Report of the Director of Legal and Administrative

REPORT OF THE DEPUTY CHIEF MEETING OF THE CITY COUNCIL EXECUTIVE 2ND MARCH, 2011

At its meeting on 9th February, 2011, the Cabinet received a report of the Executive Director, Place on the South Yorkshire Transport Plan, and the Cabinet made a recommendation which is required to be approved by the City Council. The Cabinet minute, including the recommendation required to be approved by the Council, is set out below:-

SOUTH YORKSHIRE TRANSPORT PLAN

The Executive Director, Place, submitted a report referring to and containing, as appendices, the South Yorkshire Transport Plan, which was a statutory document setting out how transport would help support the development of the Sheffield City Region (SCR) over the next 15 years and which comprised three elements namely, a 15 year strategy document covering the Sheffield City Region (2011-2026), a set of four-year Implementation Plans covering South Yorkshire and a series of annual capital programmes. The Plan would, as would be the case for the Plans of other local authorities, be used nationally by Government and the Department for Transport (DfT) for, amongst other things, the nationwide allocation of funds for transport projects.

RESOLVED: That (a) the City Council, at its meeting on 2nd March, 2011, be recommended to adopt (i) the draft 15 Year Transport Strategy for the Sheffield City Region and (ii) the on-going development of the first four-year South Yorkshire Transport Implementation Plan; and (b) the fact that the Annual Capital Allocations for the Plan will be incorporated in the Annual Corporate Capital Programme reports received by Cabinet, be noted.

(NOTE: A copy of the Executive Director’s report has been circulated to all Members of the City Council.)

Lee Adams Deputy Chief Executive

SHEFFIELD CITY COUNCIL Cabinet Report

Report of: Executive Director of Place ______

Date: 9th February 2011 ______

Subject: The South Yorkshire Local Transport Plan ______

Author of Report: John Bann, Head of Transport & Highways ______

Summary:

The Local Transport Plan (LTP) is the process used nationally by Government and the Department for Transport (DfT) for local authorities to set out their transport strategy, and for the nationwide allocation of funds for transport projects. The LTP has been administered in five-year cycles, and the next cycle – LTP3 – will commence in April 2011.

LTP3 will be different. It will be a statutory document which sets out how transport will help support the development of the Sheffield City Region (SCR) over the next 15 years, and will have three parts:  A 15 year strategy document covering the Sheffield City Region (2011-2026)  A set of four-year Implementation Plans covering South Yorkshire  A series of annual capital programmes

The South Yorkshire LTP Partnership has therefore been developing the first two of these documents so that the LTP is ready for April 2011. The strategy builds upon and is very closely linked to the recently approved Council Strategy ‘‘Excellent Transport in Sheffield’, to enable people to make informed choices about the way they travel, and to help transport contribute to the social, economic and environmental improvements we want to happen in the city.

The Sheffield Transport ‘Vision’ is also compatible with the just-published DfT Guidance for the Local Sustainable Transport Fund (LSTF), a new Government initiative to support transport interventions that support economic growth whilst reducing carbon. The LTP, the LSTF and the Sheffield transport Vision are all geared to deliver common broader objectives.

This report sets out our aspirations for the LTP process and what we want to achieve, both in the short term and over the longer term. Appended to the report is the final version of the Strategy, and a penultimate version of the Implementation Plan which will be finalised in time to become a ‘legal document’ in April 2011 ______

Reasons for Recommendations Cabinet is asked to endorse The South Yorkshire Local Transport Plan documents, building on the recent ‘Excellent Transport in Sheffield’, so that the Council has a clear strategic approach to transport for the next 15 years and an agreed funding strategy for the short and medium term.

Recommendations:

1. The City Council, at its meeting on 2nd March, 2011, be recommended to adopt (i) the draft 15 Year Transport Strategy for the Sheffield City Region and (ii) the on-going development of the first four - year South Yorkshire Transport Implementation Plan.

2. Cabinet notes that Annual Capital Allocations for the Plan will be incorporated in the Annual Corporate Capital Programme reports received by Cabinet.

______

Background Papers: None

Category of Report: OPEN

2 Statutory and Council Policy Checklist

Financial implications

YES Cleared by: Paul Schofield

Legal implications

YES Cleared by: Julian Ward

Equality of Opportunity implications YES Cleared by: Ian Oldershaw

Tackling Health Inequalities implications

YES

Human rights implications

Environmental and Sustainability implications

YES

Economic impact

YES

Community safety implications

Human resources implications

Property implications

Area(s) affected

All

Relevant Scrutiny Board if decision called in

Culture, Economy and Sustainability

Is the item a matter which is reserved for approval by the City Council? Yes Press release

YES

3 1.0 SUMMARY

1.1 The Local Transport Plan (LTP) is the process used nationally by Government and the Department for Transport (DfT) for local authorities to set out their transport strategy, and for the nationwide allocation of funds for transport projects. The LTP has been administered in five-year cycles, and the next cycle – LTP3 – will commence in April 2011.

1.2 LTP3 will be different. It will be a statutory document which sets out how transport will help support the development of the Sheffield City Region (SCR) over the next 15 years, and will have three parts:  A 15 year strategy document covering the Sheffield City Region (2011-2026)  A set of three-year Implementation Plans covering South Yorkshire  A series of annual capital programmes

1.3 The South Yorkshire LTP Partnership has therefore been developing the first two of these documents so that the LTP is ready for April 2011. The strategy builds upon and is very closely linked to the recently approved Council Strategy ‘‘Excellent Transport in Sheffield’, to enable people to make informed choices about the way they travel, and to help transport contribute to the social, economic and environmental improvements we want to happen in the city.

1.4 The Sheffield Transport ‘Vision’ is also compatible with the just-published DfT Guidance for the Local Sustainable Transport Fund (LSTF), a new Government initiative to support transport interventions that support economic growth whilst reducing carbon. The LTP, the LSTF and the Sheffield transport Vision are all geared to deliver common broader objectives.

1.5 This report sets out our aspirations for the LTP process and what we want to achieve, both in the short term and over the longer term. Appended to the report is the final version of the Strategy, and a penultimate version of the Implementation Plan which will be finalised in time to become a ‘legal document‘ in April 2011

2.0 WHAT DOES THIS MEAN FOR SHEFFIELD PEOPLE?

1.1 LTP3 will continue the change of emphasis set out in ‘Excellent Transport in Sheffield’, focussing on how changes can be made in our travel culture by empowering people to make informed choices and on how the Council and its partners can enable and encourage people to make different decisions about how they travel. Examples of what this means in practice include:  An increased role for local people through Community Assemblies in how we change our travel culture  People will be empowered to make informed choices about how they travel through better targeted information  A bus service that is more integrated, reliable and accessible that better meets passenger’s needs  Sheffield and South Yorkshire aspire to be amongst the leaders in electric/low emission vehicles.  The highways Private Finance Initiative for Sheffield will bring about a step change in how the highway network is maintained  Better information management systems will also change the way the highway network is operated and maintained

2.2 A summary of the key transport challenges faced by Sheffield people together with an outline of the main benefits the LTP3 can deliver for Sheffielders is included in Appendix A.

3.0 OUTCOME AND SUSTAINABILITY

3.1 The Sheffield Transport Vision will involve empowering people to choose to travel less and also to choose to travel in different ways. The outcome of this will be more people travelling by bus, tram, train, bicycle, walking and car sharing – in other words a culture where the car is not always the first choice. This will contribute to increasing opportunities for everybody; a competitive low-carbon economy; a better environment; a healthier population.

3.2 The South Yorkshire LTP3 looks at how transport can contribute more towards wider local priorities, whether they relate to economic, social or environmental goals, rather than “transport being an end in itself”. The LTP3 will reinforce ‘Excellent Transport‘ by ensuring that transport contributes to achieving many of the outcomes in the Council’s Corporate Plan, and will help deliver the specific transport objectives in the Corporate Plan, namely:  Better transport links  Reducing congestion  Public transport that is easier for people to use  Safer roads  Streets to be proud of;

and support the general objectives  Customer Focus  Effective Resource management

4.0 REPORT

4.1 The South Yorkshire LTP3 has been developed in tandem with Sheffield’s own recently approved transport strategy and vision. It will determine how transport funding released by Department for Transport is spent in the local area over the next decade.

4.2 It is currently a statutory requirement for the South Yorkshire Integrated Transport Authority (ITA) to have a 15 year Transport Strategy in place by April 2011. The ITA has decided that the Strategy will cover not only South Yorkshire but the wider Sheffield City Region (which includes a number of districts in North Derbyshire and North Nottinghamshire). This more truly reflects the travel pattern in the sub region based on Sheffield.

4.3 This document will provide a strategic framework for the LTP3 Implementation Plan. LTP3 covers South Yorkshire and will help the four Districts along with South Yorkshire Passenger Transport Executive to prioritise transport improvements which require investment. The LTP3 Implementation Plan needs to be in place by April 2011.

4.4 South Yorkshire partners are engaging with Nottinghamshire and Derbyshire County Councils on how their respective LTP3s can reflect the transport

4.5 The penultimate draft of the LTP3 Strategy and Implementation Plan was approved by the ITA in January 2011. The next step is to gain formal approval and ratification by the Cabinet of each of the four District Councils in February 2011 (depending on the individual timeframes needed for reporting). The ITA will then formally ratify LTP3 at its meeting on 3 March, taking on board any final comments from the four Cabinets, the LTP3 then becoming a ‘legal document’ in April.

The Transport Strategy for Sheffield City Region

4.6 The final SCR transport strategy is a large document, available on-line at the following address: www.southyorks.gov.uk/embedded_object.asp?id=3541. A limited number of colour hard copies have also been made available in the Member’s Library, and the Executive Summary is included as Appendix B.

4.7 The overall Vision for the SCR is to make a greater contribution to the UK economy by having a local economy less dependent on the public sector, providing conditions for businesses to grow, and becoming the prime national centre for advanced manufacturing and low-carbon industries. More broadly, the vision is for the City Region to offer people a great place in which to live, work, invest and visit.

4.8 The Transport Strategy is about helping to make the City Region Vision a reality, and has four main goals/priorities. The diagram below from the LTP3 Strategy is intended to illustrate its four priorities with economic growth identified as the more important compared with the other three. This view was taken following consultation with stakeholders and reflects the priorities reported to the Local Enterprise Partnership (LEP).

4.9 To meet these goals, an “A-Z” of key transport policies has been developed that summarises the top priorities for action and investment over the next 15 years. The policies are grouped in order to deliver the four main goals of the strategy set out above. Each chapter describes the policies designed to deliver the goals together with a description of “what you will see if this is achieved at the end of each group of policies.

6 The LTP3 Implementation Plan for South Yorkshire

4.10 The first four-year Implementation Plan is then included as Appendix C. The reduced funding available for LTP3 means that discussions still continue at a South Yorkshire LTP Partnership level to assess the key priorities for implementation and develop the first (2011/12) Annual Plan. Until these discussions conclude, the Implementation Plan remains somewhat provisional.

4.11 The recent advent of the Local Sustainable Transport Fund (LSTF) offers another means of delivering transport interventions that support economic growth whilst helping reduce carbon. This is particularly significant in enhancing the Council’s ability to deliver projects that will increase modal choice, and hence delivery of the Sheffield transport Vision. Only when the LSTF bidding process is commenced will a clearer alignment emerge between strategic priorities and deliverable interventions.

Key Delivery Principles

4.12 A first and key principle is the need to get more from what we already have, given the tight constraints on funding for major transport schemes and the current economic climate. The Sheffield Transport Vision translates this into reducing demand on the network by implementing projects that encourage and support people to choose to travel less or to travel by alternatives to the car, improving journey time reliability, asset maintenance for what we already have and network management that makes the most of existing capacity.

4.13 A second principle is that we will ensure that our assets are well maintained and managed. This means we will make sure existing assets such as highways and bridges are in good condition, and do not cause traffic or safety problems, especially on our strategic network and on our key pedestrian and cycle routes. It also means that in developing and assessing scheme proposals, we will ensure there is a maintenance plan and that long term maintenance costs are taken into consideration when investment proposals are assessed.

4.14 A third principle is to have a targeted approach, to ensure that our interventions have maximum focus and impact. This will carefully target efforts on particular issues, customer groups, routes and locations, according to the needs that have been identified through analysis.

4.15 Key to targeting our efforts in delivering the Vision, and hence delivering LTP3, is the identification of peoples’ information needs to ensure people are fully aware of the transport choices that are available to them. It also means working closely with those groups of people who have expressed a desire to change the way they travel (e.g. school children, most of whom want to walk or cycle to school).

4.16 It also involves targeting our efforts on the identification of parts of the road network which are critical to transport movements in the area and to the overall reliability of the system. The Transport Strategy defines a network hierarchy at three levels: the National, Strategic, and Local levels.

4.17 The National Network includes the rail network managed by Network Rail, and the motorways and trunk road network managed by the Highways Agency. Our role in relation to the National Network is primarily an influencing and support role.

7 4.18 The Strategic Network comprises those routes within the City Region which link the major towns, provide key connections with other city regions, and accommodate the strategic public transport network, both buses and trams. 39 strategic routes have been identified as a basis for prioritising our interventions and investment, to ensure that the critical parts of the network operate effectively, thereby maximising the impact on the network as a whole. This might mean investing directly on these identified routes, or on adjacent, feeder or parallel routes which would make the strategic network operate more effectively, or on related initiatives such as smarter choices.

4.19 The Local Network comprises the majority of the road network, but less of its total traffic, and includes residential streets and local bus routes. The local network is the responsibility of the District Councils, who will usually take the decisions over what interventions are needed on these roads without wider reference to the LTP Partnership (this would include the Community Assembly local highway programmes).

4.20 The Implementation Plan includes a series of headline programmes geared to the delivery of the 26 key policies. Most of the actions have significant investment implications, but it is clear that not all of these programmes will be affordable over the next three years. The primary goal is still to ensure that transport investments actively support the economic growth of the city region

4.21 ‘Major’ capital schemes (those over £5m) address strategically important issues which would be difficult to fund from South Yorkshire’s resources alone. These are closely managed to ensure that they are delivered effectively and are well coordinated with the rest of the LTP programme. As part of the Comprehensive Spending Review the Government put the ‘Major Schemes’ process on hold. Following the review a number of schemes were put into various development categories with a number still held in abeyance, and we now await a DfT response. In Sheffield, this means that:  Penistone Road and BRT North are still in relatively well placed in the process but with some additional work required which was submitted in January  BRT South was not initially recognised in the same way, we remain hopeful of addressing a largely administrative issue with DfT such that it be considered in parallel with BRT North  Extra Supertram vehicles are also high up the “approved list” category – although the funding available isn’t enough to allow all schemes in this category, we await the DfT assessment of these.

4.22 As part of the review of ‘major schemes’, a small number of key investments have been identified which we believe would also have a significant role in advancing the SCR LEP vision and addressing the strategically important issues for the City Region. This programme of schemes has been developed in line with the Transport Strategy and again has an important economic imperative. The LEP has identified as key areas for investment: Don Valley and Waverley, Doncaster Sheffield Airport Growth Corridor, and Sheffield City Centre. An integrated approach is proposed to unlock the economic potential of these areas, with transport investment being a key component. For example the approach to unlocking the potential of the Lower Don Valley is to improve public transport access to the area via the Bus Rapid Transit scheme, along with measures to improve access by walking and cycling to reduce the demands on the motorway

8 junctions so that economic growth can be accommodated without increased congestion.

Sheffield District Plan

4.23 The Implementation Plan also features four ‘District Plans’, summarising the key transport priorities for the area covered by each District Council. Some of the key transport priorities to be tackled in the next three years in Sheffield include:  The city will work with local people to take forward a range of measures to enable those who so wish, to travel to work or school on foot, by cycle, or by public transport.  Sheffield will lead on a programme of measures that support and reward people who want to choose to travel less by car and more by other means. This will include an overarching communications plan to ensure that people are able to make informed choices about the means of transport available to them  A major Private Finance Initiative (PFI) investment programme to bring the city’s roads, pavements and street lighting up to a good standard is set to begin later in 2011, subject to the Government’s value for money tests. The Council will invest an extra £11m a year from 2011 to support this ‘Streets Ahead Programme’.  A local programme, aimed chiefly at improving local quality of life, road safety and accessibility under the sponsorship of the city’s seven Community Assemblies.  Working with the Local Enterprise Partnership, SYPTE and Rotherham MBC, the Council will continue to develop major schemes to open up access to strategic economic zones, for example, through the Bus Rapid Transport initiatives, and the Penistone Road quality bus corridor scheme.  If voluntary agreements prove incapable of improving bus services, the city will pursue a ‘Quality Contract’ approach which would give the Council greater control over the bus routes, fares and timetables within Sheffield.  A programme will be developed to increase the city’s Park and Ride provision.  The city will work with East Midlands Trains, Network Rail and Government to reduce the journey time to London to less than 2 hours by 2014.  Sheffield will take the lead on behalf of South Yorkshire in promoting the use of low carbon vehicles and fuels.  A new, more ambitious air quality plan will be produced.  The policies in the Sheffield Development Framework will be implemented to ensure that accessibility for people without cars is a key consideration in land use decisions. A Supplementary Planning Document will be produced setting out policies for sustainable travel and requirements to produce travel plans.

Relevant Implications

4.24 Financial: This report is not seeking approval for spend. The LTP3 strategy provides a 15 year framework covering the period 2011-26, which will influence future transport spending. It takes a long term view which is deliberately

9 aspirational and some of the actions suggested are not even within the gift of the Council, for example decisions on High Speed Rail. Detailed, specific capital projects to deliver the objectives of the plan will be submitted to Cabinet as part of the 2011/12 Budget Process or through Sheffield’s monthly capital approval procedures.

4.25 The main source of funding for the immediate actions is the LTP3 Implementation Plan, covering South Yorkshire in three- year segments. Discussions continue on what priorities exist for 2011/12 and what might be affordable given the reduced levels of funding available, and this will be the subject of future Cabinet reports. The Local Sustainable Transport Fund and the Regional Growth Fund will also provide opportunities to access funding that will help deliver some of the actions, especially those means of improving choice of travel highlighted in the Sheffield Transport Vision.

4.26 Legal: In implementing the LTP the Council will use a range of legal powers. Many of these are standard ‘Highway Authority’ powers conferred through the Roads and Street Works Act 2001 and the Traffic Management Act 2004. More recently, powers have been bestowed by Section 2 of the Local Government Act 2000 which allows principal local authorities in England and Wales to do anything they consider likely to promote the economic, social and environmental well-being of their area unless explicitly prohibited elsewhere in legislation. The Local Transport Act 2008 includes provisions designed to make bus quality contracts schemes - the London-style model of bus contracts - a more realistic option for local transport authorities throughout England and Wales. Production of the LTP itself is a statutory requirement of the 2008 Act and is now primarily the responsibility of the South Yorkshire Integrated Transport Authority (ITA).

4.27 Equal Opportunities: One of the four goals of the LTP is ‘to enhance social inclusion’. Transport will play a key role in providing better access to jobs, training, education, health care and leisure activities for all. One aim of changing our travel culture is that people will be able to go about their daily lives without being dependent on the car.

4.28 An Equality Impact Assessment has been completed for ‘Excellent Transport in Sheffield’, and further Equality Impact Assessments will be produced for subsequent transport initiatives arising from the LTP Implementation Plan. These will show if there are any impacts on specific communities and how the Council and its partners has consulted and how it will mitigate these impacts where possible.

4.29 Environmental and Sustainability: The LTP will help Sheffield and its environs achieve a better and sustainable environment. The way we move about and around the city will play a significant role in reducing the amount of carbon dioxide produced by the city and its neighbours, and in reducing the negative impact of traffic on people in their neighbourhoods. This includes improved air quality and less noise pollution.

4.30 Economic Impact: Good transport links to and from Sheffield and the rest of the City Region are vital to having a competitive low-carbon economy. By 2026 the aim is to have improved road, rail and air connections to internal and key external markets to enable more efficient movement of goods and people. Reduced congestion levels within the city and nearby centres would also mean savings in time for both individuals and business. We aim to improve the range of transport

10 choices in Sheffield and South Yorkshire to help make recruitment for firms easier and reduce the cost of moving goods.

4.31 Health Inequalities: By 2026 the Public Authorities in Sheffield aim to have a healthier population living for longer. This aim will be helped by the way our transport network operates. Improved air quality would see fewer people in the city dying from the effects of air pollution. Less noise pollution would also result in improvements to people’s well-being by reducing the annoyance, lack of sleep and loss of productivity at work it causes. There will be fewer people killed or seriously injured on our roads. More people will enjoy the health benefits from walking and cycling.

5.0 ALTERNATIVE OPTIONS CONSIDERED

5.1 There is no real alternative option because this is a national process steered by central government guidelines. One alternative option would be to only have a South Yorkshire transport strategy, but this option would diminish Sheffield City Council’s ability to contribute to a strategy for the City Region and has not been adopted. Another alternative would be to simply continue with existing LTP2 policies and proposals but this has not been pursued for the same reason. Any alternative option which did not follow the national guidelines would seriously weaken the Sheffield and South Yorkshire case for LTP funding, which is the principal source for resources to implement most transport initiatives.

6.0 REASONS FOR RECOMMENDATIONS

6.1 Cabinet is asked to endorse The South Yorkshire Local Transport Plan documents as being very much in line with and influenced by the recent ‘Excellent Transport in Sheffield’, particularly in promoting sustainable travel choice. It is important to take the longer view on a City Region basis and not just for South Yorkshire, as this maximises likely resources made available for both Sheffield and the City Region, enabling transport to support our broader objectives, especially supporting sustainable economic growth. It strengthens the case for a clear strategic approach to transport over the next 15 years, together with an agreed funding strategy for the short and medium term.

7.0 RECOMMENDATIONS

7.1. The City Council, at its meeting on 2nd March, 2011, be recommended to adopt (i) the draft 15 Year Transport Strategy for the Sheffield City Region and (ii) the on-going development of the first four - year South Yorkshire Transport Implementation Plan.

7.2. Cabinet notes that Annual Capital Allocations for the Plan will be incorporated in the Annual Corporate Capital Programme reports received by Cabinet.

