barriers to cycling routes that tackle car • England’s Economic Heartland investments could be restricted. permeability. dependency and promote Draft Transport Strategy • To encourage healthy and Stakeholder engagement healthy lifestyles, and digital skills Medium term/long term: reinforced messages around investment that improves digital active lifestyles by improving Overcome accessibility issues in the challenges to walking and inclusion. the town centres e.g. severance. access to important local cycling, particularly issues around Gateway development to • Transport Hub environmental assets. perception of safety and gaps reconfigure Bletchley Station and • To address inequalities in routes preventing longer other key town centre constraints in access to digital journeys. Engagement also such as road layout and bus connections by providing identified challenges with digital infrastructure affordable access to broadband, computing facilities and training. Figure 3.5 Priorities “Access to the Redways is still very poor and prevents me commuting to MK for work. We lack a good outdoor space for a longer walk.”

40 SENYEK_NOTLIM 41 Skills and Enterprise Infrastructure

Focus Projects & Initiatives Alignment Objectives

• To create new future-facing The local skills and job profile and potential future job jobs within the area and opportunities in Bletchley and opportunities has been highlighted build on the area’s historic Fenny Stratford town centres in the stakeholder engagement reputation of innovation and tend to be concentrated in local work. This identifies the need for Short term: Minimise the impact of COVID-19 on learning excellence as the home of service sectors such as hospitality, upskilling and retraining support • Transformation at Bletchley infrastructure and the labour computing. leisure and recreation and for local residents to enable Park warehouse and logistics. In order movement into higher skilled jobs. market through specific targeted • To protect viable to realise the longer-term vision activity There is a clear rationale to employment and support for the area, the local economy create new future facing jobs new businesses with a focus must shift to accommodate sectors • COVID-19 Recovery Strategies that make the most of its position that are more closely aligned SEMLEP Local Industrial on the town centres. in a high performing area, whilst to this ambition. The opportunity Strategy improving skills and educational • To tackle, at pace, persistent to capitalise on Milton Keynes’ outcomes so residents can • Oxford-Cambridge Arc poor performance in growth potential is significant. capitalise on these future Medium term: Improve the • Tech Park Bletchley Economic Prospectus schools and strengthen Particularly around unlocking opportunities. The Institute of skills infrastructure through capital progression pathways for attractive, modern commercial • Active Marketing of • Milton Keynes Skills Strategy Technology and Tech Park project investment and activity to improve young people. space that enables growing Bletchley and Fenny • SEMLEP Skills Plan will form a bridge between links between existing assets, businesses to stay in the area vacant sites schools, college, entrepreneurs, employers and schools and to attract organisations from SMEs and businesses, ensuring elsewhere to move here. inclusive progression pathways At present, local skills do not into high skilled and sustainable currently align with higher value careers. Bringing employers. Long term: Maximise benefits sector needs. Baseline evidence Linking employers, schools and brought by the IoT by clustering demonstrates clear challenges communities are key aspects of • Innovation Hub activity nearby in high quality, in the skills infrastructure, the IoT’s delivery model. Aligning flexible premises including below average the Tech Park and Innovation levels of attainment amongst Hub will amplify the impact and secondary schools. The issue of a opportunity of the IoT. mismatch between the local skills Figure 3.6 Priorities

“Highly skilled jobs are fine... but locals need to be skilled up to take advantage of them” 42 SENYEK_NOTLIM 43 Figure 3.7 Spatial Impact of the TIP Source: MKC