Executive Director, Place

11 Appendix A – What the Third Local Transport Plan (LTP3) will mean for Sheffield People:

A summary of the challenges we aim to address is;

 Levels of congestion are increasing throughout the City Region  Public transport only attracts a low proportion of commuters; with unreliability, overcrowding, poor journey experience and customer satisfaction all contributing to a reduction in public transport patronage  Connections to other cities and international gateways are not sufficiently frequent and fast  Some development takes place in locations that are only easily accessible by car  A large number of jobs can only be conveniently accessed by car  Pressure on budgets to subsidise bus services is increasing  The performance of our networks is sensitive to incidents and bad weather  Road and pavement maintenance has been identified as requiring improvement  Public transport links do not sufficiently contribute to social inclusion of all communities  Access to the natural environment in some places is only possible by car  There is an increase in obesity and other lifestyle-related health issues  Emissions of carbon and other pollutants are continuously increasing, particularly on the national and strategic networks  Action to reduce emissions and encourage the use of low-carbon vehicles is not yet widespread  The walking and cycling infrastructure does not attract a high proportion of travellers even where travel distances are short  The number of travellers killed or seriously injured in traffic collisions is still high, with motorcyclists, cyclists and residents of deprived communities remaining at a higher risk than other road users  Negative perceptions of personal safety form an obstacle to increasing the use of public transport

If we are successful in achieving our aims, the outcomes (grouped by the four main goals) will be:

Economy

 If we are successful in improving road and rail networks, Sheffield will feel closer to other cities in England and abroad. Easier travel to national and international destinations will open up new opportunities for leisure and business.

 If we are successful in improving rail connectivity, and in securing High Speed Rail, it will make the journey to London and other cities quicker, with more services to choose from. In addition, it will become easier for us to travel by bus, tram or train between the main centres in SCR. This will give us more choice of places to work, study, shop or visit.

 If we are successful in supporting development and regeneration, new high-quality transport links will attract new businesses to the area, and new jobs will be created where it was previously difficult to travel. Sheffield will be able to build on its already renowned urban environment, further enhancing it as a place to live and work.

12  New shops, houses and offices will be built in places that everyone can access easily. More people will have an option to live and work in a central location, and their trip to work or to the shops will be shorter than it is today.

 The Highways Maintenance Private Finance initiative will improve the general condition, cleanliness and appearance of the highway network, which will encourage visitors and investment in local businesses

 If we are successful in improving access to jobs, jobseekers will have more options to choose from even if they do not drive. Better public transport connections to work places will also appeal to others, who will prefer to leave their car at home.

 If we are successful in delivering these policies, we will be less likely to experience unexpected delay when you travel to work. We will be able to plan our journey with more certainty, and make the most of the time we save in any way we choose

Improved Social Inclusion

 If we are successful in supporting local public transport, the same opportunities will be available to everyone, whether or not they have access to a car. Our convenience when using public transport will not depend on where we live, what work we do or how physically fit we are.

 If we are successful in facilitating travel for recreation and tourism, it will become easy for everyone to access our parks and heritage sites, and we will spend more time on leisure activities. This will also attract more visitors and help grow SCR’s tourist industry.

 The Highways Maintenance Private Finance initiative will reduce crime, the fear of crime and encourage people to walk and participate in leisure activities and social events at night by improving the quality and reliability of street lighting

Reducing Emissions

 If we are successful in improving vehicle efficiency and reducing carbon emissions, the use of new vehicle technology and a more responsible driving style will reduce our impact on the environment and on the changing climate around us.

 If we are successful in promoting active travel and providing better travel advice, we will become more aware of a range of travel options which can improve our wellbeing and also protect the environment. We will have attractive routes for walking and cycling which we will enjoy using as an alternative to short car trips.

 If we are successful in improving the way energy is used and generated, we will reduce the negative impact of modern life on the natural environment. This will ensure that Sheffield remains attractive for many more years.

 If we are successful in improving air quality, we will enjoy the health and wellbeing benefits of a community with less pollution.

Maximising safety

13  If we are successful in creating safer roads, we will be less likely to be involved in an accident. We will all be more aware of how to behave on the road in order to minimise any safety risk.

 If we are successful in ensuring public transport safety, we will not feel threatened by other passengers’ behaviour, and have more peace of mind when using the bus, train or tram.

 The Highways Maintenance Private Finance initiative will reduce the risk of traffic accidents and trips and falls because of the improved condition of roads, pavements and street lighting

14 Sheffield City Region Transport Strategy 2011-2026 APPROVED by ITA DRAFT FOR DISTRICT approval

Published April 2011 Sheffield City Region Transport Strategy, 2011-2026 1

Foreword

We are pleased to present the Sheffield City Region Having listened to their wide range of views, we believe transport strategy for the next 15 years, from April 2011 to that the strategy strikes the right balance between the 2026. Transport has an impact on everybody’s life, and we different roles transport has. It acknowledges that it therefore need a clear transport strategy to help make our is critical for the transport system to provide access to city, towns and villages the best places to live, work, invest opportunities, attract investment and help create more and visit . This strategy defines our vision for the future of jobs. At the same time, it aims to improve air quality, help our neighbourhoods and communities and specifies the people get physically active to keep them healthy and goals that our transport system needs to meet in order to reduce carbon emissions. achieve this vision. The long-term aspirations listed here are ambitious in This strategy is part of the Third Local Transport Plan for these times when funding for transport investments South Yorkshire, which includes the districts of Barnsley, is likely to be extremely constrained. Even if we are Doncaster, Rotherham and Sheffield. It is complemented successful in fully implementing our plans, such by an implementation plan, presented in a separate investments take time to have a significant effect. This document, which explains how the strategic priorities strategy is presented knowing that our priorities must identified here will be delivered. remain consistent over time and that we will have to deliver them with determination to ensure the continued People’s travel patterns do not always match the success of the Sheffield City Region. administrative boundaries between South Yorkshire and its adjacent counties. We have therefore defined the Sheffield City Region, which covers most of the localities from which people regularly travel to Sheffield or to its neighbouring towns. Sheffield City Region includes the whole of South Yorkshire, and also parts of Derbyshire and Nottinghamshire, including the Peak District National Park. Cllr Mick Jameson, The Integrated Transport Authority for South Yorkshire Chair of South Yorkshire has worked in collaboration with authorities across the Integrated Transport Sheffield City Region to create this strategy. The Local Authority Enterprise Partnership for the Sheffield City Region has a key role in developing our policies to support the area’s prosperity and economic growth, which are at the heart of this strategy.

In developing this strategy we have consulted with business groups, environmental groups, the health sector, the Police and emergency services, voluntary James Newman organisations, community stakeholders and transport Chair of the Sheffield City operators. The strategy also incorporates feedback Region Local Enterprise received from the general public, following a twelve-week Partnership public consultation period.

Executive Summary

Our strategy

Sheffield City Region (SCR) is an area renowned for its strong industrial heritage and unique natural beauty. It lies at the heart of the UK, covering South Yorkshire (Barnsley, Doncaster, Rotherham and Sheffield) and parts of Nottinghamshire and Derbyshire, including the Peak District National Park. SCR has had a decade of rapid growth; it has re-established itself as a centre of advanced manufacturing and engineering, while also developing expertise in new areas such as digital media.

Despite its impressive transformation into a centre of 21st-century technologies, large parts of SCR still suffer from the effects of recession and deprivation. Some of the main urban areas are waiting to be redeveloped. Partners from across SCR have a vision to see it offering people a great place in which to live, work, invest and visit. Focusing on SCR’s prosperity and growth, we want it to make a greater contribution to the UK economy by having a local economy less dependent on the public sector, providing conditions for businesses to grow, Rotherham town centre and becoming the prime national centre for advanced manufacturing and low-carbon industries. To make This transport strategy has been developed jointly by the SCR such a place, we need to keep people and goods SCR partners. The strategy defines our priorities for our moving effectively. transport system, to be implemented over the next 15 years. It forms part of the Local Transport Plan for South Yorkshire, but it covers the wider SCR, which functions The Sheffield City Region as a coherent economic area, with a transport system that also serves people from Chesterfield, Worksop, the 0 10 20

Kilometers Peak District and their vicinity. Formally, this strategy will influence spending priorities in South Yorkshire only, as the other counties are also developing their own transport Barnsley Doncaster strategies, but we are working in partnership so that this strategy is shared by all SCR districts.

Sheffield Rotherham

Bassetlaw

Bolsover Chesterfield

N.E. Derbyshire Derbyshire Dales

Sheffield City Region Transport Strategy, 2011-2026 i Our goals Our second goal is for the transport system to enhance social inclusion and health. The transport system needs The transport networks in SCR have to meet a range to ensure that people in all parts of SCR have access to a of needs and support different types of travellers or variety of activities, paying particular attention to those businesses. Our transport system needs to help people who cannot easily afford their travel, to people who do get around as easily as possible, in order to enable them to not have access to a car and to those with other special be economically, socially and physically active. Transport needs. Transport improvements are necessary to provide links should ensure that people are connected to a range good access to medical, social and community services. of work, training, shopping and leisure opportunities People’s travel habits have a direct impact on their health, which they can then choose from. We separate this overall and we therefore intend to further encourage active vision into several different elements so that we can means of travel so that people can remain fit for whatever associate them with clear actions and then measure their activities they choose to take part in. outcomes. Our third goal is to reduce the emissions from vehicles, Our first and primary goal is for the transport system since they lead to air pollution and climate change. We to support the economic growth of SCR. We see mean to create a culture whereby people are happy to SCR becoming a magnet for investment and business make sustainable travel choices and where economic relocation; this requires improved connectivity to local prosperity goes hand-in-hand with carbon efficiency. We and national destinations by reducing congestion, also intend to promote sustainability by establishing an unreliability and overcrowding. SCR is set for major integrated approach to transport and land use planning. regeneration and redevelopment; this calls for providing new transport links as well as improving townscape in Our fourth goal is to make transport increasingly safe some places. We are determined to enable everyone in and secure, especially to those who are currently at a SCR to enjoy the benefits of employment and education; higher risk. People should become confident that they this entails making such opportunities easily accessible to can use our transport networks free of harm and that their those seeking them. safety does not depend on which form of transport they use. This will have a direct impact on people’s wellbeing, but also a more indirect benefit in economic terms. Sheffield City Hall The four goals are summarised in the figure below, alongside the need to keep people and goods moving effectively, which derives directly from our vision.

Our Goals

To support economic growth

To reduce emissions

To enhance To maximise social inclusion safety and health

To keep people and goods moving effectively

ii Sheffield City Region Transport Strategy, 2011-2026 Our policies Legend of cross-cutting topics:

To meet our goals we have created a set of 26 policies, A to Z, which summarise our highest priorities for transport Squeezing more from our existing assets improvements over the next 15 years. The specification Ensuring our growth is sustainable of these policies has been supported by detailed analysis and based on firm evidence. Giving people choice The policies are summarised in the table below. Together, Encouraging a cultural change these policies form a complete framework to guide all decision-making processes concerning SCR’s transport system. Our policies, A to Z

To enhance To support economic growth social inclusion and health A To improve surface access to international N To develop user-friendly public transport, gateways covering all parts of SCR, with high quality of B To improve the reliability and resilience of integration between different modes the national road network using a range of O To ensure public transport is accessible to all management measures P To work with operators to keep fares affordable, C To promote efficient and sustainable means of especially for travellers in need freight distribution, while growing SCR’s logistics Q To provide efficient and sustainable access to our sector green and recreational spaces, so that they can be D To improve rail services and access to stations, enjoyed by all residents and attract tourism focusing on interventions that can be delivered in the short term To reduce emissions E To ensure SCR is served by High Speed Rail R To work to improve the efficiency of all vehicles and reduce their carbon emissions

F To improve connectivity between major S To encourage active travel and develop high- settlements quality cycling and walking networks G To deliver interventions required for development and regeneration T To provide information and travel advice for the H To develop high-quality public places users of all modes of transport, so that they can make informed travel choices

U To support the generation of energy from renewable sources, and use energy in a I To focus new development along key public responsible way transport corridors and in places adjacent to existing shops and services V To improve air quality, especially in designated AQMA areas J To apply parking policies to promote efficient car use, while remaining sensitive to the vulnerability of urban economies To maximise safety W To encourage safer road use and reduce casualties K To develop public transport that connects people on our roads to jobs and training in both urban and rural areas X To work with the Police to enforce traffic laws

Y To focus safety efforts on vulnerable groups L To reduce the amount of productive time lost on the strategic road network and improve its Z To improve safety and the perception of safety on resilience and reliability public transport M To ensure our networks are well-maintained

Sheffield City Region Transport Strategy, 2011-2026 iii Our actions We will give people more travel options using a range of public transport enhancements, including the The policies are designed so that they can be translated introduction of additional train and tram vehicles, into actions. We have carried out work to forecast the improved links between Barnsley and Doncaster, the likely impacts of these actions, and this has provided “tram-train” project between Sheffield and Rotherham, further justification to the full policy framework. The improved access to the redevelopment area around following are actions of a strategic nature that derive the Robin Hood Airport, and Park and Ride schemes on directly from our policies. Additional actions are presented selected corridors. in detail in the implementation plan and annual delivery programmes. We will also design pedestrian-friendly streets and footpaths, create a continuous cycling network, To support business growth in SCR, we will improve support car clubs and car sharing schemes, and make interurban connectivity by strengthening rail links information about all these travel options easier to find to London, Manchester, Leeds and Nottingham on and use. We will take action to make a wiser use of the Midland Main Line, East Coast Main Line and Trans energy through assisting drivers in becoming more fuel- Pennine routes. To facilitate employment opportunities efficient, enforcing speed limits and encouraging the use we will also create new links to major regeneration of less polluting vehicles. areas, for example in East Doncaster, the Dearne Valley, Rossington, Waverley, the Lower Don Valley, Markham Vale Our analysis indicates that even when all the measures and Junctions 36-37 of the M1. listed above are combined, their joint effect is still not large enough to prevent the natural evolution of Opening up opportunities for economic growth results congestion and the associated risks to SCR’s economy and in additional car trips and potentially increased levels of environment. For our actions to become truly effective, congestion. Enhanced activity on our transport networks we will seek to influence land use planning processes is a welcome sign of economic vitality but might also give so that the location of new development reduces the rise to levels of congestion that would thwart the efforts to need to travel long distances. This will allow people to make our area prosper. undertake most of their activities in central places, such as Barnsley’s Accessibility Improvement Zone, which are A significant improvement to the performance of our convenient for the users of all transport modes. networks will therefore be achieved via active traffic management on the motorways and the use of Our approach to traffic management in urban centres will intelligent traffic control systems in both our road and acknowledge the importance of parking provision to rail networks. A boost to the capacity and reliability local businesses, and the vulnerability of local economies of these networks will be achieved through contingency to restricted access by car. Nevertheless, we will remain planning and real-time event handling. As part of the alert to increasing congestion in these centres, and will effort to relieve congestion hotspots, we will also consider applying measures to reduce congestion over embark on a series of targeted improvements on routes time. such as the A57, A61 and Junction 34 on the M1. There is strong evidence that the success of these actions There is clear evidence that the likely impact of population depends on our ability to apply them consistently growth over the lifespan of the strategy, coupled with a and jointly as a combined package. By introducing considerable rise in car ownership, would be greater than improvements to all travel modes, better management the mitigating effect of these interventions. Extensive of our networks and an integrated spatial planning work to provide a choice between car and other approach, transport will play a central role in helping SCR modes of travel, especially for short-distance trips, would to thrive and flourish. therefore be required in order to tackle further increase in congestion, loss of productive time, air pollution and high carbon emissions.

iv Sheffield City Region Transport Strategy, 2011-2026 Way finder signage, Sheffield Hallam University

Sheffield City Region Transport Strategy, 2011-2026 v Lime Tree Avenue, Clumber Park, Worksop is one of the longest of its kind in Europe. vi Sheffield City Region Transport Strategy, 2011-2026 CONTENTS

1. Introduction 5. Enhancing social inclusion This strategy...... 1 and health Partnership...... 2 Introduction...... 69 Structure...... 4 Local public transport...... 69 Travel for recreation and tourism...... 74 2. Our Vision Conclusion...... 75 Past, present and future...... 5 The Role of Transport...... 8 6. Reducing Emissions Cross-Cutting Topics...... 10 Introduction...... 77 Our Achievements...... 11 Vehicle efficiency...... 78 Informed travel choices...... 79 3. The Evidence Energy use and generation...... 82 Introduction...... 13 Air quality...... 83 Our Networks...... 15 Conclusion...... 84 Patterns of Travel...... 17 Our Challenges...... 21 7. Maximising Safety Travel by car...... 22 Introduction...... 85 Travel by train and tram...... 27 Safer Roads...... 85 Travel by bus...... 33 Public transport safety...... 87 Walking and cycling...... 38 Conclusion...... 88

4. Supporting Economic Growth 8. Outcomes and monitoring Introduction...... 43 Introduction...... 89 Improving Connectivity...... 44 Outcomes...... 89 Supporting Regeneration...... 53 Monitoring...... 90 Linking People to Jobs...... 62 Conclusion...... 65 GLOSSARY ...... 94

The maps shown in this document are reproduced from Ordnance Survey material with the permission of Ordnance Survey on behalf of the Controller of Her Majesty’s Stationery Office © Crown Copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. SYPTE 100030252 2010

Sheffield City Region Transport Strategy, 2011-2026 vii

1. introduction

This strategy 0 10 20 Kilometers 1.1. Sheffield City Region (SCR) is an area comprising the whole of South Yorkshire, parts of Derbyshire Doncaster and Nottinghamshire, and the Peak District Barnsley National Park. This document presents the transport strategy for SCR for the next 15 years.

Sheffield Rotherham 1.2. Good transport is a key feature of a vibrant area

where people want to live, work, study and do Bassetlaw

business. A transport system that offers people and Bolsover businesses a choice of quick, reliable and integrated Chesterfield connections is vital for SCR’s prosperity. N.E. Derbyshire Derbyshire 1.3. Building on its strong industrial legacy, SCR Dales has recently gone through an impressive transformation into a centre of excellence in a number of sectors, including creative and digital media, logistics, advanced manufacturing and engineering. In parallel, SCR’s authorities have been striving to tackle unemployment by raising skill levels and attracting inward investment. As a result, SCR experienced significant growth over the last decade, and continuously reduced its level of unemployment from above 9% in the late 1990’s to Figure 1.1 The Sheffield City Region less than 3% from 2004 to 20071.

1.4. Yet, the recent economic recession across the UK has brought this economic growth to a halt, and the gap between unemployment in SCR and the national average has begun to grow again2. SCR does do not want to lose what has been gained over a decade of recovery and wise investment. This transport strategy aims to build on this recent success to resume SCR’s transformation and assist in continuing its growth.

1.5. Figure 1.1 presents the nine districts in SCR. SCR was defined this way because there is clear evidence that these nine districts function together as a joint and coherent economic area3. This is supported by Figure 1.2, which shows a breakdown of the destinations of commuting trips in SCR by district. Almost 90% of commuting trips of SCR Figure 1.2 Destination of commuting trips in Sheffield City residents are within the SCR boundaries. Region by district

1 Sheffield City Region, (2010), Strategic Economic Assessment, page 31 2 Sheffield City Region, (2010), Strategic Economic Assessment, page 32 3 ARUP, (2010), Sheffield City Region DaSTS Connectivity Study

Sheffield City Region Transport Strategy, 2011-2026 1 1.6. The SCR transport strategy is the first part of Partnership the Third Local Transport Plan (LTP3) for South Yorkshire. The second part of the LTP3 is an 1.8. The way decisions about local issues are made implementation plan, which we present in a in England is going through a major change. separate document. While the strategy specifies our New governance structures that were originally key priorities at a high level, the implementation introduced in the Local Transport Act (2008) are plan describes in more detail how we will turn further enhanced by the current government’s the strategy into reality in the first few years of its ‘localism’ agenda. Strategic transport planning in delivery. The plan is also underpinned by annual South Yorkshire is led by its Integrated Transport delivery programmes. This hierarchy is illustrated Authority (ITA), and the new Local Enterprise in Figure 1.3. Partnership (LEP) will now be involved in aspects of transport planning related to the development and growth of the entire SCR.

1.9. Alongside the ITA and LEP, a whole range of bodies Transport Strategy in SCR is continuously engaged in transport issues, including the district councils, community representatives, local services and businesses, rail and bus operators and more. This strategy has been developed through continuous partnership Implementation Plans working, involving all these parties as well as the general public. Figure 1.4 shows how the process of developing this strategy involved our different partners. Delivery Programmes

Figure 1.3 Sheffield City Region Transport Strategy hierarchy

1.7. Our LTP3 also includes a series of documents that summarise a large body of evidence collected during the development of the strategy. These documents form an appendix to the strategy, and are available to view on the SCR and South Yorkshire websites, www.sheffieldcityregion.org.uk and www.southyorks.gov.uk.

The Arcade, Barnsley

2 Sheffield City Region Transport Strategy, 2011-2026 1.10. It is important to note that SCR does not 1.12. Due to its strong economic links to West Yorkshire, form a single administrative authority; South Barnsley also forms part of the Leeds City Region, Yorkshire, Derbyshire and Nottinghamshire and is therefore also covered by the Leeds City have the responsibility to fund improvements Region Transport Strategy. Nevertheless, as one to their respective transport systems. Transport of the four South Yorkshire districts, Barnsley’s improvements in the SCR districts that lie outside transport priorities are fully addressed in the SCR South Yorkshire are also covered in the strategies strategy presented here and the SY implementation of their respective counties. There is therefore a plan. degree of geographical overlap between these different strategies, but we have worked together with partners in Derbyshire and Nottinghamshire to ensure that the strategies are consistent with each other.