44 SENYEK_NOTLIM 45 4 Engagement and Governance

Stakeholder and Community Engagement

Our Approach The role of the Town Deal Board The Bletchley & Fenny Stratford Town Deal Board Plans made with the communities Engagement over the course of Members of the Bletchley & organisations, communities and that they affect are most likely to the TIP preparation has been Fenny Stratford Town Deal Board businesses to make best use John Cove, Chair of the Board. Oliver Mytton. Deputy Director be successful, lead to innovation challenging due to the COVID-19 were selected to represent the of their positions and networks John is Chairman of Milton Keynes of Public Health at Milton Keynes and creativity and generate pandemic. In response, the Board fullest possible range of interests across the local area. The Board Dons FC Sport and Education Council. support for changes that are being has acted innovatively, making across the local area. The Board will play a key role in harnessing Trust. Charles Macdonald. CEO proposed. A key part of evolving the most of digital technology is chaired by John Cove, Chair of the collective commitment of Iain Stewart MP. Member of Milton Keynes Development the strategy, setting objectives and to reach diverse communities MK Dons Sport and Education partners who are passionate of Parliament for Milton Keynes Partnership. defining a programme of activities and groups through a variety of Trust, and its members are drawn about Bletchley and Fenny South. for the TIP has been considering channels. from a number of partners and Stratford, acting as a coalition for Hilary Chipping. CEO at the views and ideas of the local organisations across Milton change. Councillor Pete Marland. the South East Midlands Local Over time, and guided by the community. The ultimate strength Keynes who have a particular Leader of Milton Keynes Council. Enterprise Partnership Town Deal, engagement will of the TIP is for it to be established interest in the Bletchley and Fenny transition to a blend of traditional, on a strong appreciation of the Stratford area. Delia Shephard. Clerk to Denise Wetton. Commercial trusted and innovative approaches area’s issues, needs, challenges Bletchley and Fenny Stratford and Business Development that reach all sectors of society, The Board’s purpose is to and opportunities. This establishes Town Council. Director at . including those hard to reach produce the Town Investment a robust vision for the future, a and poorly represented in public Plan based upon a thorough Helen Hupton. Clerk to West Catherine Butt. Vicar of St well-evidenced strategy and the life. The Board will take a lead understanding of the local Bletchley Council. Frideswide’s Anglican Church in identification of projects that can deciding how the community will area focusing on its assets, Water Eaton achieve real change. Angie Ravn-Aagaard, be engaged and will work closely opportunities and challenges. representing the Consortium of Dr Vann Canthaboo, GP at with the private and public sector Board members play an important Bletchley Residents Associations Westfield Road Surgery, Bletchley. partners to ensure the impact role in providing local knowledge (COBRA). of community benefits can be and insight. They also act as maximised. important representatives of their Ian Revell. CEO of MK Community Foundation. Dr Julie Mills OBE. CEO and Group Principal of MK College.

Figure 4.1 Town Deal Board members Source: Hyas, 2020

46 SENYEK_NOTLIM 47 Engagement Activities Preparation of the TIP has been of Bletchley and Fenny • A presentation to and • Regular news posts forward the strong local heritage The engagement work undertaken driven by a broad range of local Stratford and thus received discussions with the and social media posts of innovation from the work of to date has provided an stakeholders, representing key wider views about Milton Milton Keynes Youth sharing the views of Board the codebreakers at Bletchley excellent source of insights into local institutions, communities Keynes as a whole, it has Cabinet to ensure that members and project Park to the present day and opportunities for the area, good and businesses. Developing the provided an additional younger generations were partners, such as video clips future potential such as through ideas about its future and how the the development of the Institute Towns Fund might best support plan is only the start of a longer source of evidence about aware of the initiative and and press releases. of Digital Technology. This will priorities for future prosperity, process of continual engagement, the issues and preferences could provide their views, collaboration and joint working An important part of initial provide the key communications including recovery from the current of respondents with broader objectives and priorities. across the relevant partners. engagement activity has ‘hub’ around which activities COVID-19 situation. The findings interests. been the creation of the relating to the Towns Fund and of the surveys and workshops The stakeholder engagement we • An online survey which • Interviews with secured 320 responses to ‘Groundbreaking Bletchley other initiatives across the area will groups, and social media have undertaken to date and the identity, new website community questions about the best & Fenny’ be presented and communicated engagement, have been a key actions we have taken to obtain and associated social media going forward. input into the TIP and its narrative representatives selected features of the area, its the views of Bletchley and Fenny pages. This is intended to take about the future of Bletchley and Stratford’s communities include: to speak for both particular strengths and opportunities. Fenny Stratford. communities of interest in The survey has been • Drawing from a range the area and to give their promoted by all the local I shop there of recent engagement individual views about the stakeholders including processes across future and outcomes they the Town Councils who I live there the Town Deal area, wanted to see. have provided additional including work relating to valuable support to help I use other local services • Regular meetings of Neighbourhood Plans, local residents to contribute the Central Bletchley the Board to review I visit cafés, bars and /or through a variety of means restaurants progress, agree the vision, Prospectus, the Lakes including paper versions strategic objectives and I travel through Regeneration engagement, of the Survey and inputting key investment priorities, Plan:MK and the MK2050 views on behalf of digitally I visit for leisure and and agree the proposed recreation Growth Strategy. excluded individuals. investments to be taken I visit friends and family • Reviewing and forward. • Reaching out through I only use the railway station distilling feedback the Towns Fund Board • The establishment of from the #MyTown to members’ networks to 4 themed sub-groups I work there initiative launched by the generate a long-list of to draw together key Government as the content potential projects for Towns stakeholders with respect I own a business there of the TIP was developed. Fund investment. As part to ‘Land & Development’, Whilst this was presented of this exercise, the team 0 50 100 15 0 200 250 300 ‘Place & Connectivity’, as ‘Milton Keynes’ rather preparing the TIP engaged Bletchley Fenny Stratford ‘Economy & Skills’ and than the specific focus with organisations which ‘Community, Health & Figure 4.2 Survey Responses: Why do you visit Bletchley & Fenny Stratford had identified projects to Wellbeing, Heritage & Source: Hyas, 2020 obtain suitable information. Culture’.

48 SENYEK_NOTLIM 49 Our Future Plan for Stakeholder Engagement A Stakeholder Engagement Plan • Further development of • Engagement with • As circumstances allow, has been developed to manage the ‘Groundbreaking stakeholders drawn from more interactive and ongoing and future engagement Bletchley & Fenny’ across different community participatory activity such as to support delivery of the Towns brand including groups. exhibitions, ‘pop-up’ Fund. This summarises the key evolution of the web feedback sessions, activities undertaken to date and • Engagement with specific presence, active use of formal/informal meet findings. It also puts forward sub-groups of stakeholders social media accounts to ups and group events proposals around maintaining to provide more detailed publicise news, activity at community-centred and strengthening engagement in ‘drill-down’ insight. For and promote interaction; places within the Town Deal the future. The key features of our example, we will maximise and more traditional media area. stakeholder engagement plan are opportunities to engage with including posters, leaflets to secure: local community and • Fuller leverage of the etc. business groups, the Town Deal Board and MK Youth Cabinet and the key partners involved younger generations as catalysts for cross-sector working closely with collaboration and debate. MK College as its This knitting together of lead students start to come bodies with local community back into the area. groups is already proving to be a valuable platform • Further development of our for constructive debate. online resources to maximise Moving forward, the • Further input from the In the context of the COVID-19 opportunities for people Town Deal Board will already established guidance and moving into 2021, to engage. This would look to supplement current sub-groups to continue to we anticipate that a bespoke encompass a wide range of engagement activities consider particular themes programme of engagement engagement and feedback to ensure that all local and issues. Membership will be needed based on a mechanisms, such as through continuation of virtual engagement stakeholders can be actively of the sub-groups will be the use online surveys platforms and opinions gathering, and positively engaged. kept under review, ensuring & polls, live/recorded with material available in physical that the right stakeholders, webinars/broadcasts; locations as (and if) appropriate. knowledge and experience the use of inspirational Resources can be made available can be pooled to work animations and to support face to face activity, through issues, challenges video clips; online but only if it aligns to Government and opportunities for the guidance. interactive sessions future. with whiteboards/ feedback mechanisms.