1.11. Unlike the transport strategy, which covers the broad SCR based on its economic functionality, separate implementation plans are prepared for South Yorkshire, Derbyshire and Nottinghamshire. Again, authorities across these areas work in partnership to ensure consistency between these plans in cases where priorities are shared.

e r i h s 5 n k 1 r / a l o 4 P Y 1 0 n h w 2 t o a - i u l t 2 o a y 1 t S b / 1 n r d 1 e o e 0 f r m i 2 3 t e u f l P q a p T r e m L r D I e s SY LTP2 n l m a a l s t t m P e y n n a l e g e e 5 r n m a v e c 1 g i m m / o m y n a t n o i g n s 4 r t a o h a a r d i r e o s 1 l a t r P t g u t o t i e 0 P t t n c S a v s 2 y o S r n r e r n a e t Y t n s - r o e P y u e d y S E A m f y o S 2 i v Barnsley a r t a g t i e y i p r n 1 l l s a n e / a r W C s e o t t e p e m a i 1 e c d t a n Doncaster h i n h l 1 D v n d n t a r y e m i r s l a o t t 0 I l i m o r l 2 e l e n d i r h g 2 m e o i T u S 1 e Rotherham h f o e s e e l e l e / r D b f i i s t t l t n h k f Public a a 1 u r a e g m c R t n a p t d t o r a a n r n 1 o s c h e e C a t o r i t i 0 u n Sheffield o consultation m N e e S R f D S R S c D F S F I 2 F a Bassetlaw Bolsover

Chesterfield Y o e u r NE Derbyshire Are He Key to Activities Derbyshire Dales Evidence LEP Base formed Sheffield City Region Overlapping Strategies South Yorkshire Derbyshire LTP3 Derbyshire North Nottinghamshire LTP3 Nottinghamshire Leeds City Region Transport Strategy Peak District National Park Management Plan Leeds City Region

Figure 1.4 Sheffield City Region Transport Strategy development process

Sheffield City Region Transport Strategy, 2011-2026 3 1.13. Other important partnerships have been formed Structure with our neighbouring areas, either formally or informally, as illustrated in Figure 1.5. Cross- 1.14. We begin setting out the strategy in chapter 2 by boundary working with our neighbours in West outlining the vision partners have for SCR and the Yorkshire, Greater Manchester and the Humber role of transport in contributing to this. We then is particularly focused on rail improvements, set out the goals for transport that stem from the integrated ticketing and joint lobbying for closing vision. the economic gap between the North and the South. 1.15. Chapter 3 summarises the substantial amount of evidence we have gathered on the challenges facing SCR from a transport perspective, linking them directly to our goals. This includes analysis of our transport networks, issues they face now and problems they are expected to experience in the future.

1.16. Chapters 4 to 7 form the core of the strategy. They are organised around the goals presented in Chapter 2. For each goal, we present a series of policies which we have designed in order to address the challenges discussed in Chapter 3.

1.17. Chapter 8 then outlines how we will monitor the delivery of the strategy. Leeds City Region We collaborate on: * Rail improvements * Integrated public transport ticketing * Travel information

 Hull and Humber City Region Manchester City Region We collaborate on freight and logistics We collaborate on: * Rail improvements Peak District * Bus reforms National Park 

 Sheffield City Region

Nottinghamshire Derbyshire We collaborate on: * Rail improvements We collaborate on: * SCR Transport Strategy * Rail improvements  * SCR Transport Strategy

Figure 1.5 Sheffield City Region partnerships with neighbouring areas

4 Sheffield City Region Transport Strategy, 2011-2026 2. our Vision

Past, present and future The Peace Gardens, Sheffield 2.1. SCR is an area of a strong local culture, and it takes great pride both in its past and in its present. It has a history at the very forefront of the UK industrial and entrepreneurial development, and a tradition of specialism in steel production, manufacturing and mineral mining. The brand identification ‘’Made in Sheffield’’ is known worldwide as a symbol of product quality and manufacturing excellence.

2.2. Technological changes, global economic processes and political trends in the 1970’s and 1980’s have seen the area losing 170,000 jobs in the steel production, traditional manufacturing and mineral extraction industries4. However, from the 1990’s SCR has been determinedly building on its history and tradition when adapting itself to the changing markets. 2.6. The success of different business sectors has led 2.3. SCR has recently demonstrated impressive growth SCR to grow, over the last decade, faster than the in advanced production of metals and precision national average8, with a rise in its population, in engineering5. Rotherham, for example, has been the number of employees, in its gross value added establishing its reputation as a centre of 21-century (GVA) output and in its productivity. manufacturing technologies6, and is home to plants producing steel for Renault Formula One, 2.7. The recovery of SCR is evident not only in the Airbus and other first-rate clients. The Advanced modernisation of its business sectors but also in Manufacturing Park in Rotherham has attracted its efforts to regenerate and redevelop its built 31 major companies, including Rolls Royce and environment. SCR districts have been continuing Castings Technology International. to enhance the attractiveness of their centres and provide a range of leisure opportunities. 2.4. Alongside this, SCR has developed new enterprises In Doncaster, for example, this continued based on creativity, innovation, IT services and transformation is manifested by a modern digital media development; prominent examples shopping centre combined with a transport are the Digital Media Centre in Barnsley and the interchange, and a new community stadium. Tapton Park Innovation Centre in Chesterfield. As a result, SCR is developing particular capabilities 2.8. Universities in SCR have developed a strong in the areas of e-learning, games development, business orientation, with a range of close semiconductor design, automation and industrial collaborations with partners in the local industries. process monitoring7. They have made SCR become well-known for its vigorous student life, and gave it one of the highest 2.5. Another sector in which SCR has grown in strength post-university retention rates in the UK9. is logistics and warehousing. Doncaster hosts major distribution centres for retailers such as Next, Tesco, 4 Sheffield City Region, (2010), Strategic Ikea, Amazon and many others; other logistics Economic Assessment, page 25 centres have developed around Chesterfield and 5 Sheffield City Region, (2010), Strategic Worksop. Activity in additional highly-specialised Economic Assessment, page 68 6 Department of Trade and Industry, (2001) sectors, such as training in aircraft maintenance, has Business Clusters in the UK - A First Assessment commenced around the Robin Hood Airport. 7 http://www.creativesheffield. co.uk/ (last accessed 01st Dec 2010) 8 Sheffield City Region, (2010), Strategic Economic Assessment, page 25 9 http://www.shu.ac.uk/university/ campuses.html (last accessed 01 Dec 2010)

Sheffield City Region Transport Strategy, 2011-2026 5 2.9. With England’s fourth largest city at its heart, SCR 2.11. In addition, the area has also been identified by has an array of world-class commercial facilities, independent reviewers as one of the UK’s most health centres, sport amenities and culture venues. cost-effective locations13, and was highly-scored Yet, the area also has many historical sites and areas both for its green reputation and as a place to of natural beauty, and is a major tourist attractor. locate a business. The larger urban areas in SCR are renowned for having more trees per person than any other city 2.12. An overview of localities in SCR is presented in in Europe10, with nearly a hundred public parks Figure 2.1, with a particular focus on changes that and gardens and the longest tree lined avenue they are going through. Collectively, the different in Europe, at almost three kilometres long11. The places in SCR demonstrate its unique offer to urban areas are surrounded by a wide variety of residents, visitors, businesses, investors and to habitat, including parkland, woodland, agricultural England’s economy and culture. and arable land, moors, meadows and freshwater12.

Agden Reservoir, Bradfield 2.13. The economic recovery of SCR is remarkable, but is far from being complete. Like many parts of the UK, SCR is now badly hit by recession14. The high proportion of SCR residents employed in public sector jobs15 implies that unemployment might continue to grow in the near future. Some parts of the area still suffer from insufficient skill levels16 and need of regeneration. SCR still wishes to ensure that everyone in it benefits from the opportunities it offers.

2.14. Partners from across SCR have defined a clear vision of how the area will be, once its successful recovery is complete. We want to see SCR offering people a great place in which to live, work, invest and visit. The vision also has a primary focus on the area’s prosperity and growth, aspiring to make a greater contribution to the UK economy by having a local economy less dependent on the public sector, providing conditions for businesses to grow, and becoming the prime 2.10. The Peak District National Park, partly within national centre for advanced manufacturing the SCR boundaries, contains some of the finest and low-carbon industries17. To make SCR such countryside in England. Unique attractions in SCR a place, we need to keep people and goods towns include Rotherham’s Magna Centre with moving effectively. its distinctive event facilities, the 12th-century Roche Abbey and Doncaster’s race course which is home to the famous St. Leger Festival. Barnsley, 10 http://www.sheffieldfirst.net/about- Chesterfield, Retford and Bakewell have markets sheffield (last accessed 01 Dec 2010) 11 http://www.nationaltrust.org.uk/main/w-chl/w-countryside_ more than 700 years old. Barnsley has a high environment/w-woodland/w-woodland-heritage_trees/w-woodland- number of other places of interest, including the heritage_trees-clumber_lime_avenue.htm (last accessed: 01 Dec 2010) Wentworth Castle and Gardens and Wortley Top 12 Sheffield City Region, (2009), City relations report, page 11 13 Forge. Cushman & Wakefield, (2008), UK Cities Monitor 14 Sheffield City Region, (2010), Strategic Economic Assessment, page 28-35. 15 Sheffield City Region, (2010), Strategic Economic Assessment, page 66. 16 Sheffield City Region, (2010), Strategic Economic Assessment, page 45-58. 17 http://www.sheffieldcityregionlep.com/sections/ about_the_org (last accessed: 01 Dec 2010)

6 Sheffield City Region Transport Strategy, 2011-2026 SCR key facts Figure 2.1 Overview of places in the Sheffield City Region Area 3500 squared km W SCR key facts WPopulaAreation 1.753500 mi squaredllion km EmploymentPopulation 770,000 1.75 million Gross EmploymentValue Added £25 bi ll ion 770,000 Gross Value Added £25 billion

Barnsley: a borough with strong The Dearne Valley: a former Lower Don Valley and economic links to both SCR and an important coalmining area which is going Waverly: the LeedsBarnsley City Region,: a borough which with strong throughThe a majorDearne transformation, Valley: a former employmentLower area,Don Valley focused and economic links to bothst SCR and an important regenerates itself as a 21 -Century providingcoalmining an inspiring area examplewhich is goingto on manufacturing,Waverly: with a Marketthe Town Leeds and City focuses Region, on which through a major transformation, numberemployment of sports and area, focused st other areas through its improvingregenerates skills and itself offering as a high-21 -Century environmentalproviding vision. an inspiring example to leisureon complexes, manufacturing, and the with a Market Town and focuses on number of sports and quality housing. other areas through its Meadowhall retail centre improving skills and offering high- environmental vision. Doncaster: a borough whichleisure attracts complexes, 20 million and the quality housing. with a high-quality urban visitorsMeadowhall per year. retail centre centre,Doncaster attractive :retaila borough which attracts 20 million opportunitieswith a high-quality and urban visitors per year. excellentcentre, rail links,attractive home retail to the opportunitiesRobin Hood Airportand whichexcellent is a major rail asset links, home Doncaster both asto anthe international Robin Hood Airport gatewaywhich and is as a majoran aero- asset Barnsley Dearne Doncaster relatedboth employment as an international and Valley traininggateway centre. and as an aero- Barnsley Dearne related employment and Valley training centre.

Rotherham Sheffield: the 4th largest Peak District city in England, and a National Park Rotherham major Sheffieldcentre of: the 4th largest Peak District engineering,city in England, creative and a National Park Sheffield Retford major centre of digital industries, with a Sheffield Worksop wide varietyengineering, of culture creative and Retford Retford: a town and retaildigital facilities. industries, with a Worksop benefiting from a wide variety of culture strategicRetford location: a townon the benefiting from a and retail facilities. Chesterfield national railway network Bolsover and strongstrategic economic location on the Chesterfield links tonational Nottingham, railway network Bakewell Bolsover Lincolnand and strong Newark. economic links to Nottingham, Bakewell Clay Cross Lincoln and Newark. Matlock Clay Cross Matlock Photograph by Daryl Godfrey Photograph by Daryl Peak DistrictGodfrey National Park: an important tourist attraction,Peak offering District National some Parkof the: anfinest important tourist countrysideattraction, in the offering Worksop: a town country,some while of thealso finest being Ashbourne developing a diverse countryside in the economicWorksop base,: witha town a home to some beautiful developing a diverse townscountry, and villages. while also being Ashbourne number of key visitor home to some beautiful attractionseconomic such base,as with a towns and villages. Clumbernumber Park ofand key visitor Sherwoodattractions Forest. such as Clumber Park and Sherwood Forest.

Chesterfield: SCR’s largest town in the East There are a number of free- Midlands,Chesterfield an : SCR’s standing towns, villages and employmentlargest centretown in with the EastBolsover: a former Markham Vale and Rotherham: a borough serviceThere centres are thata number of free- Midlands, an coalmining area which is Meden Valley: an area proud of its industrial standing towns, villages and a high-quality urban core : a former contribute to the diverse employment centre withnow buildingBolsover on its location recently-redevelopedMarkham Vale and heritage,Rotherham which has: a boroughnatureservice of the citycentres region. that and opportunities for on thecoalmining M1 to develop area which is Meden Valley: an area proud of its industrial furthera potentialhigh-quality growth urban core with plans to establish already developed Many contributeof these places to the contain diverse businessnow parks building and on attract its location itself asrecently-redeveloped a major strengthsheritage, in new which has nature of the city region. along andthe A61opportunities and in the for on the M1 to develop local services and unique further potential growthvisitors to the Creswell employmentwith plans hub. to establish economicalready sectors, developed as Many of these places contain Staveley area. business parks and attract itself as a major assets, such as Chatsworth along the A61 and in theModel Village, Bolsolver part ofstrengths SCR’s in new houselocal in Derbyshire, services and which unique Castlevisitors and Creswell to the Creswell employment hub. regeneration.economic sectors, as assets, such as Chatsworth Staveley area. Model Village, Bolsolver attratcts over one million Crags. part of SCR’s visitorshouse per year in Derbyshire,. which Castle and Creswell regeneration. attratcts over one million Crags. visitors per year. Sheffield City Region Transport Strategy, 2011-2026 7 The Role of Transport 2.18. Our first and primary goal is for the transport system to support the economic growth of SCR. 2.15. This strategy is about the role of transport in We see SCR becoming a magnet for investment making this wider vision happen. SCR already has and business relocation; this requires improved a comprehensive transport system, situated at the connectivity to local and national destinations heart of England’s road and rail networks. Public by reducing congestion, unreliability and transport has played an important role in the area’s overcrowding. SCR is set for major regeneration history. and redevelopment; this calls for providing new transport links as well as improving townscape 2.16. Yet, transport in SCR has to further improve in order in some places. We are determined to enable to meet the needs of different types of travellers everyone in SCR to enjoy the benefits of and businesses. Our transport system needs to employment and education; this entails making help people get around easily and effectively, and such opportunities easily accessible to those enable them to become economically, socially seeking them. and physically active if they wish to. Figure 2.2 illustrates some of the opportunities for transport 2.19. Our second goal is for the transport system to improvements to lead SCR’s way into the future. enhance social inclusion and health. The transport The plans and ideas summarised in this figure are system needs to ensure that people in all parts of further explored later in this document. SCR have access to a variety of activities, paying particular attention to those who cannot easily 2.17. Our vision for SCR, which we presented earlier, afford their travel, to people who do not have is the basis for our transport strategy. To design access to a car and to those with other special policies and interventions that will help us make needs. Transport improvements are necessary this vision come true, we break it down into several to provide good access to medical, social and separate elements, which are easier to associate community services. People’s travel habits have with clear actions. We have defined four separate a direct impact on their health, and we therefore goals for the SCR transport system. intend to further encourage active means of travel so that people can remain fit for whatever activities they choose to take part in.

2.20. Our third goal is to reduce the emissions from vehicles, since they lead to air pollution and climate change. We mean to create a culture Worksop Market whereby people are happy to make sustainable travel choices and where economic prosperity goes hand-in-hand with carbon efficiency. We also intend to promote sustainability by establishing an integrated approach to transport and land use planning.

2.21. Our fourth goal is to make transport increasingly safe and secure, especially to those who are currently at a higher risk. People should become confident that they can use our transport networks free of harm and that their safety does not depend on which form of transport they use. This will have a direct impact on people’s wellbeing, but also a more indirect benefit in economic terms.

8 Sheffield City Region Transport Strategy, 2011-2026 Figure 2.2 The role of transport in the Sheffield City Region

Improved passenger and freight links to The Dearne Valley will benefit Doncaster and Bassetlaw will neighbouring City Regions will strengthen our from superb environmental experience improvements on the East economy and create new business opportunities. quality and high quality of life Coast Main Line, including higher Barnsley will enjoy its dual role inboth SCR and through the application of its capacity and speed of services to the Leeds City Region. Joint efforts by both City eco-vision. London, York, Newcastle and Scotland. Regions will focus on investment in the The area will also see the creation of a Accessibility Improvement Zone, for example by nationally-significant freight and developing housing around railway stations. logistics hub which would bring new employment opportunities to the area.

M62 With improved public A1 transport along the main M1 A628 radial corridors and redevelopment of sites at the heart of the city, The Robin Hood Airport will Sheffield will continue to expand its services as SCR's renovate its centre as the primary international commercial and cultural Doncaster M180 gateway. Easier access to core of SCR. the airport by both road and Barnsley Dearne public transport will open up Valley opportunities for development in the A628 surrounding area.

Rotherham Short-terms Peak District improvements to the National Park Connectivity along the Lower Midland Main Line, Don Valley will be and the introduction of strengthened by Bus Rapid High Speed Rail later, Sheffield Transit, serving Rotherham’s carefully integrated Worksop Retford vibrant town centre. In with local bus Waverley and the Advanced services, will make Manufacturing Park we will SCR feel closer to demonstrate the principle of London and make it an Chesterfield prioritising development attractive place for Bolsover business relocation. adjacent to high-quality Bakewell public transport corridors. Clay Cross A1 Matlock

Sustainable access to the Peak District, in Higher awareness of the collaboration with the benefits of walking and National Park Authority, cycling, when making a will create new M1 short trip within town, will connections for its local reduce congestion, protect residents while also the environment, make our enabling everyone in streets livelier and improve SCR to use it for Ashbourne people's health. leisure and recreation, and boosting our tourist industry.

Corridors from Chesterfield will benefit from Improved management of KEY major regeneration, including the highways and motorways, development of employment, retail and sport through the use of advanced Passenger Rail Lines facilities along the A61 corridor, the Rother technology and the integration National Road Network Valley Integrated Transport Scheme and the of traffic control systems, will Chesterfield-Staveley Regeneration Route. increase their effective capacity Urban Areas This will be accompanied with improvements and improve reliability. to the integration of bus and rail services. Hilly areas (over 100m) Larger Sites of Special Scientific Interest (SSSI) Peak District National Park Accessibility Improvement Zone

Sheffield City Region Transport Strategy, 2011-2026 9 2.22. The four goals are summarised in Figure 2.3, Cross-Cutting Topics alongside the need to keep people and goods moving effectively, which derives directly from our 2.23. At the heart of this document we present a set of vision and is common to all goals. The four colours 26 policies, A to Z, which define the nature of the used in the figure can be followed throughout this improvements we will introduce to our transport document to track the discussion and development system over the coming 15 years. We split the of each of the four goals. policies into four sections that correspond to our four goals. To keep the structure of the strategy simple, each policy is associated with a single goal, but most policies also have clear links to the other goals.

To support 2.24. When developing the policies, several topics economic growth repeatedly came up as crossing the boundaries between goals. Throughout the strategy we use these cross-cutting topics to highlight areas of To reduce overlap between our goals and to illustrate that the emissions strategy is founded upon consistent principles. The four topics are presented below. To enhance To maximise social inclusion safety and health 2.25. The first cross-cutting topic is the need to squeeze more from our existing assets. Pressure on budgets To keep people and goods moving effectively is increasing since public sources of funding are currently being cut, to reduce the UK national debt. Figure 2.3 Our goals In the first years of the lifespan of this strategy it will therefore be essential to ensure that what we already have is used efficiently, and to enable extracting more capacity from existing transport infrastructure. Our approach to the effective St George’s Minster from the waterfront, Doncaster management of our assets is further described in the implementation plan.

2.26. A second cross-cutting topic is the need to ensure that our growth is sustainable. Economic growth is the primary goal of this strategy, and sustainability is explicitly covered by our goal to reduce emissions; but when prioritising transport interventions, there are sometimes conflicts between the economic and environmental agendas. We introduce the topic of sustainable growth so that throughout the strategy we can emphasize our choice of policies that combine the two goals, and thus achieve economic prosperity while maintaining a minimum impact on the environment over time.

2.27. A third cross-cutting topic is our desire to give people choice. To offer people and businesses in SCR a high quality of life, we need to provide them with a range of transport links and services to match their chosen lifestyle.

10 Sheffield City Region Transport Strategy, 2011-2026 2.28. A fourth cross-cutting topic is our aspiration to Figure 2.4 Our achievements encourage a cultural change. The analysis we Supporting Economic Growth present later shows that improved infrastructure An award-winning Sheffield Station and city gateway, is critical, but not sufficient, to achieve our goals. re-opened in 2006, described as ‘world class’ in a recent Through supporting a cultural change and a Government review18. shift from traditional travel habits we can help our economy become more competitive and our A major package of improvements to Doncaster Main society healthier. Line station and interchange, which is now included in the same list of ‘world class’ stations.

2.29. The four topics are represented throughout this High quality public realm schemes in our urban centres, strategy using icons, as identified in Figure 2.4. including the award-winning Streetpride in Rotherham The four icons can be followed throughout this and the Gold Route in Sheffield. document to track the discussion and development A new transport interchange for Barnsley in 2007, of each of the four topics. and work underway to transform Rotherham railway station.

The improvement of rail frequency to London (via Figure 2.4 Cross-Cutting Topics Chesterfield) to a half-hourly service in 2009. This is a result of SCR partners working together to lobby for the improvement and to assemble a funding package with Squeezing more from our existing assets rail operators. The Sheffield-Barnsley-Leeds fast rail service, launched Ensuring our growth is sustainable in 2004, and the Nottingham- Sheffield-Barnsley-Leeds service, launched in 2008. Giving people choice Barnsley has seen steady growth in bus patronage. In Encouraging a cultural change 2009/10, bus demand in Barnsley demonstrated a 3.6% annual growth. Opening up the Dearne Valley regeneration area via a link road, as part of the Objective 1 programme; congestion hotspot schemes, key route officers and Our Achievements other management measures to improve network reliability. Peel Holdings opened the Robin Hood Airport

2.30. This strategy builds on a strong track record Doncaster-Sheffield Airport in April 2005, featuring the longest runway in the North, and carrying over 1m of delivering successful improvements to our passengers in 2007. transport system over the last decade. We present Congestion relief measures on 18 key routes in South some of our achievements in Figure 2.4. Yorkshire, having a steady effect in reducing journey times. 2.31. The breakdown of these achievements by goal, Dodworth Bypass, Cudworth and West Green Bypass, and the allocation of icons by topic, are clearly very and Coalfields link road have all enhanced connectivity simplified, since in practice there are many overlaps to employment sites and opened up opportunities for between them. However, we use this presentation future development. to remind of the added value of our interventions. Junction 29a on the M1 was completed in 2008 and provided access to the Markham Vale regeneration area, which includes a business park to provide 5000 new jobs. New road link between Grimethorpe and nearby job opportunities was one of the success drivers of regeneration in the village. Over 1000 jobs and homes were created. Grimthorpe’s regeneration and economic recovery have been acclaimed by the Homes and Community Agency (HCA) Awards 2010.