50 SENYEK_NOTLIM 51 Private Sector Commitment Governance The TIP will need to create activity, the ability and willingness Our approach is underpinned The Board will be supported by Deal projects and advise the conditions which attract and of the private sector to resource by strong partnership working a Town Deal Programme & Town Town Deal Board on progress. encourage private sector or implement initiatives to achieve and effective collaboration. Our Deal Implementation Group. It will manage the stakeholder investment. Engagement will the Board’s vision. These sessions Towns Fund Board will oversee The Group will oversee the engagement, marketing and continue with commercial led to positive and productive the implementation of the TIP. The development of detailed business communications activities to agents, landowners, investors discussions and have helped to primary responsibilities of the cases and adopt a programme communicate progress to the and other key stakeholders to generate further opportunities and Board will be to: management approach to support wider community through the identify potential development supplement the understanding the delivery of the Towns Fund ‘Groundbreaking Bletchley & opportunities across the Bletchley of the strengths, weaknesses, • Establish and champion the Investment Programme. It will Fenny’ brand. and Fenny Stratford area, with opportunities and threats which vision for the Town Deal, oversee the delivery of the Town a particular focus on the town exist. Widening the membership agree strategic direction centres as important areas of of this sub-group to include and priorities change. representatives of commercial Thematic Multi-Stakeholder Groups • Develop the Investment Plan agent, landowners and investors Engagement and joint working and approve all Town Deal Community, Health & in the area will further enhance the Place & Land & Economy & with the private sector will be a activity Community Development Skills Well Being, Culture, value of the outputs. Heritage key aspect of delivering change across the area. Whilst there Furthermore, the involvement of • Lead on engagement are areas of public sector land MKDP, both on the Board and and ensuring diversity in ownership and interests, a key as a delivery partner, provides its engagement with local Groundbreaking Bletchley & Fenny Stratford aspect of this TIP is to extend the the opportunity to draw from their communities and businesses approach of land assembly well established relationships with • Monitoring and evaluating TOWN DEAL BOARD MK COUNCIL using the skills of Milton investors, developers, occupiers (Advisory) (Accountable Body) Keynes Development and others involved in the local Towns Fund projects and overall programme delivery Partnership (MKDP). property and land markets. MKDP • • Make public the governance Other partners Proposals will need to come offers a distinct advantage to this • Oversee compliance • and decision-making forward in tandem with private town deal area and can be used and agencies • structure of the Board with the Heads of Terms as required • Supporting the Board sector interests and investment to assist with delivery. Agreement with government • • Retains statutory roles, to ensure that a comprehensive • functions & decision making The Board is also set up to ensure and the Board and approach can achieve maximum key local businesses can get impact. generally ensure that Board directly involved and be seen as decisions are made in Positive joint working already part of the coalition of change accordance with good TOWN DEAL IMPLEMENTATION GROUP exists with a range of key partners for the place. The pooling of governance principles. which have been enhanced knowledge, resources and • Coordination, management & delivery of actions through the process of developing investment between both the • Implementation of the Investment Plan the TIP and the establishment of public and private sectors will • Board Secretariat Figure 4.3 Governance Structure • Managing consultation and engagement processes a specific ‘Land & Development be fundamental to the delivery Source: Hyas, 2020 Group’. Initial discussions have of transformational change that focussed on current issues & brings long term benefits to the challenges, existing and planned local community.

52 SENYEK_NOTLIM 53 Assurance and Scrutiny Business Case Development The Town Deal Board will • Quarterly Progress Reports • Oversee the evaluation Following agreement of Heads establish a robust accountability to be shared with MKC, the process (interim and final) of Terms, MKC via its project and assurance framework. This Towns Board and MHCLG to consider the success of management resource will will include: to include output and spend the Town Deal in meeting its develop full business cases for performance objectives. each agreed project, acting as • Robust performance the accountable body but working management systems • Implementation of any in partnership with scheme against agreed objectives, changes in response to promoters & partners. outcomes and KPIs performance issues and Project leads will be responsible • The preparation of project- lessons learnt for the development of individual specific funding agreements business cases, with an assurance to ensure projects are role played by the Programme delivered in a compliant Manager. The Programme manner, consistent with Manager will manage this through approved business cases MKC’s Green Book-compliant and in line with programme assurance processes. The business cases will set out: requirements • The Strategic Case including • The production of progress The business case development cases towards the subsequent demonstration of need process is expected to commence development of outline and full monitoring reports and and market failure, and upon agreement of headline business cases and enable the collation of information alignment with objectives of terms with support from external timely submission of the summary submitted by each project to Towns Fund consultants as required. In document to government in record activity, achievement parallel, activities to refine design due course. Ongoing liaison and to explain variation • The Economic Case and options for projects will with advisors from the Towns from expected profiles demonstrating impacts of continue as will further community Hub will provides assurance the scheme and value for and stakeholder engagement that the process is robust, along • Due diligence checks money on the proposals and options. with details of the delivery on project delivery Delivery and management arrangements, including financial organisations in line with a • The Financial Case arrangements will be firmed commitments. programme implementation demonstrating affordability up, including plans for ongoing plan • The Commercial Case monitoring and evaluation. • Progress reports and demonstrating deliverability The TIP includes projects for programme risk register to which a strong business case • The Management Case highlight issues related to the is already in development. The outlining capability and Town Deal’s performance, approach will enable the efficient management arrangements including monitoring, progression from strategic outline tracking and achievements on a monthly basis

54 SENYEK_NOTLIM 55 TIP Objective Project 20/21 21/22 22/23 23/24 24/25 25/26 Connectivity Redway Agree Heads of Terms & Produce Full Improvements Business Cases Timeframes Negotiate land acquisition Detailed Route Planning and Planning The Board is confident that all Permission projects in this Town Investment Plan can be delivered within Route Opens the spending timeframes. The Fibre Agree Heads of Terms & Produce Full Connectivity figure below presents a high- Business Cases level programme showing the State Aid, Open Market Review, timescales associated with each Procurement, Deployment Planning project. Negotiate Wayleaves, Deployment starts Deployment completed

Figure 4.4 High Level Gantt Transport Hub Agree Heads of Terms & Produce Full Source: MKDP Business Cases

TIP Objective Project 20/21 21/22 22/23 23/24 24/25 25/26 Network Rail, East West Rail approve Urban Revolving Agree Heads of Terms & Produce Full and fund “Superstation” concept Regeneration Development Business Cases Detailed Design of Eastern Entrance to Fund R1: Negotiation & Acquisition of Sites fit with “Superstation” Concept R1: Site Delivery Delivery of Eastern Entrance Route R1: Completion/Evaluation/R2 re-alignment and new Bus Station Planning Skills and Tech Park, Agree Heads of Terms & Produce Full Public Realm Agree Heads of Terms & Produce Full Enterprise Bletchley Business Cases Improvements Business Cases Finalise Design and Tender for Design, Consultation, Planning Refurbishment Works Permission - where required Procure and Appoint Contractor Relocate Existing Provision and Commence Refurbishment Deliver PR improvements Transformation Agree Heads of Terms & Produce Full Operational - April 2022 at Bletchley Park Business Cases Economic Agree Heads of Terms & Produce Full BP Appoints Contractor Development Business Cases and Inward Deliver BP Improvements Investment Staff Recruitment and administrative New facilities open to public 2022 and setup 2023 Bletchley/FS ED starts Innovation Hub Agree Heads of Terms & Produce Full Business Cases Delivery of Increased Commercial Activities Identify Development Partner and Administration Programme Obtain Planning Permission Agree Heads of Terms & Produce Full Management Business Cases Deliver Development Activities Secretariat for TD Board Homes/Commercial outlets available. Monitor and Report Delivery