18 Department for Transport, (2009), Better Rail Stations, page 47 & 62

Sheffield City Region Transport Strategy, 2011-2026 11 Enhancing Social Inclusion and Health Reducing Emissions The country’s first Statutory Quality Bus Partnerships The levels of walking across the Sheffield city centre between authorities and bus companies introduced increased 21% between 2006 and 2009. in North Sheffield and now in Barnsley, leading to increased patronage and better buses. New bus services to serve green spaces, and the use Investment in cycling lanes and signage, including 23 of accessibility criteria to prioritise the provision of kilometres of national cycle network in Rotherham, public transport to key services. alongside the Bike-It scheme in Doncaster and the Bike Boost scheme in Sheffield. These have led to a Supported bus services where commercial services 43.1% increase in cycling levels across South Yorkshire are withdrawn by operators. from 2003/04. Since 2006, over 9,000 year 5 and 6 schoolchildren Authorities across SCR have risen to the challenge throughout South Yorkshire received Bikeability cycle of setting ambitious carbon targets and setting training to level 2 standards. This means they have out carbon reduction delivery plans. Sheffield, for the skills required to make a safe trip to school or example, has committed to reducing carbon of 30% leisure activities on quiet roads. from 2005 to 2020. As per January 2010, a 66% increase in cycle use in The ECO Stars (Efficient and Cleaner Operations) Sheffield, based on a 2001 baseline, and a reduction scheme was launched in 2009 to educate professional in cycle accidents by 10% despite the increase in cycle drivers to be more aware of the environmental use. implications of their driving styles. The scheme now covers 19 member organisations, operating As per July 2010, approximately 20 Walking Buses are approximately 4,600 vehicles in the area. Other running in Sheffield, and 9 in Rotherham, providing ongoing awareness programmes include Carbon safe walking access to schools. Quids and Care4Air. Over 80% of our buses are now low-floor and The move towards more environmentally friendly accessible to all. Combined with our supported bus buses has led to more than 50% of the fleet operating services, this has given much improved levels of services in South Yorkshire having engines which transport accessibility for our citizens. meet the requirements of Euro III or above. The Sheffield City Council has been working continuously to promote the introduction of Low Carbon Vehicles (LCV). This has included a trial of 10 Compressed Natural Gas (CNG) vehicles with temporary fuelling stations, aiming to promote long- term use of LCVs and introduce permanent refuelling infrastructure.

Maximising Safety Strong focus on tackling the worst collision hotspots first, leading to falling casualty rates. 2009 was all-time low record in this area, with a 28% decrease to 530 people Killed or Seriously Injured since the late 1990’s. Many initiatives involving road safety education, training, and publicity. For example, the Theatre in Education programme, which explores various aspects of road safety, has reached nearly 6000 children in Doncaster, and over 4000 people have benefited from cycle training in 2009. The number of KSI as a result of road traffic collisions in the Derbyshire districts of SCR has reduced to 37% below a 1995-98 baseline. The number of children KSI is 50% below this baseline. Targeted improvements for major maintenance schemes, such as on Centenary Way in Rotherham. Reported safety incidents on buses went down by 14% The Crucible Theatre, Sheffield from 2008 to 2009. Safety campaign has resulted in a 22% reduction in the number of incidents of shelter damage in Barnsley, Rotherham, Doncaster and Sheffield.

12 Sheffield City Region Transport Strategy, 2011-2026 3. the Evidence

Introduction 3.5. Another tool that had a critical role in shaping the strategy is our Strategic Transport Model, which 3.1. In the previous chapter we have defined our is suited for comprehensive analysis of transport four goals for the transport system in SCR and supply and demand in SCR, including detailed presented some of the key achievements already representation of highway and public transport made in meeting these goals. Transport in SCR networks. does, however, still face many challenges, which we review in this chapter. Identifying the main 3.6. The analysis we present here is primarily based on challenges has played an important role in the a combination of these two tools, but the strategy process of agreeing how to tackle them. is also informed by a range of other analysis tools, including the Sheffield-Rotherham Transport Model 3.2. We start this chapter by presenting the hierarchy and the local models developed in Doncaster and of transport networks in SCR, including some Barnsley. definitions which we use later in the chapter when analysing the performance of these networks. We then discuss patterns of travel demand in SCR. At the core of this chapter we list issues currently faced by the transport system throughout SCR, as well as problems that we expected to see in the future if no action is taken to resolve these issues. We summarise this chapter by showing how the challenges align to the goals we have defined.

3.3. The discussion of current and future challenges is supported by several streams of analysis, collating evidence and forecasting. The entire analysis is presented in the appendices to this strategy; only main findings are brought here. All forecasting work mentioned in this strategy focuses on predictions and projections for 2026, at the end of the 15-year time horizon of our Third Local Transport Plan (LTP3).

3.4. Several different tools have been used for forecasting future problems. Some important parts of the analysis are based on our Urban Dynamic Model, which simulates the interactions between transport and land use in urban and rural areas, Barnsley town centre including the impact of the performance of the transport system on population and employment growth.

Sheffield City Region Transport Strategy, 2011-2026 13 LTP3\Transport Network 121110

Figure 3.1 Sheffield City Region Transport System To Leeds To Hull M62 A1(M) to York To Selby A614 to Goole A638 To Wakefield M1 To Leeds A637 To Huddersfield A19 A1 To Huddersfield A629 A628 M180 To Grimsby A638 Barnsley M18 A635 A628 M1 A633 Doncaster

To Manchester A616 A6102 A638 A61 A1(M) Rotherham

A631 A631 A57 A630 Sheffield A57

Worksop Retford

A623 A61 A1 A57 Chesterfield A619 Bakewell M1 A6 A617 To Nottingham Matlock

Key To Derby To London SY County Boundary A515 Sheffield City Region To Stoke-on-Trent Rail Ashbourne Freight A52 Passenger Roads To Derby 'A' Road A515 Motorway A50 0 10 20

Kilometres

14 Sheffield City Region Transport Strategy, 2011-2026 Our Networks 3.11. The strategic public transport network (i.e. the public transport routes included in the strategic 3.7. An overview of the SCR transport system is network) contains the full tram network and a presented in Figure 3.1. Every element of transport selection of high-frequency bus services, also infrastructure in SCR forms part of a network. In this known as ‘key bus routes’. The routes in this section we define a hierarchy of networks that will network often share the same corridors defined then be used to discuss separately the performance above as the strategic road network. of each network. The hierarchy includes national, strategic and local networks19, as presented in Figure 3.2.

3.8. The national network includes the entire rail network in SCR, the motorways (M1, M18, M180, A1(M)) and trunk roads (A1, A616, A628). The rail network is managed by Network Rail and the motorway network is managed by the Highways Agency. SCR partners do not have a formal remit to manage those parts of the national network that pass through the area; our role is thus one Wicker Arches, Sheffield of working with Network Rail and the Highways Agency to ensure this network meets the needs of SCR.

3.9. The strategic network is managed by SCR authorities, and includes either road or public transport routes that serve multiple purposes, providing critical linkages between urban centres and national networks.

3.10. The strategic road network (i.e. the road routes included in the strategic network) comprises about 12% of the roads in SCR in terms of total road length20, but a much larger proportion in terms of traffic levels. The strategic road network contains those roads where it is most important to manage traffic in order to reduce congestion and improve efficiency. It also includes routes where freight traffic is encouraged and strategic diversion routes, agreed with the Highways Agency for periods when the trunk routes are temporarily closed.

19 Department for Transport, (2006), Eddington Report on Transport 20 Evidence Base Document 2 - Networks 21 Office for National Statistics, The 2001 Census and Workplace Statistics

Sheffield City Region Transport Strategy, 2011-2026 15 Figure 3.2 Sheffield City Region Transport Networks Hierarchy To Hull & Humber Ports To Leeds To York

To Wakefield

To Huddersfield

Doncaster To Grimsby

Barnsley Robin Hood Airport To Manchester

Rotherham

To Gainsborough

To Manchester Sheffield

Worksop Retford

To Lincoln Chesterfield

Bakewell

To Newark on Trent

Matlock To Nottingham

Key To Derby To Nottingham Sheffield City Region Boundary National Network (Road) National Network (Rail) To the South & South East Strategic Network (Road) Strategic Network (Supertram) 'A' Road

0 10 20 This map is based upon Ordnance Survey material with the permission of Ordnance Survey on behalf of the Controller of Her Majesty's Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may Kilometres lead to prosecution or civil proceedings. SYPTE 100030252 2010 LTP3\SCR Key Rte Strategic Network280710

LTP3\SCRRail gauge 170210 V2

3.12. A typical example of a route that belongs to the 3.13. The local network comprises the majority of the strategic network due to the multi-purpose nature road distance in SCR (c. 88%), but much less of its of its usage is the A61. It is the main commuting total traffic. This network includes some local bus route for traffic from Chesterfield, southern routes, residential streets and local through routes. Sheffield suburbs and Barnsley into Sheffield; it is the main route from Barnsley to Wakefield and Leeds; it also links retail areas and recreational spaces, and is used by some key bus routes.

16 Sheffield City Region Transport Strategy, 2011-2026 Patterns of Travel Rotherham town centre 3.14. Travel to work patterns in SCR can be analysed from the last two censuses and some complementary sources21. As already presented in chapter 1, over 90% of workers in SCR commute within SCR boundaries. Of the workers who live in SCR, about 70% work within their own district boundaries and 19% commute to other SCR districts. Residents of Bolsover and North East Derbyshire are more likely than elsewhere in SCR to work outside their own district.

3.15. The number of commuting trips in SCR increased by 10% between 1991 and 2001. The average trip distance for all journey types has increased, too, from 10 kilometres in 1995-97 to around 11 kilometres in 2008. Similarly, the average commuting distance was close to 14 kilometres in 20022.

3.16. Evidence suggests that spatial patterns of travel in SCR are increasingly complex and scattered, and 3.18. Within SCR, the strongest relationship in travel no short list of key origin-destination flows can between districts is between Rotherham and depict the majority of trips. For example, there are Sheffield, with over 33,000 movements each day. about 245,000 journeys to work in Sheffield each As can be seen in Figure 3.3, Sheffield attracts day, 85% of which originating within the Sheffield about twice as many trips compared to any other District, but only about 30% have a destination in SCR locality, whereas the flows between other the city centre23. Although the centre is the largest districts are more balanced. This suggests a strong single destination, which places demands on key relationship between the size of the urban centres radial corridors, the pattern of travel demand is and the number of trips attracted to it. complicated by orbital trips and through trips. 3.19. SCR is a net exporter of labour. As can be seen in 3.17. Commuting flows between SCR districts are Figure 3.4, West Yorkshire has the highest number displayed in Figure 3.3, and commuting flows from of commuting trips from SCR (circa 25,000 per day), SCR to neighbouring areas are presented in Figure double the number of commuters in the opposite 3.4. Both figures show information based on 2001 direction (circa 12,000). Wakefield is the largest Census data. provider of employment, followed by Leeds24.

22 Department for Transport (2009), The 2009 National Transport Statistics 23 Sheffield City Region Partners (2010), Sheffield City Region DaSTS Connectivity Study Baseline, page 25 24 Evidence Base Document 1 - Demographic, Economic and Spatial Overview

Sheffield City Region Transport Strategy, 2011-2026 17 Figure 3.3 Travel to work movements within Sheffield City Region (in thousands)

Barnsley Doncaster 2 2

3 3 7 5

4 2 5 2 2 Sheffield Rotherham 6 10 23 1 2 2 1 2 1 10 3 Bassetlaw 3 3

3 Chesterfield 1 2 0 9 Bolsover Derbyshire 4 Dales

NE Derbyshire

0 10 20

Kilometres W

18 Sheffield City Region Transport Strategy, 2011-2026 3.20. There is a similar pattern with trips to further Bakewell market education. Over three quarters of those trips in SCR are generated by institutions inside SCR. However, in the rural parts of SCR, and especially Bassetlaw, Western Barnsley, Derbyshire and Doncaster, travel distances to further education are greater, with a higher proportion of trips to attend training outside SCR.

3.21. It is important to note that over 50% of trips are made for purposes not related to work or education but for shopping, visiting friends, sports and entertainment25. Leisure travel is the fastest- growing trip category, and it is clear that over the lifetime of the strategy there will be an increasing need to address the needs of leisure travellers.

3.22. There is some drain of retail spend outside of SCR. This takes two forms. One form is shopping in adjacent local centres, just over the SCR boundary 3.23. Car ownership in SCR has grown dramatically, with (e.g. Mansfield and Derby). Such shopping patterns the starting level being lower than the national are a natural outcome of the definition of the area’s average. In 2001, around 30% SCR households boundary. The other form is shopping trips to did not have access to a car, while nearly 25% had larger and more distant centres, primarily Leeds, access to two or more cars. If the trends evident Manchester, Nottingham and York26; these are prior to 2001 have continued since, we should trips that could potentially be captured within the expect the proportion of households with no retail offer of SCR. Retail centres in SCR, such as access to a car to be around 20% now, and the Meadowhall, attract shoppers from other areas; but proportion of households with two cars or more overall, there is a net loss of £230 million of retail would be around 35%. Due to the recession and spend to other areas27. increase in unemployment in the area since 2008, it is expected that the actual proportions are between the 2001 levels and these hypothetical projections28.

Cycle storage, Sheffield Hallam University

25 Department for Transport (2009), National Transport Statistics 26 Sheffield City Region (2010), Strategic Economic Assessment, page 39 27 Sheffield City Region (2010), Strategic Economic Assessment, page 142 28 Nomis: www.nomisweb.co.uk National Statistics (accessed 01st Dec 2010)

Sheffield City Region Transport Strategy, 2011-2026 19 Figure 3.4 Travel to work movements to and from Sheffield City Region (in thousands)

SCR Travel Pattern in out 251110

North East Riding Yorkshire of Yorkshire 14 West Yorkshire

2 4 0 2 North 25 Lincolnshire 12 Greater 3 Manchester 3 2 1

2 2 Derbyshire 2 2 (outside SCR) Cheshire Lincolnshire 11 14

9 2 13 2

Nottinghamshire (outside SCR)

Staffordshire Derbyshire (outside SCR)

Key Outbound Inbound Counties 0 12.5 25 Sheffield City Region Kilometers Movements in thousands ('000) 0 12.5 25 W Kilometres

This map is based upon Ordnance Survey material with the permission of Ordnance Survey on behalf of the Controller of Her Majesty's Stationery Oce © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. SYPTE 100030252 2010

20 Sheffield City Region Transport Strategy, 2011-2026 3.24. Car ownership would not in itself be a problem The A628 between the Sheffield and Manchester City Regions if it were not clearly linked to car use. The total distance travelled (in vehicle-kilometres) in SCR has been rising year on year until 2008, with an annual growth of some 10.4%, against a national average of 8%. However, this information masks substantial variation between parts of SCR, from a 5.6% annual growth in Sheffield to 15.1% in Doncaster29. The rate of growth in the total travelled distance has been slowing in recent years alongside the economic recession across the UK30.

3.25. Mode share patterns in SCR are similar to other metropolitan areas, with some two thirds of commuting trips made by car, motorcycle or taxi. Public transport accounts for about 13% of commuting trips, although this is higher in the larger urban areas: 21% in Sheffield, rising to 33% for the journeys entering the city centre31.

3.26. Cycling or walking to work comprise about 11.5% of trips throughout SCR. The proportion is highest in Our Challenges the more rural parts of SCR, such as Bassetlaw and Derbyshire Dales32. 3.29. This section contains a review of features of our networks and challenges they face, broken down 3.27. For international travel, available data into four sections by the mode of transport. To skip demonstrates that SCR residents use the London, this review, and move directly to a summary of the Manchester, East Midlands, Leeds-Bradford and challenges our strategy aims to address, turn to Robin Hood airports. The number of passengers at page 42. the Robin Hood Airport rose from the opening in 2005 to 2007, although this has been followed by a drop in passenger numbers in 2008 and 200933.

3.28. Freight survey data shows that within SCR, freight tonnes lifted are greatest in Doncaster, Sheffield and Rotherham, with Sheffield’s freight movements the largest in SCR (circa 15 billion kilometres per annum). It is estimated that there are some 50,000 lorry movements to SCR each day, with a further 5,000 movements passing through SCR daily34.

29 Sheffield City Region (2010), Strategic Economic Assessment, page 81 30 Evidence Base Document 1 - Demographic, Economic and Spatial Overview 31 Sheffield City Region Partners (2010), Sheffield City Region DaSTS Connectivity Study Baseline, page 29 32 Sheffield City Region, (2010), Strategic Economic Assessment. page 76 33 Sheffield City Region, (2010), Strategic Economic Assessment page 83 34 Department for Transport (2009), Continuing Survey of Road Goods Transport

Sheffield City Region Transport Strategy, 2011-2026 21 Travel by car Important routes into and out of the larger centres in SCR National, strategic and local networks suffer from severe congestion. This includes the following:

Current challenges • A61 into Sheffield (from Barnsley and Chesterfield) This section focuses on challenges faced by road users in • A621 from Dore SCR, including cars, lorries, taxis and so on. SCR enjoys a • A57 into Sheffield central location on the national motorway network, with • A628 into Barnsley links to the M1, A1 (M), M18 and M180. Trans Pennine road • A633 and A630 into Rotherham links are provided by the A57 Snake Pass and the A616 / • A61 to Wakefield A628 Woodhead Pass. However, its central location also • A638 and A630 into Doncaster. means that SCR is exposed to congestion and emissions caused by through traffic. Locations particularly prone to During peak periods there are extensive delays on most congestion are on the M1 between junctions 31-32, 34-35 radial routes, such as stretches of the A616. Places where and 35a-36. through traffic joins local commuting flows experience delays. Figure 3.5 shows seconds of delay per kilometre The strategic road network within SCR is generally mature during the morning peak on some of SCR’s busiest roads. and comprehensive. A need for new strategic links is focused in areas of redevelopment and regeneration. Travel times at peak periods can be over 30% greater than off peak35.

The total distance travelled by cars in SCR increased by 4.1% between 2003 and 2008, compared to a national increase in same period of 3.8% .36 Figure 3.5 Delays on strategic roads

A61 – Sheffield Inner Ring Road A61 / A621 – Low Edges to Sheffield A628 / A61 / A635 – Barnsley Ring Road A6102/A61/B6086 – Sheffield Outer Ring Road A629 / A6109 – Rotherham to Sheffield A630 / A18 – Doncaster to Rotherham A6135 – Hoyland to Sheffield A6178 – Rotherham to Sheffield A61 – Mapplewell to Barnsley A6135 – Mosborough to Sheffield A57 – Rivelin to Sheffield A18 / A638 / A630 – Doncaster Ring Road A635 / A633 / A630 – Barnsley to Doncaster A625 – Dore to Sheffield A638 / A18 – Bawtry to Doncaster A633 / A6022 – Wath‐upon‐Dearne and Mexborough to Rotherham A621 / B6081 / B6388 – Totley to Sheffield A6102 / B6079 – Stocksbridge to Sheffield A61 – Tankersley to Sheffield A630 / A57 – Brinsworth to Sheffield A631 / A6021 – Bawtry to Rotherham A57 / A618 / A6178 – Aston to Rotherham

0 10 20 30 40 50 60 70 Average Route Delays (seconds / KM)

22 SHeffield City Region Transport Strategy, 2011-2026 Vulnerability to diverted traffic from the M1 to the SCR The number of traffic collisions in South Yorkshire reduced strategic network is apparent in Sheffield, Rotherham, from 6,665 in 2000 to 5,439 in 2009. The number of Killed Chesterfield and Barnsley. Similar issues occur in or Seriously Injured reduced from 696 in 2,000 to 530 in Doncaster, if the A1(M) and the M18 are congested, closed 2009. However, there is a clear disparity between different due to works or experience other incidents. parts of SCR, whereby children living in the most deprived areas are four times more likely to be involved in a road Public satisfaction surveys showed that under 40% traffic collision than children in the least deprived areas43. of users are satisfied with highway condition across SCR37. Further market research38 revealed that 80% of There is an increase in motorcycle casualties as a respondents felt that the major priorities for improvement proportion of the whole44, and an increase in the were to tackle traffic congestion and also to improve the proportion of young people among those involved in condition of roads and pavements. collisions. The casualty data identifies that young drivers are over-represented as they have been involved in over a Maintenance is currently prioritised in line with available quarter of all reported collisions. funding, taking into account the increasing traffic volumes, wear and tear, and the importance of strategic routes. This ultimately leaves limited funding available for Future challenges the local network, resulting in a worsening condition. Forecasts by our Strategic Transport Model indicate a Poor network resilience is evident in cases of extreme growth in highway demand throughout SCR. Highway weather, such as snow, floods, heat and drought39. For demand is expected to grow by 495,000 trips per day by example, the 2007 floods caused £10m of additional 2026 (from 3,821,500 in 2007). The projected rise in trips damage to the Sheffield road network. The contingency is highest in Sheffield (152,000 additional highway trips process required in case of road closure, either weather- per day), followed by Rotherham (73,000 trips), Barnsley related or other, requires stronger coordination. (69,000 trips) and Doncaster (55,000 trips). The expected growth in the wider SCR districts is relatively low, with the High levels of carbon emissions are generated around highest rise of 30,000 trips in Chesterfield and Bolsover. the centre of Sheffield and around the strategic road These are presented in Figure 3.6 as a percentage increase networks. There are also high carbon emissions along the compared to the highway demand in 2007. national roads crossing SCR, particularly the M1, A1(M) and M18, where SCR authorities have no direct control for mitigation40. Motorways account for some 47% of Doncaster’s CO2 transport emissions, 40% of Rotherham’s and 30% of Barnsley’s41. Each district has its own reduction targets. For example, the Sheffield City Strategy 42 has targets of carbon 30% below 2010 levels by 2020, 60% below by 2050.

35 Trafficmaster data 36 Ibid 37 National Highways & Transport Network, The 2009 Public Satisfaction Survey 38 IPSOS MORI, The 2008 People, Perceptions and Place Survey 39 Department for Environment, Food & Rural Affairs, (2010), The Costs of the Summer 2007 Floods in England 40 Passenger Transport Executive Group, (2010), Carbon Pathways for Transport in the City Regions 41 Ibid. 42 Sheffield First Partnership, (2007), City Strategy 43 Evidence base document 6, Safety Security and Health 44 South Yorkshire, (2009), Collision Parkway, Sheffield and Casualty Statistics

Sheffield City Region Transport Strategy, 2011-2026 23 The growth of highway demand is expected to cause a • Sections of the A638 and A630 passing through significant increase in congestion. Figure 3.7 shows that Doncaster without intervention, by 2026 most of our network will • A61 be severely congested. The national road network will • A628 and A635 into Barnsley suffer the most, e.g. around the M1 junctions 29, 31, 32, • A631 into Rotherham 33, 34, 35a, 37, 39 and some sections of the M18. The A616 • A57 and A621 into Sheffield. junctions around the A61 and B6088 will experience considerable delays, and so will the M18 junctions 1 to Our Urban Dynamic Model predicts an increase of around 4 and the A1(M) junctions 35 and 38. On the strategic 12% in the total vehicle kilometres travelled across SCR road network, severe delays are envisaged on the radial due to further dispersal of land use patterns. The average corridors into urban centres, including the following: trip length will grow in Derbyshire Dales by 17%; in Bassetlaw, Doncaster and Bolsover by 15%; in Sheffield by 9% and in Chesterfield by 7%.

LTP3\Modelling\Base & Core Trip vehicle flows 251110

Growth in public transport and highway trips from the 2007 Base to 2026 Core Scenario levels Figure 3.6 Growth in travel demand, 2007 to 2026

Doncaster

1 Barnsley 1 9% 9%

Rotherham Sheffield

1 22% 15% Bassetlaw

Bolsover

14% 1% Chesterfield

% 8%

4 3% 22% Derbyshire 1 Dales N E Derbyshire

14% 2% 12%

Key

Highway Trips Public transport Trips Districts

0 10 20

Kilometres

24 SHeffield City Region Transport Strategy, 2011-2026 LTP3\ModellingJunc Delays Base & Core 251110 Junc Delays - Base and Core Scenario 251110

Figure 3.7 Change in delay due to highway congestion without further intervention, 2007 to 2026

M180 Doncaster A1(M) Barnsley M1

A616 M18

Sheffield Rotherham

Bassetlaw

Chesterfield Bolsover M1

N E A1 Derbyshire Derbyshire Dales Key A38 Reduction in Delay 0% to 50% Increase 50% to 100% Increase 100% to 200% Increase More than 200% Increase National Network (Road) Strategic Network (Road) 'A' Road A50 0 10 20

Kilometres

Sheffield City Region Transport Strategy, 2011-2026 25 The growth in trip length will lead to an increase in CO2 To summarise the key challenges for travel by car, our emissions, as shown in Figure 3.8. It should be noted, analysis suggests that without intervention: though, that different models estimate different levels of rise, between 12% and 17% across SCR. It is also worth • SCR will see by 2026 a growth in highway noting that potential improvement in engine and fuel demand with an increase in delay and efficiency may moderate this increase or reverse it, but congestion. our tools for quantifying this effect are not accurate. The Department of Energy and Climate Change published • Congestion in urban centres will create the Low Carbon Transition Plan in July 2009, which sets pressure to allow development elsewhere, a target of 18% reduction in emissions on 2008 levels by but this will increase the total vehicle 2020. distance travelled which will further increase congestion, and so forth.

• Emissions from transport, which already are LTP3\Modelling\CO2 lehigh,vels 251110 will keep rising continuously. CO2 levels v2 • Levels of accessibility to jobs in SCR will deteriorate, and this will have negative economic and social impacts.

Barnsley Doncaster

Sheffield Rotherham

Bassetlaw

Bolsover Chesterfield

N E Derbyshire

Derbyshire Dales Key

Up to 10% Reduction 0% to 5% Increase 5% to 10% Increase Up to 25% Increase Districts

0 10 20

Kilometers

Figure 3.8 CO2 emissions, 2007 to 2026

26 SHeffield City Region Transport Strategy, 2011-2026 Travel by train and tram There is evidence of poor rail line speeds, compared National and strategic networks to the average speeds enjoyed by other City Regions. The Midland Main Line from Sheffield to London has an average line speed of 78 mph, compared to 86mph on Current challenges the route from Manchester to London. Doncaster enjoys a high average line speed to London via the East Coast Main SCR is served by some of the most important routes on Line, but a limited stopping service pattern. The average the national rail network, including the Midland Main Line, line speed from Sheffield to Manchester is only 35mph, East Coast Main Line and Trans Pennine services. These while to Leeds and Nottingham it is 40mph. These slow connect it efficiently to most large cities in Britain. speeds hamper rail being seen as a competitive alternative to the car. Evidence suggests47 48, that SCR’s economic Nevertheless, the SCR rail network progressively saw the growth is constrained by the lack of competitive rail links closure of passenger rail lines between Doncaster and to Manchester, Leeds and London. Barnsley, the Woodhead route through the Pennines, and some capacity reduction on services to the South. SCR’s links to overseas opportunities are weakened by the slow connections to Manchester Airport, the lack of rail Limited capacity and track restrictions in some locations, service to Robin Hood Airport, and the indirect link to East such as the Swinton Junction and Holmes Chord in Midlands Airport. Rotherham, cause major delays which spread on to other routes45.

Other clear gaps in the SCR rail network are Rotherham station not being on the main line between Leeds and Sheffield; some centres, such as Bolsover, having no rail link; and some poor external links, e.g. between Barnsley and Manchester.

Rail patronage has continued to grow from around 4 million passenger trips in 1998 to 8 million passenger trips in 2010. This growth has occurred despite the recession which has recently caused demand to fall on other travel modes.

Overcrowding on rail services is continuously increasing as the demand for rail rises while train capacity fails to keep pace. Practically all rail lines in SCR now see passengers standing during peak periods. Particularly crowded routes include the services from Leeds via Swinton, Rotherham, Dronfield, Chesterfield and the Hope Valley46.

45 Network Rail, (2009), Yorkshire and Humber Route Utilisation Strategy 46 Evidence Base Document 5 - Supporting Economic Growth 47 Arup, (2010), The Case for High Speed Rail to Leeds and Sheffield City Regions Platform 2, 48 Sheffield City Region, (2009), Sheffield station City Relationships

Sheffield City Region Transport Strategy, 2011-2026 27 There is considerable rail freight movement around Figure 3.9 Bus and tram patronage in South Yorkshire SCR (circa 12% of the tonnes lifted mode share)49. These movements comprise the following key flows:

• Wakefield-Moorthorpe corridor (loading gauge W8/9), carrying coal to surrounding power stations (up to four trains per day);

• Hope Valley corridor (loading gauge W6/W7), carrying limestone, cement and coal (5-10 trains per day);

• Sheffield-Doncaster-Moorthorpe (loading gauge W8), a high demand coal and intermodal corridor, but with no passing loops for long (775m) trains (c. 50 trains per day via Thorne junction);

• Worksop-Chesterfield via Sheffield (loading gauge W6), carrying coal and metals, containers and lime (30-40 trains per day).

Two challenges emerge from the above list. First, the types Overcrowding on trams is growing accordingly, and is of freight that can be carried are very much limited by apparent throughout the tram network at peak periods, the loading gauge of the track, available paths, and train where one in three passengers says they experience length restrictions. Second, passenger capacity along overcrowding on a regular basis50. these corridors is significantly reduced due to scheduling conflicts between passenger and freight movements. Although the number of collisions is decreasing year on year, the Sheffield Supertram still has a higher number of Tram patronage in Sheffield has risen steadily from 1999, road incidents than any other UK tram system51. This could with around 4% growth per year between 2005/06 and be explained by the higher proportion of its network on 2008/09. Figure 3.9 shows the change in tram patronage sections shared with other road vehicles. since April 2007. The figure shows that patronage fell in 2008/09, probably due to the wider economic downturn, but the patronage increase has resumed since.

49 Department for Transport, (2008), DaSTS: The Logistics Perspective 50 Evidence Base Document 5 - Supporting Economic Growth 51 Office of Rail Regulation, (2009), National Rail Trends Yearbook 2008-2009

28 SHeffield City Region Transport Strategy, 2011-2026 Future challenges Pedestrian bridge, Barnsley Interchange

Based on our Strategic Transport Model, Figure 3.6 shows that public transport demand is expected to grow, with the higher increase in the larger urban areas, and much lower growth in rural areas.

The increase in public transport demand is broken down into individual modes at key stations in Figure 3.10. The highest expected rise in rail passengers is at the Sheffield station, while other stations see low growth. In Rotherham, a slight drop in the number of passengers is projected.

Sheffield Station has sufficient capacity to deal with the amount of additional services to be operated until 2019. It is possible that the frequency of peak services required after 2019 will not be possible to accommodate without an upgrade of the station.

Figure 3.10 Public transport demand by mode, 2007 to 2026

Sheffield City Region Transport Strategy, 2011-2026 29 LTP3\Modelling\Train Tram crowding 251110

Figure 3.11 Rail and tram crowding, 2007 and 2026

2007

Doncaster Barnsley

Sheffield Rotherham

Bassetlaw

Chesterfield

Bolsover

N E Derbyshire

Derbyshire Dales Key Many Seats Available Most Seats Occupied Approaching Capacity Crowded Very Crowded Rail Stations Districts

0 12.5 25

Kilometres

This map is based upon Ordnance Survey material with the permission of Ordnance Survey on behalf of the Controller of Her Majesty's Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. SYPTE 100030252 2010 On-board crowding is the main reason for the limited growth in forecast demand. The expected impact on local trips is stronger than on longer trips. Figure 3.11 illustrates expected crowding levels on the tram and train networks. Crowding already is a significant challenge today, with most routes approaching their capacity, including the East Coast Main Line (both to London via Retford and to York via Doncaster and Leeds); the Midland Main Line (both to London via Chesterfield and Sheffield and to Leeds via Sheffield and Barnsley); and the Trans Pennine service to Manchester via Sheffield. These routes carry a substantial number of long distance trips, for which there are few alternatives to rail. Forecasts demonstrate worsening crowding levels on the radial routes from Sheffield, including services to Manchester, Bassetlaw, Doncaster and Leeds via Barnsley, and also on local services within SCR.

30 SHeffield City Region Transport Strategy, 2011-2026 LTP3\Modelling\Train Tram crowding 251110

2026

Doncaster Barnsley

Sheffield Rotherham

Bassetlaw

Chesterfield

Bolsover

N E Derbyshire

Derbyshire Dales

0 12.5 25

Kilometres

This map is based upon Ordnance Survey material with the permission of Ordnance Survey on behalf of the Controller of Her Majesty's Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. SYPTE 100030252 2010 Figure 3.12 illustrates the number of jobs accessible by To summarise the key challenges for travel by train and public transport at a journey time no longer than 30 tram, our analysis suggests that without intervention: minutes. In rural areas this indicator is at a relatively low level already, and therefore differences are mainly found • Overcrowding will severely affect connectivity in urban centres. It can be observed that this number within, to and from SCR. is expected to reduce significantly by 2026, due to congestion and overcrowding. • This will reduce people’s ability to easily access jobs and will therefore have a negative impact on their quality of life and on the area’s economic recovery.

• More people will travel by car, as rail and tram options will not been seen as competitive alternatives.

• This will have negative impacts on air quality and will not help mitigate climate change.

Sheffield City Region Transport Strategy, 2011-2026 31 LTP3\Modelling\Accessibility - Jobs 251110 Accessibility - Employment Figure 3.12 Accessible jobs within 30 minutes public transport journeys, 2007 to 2026

Barnsley Doncaster

Sheffield Rotherham

Bassetlaw

Bolsover Chesterfield

N E Derbyshire Derbyshire Dales

Key

Reduction greater than 2000 Reduction between 1500 and 2000 Reduction between 1000 and 1500 Reduction between 500 and 1000 Reduction up to 500 Increase up to 500 Districts

0 10 20

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32 SHeffield City Region Transport Strategy, 2011-2026 Travel by bus The recent Land Use and Transport Integration (LUTI) Strategic and local networks study examined potential locations for development with good access to existing high-frequency services by all public transport modes. Figure 3.14 shows the areas Current challenges identified when the assumed catchment area of a bus stop is up to a 400-metre distance and the catchment area of a SCR has a comprehensive bus network providing urban, tram stop or a train station is up to a 600-metre distance. inter-urban and rural services by several operators. The Service is most intense along rail and tram routes, but bus is the dominant mode of public transport in SCR, these serve a relatively small number of corridors; high- carrying 83% of public transport trips52. It carries the frequency bus corridors allow us define a much larger area highest number of passengers and serves areas that as suitable for sustainable development. cannot be reached by other modes of public transport. Despite this dominance, Figure 3.13 shows that patronage has been falling for a number of years in most Districts. The need to reverse the decline in bus patronage is one of our key challenges.

Figure 3.13 illustrates that the fall in patronage is directly linked to fare increases in real terms, although there clearly are other causes for this, which we discuss later. It should be noted that in a few places there is a shift of bus journeys to rail as the price gap between the modes narrows. A decline in the total bus patronage is evident in most SCR districts53.

52 Sheffield City Region, (2010), Strategic Figure 3.13 Changes in patronage and fares in South Yorkshire Economic Assessment, page 79

Sheffield City Region Transport Strategy, 2011-2026 33 LTP3\Accessibilty routes 2010 171210 Accessibility within SCR

Figure 3.14 Accessibility by public transport

Doncaster Barnsley

Rotherham

Sheffield

Retford Worksop

Chesterfield Bakewell

Matlock

Key Rail Stations Passenger Rail Tram Stops Tram Network 6+ Buses per Hour Network 4+ Buses per Hour Network 2+ Buses per Hour Network Areas with Good Accessibility 'A' Road

34 SHeffield City Region Transport Strategy, 2011-2026 Unlike the rail and tram networks, overcrowding is not Buses tend to get caught in congestion pinch-points on common on the bus network, although specific services, important routes, and their travel times have worsened especially on the A61 corridor, are often overcrowded54. since 2006 by over 20%57. Corridors where bus journey times are worsening due to congestion include the There has been a considerable improvement in the following58: proportion of buses leaving on time, from 58.3% in 2005/6 to 68.2% in 2008/9. Despite this, bus reliability and • Barnsley to Penistone punctuality are continuously mentioned by passengers as • Barnsley to Chapeltown a key area for improvement, and cause dissatisfaction55. • Rotherham to Doncaster (A630, including Balby Road) For inter-urban travel, average bus speeds are generally • Rotherham to Barnsley (A633) half of rail speeds: the average railway speed is 33 • Attercliffe Road in Sheffield kilometres per hour, whereas the average bus speed is 15 • Brightside Lane via the M1 Junction 34 kilometres per hour56. • Sheaf Valley in Sheffield (A621-Cross Scythes, A61-Low Edges).

A further challenge is the steady reduction in service frequencies by the bus operators, manifested by a continuous decline in mileage run59. In some cases, entire services have been withdrawn. This is a particular issue on the Barnsley-Dearne-Doncaster, Doncaster-Worksop and Sheffield-Matlock corridors. A reduction in the level of service provided often leads to reduced patronage, which leads to further service reductions and so forth. Figure 3.15 shows the decline in the mileage run across all bus operators. The figure also highlights that there is significant fluctuation in the mileage run, which poses difficulties when attempting to brand buses as a stable and attractive travel option. Note that the reasons for these changes are complex and not covered within the scope of this review.

Figure 3.15 Decline in bus mileage 2005 to 2010 in South Yorkshire

53 Evidence Base Document 1 - Demographic, Economic and Spatial Overview 54 Sheffield City Region, (2010), DaSTS Connectivity Study Baseline, page 29 55 Passenger Focus, (2010), Bus Passenger Priorities for Improvement 56 Evidence Base Document 1 - Demographic, Economic and Spatial Overview 57 South Yorkshire Public Transport Board, The Bus KPI Report April 2010 58 Ibid 59 Evidence base document 2 Geographic, demographic and economic overview

Sheffield City Region Transport Strategy, 2011-2026 35 The reduction in the number of services that can be Passenger surveys61 reveal that there is a high perception operated commercially affects those who are most of safety at interchanges. However, levels of safety and dependent on bus services, and increases the need security on board the bus or while waiting at a bus stop for subsidised services. Pressure on subsidy budgets is are seen as lower. Surveys frequently show a concern of increasing accordingly. anti-social behaviour on board buses. Figure 3.16 presents the results of a survey in South Yorkshire on people’s Bus services currently provide limited access to areas experience of crime and anti-social behaviour. The figure of natural beauty in SCR, and as a result, those without also shows the point in a person’s journey where an access to a car cannot often use them for leisure activities. incident has tended to occur. The lack of such bus services to these areas also thwarts attempts to develop sustainable tourism as a key sector in SCR’s economic growth60.

60 Natural England, (2008), Good practice in sustainable leisure travel: Twenty case studies 61 South Yorkshire Passenger Transport Executive (2009), Customer Satisfaction Survey

Figure 3.16 Incident survey results in South Yorkshire

36 SHeffield City Region Transport Strategy, 2011-2026 Future challenges

Figure 3.6 shows that public transport patronage is expected to increase over the next 15 years. However, this increase is mainly due to natural population growth, and is lower than the increase in highway demand. Figure 3.10 presents the expected demand split by public transport mode at key stations. It illustrates that the rise in bus demand is low in comparison with the increase in rail and tram demand.

Forecasts by our Strategic Transport Model suggest that highway congestion will have a direct impact on bus travel times. Congestion will cause a significant reduction in bus speeds and there will generally be a decline in the ease of access to jobs and other activities. Figure 3.12, discussed earlier, shows how accessibility to workplaces in SCR is expected to change by 2026. While for rail and tram corridors the decline is a result of the inability to board overcrowded vehicles, the impact on jobs accessible by bus is due to an increase in highway congestion.

To summarise the key challenges for travel by bus, our analysis suggests that without intervention:

• Bus speeds will decrease due to highway congestion.

• The rise in highway demand will overshadow the growth in bus patronage.

• Fewer jobs will be accessible by public transport.

• Bus service cuts will cause declining patronage, and this will continuously lead to further service cuts.

• Pressure on subsidy budgets will increase, as fewer services will remain commercially viable.

• Those without access to car will be the ones most affected, and this will form a barrier to our attempts to enhance social inclusion.

Sheffield City Region Transport Strategy, 2011-2026 37 Walking and cycling Still, only 11.5% of commuting trips are made by bike or on Local networks foot, and less than that in the urban parts of SCR. This may be explained by the partial connectivity between walking and cycling facilities. Some areas with a high current Current challenges pedestrian volume (and a potential for a high volume of cycle traffic) give these modes low priority in traffic SCR has improved its cycling and walking infrastructure settings. significantly in the last few years, but this infrastructure still does not form a coherent and comprehensive Hilly topography is sometimes used to explain this low network. Much remains to be done in order for the proportion, but some high-quality pedestrian routes (e.g. existing cycling and walking networks to develop in Sheffield’s Gold Route) are successful in attracting walking earnest as alternatives for travel by motorised modes. traffic despite a hilly topography. In addition, not all flat corridors (e.g. along valleys or flat hilltops) are sufficiently Figure 3.17 shows the percentage of people walking to promoted as walking and cycling routes. the urban centres of South Yorkshire, based on cordon counts. The figure shows that there has been little change between 2005 and 2009. Barnsley and Doncaster report a marginal increase, while Rotherham sees a slight decline. The data collected in Sheffield shows a drop in the proportion of walking trips from 2006 to 2008, with an increase again in 2009.

An increase of over 40% in cycle use has been recorded from 2003 to 2010. Sheffield and Doncaster have seen the biggest increase in the number of cycling trips, with some increase also recorded in Rotherham and Barnsley62.

Figure 3.17 Percentage of walking trips to urban centres.

38 SHeffield City Region Transport Strategy, 2011-2026 About a half of all trips to work in SCR are less than 8 kilometres in length63. Many of these trips could therefore be potentially suitable for walking or cycling. The proportion of commuters travelling different distances is presented in figure 3.18.

South Yorkshire is in the bottom quartile of the list ranking UK administrative areas in terms of the proportion of the population engaged in active recreation or moderate sport. Only 16% of SCR’s residents take part in three sessions of moderate exercise per week, lasting for at least 30 minutes64.

The proportion of primary school children in Year 6 considered obese is significantly above the national average (14.3%). Between 2006/7 and 2008/09, child obesity figures have worsened in Sheffield (from 14.8% to 18.7%) and in Doncaster (from 18% to 19.4%)65. In Barnsley, analysis of the National Centre for Social Research (NatCen) shows a significantly higher prevalence of obesity than the national average, and the proportion of the population with diseases related to obesity is more than 20% higher than the national average66.

A particular need for a coherent and comprehensive network of walking and cycling routes has been identified in the Dearne Valley, linked to its eco-vision67.

Figure 3.18 Travel distance to work in SCR

60km and over

40km to less than 60km

30km to less than 40km

20km to less than 30km

10km to less than 20km 62 South Yorkshire Passenger Transport Executive, (2006), Sheffield 5km to less than 10km Cycling Action Plan 2006-2011 63 Office of National Statistics, (2001), Census 2km to less than 5km 64 Sport England, The 2009 Active People Survey Less than 2km 65 South Yorkshire Transport Plan, (2010), Strategic Environmental Assessment, page 37 66 http://www.barnsley.gov.uk/ 0% 5% 10% 15% 20% 25% jsna-technical-document-2010 Percentage Person Trips 67 http://www.sheffieldcityregion. org.uk/dearne-valley-eco-vision (last accessed: 01 Dec 2010)

Sheffield City Region Transport Strategy, 2011-2026 39 The discussion of walking and cycling infrastructure also Way finder signage, Sheffield relates to the need to ensure that designated walking paths in rural areas are usable, without major physical barriers. In addition, there are places in SCR where currently the only access to walk and cycle paths in the countryside is by car.