Engagement with Stakeholders: Government/Public/Consultees

56 SENYEK_NOTLIM 57 5

Delivery Confidence, Partnerships and Risks

Capital Projects are managed Further development and Each major capital project will in the Council using the MK implementation may be carried be assigned a dedicated Project The TIP proposals set out benefit Approach methodology with a out by a variety of organisations Lead, who has been involved in from a series of credible delivery framework of standardised project but MKC will be the responsible developing the project to date documentation including project body for the funds to the and who will lead on the delivery partners and a track record of mandate, outline business case, government. The Council will of their respective project with success. This includes Milton and project initiation forms (known work closely with partners, oversight from the Programme as the START business case), businesses and the community via Manager. Specific projects may Keynes Development Partnership together with specific documents the Board, and in particular will also require a wider stakeholder as well as local colleges and and templates for use throughout be able to draw across and utilise delivery team, subject to the world-famous visitor attractions. the project lifecycle. the skills and experience of type of project, the scale and Milton Keynes Development range of partners involved. Decisions and monitoring Partnership in terms of land Such individuals/teams will of the capital programme is assembly, promoting development ensure coordination of activity through a series of project and delivering social and between the partners including and programme boards, with Milton Keynes Council economic value. programming and funding. strategic overview through the Milton Keynes Council The Council manage and £23.5m from SEMLEPs Local Corporate Portfolio Board (CBP). MKC will ensure that the Where the procurement of (MKC) will be the deliver a significant annual Growth Fund to implement This is Chaired by the Council’s Programme & Delivery Group has technical and specialist advice accountable body for the capital programme. For the A421 dualling to the M1 Deputy Chief Executive and the skills, capacity and resource at project and programme Town Deal. MKC will provide 2020/21 this included and £76m from the Housing the S151 Officer is also on the required to actively support level is required, this will be support to the Board, help to capital expenditure of over Infrastructure Fund to deliver CPB. The governance structure project delivery. MKC will ensure commissioned via the project negotiate and agree the Town £100m across a range infrastructure to support growth of consists of a three-tier hierarchy that appropriate dedicated lead, through the Council’s Deal with the government. and of capital projects. This Milton Keynes East. Within part with devolved responsibility in resources can provide effective Procurement Officer to ensure have responsibility for managing includes diverse activities from the of the Town Deal area, MKC terms of recommending projects oversight of the programme that procurement regulations are and administering funds on construction of new secondary is delivering a 5-year £128m for prioritisation and allocation and coordination of activities adhered to in sourcing of any behalf of the Board, reporting schools, school expansions, investment programme in the Lakes of capital resources. Regular in relation to monitoring and specialist expertise required for on performance, and ensuring highway improvements and Estate to deliver new affordable reports on the Corporate Projects management of the programme’s the delivery of the project. appropriate governance and investment in new community, homes, improved facilities and Schedule is also reported to the projects, including financial and assurance compliance. MKC health and leisure facilities. transport measures. Council’s Scrutiny Management legal implications. has considerable and relevant The programme includes the Committee. experience in delivering and management of strategic works overseeing a wide range of funded through various public comparable projects. sector funding streams including

58 SENYEK_NOTLIM 59 Milton Keynes Development Milton Keynes College Partnership (MKDP) Milton Keynes College is a Strategic collaboration has apprenticeships and training to Milton Keynes Development also provides commercial and Fund. Figure 5.1 shows the scope medium-sized general further ensured Section 106 investments plug the growing gap between Partnership LLP (MKDP) is technical support to MKC across of MKDP’s recent achievements. education college located on have supported the College’s demand and supply for key owned by Milton Keynes Council. its land and property holdings. three campuses in central Milton growth to meet the skills demands technical and digital roles, Supporting the skills dimension of It facilitates Milton Keynes’ Keynes. The college provides a of a rapidly expanding population including cyber security. Students MKDP is a significant and the TIP and Tech Park Bletchley continued growth and economic wide range of post-16 education and economy. Together, Milton aged eighteen and over will credible deliver partner for a in particular are two significant success by promoting the and training, including 16 to 19 Keynes College and Milton attend the Institute in person and number of the shortlisted TIP delivery partners: MK College development of its land assets to study programmes in a variety of Keynes Council have a track study online. Milton Keynes is projects – including the Innovation and the Bletchley Park Trust. deliver economic and social value vocational areas, adult learning record of delivering significant ranked as the eighth most active Hub and Revolving Development from its 70+ sites in line with the programmes and apprenticeships. capital projects on budget and city in the country for technical Council’s Plan and Plan MK. The on time. This includes a major innovation and the Institute will Milton Keynes Development Partnership LLP (MKDP) Milton Keynes College and MKDP estate comprises around is an independent legal entity wholly owned by Milton extension to the College’s campus help to train the people who are Keynes Council to facilitate Milton Keynes’ continued Milton Keynes Council have 265 developable acres. + growth and economic success. 27 32 partnered successfully for over and refurbishment of disused going to be needed not just in the properties into a specialist skills city and the wider region but all Milton Keynes Council (MKC) Development pipeline of + 20 years. The two organisations 200 identified a long-term opportunity have led community and outreach centre for engineering and higher over the country. in 2012 to acquire and bring + work in partnership with Adult skills. 200 27 32 + MK College is also delivering forward 360 developable acres £350 and Continuing Education A consortium led by Milton and leading the ‘Restart Network’ in Milton Keynes (MK), then under 200 27PROPERTY 32 and strategic work creating million PORTFOLIO Keynes College including a for the city. The aim of the ‘Restart HCA ownership, via the localism c70 opportunities for residents and group of prestigious partners Network’ will be to offer a range agenda. MKDP was conceived DEVELOPMENT SITES businesses of the city. Microsoft, KPMG, McAfee, of individualised, supportive and as an arm’s length commercial 15 Previous examples of high impact Evidence Talks, VWFS, practical interventions, to help entity with an independent Board deals are in negotiation Activate Learning and young NEETs and those most in with potential to delivery include the Council’s to manage the business delivering generate c£30m University, and need back into the workplace, in land value Neighbourhood Employment development and placemaking That’s Project, which was developed supported by the Bletchley including adults, young people for the economic and social 250 developable acres from joint community engagement, Park Trust, anticipate an aged 18 – 24, and those recently benefit of MK. Current projects include including the Routes to Success investment of circa £20 million by furloughed due to the COVID-19 MKDP supports MKC in its programme which engaged over the Department for Education to pandemic. This 700k project is £70m build an Institute of Technology being developed in tandem with plan making and delivery, both 15 storey 54 bed 2,000 participants, supporting planning and economic via an + them into work and further (IoT) at the Bletchley campus of MKC and will supplement Tech 4 theatre+ Milton Keynes College . Park Bletchley. Accountability Framework which is 4 hotel 200hospital27 learning. Collaborative Sector reviewed annually. MKDP has an Based Work Academies were A thousand students a year are executive team of approximately 250 rooms amongst the most successful in the Canalside Programme of expected to benefit from the 10 specialist property, sq ft self build country and resulted in hundreds expertise of the Institute which development and finance staff 380 homes, 35,000 housing of sustainable jobs for the most will be an inclusive centre for a shop, who, following the first 6 years Office/Industrial plots disadvantaged. technical qualifications, higher of trading, are now delivering and 100 berth space marina revenue to MKC exceeding the portfolio purchase. MKDP

Sept 2017 Tel: 44+ (0)1908 254321 Email: [email protected] www.mkdp.org.uk Figure 5.1 MKDP Profile Source: MKDP 60 SENYEK_NOTLIM 61 Figure 5.2 Comprehensive Risk Register Source: Hyas

INITIAL RISK RATING

RISK IDENTIFICATION (Risk rated based on effectiveness EVALUATION of current controls at the time of the initial risk assessment)

ADEQUACY L C RISK RISK EVENT RISK CAUSE IMPACT/ CONSEQUENCE EXISTING MITIGATIONS SUM OF EXISTING ACTION RATING (1-5) (1-5) MITIGATIONS

What is it that you are working to avoid What are the triggers, sources or circumstances Non-existent, Will you or reduce the likelihood or impact of that could act alone or together to increase the If this Risk Event did occur, how would it What are you doing now to reduce the likelihood How How Inadequate, treat, monitor, occurring? Risks are future events that likelihood of the Risk Event occurring? There impact objectives? What are the longer- or impact of the event? likely? severe? Adequate, Robust, transfer or could interfere with achievement of are usually multiple causes leading to a Risk term or cumulative consequences? Excessive avoid the risk? objectives. Event.

This work is ongoing at the time of completing the TIP. The majority of match funding will be in relation Funding to the station - dependent on Network Rail and Match funding not secured The bid would have to be withdrawn. EWR taking this forwards, and for the Innovation 2 5 10 MEDIUM Adequate Monitor Hub which will need to identify the additional funding required and its sources, possibly from the Council and developers, to take this forwards

Agreement secured with Members a. Cabinet Partner approval or support The bid would have to be withdrawn. decisions will be minuted - Delegated Decision due 1 5 5 LOW Robust Monitor Political on projects in the TIP 27 October 2020 Programme would be delayed pending Planning officials involved in detailed option Statutory Approval (Planning and Highways) 1 4 4 LOW Robust Monitor appeals. selection and design discussions

Project management resource requirements have been identified but will need to be sourced. Management capability Programme potentially delayed 2 3 6 MEDIUM Adequate Monitor Provision for associated revenue funding has been made in the TIP. Management Lack of communication Programme delayed or stopped Regular meetings and reporting structure set out 1 4 4 LOW Adequate Monitor

Project management resources have been Staffing capacity Programme would be delayed identified, and job descriptions for new posts are 2 3 6 MEDIUM Adequate Monitor currently being produced.