Despite the success in reducing the number of cycle casualties, the percentage of cyclists involved in collisions as a proportion of all casualties has increased, i.e. the improvement for cyclists is smaller than the improvement for other modes68. Figure 3.19 shows the change in the proportion of collisions by mode.

Figure 3.19 Proportion of KSI by mode in South Yorkshire 100% 90% Injured 80% 70% Seriously 60% or

50% Killed

ll 40% a 30% Over

of 20% 10% 0% Percentage

Pedestrian Cycle Motorcycle Car Other 68 South Yorkshire Casualty Reduction Partnership, (2009), Collision and Casualty Statistics

40 SHeffield City Region Transport Strategy, 2011-2026 Future challenges Cycle parking, Doncaster station Available forecasting techniques cannot adequately predict future trends related to active travel. It is clear that a further shift of journeys from motorised modes to walking and cycling depends on the provision of suitable infrastructure and on a broader cultural change, whereby the benefits of active travel are well-acknowledged by the public.

The expected increase in road traffic is likely to have a detrimental effect on the safety and comfort of pedestrians and cyclists. These would be exposed to greater risks and also to deterioration in air quality. There is a risk that this enhanced exposure would thwart the desirable cultural change discussed above.

To summarise the key challenges for walking and cycling, our analysis suggests that without intervention:

• There will be a further decline in the level of physical activity by SCR residents.

• People in SCR will remain less fit and healthy, compared to other parts of the country.

• This will go hand-in-hand with the increase in car use and its impacts on the quality of life in SCR.

• All these would not help in establishing SCR’s reputation as an attractive area and will have a knock-on effect on our economy.

Sheffield City Region Transport Strategy, 2011-2026 41 3.30. The identification of challenges in this review sorts Figure 3.20 A summary of the challenges we aim to address them by transport mode, but our work to identify Levels of congestion are increasing throughout SCR solutions breaks the challenges down according to our four goals. Figure 3.20 presents a summary Important public transport routes suffer from unreliability and of the challenges discussed earlier, aligned to overcrowding the four goals. For simplicity, the table associates Public transport only attracts a low proportion of commuters each challenge to the goal it is most related to, although many of the challenges are clearly linked Connections to other cities and international gateways are not sufficiently frequent and fast to multiple goals. Some development takes place in locations that are only easily 3.31. These challenges set the scene for our strategy. accessible by car The following chapters present our A to Z policies, A large number of jobs can only be conveniently accessed by car designed to overcome these challenges. Pressure on budgets to subsidise bus services is increasing

Some important development sites will not come forward without investment in infrastructure

Specific links between towns require improvement

The performance of our networks is sensitive to incidents and bad weather

The public realm needs to be improved in some urban centres

Road and pavement maintenance has been identified as requiring improvement

Public transport links do not sufficiently contribute to social inclusion of all communities

Access to the natural environment in some places is only possible by car

Poor journey experience and customer satisfaction are contributing to a reduction in public transport patronage

There is an increase in obesity and other lifestyle-related health issues

Emissions of carbon and other pollutants are continuously increasing, particularly on the national and strategic networks

Development in locations that depend on travel by car is preventing a reduction in emissions

Action to reduce emissions and encourage the use of low-carbon vehicles is not widespread

The walking and cycling infrastructure does not attract a high proportion of travellers even where travel distances are short

The number of travellers killed or seriously injured in traffic collisions is still high

Motorcyclists, cyclists and residents of deprived communities remain at a higher risk than other road users

Negative perceptions of personal safety form an obstacle to increasing the use of public transport

42 Sheffield City Region Transport Strategy, 2011-2026 4. Supporting Economic Growth

Introduction 4.5. The LEP was created to provide strategic leadership in setting out the area’s economic priorities and 4.1. This chapter focuses on our primary goal, to infrastructure requirements, and to encourage support SCR’s economic growth. As explained increased private sector investment and job when we first introduced our goals, the prosperity creation. Through this partnership we will lead the of our area depends on its ability to attract promotion and delivery of the policies described investment and open up a range of business here, to unlock the growth potential of SCR. opportunities. 4.6. It is important to note that within this chapter, we 4.2. This is the first in four chapters that cover our full do not attach weights or levels of importance to set of policies, A to Z. These four chapters form different policies; neither do we present them in the main part of this strategy. The complete set any particular order. of policies from A to Z covers our approach for tackling the challenges and meeting the goals we 4.7. Some of the evidence to support this chapter, presented earlier. similar to the previous chapter, is based on extensive forecasting work we have undertaken 4.3. The policies in this chapter elaborate on the role of using the Urban Dynamic Model and the Strategic transport in facilitating this. We present the policies Transport Model. Further detail on these models, in three sections: the testing work we carried out and the full outputs are included in the appendices. • Improving connectivity; • Supporting regeneration; • Linking people to jobs.

4.4. In this chapter there is a particular role for the SCR Local Enterprise Partnership (LEP). The LEP is Magna, Rotherham a partnership, chaired by a private sector leader, involving SCR districts (Barnsley, Bassetlaw, Chesterfield, Doncaster, North East Derbyshire, Rotherham and Sheffield), local businesses and universities. The local authorities of Bolsover and Derbyshire Dales, and the Peak District National Park Authority, are associate members of the LEP. The county councils of Derbyshire and Nottinghamshire work closely with it on matters of mutual interest.

Sheffield City Region Transport Strategy, 2011-2026 43 Improving Connectivity International connectivity

4.8. Connectivity between different locations is the 4.10. International connectivity is important for logistics, ability to move from one to the other without business and leisure travel. International travel to hindrance. Good connectivity is essential for a and from SCR is made through several airports, thriving economy because it allows an efficient use ports and stations, which are identified in Figure of resources and expands the catchment areas of 4.1. Surface access to and from these gateways is firms and businesses. Improving connectivity in SCR often not within our direct control, but we do have is therefore needed to enhance business efficiency clear aspirations for the ease of access and the and productivity. quality of the respective transport links.

4.9. The policies in this section describe the types of 4.11. Most international connections for business and connectivity improvements which we see as most leisure are made by air. Rapid and convenient important to secure our economic growth. access to airports makes existing business activity more productive and also facilitates new opportunities for business links, leisure travel and Figure 4.1 International gateways freight movement.

4.12. The Robin Hood Airport Doncaster-Sheffield is the r Bra be Por only airport within SCR, and is being developed s df um ts ed or e d H as an engineering and aero-industry centre, with L

some 3,000 jobs in its business plan. The airport forms an important hub for firms directly or indirectly related to aerospace, and its success is 69 er S seen by SCR as a key priority . he ast he nc ste c ff a r n ie M o l d D

4.13. At present, surface access to the Robin Hood Airport is substandard compared to other airports of similar size. There is no direct rail link to the airport and no link from the M18. We wish to improve access to the airport from all major towns Midla st nd a s in SCR, to support both the service provided to the E

area by the airport terminal itself and the growth of business and employment opportunities in the airport area.

London

69 Sheffield City Region, (2006), Development Programme

44 Sheffield City Region Transport Strategy, 2011-2026 4.14. Manchester Airport is the nearest airport serving Robin Hood Airport, Doncaster more distant locations, and also links to a broader range of international destinations through connection at Heathrow. Access to Manchester Airport from SCR is either by car, mainly via the A616/A628 and A57, or by rail via the Hope Valley line. Despite the high importance of Manchester Airport to SCR’s business growth, these links are considered unreliable, and rail connections are particularly slow, as discussed in chapter 3.

4.15. Access to ports is primarily of concern to the international logistics industry. Improving such access will facilitate the efficient movement of freight, and is covered in our discussion of this topic later.

4.16. London St Pancras International forms an important international rail hub, providing a more sustainable international travel options, which we wish to encourage. SCR is connected to Eurostar services from St Pancras either via Midland Main Line services to St Pancras itself or via East Coast services to the adjacent King’s Cross station. We have already achieved an increase in frequency from SCR to these stations, as reviewed in chapter 2.

Policy A: To improve surface access to international 4.19. We will work with Network Rail and with train gateways operating companies to carefully design services from SCR to Manchester Airport on the Hope Valley line, so that they meet the needs of air passengers in SCR. In 4.17. We will seek to further develop public transport links doing so we will give particular attention to services in to the Robin Hood airport, to provide an attractive off-peak periods, when frequencies are currently lower. alternative to car travel. As the airport area develops We will also continue to seek improvements to service further, we wish to see it served more directly by rail, schedules and reliability. with convenient links to all major SCR towns. 4.20. Improving rail links to international gateways in 4.18. Doncaster Council is taking forward the Finningley Manchester and London is also covered in Policy D and Rossington Regeneration Route Scheme (FARRRS) (page 50) and Policy E (page 51). Improving road links to provide a link to the Robin Hood Airport area from to Manchester Airport are also discussed in Policy B the M18 and to open up development opportunities. (page 47). Specific interventions mentioned above are FARRRS is essential to securing growth in this part of discussed in more detail in Policy G (page 54). Doncaster.

Sheffield City Region Transport Strategy, 2011-2026 45 The national road network 4.24. The need to squeeze more capacity from the existing network has been recently confirmed to be 4.21. In chapter 3 we presented the hierarchy of a key expectation of the business community from networks serving SCR. At the top of the hierarchy our strategy71. It has been stressed that investment is the national road network. The roads included in new infrastructure should be made if there is in the national network carry very large numbers demonstrable evidence supporting the need, and if of trips through and within SCR, and it is therefore this is further established through consultation with critical to keep this network operating reliably, partners and stakeholders. efficiently and safely. 4.25. The view that new highway infrastructure should 4.22. We have examined the impacts of the continuous not be seen as the principal way of providing growth in car travel on the network. Our analysis additional capacity has also been supported by indicates that failure to mitigate against the stakeholders outside the business community, who congestion and pollution resulting from these trips highlighted the linkage between this topic and the will have a detrimental impact on our economy. need to protect sensitive locations, such as the Peak This is supported by research from the ‘Delivering District National Park. a Sustainable Transport System’ studies70 which indicates that by 2035, predicted congestion on the 4.26. Our approach is therefore to support the Highways M1 will lead to wider economic costs equivalent to Agency in its work to reduce demand and focus on a 1% loss of SCR productivity per worker. improving the reliability of the network. A reliable network is one where a similar journey takes about 4.23. This study also suggests that physical expansion the same time on different days, and where any of the network, by either adding new highways disruptions are rapidly dealt with. In an unreliable or widening existing ones, would lead to network, travellers need to allow extra time to increased demand and therefore may not alleviate ensure that they do not arrive too late, and this congestion. This supports the topic of having to results in lost productive time, even if the there are ensure we make the most efficient use of existing no delays. We see the improvement of the reliability infrastructure, before making major investment in of the network being achieved by embarking new assets. on active traffic management and by seeking to achieve transfer of highway users on to other travel modes.

4.27. The reliability of the national road network also greatly depends on its ability to return to normal operation after traffic collisions and adverse weather conditions. Extreme weather has become more common in the last few years, possibly as a result of a climate change. Mitigation of such change is discussed later in the strategy, but it is also important that we adapt our networks to the possible impacts of floods, gale force wind, snow and heat. Effective adaptation to the changing climate requires that we continuously learn the lessons from each disruptive event.

4.28. Our approach is also in favour of prioritising road space for essential activities, such as freight distribution, and for those who use road space 70 MVA Consultancy, Department for more efficiently, such as buses, coaches, bicycles Transport, (2010), National Networks and high occupancy cars. Study Programme - Corridor 10 Study 71 Yorkshire & Humber Chambers of Commerce, (2010), Reconnecting Yorkshire and Humber

46 Sheffield City Region Transport Strategy, 2011-2026 Policy B: To improve the reliability and resilience of the national road network using a range of management measures

4.29. This policy is to be implemented in collaboration with the Highways Agency. We will continue to work closely with them on a range of issues, including prioritising between alternative motorway improvements, introducing traffic management measures and establishing diversion routes.

4.30. We will help the Highways Agency make the national network more resilient to shocks and minimise the disruption after incidents through integration with SCR’s own traffic management systems. We will continue our joint work to prevent disruption due to ice and snow, and contribute to contingency planning to ensure that the network is kept operational at all times.

4.31. We will also continue to work with the Highways Agency and Government to improve the effective capacity of the M1, A1(M) and M18. We will also seek to ensure that plans are in place to keep the A616/A628 open during extreme weather events. This is critical, for example, to ensuring uninterrupted connectivity to Manchester Airport, as discussed earlier.

4.32. Highway management at the SCR is discussed in Policy L (page 64). Priority for freight and public transport is also discussed in Policy C (page 48) and Policy N (page 71), respectively. The need to properly justify major investments is a topic that we raise again in our discussion of Policy F (page 52).

Part of the national network

Sheffield City Region Transport Strategy, 2011-2026 47 Freight and logistics 4.39. Road transport will remain dominant in our logistics sector even if the share taken by other modes rises. 4.33. SCR has a growing logistics sector. We are keen to We will therefore work with the sector to help improve support the growth of this sector and of the value- its efficiency and utilisation through policies such as added business linked to it. The need to effectively Heavy Goods Vehicle (HGV) management, vehicle manage the use of the national road network also restrictions and lorry parking. We will provide travel relates to a range of freight connectivity issues. information and signage that will aid effective operations and journey planning. 4.34. We want our partners to regularly examine rail- based and water-based alternatives to road freight. 4.40. We will also ensure that future developments serving We wish to encourage a dialogue between relevant freight and distribution activities are located in players in the freight industry, to promote efficient suitable locations, through proactive and integrated use of available infrastructure. land use planning. In some cases a suitable location would be adjacent to the rail network and in some 4.35. This may also include further development of other cases this would be close to the national and freight consolidation facilities, where this is strategic road networks, or in a location based on supported by a robust business case, to reduce part minimising the total distance to both networks. We loads and empty running. return to this issue in Policy I (page 58).

4.36. Doncaster forms the heart of the SCR logistics 4.41. We will establish a freight working group, led by the sector, with distribution centres and warehousing industry and supported by the LEP, with representation already central to its economy. Measures included from large and small operators. The group will work within this policy will further enhance the role of on a range of matters including eco-driving initiatives, this sector in Doncaster. local access to the national and strategic networks, maintenance and network management. Policy C: To promote efficient and sustainable means of freight distribution, while growing SCR’s If we are successful in making these improvements, logistics sector SCR will feel closer to other cities in England and abroad. Easier travel to national and international 4.37. We will work with the freight industry across all modes destinations will open up new opportunities of transport and link proposed solutions with new for leisure and business. This will help our area business opportunities for SCR’s logistics sector. This become a prosperous economic hub and will grow includes, for example, ensuring that efficient links exist SCR’s logistics sector. to sea ports, as highlighted earlier.

4.38. In those cases where we encourage the transfer of bulk road-based freight to rail, we wish to promote the introduction of rail-road distribution centres. A prominent example is the proposed Inland Port in Doncaster, which is of national significance. Associated with these centres are some 1,500-3,000 additional jobs72 for the Doncaster local economy. Other opportunities will be supported, especially where they facilitate the reinstatement or extension of rail links, for example the Cudworth Line in the Barnsley area.

72 Doncaster Metropolitan Borough Council, Finningley and Rossington Regeneration Route Scheme Business Case Report

48 Sheffield City Region Transport Strategy, 2011-2026 Rail connectivity 4.44. When rail infrastructure is limited, there are sometimes conflicts between local and intercity 4.42. Evidence from the national corridor studies73 services. Improving speeds on certain services can demonstrates that significant improvements to reduce the efficiency of others. In the immediate business connectivity are only possible via rail. SCR term, we will work to ensure that the resolution can benefit noticeably from improving rail service of any such conflicts matches SCR’s priorities. In patterns, frequency and journey times to key parallel, we will keep presenting our strong case for destinations. rail capacity enhancements which can be delivered without heavy infrastructure work, since such work 4.43. SCR authorities do not have a formal remit to would take many years to implement. design and improve rail services in the area, but we have already seen that collaboration and lobbying 4.45. A recent independent study74 has examined with Network Rail, the Department for Transport the economic benefits of different planned (DfT) and train operating companies can lead to improvements to the rail network. The report significant service improvements. We will continue examines how rail improvements can opens up our efforts to influence rail investment decisions, to new markets, help increase competition and widen ensure that these bodies include in their plans rail labour markets. One of the assessments presented interventions that are essential to improving SCR’s in the report demonstrates that over 375,000 connectivity. people in SCR could benefit from higher wages if rail infrastructure improves. Another example presented in the study illustrates that a 13-minute 73 Department for Transport, time saving to an inter-urban rail connection can (2010), National Networks Study have a present value of £21.5 million. Programme - Corridor 10 Study 74 Centre for Cities, (2010), On Track: Why Rail Matters

Figure 4.2 Public transport passenger flows, 2026

Sheffield City Region Transport Strategy, 2011-2026 49 4.46. Our analysis using the Urban Dynamic Model • Journey time and capacity improvements for Swinton suggests that improved rail services could directly Junction and Holmes Chord. contribute to an increase in SCR’s productivity, including around 900 additional jobs. Rail 4.50. To achieve these we will work closely with the improvements as part of a combined package of Leeds City Region and with partners in the East incentives to support the area’s recovery could have Midlands. The Northern Rail and Trans Pennine a larger impact. Express franchises are due to be renewed in 2013, and we see this as an opportunity to lobby for service 4.47. Figure 4.2 shows the increase in public transport improvements. trips in 2026 in the four largest urban centres in SCR, forecast by the Strategic Transport Model. For 4.51. We will ensure that our local public transport network each of the locations, the leftmost bar presents is designed to provide efficient access to SCR rail the demand without intervention and the second stations. We will continue to improve the quality and bar from the left presents the demand following a availability of passenger information and other travel package of rail improvements. We return to the two planning facilities, as further discussed in Policy N other bars later. It can generally be seen that the (page 71). We will continue our work to improve the increase in public transport demand is a welcome urban environment surrounding railway stations, sign of enhanced economic activity. including cycling and pedestrian infrastructure, as further discussed in Policy H (page 57) and Policy S 4.48. Fast and reliable rail services are essential, but they (page 79). are not sufficient if access to railway stations is inefficient. From a local perspective it is important 4.52. There are other rail connectivity aspirations within SCR that getting to and from our gateway stations is that need further examination, and some long-term easy to passengers anywhere in SCR. Improving ambitions for restoring unused rail lines, which are not feeding bus services to stations, enabling seen as feasible at present. We will support proposals convenient pedestrian access and providing to protect these lines for potential future use. facilities for cyclists will all ensure that obstacles to rail use are removed. High speed rail

Policy D: 4.53. The discussion of the national rail network relates To improve rail services and access to stations, directly to the High Speed Rail (HSR) proposal by focusing on interventions that can be delivered the national government, which could support in the short term a transformation of the economy of the North. Government announced in October 2010 that a Y-shaped HSR network, with connections between 4.49. We will work with Network Rail to improve rail services the West Midlands and Leeds via South Yorkshire, to London and to our neighbouring city regions: would deliver the greatest benefit to the national Manchester, Leeds and Nottingham. Improvements economy. that we will strongly support include:

• Journey time and capacity improvements on the Hope Valley line to Manchester.

• Electrification and journey time improvements on the Midland Main Line (MML) between Sheffield and Barnsley, and from both of these to London and Leeds.

• The promised journey time and capacity improvements to the East Coast Main Line (ECML), including links to the south (London) and the north (York, Newcastle and Scotland).

50 Sheffield City Region Transport Strategy, 2011-2026 4.54. Our own analysis has quantified the benefit from a Strategic connectivity Y-shaped HSR network to SCR and to the North. By providing a new rapid link between Sheffield and 4.59. Policies A to E focus on national and international London, Leeds, Derby, Nottingham and Leicester, links, to bring SCR closer to other cities and regions. the HSR network would enhance connectivity Equally important is the strategic network within to an additional 6.7 million people and 3 million SCR (as defined in chapter 3), which connects jobs. This would deliver an estimated £60 billion key urban centres and plays an important role of benefits according to the traditional evaluation in its economy. SCR has a comprehensive, fully- approach. In addition, it would imply a further functional strategic network, but there are specific £2.3 billion in wider benefits, i.e. improvements to gaps which we concentrate on here. business productivity and to the labour market75. 4.60. There is a need to better integrate the labour 4.55. Despite the government’s announcement and markets of Sheffield and Rotherham by improving recent progress made, the HSR proposal will need connections between the two centres, tackling to go through various other phases of approval and the severance caused by the M1. Some limitations development before it is approved. The plan as a of current connectivity between the centres whole, and the Y-shaped network in particular, will of Barnsley, Rotherham and Doncaster present come under scrutiny by those who do not see the an additional obstacle to SCR realising its full economic recovery of areas east of the Pennines as economic potential. a high priority. 4.61. Access to the growing opportunities in the Dearne 4.56. It is essential that SCR’s long-term plans consider Valley is also limited from all these centres, and the potential impacts of HSR on its economy. is critical for the re-branding of the area as a role Long-term planning also includes identifying model of sustainable economic recovery. opportunities to improve access from across SCR to future HSR stations, as discussed earlier. This will ensure that the benefits are shared by all parts of SCR.

Policy E: To ensure SCR is served by High Speed Rail

4.57. We will continue our work with other City Regions, including Leeds City Region, to demonstrate the high economic benefits of the eastern arm of the high speed network.

4.58. We will work with the Government as they seek to determine the optimal location of the HSR station in SCR, and will highlight the advantages and disadvantages of different alternatives. We will attach high importance to the design of efficient access to the selected station location by rail, bus, bike, car and on foot. We will not let our work to promote HSR come at the expense of other rail services, as set out in Policy D (page 50), to serve localities throughout SCR.

75 Arup, (2010), The Case for High Speed Engineers working at Sheffield rail station Rail to Leeds and Sheffield City Regions

Sheffield City Region Transport Strategy, 2011-2026 51 4.62. As outlined previously, we wish to strike a balance 4.66. We will examine proposals to improve connectivity between the construction of new infrastructure between Barnsley, Rotherham and Doncaster and and our attempts to use existing assets more to provide better access to the Dearne Valley. These efficiently. Building new links requires funds that proposals are still to be developed in detail. As set out could potentially be spent in other ways, and this earlier, there are long-term aspirations to link Barnsley obliges us to be rigorous when examining the case and Doncaster by better public transport. for each proposed intervention. 4.67. Buses are likely to remain the main mode linking 4.63. Nevertheless, evidence suggests that improving between the main centres in SCR. We will continue internal travel-to-work links within the main centres the Key Routes programme to provide attractive and can give rise to substantial benefits76, especially if competitive bus services between centres. We will also such improvements are coordinated with strategies continue to examine the case for the INTEGR8 scheme for improving skills and with private sector business which focuses on improvements to corridors linking initiatives. the South Yorkshire districts to each other. The scheme includes four Park and Ride sites in Sheffield and Policy F: Doncaster. To improve connectivity between major settlements 4.68. There are initiatives to supplement inter-urban rail services, either within SCR or between SCR towns and large cities elsewhere, with high-quality coach 4.64. We will progress carefully-selected infrastructure services. Where coach operators introduce such schemes to bridge, through sustainable means, services, providing travellers with new means of quick connectivity gaps between the principal towns in and sustainable travel, we will strongly support this. SCR77. 4.69. Some of our prioritised bus routes have an important 4.65. We will strongly pursue the cutting edge proposal role in serving regeneration areas, including Bus Rapid for a “tram-train” scheme between Sheffield and Transit schemes which are further discussed in Policy Rotherham. The scheme will expand the existing tram G (page 54); in providing people access to workplace, network by enabling tram access to the existing rail as further discussed in Policy K (page 62) ; and in network, and will thus facilitate tram services currently enhancing social inclusion, as further discussed in terminating at Meadowhall to continue towards Policy N (page 71). Rotherham. 4.70. Investment priorities are dynamic, and can change over time as circumstances change and evolve. The need for intervention will be monitored continuously, to identify emerging needs and changing priorities, as we also discuss in chapter 8.

If we are successful in making these improvements, it will make your rail journey to London and other cities quicker, with more services to choose from. In addition, it will become easier for you to travel by bus, tram or train between the main centres in SCR. This will give you more choice of places to work, study, shop or visit.

76 Department for Transport, (2006), Eddington Report on Transport 77 Work Foundation, (2009), City Relationships: Economic Linkages in Northern City Regions

52 Sheffield City Region Transport Strategy, 2011-2026 Supporting Regeneration

4.71. Transport is often a factor supporting the regeneration of sites or communities where a need for renewal has been identified. It can have a key role in their transformation and assist in attracting investment to create new businesses and workplaces. But insufficient connectivity and other transport-related issues can also sometimes constrain the feasibility of regeneration initiatives.

4.72. The policies in this section focus on how we will ensure that the SCR transport system supports regeneration and new development while mitigating some negative side effects that rapid growth may have. A common thread through all policies in this section is the need for transport improvements and other interventions in the built environment to be aligned with each other. Rotherham Interchange

Opening up employment growth

4.73. To achieve substantial economic growth, it is essential for SCR to facilitate the creation of a large number of new jobs, focused on the private sector. SCR partners have defined through their Local Development Frameworks and planning processes a clear list of locations where we would like to see new employment opportunities created.

4.74. Transport is a key factor in determining whether potential sites are suitable for development. Unless there are efficient and sustainable means of transport serving a site, development is ‘locked’ and cannot move forward. The list of sites where we wish to concentrate our employment growth must therefore be accompanied by a list of transport interventions to ‘unlock’ this growth. Both lists, and priorities within each list, are refined and agreed through working with the LEP, ITA and local authorities.

Sheffield City Region Transport Strategy, 2011-2026 53 4.75. There is a strong link between initiatives to 4.78. We will support development and regeneration of generate new jobs and plans to regenerate sites at key locations including the Lower Don Valley, deprived areas. Many of the plans for new Waverley, East Doncaster and Barnsley. To open up employment sites in SCR aim to assist in the development opportunities in these sites, we will revitalisation of disadvantaged communities, promote the following schemes: who suffered the most from the decline of local industries such as mineral mining. • White Rose Way. Dualling the A6182 road between the M18 and Doncaster will provide 4.76. This link between employment growth and the additional capacity necessary for the regeneration may cause tensions between our development of retail, leisure and housing. policies, because such initiatives often wish to support remote communities which are not • Finningley and Rossington Regeneration situated close to key corridors. Since employment Route Scheme (FARRRS). This scheme will growth in these communities is central to our provide a catalyst for growth in these areas, vision, it has to be acknowledged that the way with opportunities for extensive business to achieve this may be different to our way of development around the Robin Hood Airport. achieving other goals. It may require investment in new road links, which in some other cases would be • Bus Rapid Transit (BRT) ‘South’. The scheme avoided due to environmental or other impacts. We will link Waverley to Rotherham and Sheffield and will need to continuously manage the fine balance include a Park and Ride facility. between this policy, Policy I (page 68) and Policy K (page 62). • BRT ‘North’. The scheme will connect development sites in the Lower Don Valley with 4.77. The current reductions in public spending pose a the centres of Rotherham and Sheffield. significant risk that funding will not be available in the near future for major transport interventions. • A61 Penistone Road Smart Route. The upgrade Nevertheless, the key position of these of the A61 corridor into Sheffield will support interventions in this strategy remains, since they are the regeneration of the Upper Don Valley. The fundamental to our growth plans. We are exploring scheme forms a key phase of the Sheffield City innovative means of funding and financing for Centre Regeneration Strategy. these interventions, involving both the public and private sectors. • Waverley link road. This is a new connection to link the Advanced Manufacturing Park and Policy G: surrounding area to Sheffield and Rotherham To deliver interventions required for centres and the M1. development and regeneration

54 Sheffield City Region Transport Strategy, 2011-2026 • Access from the M1 to employment and 4.79. These schemes and the developments they serve will development sites in Barnsley and potential have a major impact on the performance of SCR’s for the Barnsley Orbital Route, to facilitate the transport system. The map in Figure 4.3 shows the delivery of Barnsley’s growth strategy, focused on expected change in the average delay per vehicle its Accessibility Improvement Zone. on our highways in 2026. The green dots represent locations where the schemes on the list lead to an • The A57 scheme in Rotherham. This will improvement, and other dots represent locations provide access to the M1 junction 31. It is where delay increases. The majority of locations important for safety reasons and for the throughout SCR see a reduction in delay, which also continued regeneration of the former Dinnington indicates a high likelihood to attract new employees Colliery site. and visitors. Specific locations see an increase in delay, such as Junction 3 of the M18 and the A638 • Enhancement of the Supertram system. This Bawtry Road. These require some additional local will accompany the creation of the Sevenstone improvements to be considered. retail quarter, as part of the regeneration of the Sheffield City Centre. 4.80. Several schemes on the list above, such as BRT South and North, are also central to the delivery of Policy F • Markham Vale and Meden Valley. Solutions are (page 52). still being developed for this area, which has the potential to become a major employment hub on the M1. This will open up ‘brown field’ sites for regeneration in the Rother Valley.

Markham Vale

Sheffield City Region Transport Strategy, 2011-2026 55 LTP3\Modelling\Delay comparisons 251110 Junc Delays - Test and Core Scenario 251110

Figure 4.3 Change in delay due to highway congestion, 4.81. Figure 4.4 illustrates the change in bus delays in SCR with major schemes, 2026. districts as a result of the investment in the above list of schemes, as forecast by the Strategic Transport Model. Note that the percentage delay is calculated with respect to the scheduled time; a reduction M180 Doncaster between 0% and 100% implies better adherence to the A1(M) Barnsley M1 timetable, and a reduction above 100% means that

A616 M18 the buses are consistently quicker than their scheduled times.

Sheffield Rotherham 4.82. Buses are often delayed due to highway congestion, and therefore the package of highway improvements Bassetlaw in Figure 4.4 reduces bus delays in some districts even without public transport priority measures. The ‘public

Chesterfield Bolsover transport package’ in Figure 4.4 includes INTEGR8 M1 and other improvements to bus services. These have

N E A1 a significant impact on bus journey times, causing Derbyshire a decrease of about 40% in delays in those districts Derbyshire Dales where most improvements are introduced. We return Key to the other scenarios presented in this figure later. A38 Reduction in Delay 0% to 50% Increase 50% to 100% Increase 100% to 200% Increase More than 200% Increase National Network (Road) Strategic Network (Road) 'A' Road A50 0 10 20

Kilometres

This map is based upon Ordnance Survey material with the permission of Ordnance Survey on behalf of the Controller of Her Majesty's Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may © Crown copyright. All rights reservedlead to prosecution or civil SYPTE proceedings. SYPTE 100030252 100030252 2010 2010

Figure 4.4 Bus delay, 2026

56 Sheffield City Region Transport Strategy, 2011-2026 The urban environment 4.86. We will continue to work with partners and with the public to design improvements to streetscape and 4.83. Our strategy seeks to play a role in making the the urban environment. Key examples include the urban environment surrounding our networks following: more attractive. Lively urban centres, and particularly those which host vibrant culture and • Improving accessibility and streetscape between the leisure activity, are also more capable of attracting railway station and town centre in Rotherham, and inward investment and job creation. Considerable promoting a more vibrant environment through success in creating attractive public places has encouraging retail. already been made around the Sheffield railway • Improving the shopping environment in Chesterfield station and ‘Gold Route’, around the Barnsley through the Town Centre Masterplan. Interchange and at the pedestrianised area in • Encouraging the introduction of interventions to central Doncaster. improve public places in the Dearne Valley as part of the eco-vision initiative. 4.84. SCR must continue to offer a high quality of life • Improving the public realm in Barnsley to link the to its residents and those who wish to visit or transport interchange, market and surrounding invest here. It is therefore important to expand area. the success of public realm projects from selected locations on to other residential and industrial parts 4.87. Interventions to develop attractive public places will of SCR. often be linked to the following activities:

4.85. The need to make decisions about the desired • The protection and enhancement of heritage sites, characteristics of streets and local centres to be delivered in consultation with English Heritage. provides opportunities for us to take forward • The protection and enhancement of green the Government’s ‘localism’ and ‘Big Society’78 space and public rights of way, such as riverside challenges. We want to proactively seek footpaths, especially where they provide alternative opportunities to give the public the power to be opportunities for active travel. more involved in local decisions. • The use of green space to alleviate floods and enhance biodiversity. • Tree planting, which has both aesthetic and Policy H: environmental advantages. To develop high-quality public places 4.88. Integral parts of the design of any improvement to the urban environment are safety considerations (see Policy Y, page 87 and Policy Z, page 87), environmental considerations (see Policy V, page 83) and our aspiration to encourage walking and cycling (see Policy S, page 79).

If we are successful in supporting development and regeneration, new high-quality transport links will attract new businesses to the area, and new jobs will be created where it was previously difficult to travel. SCR will become renowned for its superb urban environment and particularly for its welcoming employment centres.

78 http://www.thebigsociety.co.uk (last accessed: 02 Dec 2010)

Sheffield City Region Transport Strategy, 2011-2026 57 Transport and land use 4.93. Figure 4.2, presented earlier, shows public transport passenger flows in the larger urban centres in 4.89. Our analysis gives clear evidence79 that improving SCR, based on our Strategic Transport Model. The connectivity through building new infrastructure figure implicitly represents more general trends alone is not sufficient to achieve our goals. The of reduction in congestion and acceleration in more we grow and prosper, the higher the risk economic activity. The figure shows that the better of increased car use, congestion and pollution. results are achieved by combining public transport To secure long-term gains we therefore need to improvements with a condensed land use pattern, ensure that SCR’s spatial development is aligned concentrated along key corridors, as represented in with its capability to accommodate its own growth. the ‘balanced package’ set of results.

4.90. The most effective way for an area to experience 4.94. It should be noted that the ‘balanced package’ in growth without bearing consequences such as Figure 4.2 is based on a certain land use pattern, congestion and an increase in emissions is through oriented towards public transport corridors, but prioritising development in areas that already have more drastic forms of this pattern are possible, the capacity to contain this growth. Controlled with stricter adherence to the same principles. growth along existing transport corridors and near Such stricter scenarios are likely to lead to a bigger transport interchanges can make SCR denser, with impact than that shown. more intense activity in central locations. Such growth layout reduces the need to travel long Policy I: distances, and as a result, it reduces traffic and To focus new development along key public further encourages travel by walking and cycling. transport corridors and in places adjacent to existing shops and services 4.91. Concentrated growth also enables public transport operators to offer attractive high-frequency routes, serving high levels of demand at clearly- defined locations. It therefore also intensifies business activity in these locations and generates agglomeration benefits.

4.92. This long-established planning concept80, which became formal guidance in the 1990’s, also encourages the mixture of specific combinations Sheffield Business Park of land uses in adjacent sites or in the same site. Mixing housing, office and light retail developments reduces the length and duration of commuting or shopping trips, and reduces traffic, especially during peak periods.

79 Evidence Base Document 3 - Modelling 80 Department for Communities and Local Government, (2001), Planning Policy Guidance 13: Transport

58 Sheffield City Region Transport Strategy, 2011-2026 4.95. A proactive approach to coordinating land use and Local rail service transport is critical to the success of our strategy. Figure 3.14 in chapter 3 identifies areas where accessibility by existing public transport services is considered high. A major study we have recently undertaken81 divided sites for potential future development into categories based on their location on this map.

4.96. We will ensure that proximity to the public transport network, as reflected in this form of accessibility mapping, is at the heart of the process whereby locations of new development are approved, favouring ‘sustainable sites’, i.e. those sites which are highly accessible by public transport, by bike or on foot.

4.97. Along existing public transport corridors, and near stations, interchanges, shops and offices, we will work to strengthen those types of land use which are missing to complete a balanced land use mix. Such a mix can give people the choice to live, work, shop and undertake leisure activities without having to travel a 4.100. Working with public transport operators, local long distance. planners and developers, we will examine ways of integrating the design of future developments with 4.98. Barnsley has defined an Accessibility Improvement the design of public transport, footpaths and cycle Zone which covers the core urban part of the borough, routes serving them. We will work with developers and it focuses its future development plans within this to ensure that residents and employees have access zone. Outside the urban core area, new housing is to information on sustainable travel options; this is developed at sites adjacent to railway stations, such further discussed in Policy T (page 81). as Wombwell, Elsecar and Darton, adhering to the principles of transit-oriented development. 4.101. The provision of options to reduce the need to travel a long distance relates to initiatives to facilitate working 4.99. It should be noted that the policy to integrate without travelling. This is enabled either through transport planning and land use planning also introducing flexible working patterns and home means we should ensure the capacity on the selected working, or with the use of technology. Technological corridors is sufficient. Services along these key substitutes to commute and business travel include the corridors should be enhanced to accommodate the general use of the internet and specific applications increase in demand, as we discuss in Policy F (page for teleconferencing. Such options are becoming 52), Policy G (page 54), Policy K (page 62) and Policy increasingly viable thanks to advances in broadband N (page 71). capacity, and SCR has a lead in this market through the Digital Region82 initiative. We welcome such initiatives, and will regularly monitor their impacts and the readiness of the market to adopt such work patterns more widely.

4.102. In some cases, locating new development close to the existing network will reduce the need for car parking on site. There is an aspiration to promote 81 South Yorkshire Passenger car-free housing developments in the Dearne Valley, Transport Executive, Land Use and to encourage a modal shift away from the private car. Transport Integration Project 82 http://www.digitalregion.co.uk This aspiration is fully consistent with this policy. (last accessed 02nd Dec 2010)

Sheffield City Region Transport Strategy, 2011-2026 59 Controlling congestion 4.106. SCR partners have agreed that stringent demand management measures are not a viable option to 4.103. Congestion is a cause for a loss of productive work implement in the current economic climate, when time, carbon emissions, air pollution and noise, the area strives to reduce unemployment and and can therefore put at risk our efforts to brand attract visitors, shoppers and investors. Forecasts SCR as an attractive area. A successful delivery from our Urban Dynamic Model83 have confirmed of our strategy will ensure that people in SCR that strict demand management measures may willingly make travel choices that do not increase slow down the area’s economic recovery and congestion. cause a shift of employment and commerce to neighbouring areas. 4.104. Still, we wish to avoid a ‘rebound effect’ whereby car users who chose alternative modes of travel 4.107. Nevertheless, in the longer term it is still clear that are replaced by new car users, who wish to benefit avoidance of any means of demand management from the improved traffic conditions but in fact will bring the levels of congestion back to their cause the poor conditions to persist. previous levels and above, and cause SCR to lose benefits gained from the application of 4.105. Parking restraints and pricing, workplace parking other policies. To illustrate this, Figure 4.4 shows levies, reallocation of road space and road user that the most significant reduction in delay (for charging are demand management measures buses but also for other highway users which are applied in different places to reduce private car not presented) is achieved through a ‘balanced use in urban centres. Some of these are also package’. In addition to the schemes listed in applied in SCR, although at a relatively moderate Policy G (page 54) and substantial public transport level. There is clear evidence that stricter demand improvements, this package includes measures to management is often highly effective, but there is control the total level of highway demand. also clear evidence that it causes some travellers to prefer travel to places where such measures are not 4.108. Our policy is therefore to remain alert to applied. changes in traffic levels, emissions and to the pace of SCR’s economic recovery, and to adopt a phased approach to the application of demand management policies. In the short term it is likely that no such measures will be taken; this will be reassessed periodically. Rotherham town centre Policy J: To apply parking policies to promote efficient car use, while remaining sensitive to the vulnerability of urban economies

83 Evidence Base Document 3 - Modelling

60 Sheffield City Region Transport Strategy, 2011-2026 4.109. It is likely that future demand management will take Doncaster Park and Ride the form of parking policies, as they provide sufficient flexibility to adjust the price and geographical scope to the desired magnitude of impact. For example, if high levels of traffic during peak periods are deemed the main issue to address, applying different tariffs for short-stay and long-stay parking can ensure that public transport becomes a more competitive travel option for commuters, while travellers using their cars for other purposes are less affected.

4.110. The key consideration guiding the delivery of this policy is the need to exercise great sensitivity to phasing and timing. Some of our analytical tools, including the Sheffield and Rotherham Transport Model, have been developed with particular attention to the ability to study the impact of parking policies. Careful forecasting and scenario testing, as well as some market research, will therefore precede the application of any demand management measures, to ensure that their likely impacts are consistent with our goal of supporting SCR’s economic growth.

If we are successful in delivering these policies, new shops, houses and offices will be built in places that everyone can access easily. More people will have an option to live and work in a central location, and their trip to work or to the shops will be much shorter than it is today.

Alhambra Shopping Centre, Barnsley

Sheffield City Region Transport Strategy, 2011-2026 61 Linking People to Jobs 4.115. Similarly, we need to ensure that public transport serving commuters is reliable and punctual. 4.111. Reducing unemployment remains a top priority Unreliable services provide little certainty about for partners across SCR, and we therefore need to expected departure and arrival times; they oblige ensure that unavailability of transport links is no employees either to leave a considerable safety longer a reason for people to remain out of work, margin, sacrificing time that could be used in other even if they live in a remote community. We also ways, or to be at risk of arriving late at work. need to avoid those occurrences when the existing network fails to serve commuters efficiently due to 4.116. Evidence suggests that lack of skills is one of the operational problems. Our policies to tackle these key factors affecting unemployment rates in SCR86. are grouped in this section. The discussion above regarding public transport links to workplaces is therefore equally applicable to connections to training opportunities. Access to workplaces

4.112. Half of UK households in the lowest income Policy K: category do not own a car. This proportion is even To develop public transport that connects higher with individuals claiming income support people to jobs and training in both urban and or jobseeker’s allowance, of which nearly two rural areas thirds do not have access to a car or a licence to drive it84. For many job seekers, few suitable jobs are available at a walking or cycling distance from 4.117. We will work with operators to ensure that services home, and moving home to an area with more jobs focus on providing efficient links at times of the day is often costly. when work or training start and end. We will also support services of this type in those communities 4.113. It is therefore clear that public transport links are where operation on a commercial basis is not critical if we wish to reduce unemployment. This provided. We will continue to work proactively to is particularly relevant in some of the more rural make information about these services available to parts of SCR, where there are settlements without those who need them, as further discussed in Policy T a major employer or a suitable employer. There (page 81). is evidence that without public transport links to work, such communities in SCR will find it more difficult to recover from the economic recession than other places85.

4.114. Individuals who do not have access to a car can only take up a new job if available public transport services connect their home and workplace at the appropriate time of day. The need to provide links to jobs is therefore not only a matter of ensuring the required routes are in place; we need to ensure that services and their timetables are tailored for the needs of local commuters.

84 Campaign for Better Transport and Citizens Advice, (2010), Transport, Social Equality and Welfare to Work 85 The Work Foundation, (2010), Recession and Recovery: How UK Cities can respond and drive the recovery 86 Sheffield City Region, (2010), Strategic Supertram, Sheffield Economic Assessment, page 45

62 Sheffield City Region Transport Strategy, 2011-2026 4.118. We will also continue to tailor innovative solutions for 4.122. Specific schemes which would facilitate the provision specific needs and promote the use of bespoke forms of rapid and reliable public transport access to of travel, such as car clubs, car sharing, provision of workplaces are described under other policies. This scooters (“Wheels to Work”), community transport and includes rail schemes in Policy D (page 50); INTEGR8 demand-responsive routes. and inter-urban links in Policy F (page 52); and BRT schemes in Policy G (page 54). 4.119. Policy I (page 58), which supports the location of new development in easily-accessible locations, will play 4.123. Analysis using our Strategic Transport Model suggests an important role, in the longer term, in expanding that a package of all local public transport schemes the range of job opportunities available to most SCR currently being developed by SCR partners, focused on residents. efficient links for commuters, can lead to a significant improvement in the level of service, and associated 4.120. While the discussion above focuses on those economic benefits. This is presented as the “public travellers who have no access to a car, we also wish to transport package” in Figure 4.4. encourage those with a car to consider commuting by public transport. The provision of public transport for 4.124. The “enhanced public transport package” in the same a wider range of purposes is covered later in Policy N figure also includes BRT North and South, major (page 71). elements of the INTEGR8 programme, improved tram services, “tram-train” between Sheffield and 4.121. Policy N also elaborates on the work currently Rotherham and improved public transport between undertaken in parts of SCR to examine alternative Barnsley and Doncaster. The enhanced package approaches to ensuring high standards of public reduces bus delays by up to 80%. This is also an transport services, either through voluntary indirect indicator for its positive influence on other agreements with operators or by introducing road users and for its broader economic impacts. franchised services as part of a Quality Contract Scheme. If we are successful in improving access to jobs, jobseekers will have more options to choose from even if they do not drive. Better public transport connections to work places will also appeal to others, which will prefer to leave their car at home.

Doncaster town centre

Sheffield City Region Transport Strategy, 2011-2026 63 Traffic management 4.129. A major part of SCR has already invested in traffic management infrastructure and intelligent traffic 4.125. We have already discussed, in Policy B (page control, through the South Yorkshire Integrated 47), the negative impacts of the lack of reliability Transport System programme, SYITS . We will expand and resilience on the national network. We have and enhance systems to improve the way existing described how we will work with the Highways capacity is utilised and to provide information to Agency to tackle these. Reliability and resilience are travellers in all stages of their journey, so that they can also critical for users of the strategic road network, make informed travel decisions either in advance or in which is owned and operated by SCR authorities. real time.

4.126. Fluctuations of travel times due to varying traffic 4.130. We will ensure that new interventions and future conditions, delays due to incidents, and closures maintenance make the strategic network better or diversions due to weather conditions are all capable of coping with greater fluctuation in weather costly and inefficient. The time spent in such events as a result of climate change, including periods of comes at the expense of personal leisure time snowfall, ice, strong winds and flooding. in the case of commuters, and at the expense of more productive activities in the case of business 4.131. We will develop route-specific contingency plans, travellers. Those directly affected include car users identifying approaches for minimising disruption to and passengers on buses and coaches. public transport vehicles, freight and other road users. The contingency plans will also specify procedures for 4.127. Network reliability and resilience can be improved coordination between agencies at times of disruption using real-time traffic control, and the use of new and local routes that can be used for freight in cases of technology is central to this policy. There is a road closure on the strategic network. continuous development of enhanced systems for managing and monitoring traffic, providing 4.132. Our strategic network covers the whole of SCR and real-time traveller information based on cellular straddles administrative boundaries. Joint working and GPS technologies, and communicating with between authorities in these areas on network emergency services87. We are keen to place SCR at a operations, and especially facilitating coordination leading edge in the area of using such technologies of real-time control, is still in its early days. We will to improve network performance. continue to work together to make work procedures more efficient, for the benefits of road users anywhere 4.128. It is also critical that we develop detailed in SCR. contingency plans to keep our networks operational at all times, with different scenarios considered for different cases of extreme weather, collisions, terrorist attack and other types of network failure.

Policy L: To reduce the amount of productive time lost Real-time on the strategic road network and improve its information display resilience and reliability

87 Parliament Office of Science and Technology, (2009), Intelligent Transport Systems

64 Sheffield City Region Transport Strategy, 2011-2026 Network maintenance Emergency maintenance, December 2010

4.133. Delays, unreliability, poor journey experience, limited access to workplaces and loss of productive time – these are all sometimes caused by poor levels of network maintenance. Poor maintenance also often creates road safety hazards.

4.134. The emphasis we place in this strategy on squeezing more from our existing infrastructure positions maintenance very high on our list of priorities. It is clear that at times when our ability to invest in new infrastructure is limited, substandard performance of existing assets owing to lack of maintenance cannot be justified.

4.135. Research undertaken on public opinion88 highlights that there are currently high levels of dissatisfaction with the condition of road and pavement surfaces, with potholes representing a significant problem. The speed of repair to damaged roads and pavements is also highlighted as a key area of dissatisfaction.

Policy M: To ensure SCR networks are well-maintained 4.136. The Transport Asset Management Plan (TAMP) plan covers roads, bridges, highway structures and public transport infrastructure, and sets out the approach to the maintenance of South Yorkshire infrastructure. We will use the TAMP to prioritise maintenance investments to ensure, in the first instance, that the strategic network is well-maintained. We will also seek to ensure consistency in maintenance standards and procedures between South Yorkshire and other parts of SCR.

88 IPSOS MORI for RAC Foundation, (2010), Where Next for Transport. A summary of public opinion and key transport priorities at the national and local level

Sheffield City Region Transport Strategy, 2011-2026 65 Cycle lane, Doncaster 4.139. The prioritisation of maintenance activities will be directly informed by information on collisions and their causes, according to our “worst first” approach. We will ensure regular inspections are undertaken to identify defects that are likely to cause safety problems to road users, pedestrians and cyclists. Asset management plans will indicate where maintenance issues pose a safety risk, and mitigation will be seen as a high priority. This is strongly linked to the discussion of Policy W (page 85), Policy X (page 86) and Policy Y (page 87) later in this strategy.

4.140. In Sheffield, we will invest £10 million a year to support the Streets Ahead programme to improve roads, street lights and pavements over the next 25 years.

4.141. We have established a special working group to oversee asset management issues. The group has a broad remit to identify maintenance priorities, recommend actions and pursue their delivery.

If we are successful in delivering these policies, you 4.137. The maintenance of walking and cycling routes that will be less likely to experience unexpected delay form part of the local network will be managed in when you travel to work. You will be able to plan a similar way, and the Right of Way Improvement your journey with more certainty, and make the Plans for each district will help inform maintenance most of the time you save in any way you choose decisions. We see the maintenance of these routes as a key part of the delivery of this policy, given the high- quality surfaces required to protect the health and safety of pedestrians and cyclists (these are discussed further in Policy S, page 79).

4.138. Through working with the Highways Agency we will coordinate and schedule maintenance activities, attempting to minimise the impact of these activities on network performance and operations. Whenever possible, maintenance activities are undertaken in off- peak hours.

66 Sheffield City Region Transport Strategy, 2011-2026 Conclusion 4.148. Our analysis indicates that even when all the measures listed above are combined, their joint 4.142. We have introduced here a list of high-priority effect is still not large enough to prevent the policies which will help secure a prosperous natural evolution of congestion and the associated future for SCR. These policies are seen by the SCR risks to SCR’s economy and environment. We have authorities and LEP as the core of this transport explained here that for our actions to become strategy. truly effective, we will seek to influence land use planning processes so that the location of new 4.143. We have explained how we will support development reduces the need to travel long business growth in SCR by improving interurban distances. This will allow people to undertake connectivity. This includes strengthening rail links most of their activities in central places, which are to London, Manchester, Leeds and Nottingham, convenient for the users of all transport modes. particularly on the Midland Main Line, East Coast Main Line and Trans Pennine services. 4.149. We have set out our approach to traffic management in urban centres. We will 4.144. We have also shown how improved links between acknowledge the importance of parking provision SCR towns would provide businesses with better to local businesses, and the vulnerability of local access to markets and open new employment economies to restricted access by car. However, we opportunities for jobseekers. This includes some will remain alert to increasing congestion in these critical public transport improvements, as well centres, and will consider applying measures to as targeted improvements to relieve congestion reduce it over time. hotspots on the A57, A61 and Junction 34 on the M1. 4.150. A balanced package including improvements to all modes of transport, an integrated land 4.145. We have discussed the need for more efficient use planning approach and careful network control of our networks through active traffic management is therefore vital for our growth management, contingency planning and real-time and prosperity. This is illustrated in the ‘balanced event handling, often using new technology. This package’ columns in Figure 4.2 and Figure 4.4. The would extract more capacity from the existing road following chapters describe additional policies that and rail infrastructure and improve their reliability further contribute to this balance. and resilience. Barnsley Town Hall 4.146. We have discussed the links we will create to major regeneration areas, to accelerate SCR’s renewal and facilitate new business opportunities. This refers in particular to sites in East Doncaster, the Dearne Valley, Rossington, Waverley, the Lower Don Valley, Markham Vale and the area around Junctions 36-37 of the M1.

4.147. Opening up opportunities for business growth results in additional car trips and potentially increased levels of congestion. Enhanced activity on our transport networks is a welcome sign of economic vitality, but it might rise to levels that would thwart the efforts to make our area prosper. There is evidence, including forecasts from our Strategic Transport Model, that focused investment in public transport improvements will create suitable conditions for sustainable growth. This is illustrated in Figure 4.2 and Figure 4.4.

Sheffield City Region Transport Strategy, 2011-2026 67 The ‘Ox Stones’, Sheffield

68 Sheffield City Region Transport Strategy, 2011-2026 5. enhancing social inclusion and health

Introduction Local public transport

5.1. Transport has a critical role to play in providing 5.4. Communities with higher levels of deprivation tend everyone in SCR access to potential employment, to have lower levels of car ownership than other training, social and cultural opportunities. The parts of SCR91. Enhancing the quality of life in these policies discussed in this chapter focus on the communities could therefore be directly supported actions required to prevent communities and by effective and convenient public transport. individuals across SCR from being isolated or disadvantaged. The specification of these policies 5.5. Seamless and attractive public transport is has been based on a substantial evidence base, important not only in those specific places, but presented in a separate appendix89, and it also is vital for all communities across SCR. The ability draws from a recent report on transport and social to access shopping centres, hospitals and a range inclusion90. We split the topics presented in this of other services is critical for everyone, including chapter into two sections: those who do not drive for whatever reason, independent of where they live. • Local public transport; • Travel for recreation and tourism. 5.6. Furthermore, it is important to provide people with the choice of alternatives to car travel, because of 5.2. Some of the issues discussed in this chapter the negative impacts of congestion (discussed in are of particular relevance to SCR’s many rural chapter 3) and the environmental impacts of car communities, including areas in Rotherham, use (discussed in chapter 5). Bolsover, Bassetlaw and East Doncaster. The remoteness of such communities presents 5.7. This section extends a discussion we have already both challenges and opportunities; we link this begun in Policy D (page 50) and Policy K (page discussion in this chapter to the topic of access to 62). The three policies in this section concentrate green and recreational spaces, including the Peak on different aspects of improving public transport District National Park, parts of which lies within services, which jointly aim at providing a Barnsley, Sheffield and North East Derbyshire. competitive travel option for both new and existing customers. 5.3. Access to opportunities, to social activities and services often results in better health, and we have therefore defined the aspiration to enhance social inclusion and health as a single goal. All the policies in this chapter contribute to a healthy lifestyle. Particularly important from a health perspective is Policy S (page 79), to encourage active travel through walking and cycling. This policy equally relates to several of our goals: it helps protect the environment by replacing motorised travel; it supports the economy by reducing congestion; and it improves health through its impact on physical fitness. We note here the strong link of this policy to the current chapter, but the full policy description is included in the next chapter.

89 Evidence base document 6 - Maximising health and social inclusion 90 Passenger Transport Executive Group, (May 2010), Transport and social inclusion Sheffield 91 Evidence base document 6 - Interchange Maximising health and social inclusion

Sheffield City Region Transport Strategy, 2011-2026 69 5.11. For public transport to offer a competitive travel option, a critical feature is the quality of integration between different modes and services. Careful scheduling of transfers between routes, convenient interchange facilities, and ticketing arrangements designed with passengers’ convenience in mind – these can all make a substantial difference to the way the service is perceived by existing passengers and potential new ones95.

5.12. The need to access different activities by public transport implies that a high level of integration is required between the public transport network and these activities, and not only between routes or operators. Such integration can be achieved through coordination of the patterns of service and hours of operation with hospitals, universities and shopping centres.

5.13. As part of Policy I (page 58) we have described the need to concentrate new development along corridors which already are well-served by public Customer service, Doncaster transport. It should be noted that this also means Park & Ride we should ensure that passenger capacity on the selected corridors is sufficient to accommodate Quality of service this growth. Implementation of all the measures discussed here as targeted interventions, along the 5.8. To develop our local public transport into people’s corridors identified as suitable for high growth, is preferred travel mode we need to ensure it essential for the success of Policy I. consistently provides a high level of service in terms of its coverage, frequency, speed, reliability and 5.14. Park and Ride (P&R) facilities have an important role convenience. The most fundamental requirement in a package of public transport improvements. from the public transport network is that its P&R is an effective solution on corridors with high geographical coverage matches the origins and travel demand, especially for those travelling to destinations of people’s trips, offering them service SCR’s larger urban areas from its suburban or rural where they need to go from and to. parts. P&R combines the use of a car, motorcycle or bike in the area where the public transport network 5.9. Public transport services need to offer an efficient is sparse with the use of a ‘shuttle’ service on the use of time, and one of the main ways of reducing urban part of the journey. If designed well, it can their journey times is through the introduction of therefore combine a high level of convenience with priority measures, including dedicated bus lanes the benefits of reducing the number of vehicles on and prioritised signal settings for buses and trams. the radial urban corridors.

5.10. Priority measures for public transport vehicles also improve their reliability and punctuality. The last decade has seen a wave of studies and publications, 92 repeatedly confirming that the reliability of public Department for Transport, (2007), Model to Assess Public Transport Reliability transport services is critical from a passenger’s 93 University of Leeds, Institute for Transport perspective92 93 94. Measures for improving public Studies (2007), The Cost of Bus Reliability transport reliability are also included in our South 94 South Yorkshire Passenger Yorkshire Intelligent Transport System programme, Transport Executive (2010), Customer Satisfaction Surveys SYITS, presented in chapter 4. 95 Department for Transport, (2009), The Future of Urban Transport

70 Sheffield City Region Transport Strategy, 2011-2026 5.15. The quality of our public transport offer also 5.19. We will also continue to examine the case for P&R depends on a range of ‘soft’ measures such as a schemes, including the INTEGR8 programme, comfortable internal design of buses, trams and introduced in Policy F (page 52). As part of this trains, and the waiting environment at stops, programme we are currently investigating potential stations and interchanges. There is evidence for the combinations of high-quality bus corridors and P&R importance of these factors in influencing travel locations. In Doncaster, work is being undertaken to choices96. We presented earlier our recent successes consider a P&R site in the north-east and another site in upgrading interchanges, stations and fleets; in the south, to complement two existing sites which similar work continues across SCR. link the town centre with the A638. In Sheffield, four tram-based P&R sites are currently operated, and 5.16. Choices made by travellers are influenced by the bus-based P&R is being considered in the south and information they have available when planning the north of the city. Other plans are being developed their journey. We focus another policy, Policy T to expand the use of P&R along rail and tram routes (page 81), on the need to assist travellers in SCR where this is feasible and beneficial. to make their travel arrangements; but we stress here the importance of the continuous provision of 5.20. We will improve the integration between public information to public transport passengers. Such transport services through developing multi- information is required at all stages of a journey, modal, customer-friendly ticketing solutions. This i.e. at home before the journey, at a stop on the includes working with West Yorkshire to build on the street, in a station or an interchange, and on board ‘Yorcard’ smartcard initiative. We will also work with a vehicle. Information is required in a range of neighbouring City Regions to improve cross-boundary formats, to suit a range of individual needs. fare arrangements. This is particularly important in Barnsley, which forms part of SCR and the Leeds City 5.17. In the discussion of a diversified package of Region. alternatives to car travel, or for those without a car, we also recognise the role of taxi and private 5.21. We will continue to invest in our interchanges and hire services. These offer a high level of flexibility, stations through redesigning and redecorating, including coverage of areas with low frequency of improving easy access, renewing facilities and scheduled services, and reduce the need for city ensuring that a wide range of services for customers centre parking. They are particularly useful as a is available. Similarly, we will invest in bus and tram service for passengers making one-way trips, for stops, to ensure they are attractive, comfortable and those travelling with luggage, and for late night or safe. early morning travel. 5.22. We will continue our dialogue with the health, Policy N: education and retail sectors, to ensure that public To develop user-friendly public transport, transport links to major trip attractors are tailored covering all parts of SCR, with high quality of for customer needs. We will aim to provide public integration between different modes transport links not only to the nearest facilities but to the most relevant for specific communities and individuals. 5.18. We will provide measures of bus priority, particularly during peak periods, such as the Bus Key Routes programme and the Bus Rapid Transit schemes presented in Policy G (page 54), and work to develop similar solutions on additional corridors. We will continue to explore the case for extending our tram network.

96 Department for Transport, (2009), Door-to-door by public transport

Sheffield City Region Transport Strategy, 2011-2026 71 5.23. We will continue to provide passenger information 5.26. Analysis undertaken for different parts of SCR indicates and operate information centres, serving passengers that different solutions are suitable for different places. at all stages of their journey. We will continue to We will examine options with the bus operators, explore the use of new technology for the provision of and will select the mechanism that delivers the best passenger information. We will also work with West possible bus services for our passengers. Yorkshire to further develop the Real Time and Get There Sooner initiatives. Accessibility

5.24. We will work more closely with the private hire 5.27. We discussed earlier the level of accessibility by industry, to ensure that their services match the needs public transport to different places and activities. of travellers from different communities in SCR, and to Here we discuss more specifically the ability to integrate their services in our information systems. We board the public transport vehicle itself, or alight will examine a wider range of flexible and demand- from it, without physical difficulty. This ability is responsive travel options in order to provide more critical for travellers with special physical needs and cost-effective public transport to those that most need learning difficulties. Accommodating the needs of it. these travellers is both a legal requirement and a social obligation. 5.25. We are working in partnership with bus operators to improve the bus services and their quality, as outlined Policy O: above. The Local Transport Act 2008 also allows To ensure that our public transport network is a franchise-based alternative to the partnership accessible to all approach, through a Quality Contract Scheme. Such a scheme would see SCR authorities taking a more direct control over the design and the operation of bus 5.28. The tram system is already fully accessible. Platforms routes, including full specification of the bus network, at tram stops facilitate level boarding into the low- fares and vehicles. floor section of the tram, and feature tactile paving to indicate the position of the doors. Trams have a dedicated wheelchair bay which can be also used for buggies. We will continue to negotiate the provision of similar levels of accessibility by train and bus operators, especially for Community Transport services97, and will ensure that accessibility considerations are reflected in our tendered services criteria98.

97 Disability Discrimination Act 1995 (amended 2005) and subsequent regulations 98 The Service Subsidy Agreements Community transport, Sheffield (Tendering) (England) (Amendment) Regulations 2004 No. 609

72 Sheffield City Region Transport Strategy, 2011-2026 5.29. Our transport interchanges and railway stations are Affordability fully accessible and facilitate independent travel for people with most known types of disabilities. We 5.33. The above discussion of those who need public will continue to explore ways to assist passengers transport the most links directly to those who may with different physical needs in accessing all public not be easily able to afford their travel, such as transport facilities, through measures such as dropped elderly travellers and jobseekers. We must ensure or raised kerbs, tactile paving, access ramps, relevant that public transport is affordable for those who way-finding signage and others. depend on it.

5.30. The provision of information for travellers with 5.34. In the bus, rail and tram industries, this is in the different abilities is closely related to our efforts to hands of the private operators, but we will work in improve accessibility, since it allows more people partnership with them and lobby to help keep fares to travel independently. Bus stops with Real Time at an affordable level99. Information already are fitted with REACT technology to enable visually-impaired passengers to receive Policy P: audible messages with expected bus times. Trials are To work with operators to keep fares affordable, planned to test systems for providing audio-visual especially for travellers in need ‘next stop’ messages on bus services.

5.31. All trams already operate audio-visual 5.35. In some specific areas, we already fund (or allocate announcements on board, and there is an aspiration funding for) various schemes to reduce the cost to introduce such announcements and real-time of public transport travel to some users. The most information displays at tram stops in the future. On- prominent example is the English National Concession board information provided to rail passengers varies Travel Scheme (ENCTS), which provides free public by route and by operator, and we will continue to transport travel for pensioners. We extend the highlight the need for improvements in our work with standard scheme to include our tram network and the train operating companies. local rail services. We also fund reduced fares for younger passengers. 5.32. We will also strive to provide flexible and ‘on-demand’ transport services for those who have difficulties 5.36. We will ensure that concessions are used where they to access scheduled transport services. This is are most effective. We will lobby and work with complemented by alternative solutions, such as Government, to ensure that funding is sufficient to mobile libraries. deliver the levels of service required for travellers in SCR.

5.37. We will also continue to work with partners to overcome administrative boundaries to fare and ticketing arrangements, as discussed in Policy N (page 71).

If we are successful in supporting local public transport, the same opportunities will be available to everyone, whether or not they have access to a car. Your convenience when using public transport will not depend on where you live, what work you do or how physically fit you are.

99 Passenger Transport Executive Group, (2010), Transport & Social Inclusion: Have we made the connections in our cities? Page 28

Sheffield City Region Transport Strategy, 2011-2026 73 5.41. The Peak District National Park is SCR’s major tourist draw. Visit England has selected the Peak District as a pilot “Destination of Distinction” for an international marketing campaign102. The campaign aims to increase tourist spend in the park by 5% each year for the next 5 years.

5.42. This growth will need to be carefully managed, through close partnership working with the park authorities, balancing the desire to grow our visitor economy with the needs of residents and with our obligation to minimise negative impacts on nature resources. Supporting strategies, such as the Green Infrastructure Strategy by the South Yorkshire Forest Partnership and the South Yorkshire Green Infrastructure Plan, will inform this process.

A view of Mam Tor from Casleton, Derbyshire

Travel for recreation and tourism

5.38. Sheffield is the only UK city with a national park within its boundaries. The Peak District National Park also covers parts of Barnsley and north Derbyshire100. SCR towns are woven with public gardens, parks, moorland and areas of Special Scientific Interest, such as Hatfield and Thorne in Doncaster . These areas are ideal for recreational activities, and have a role in mitigating the effects of poor air quality.

5.39. Tourism is a developing economic sector in SCR. Further growth of this sector depends on the ability to provide access to areas of natural beauty, either by public transport or through the use of public rights of way. These would be enjoyed both by SCR residents and by visitors.

5.40. A report by the Campaign for National Parks suggested that visitors to the North York Moors, 100 Yorkshire Dales and Peak District National Parks http://www.sssi.naturalengland.org.uk/ Special/sssi. (last accessed:08 Dec 2010) spent a total of £400 million within these parks, 101 Campaign for National Parks, and an additional £260 million in the rest of the (2006), Prosperity and Protection - the Yorkshire and Humber region during their visits. economic impact of National Parks in The report also suggests that these visitors support the Yorkshire and Humber region 102 Visit Peak District and Derbyshire, (Sept 101 12,000 jobs across the region . 2010), Peak District selected as world beating ‘Destination of Distinction’ (press release)

74 Sheffield City Region Transport Strategy, 2