The basis of cost estimation associated with key Poor initial cost estimates Programme could not proceed projects will need to be further defined during the 2 4 8 MEDIUM Robust Monitor Cost escalation and overrun detailed business planning phase

Inflationary cost increases Programme could not proceed As above 1 4 4 LOW Adequate Monitor

62 63 INITIAL RISK RATING

RISK IDENTIFICATION (Risk rated based on effectiveness EVALUATION of current controls at the time of the initial risk assessment)

ADEQUACY L C RISK RISK EVENT RISK CAUSE IMPACT/ CONSEQUENCE EXISTING MITIGATIONS SUM OF EXISTING ACTION RATING (1-5) (1-5) MITIGATIONS

What is it that you are working to avoid What are the triggers, sources or circumstances Non-existent, Will you or reduce the likelihood or impact of that could act alone or together to increase the If this Risk Event did occur, how would it What are you doing now to reduce the likelihood How How Inadequate, treat, monitor, occurring? Risks are future events that likelihood of the Risk Event occurring? There impact objectives? What are the longer- or impact of the event? likely? severe? Adequate, Robust, transfer or could interfere with achievement of are usually multiple causes leading to a Risk term or cumulative consequences? Excessive avoid the risk? objectives. Event.

It is expected that MKDP will manage the Innovation Hub project and potentially also the Development Fund. MKDP has significant Insufficient demand from developers and Development Programme delayed or Market Risk experience of delivering projects with key 2 4 8 MEDIUM Adequate Treat occupiers stopped developers. The strategic location and revenue potential for this site will help attract development partners. Town Investment and Delivery Team will be established to encourage partnership working from A further decline in economic conditions Development programme would be Economic Risk the outset of the programme, taking a strategic 3 3 9 MEDIUM Adequate Monitor impacting on footfall and town centre viability delayed approach and using best practice to address any challenges Innovation Hub delayed - benefits would Delay in completion of acquisition 2 4 8 MEDIUM Adequate Treat not be realised until much later Land Acquisition delayed - benefits would not be realised Majority of site available, accelerated project will Failure to acquire 2 4 8 MEDIUM Adequate Treat until much later reduce developer costs Delay in programme - some elements Cost Increases 2 4 8 MEDIUM Robust Monitor would need to be removed Poor ground conditions Delay and cost increases 2 3 6 Adequate Monitor Unanticipated site issues MEDIUM Contamination Delay and cost increases Early survey work, appropriate risk allowances 2 3 6 MEDIUM Adequate Monitor (Public Realm Schemes) Pollution Delay and cost increases 2 3 6 MEDIUM Adequate Monitor Delay and cost increases. If not State Aid State aid approval 2 5 10 MEDIUM Robust Monitor compliant funding may have to be repaid Adopt known compliant schemes, such as BDUK for fibre broadband. Legal Risk Poor title Delay and cost increases 1 3 3 LOW Adequate Monitor Wayleaves/ 3rd party rights Delay and cost increases 1 3 3 LOW Adequate Monitor Early survey work, appropriate risk allowances Liabilities (environmental) Delay and cost increases 1 3 3 LOW Adequate Monitor Use of established procurement routes with Failure of Contractors Delay and cost increases 2 2 4 LOW Robust Monitor appropriate vetting procedures Contractual risk Use of established procurement routes with Underperformance of contactors Delay and cost increases 2 3 6 MEDIUM Robust Monitor appropriate vetting procedures Establish good working relationships and Poor perceptions from the third parties and Delay to the programme, cost increases Community Consultation Risk communication of progress. Undertake data 2 4 8 MEDIUM Adequate Monitor general public and inability to complete collection for benefits realisation.

64 65 Document produced by Milton Keynes Council on behalf of the Bletchley & Fenny Stratford Towns Fund Board with support from: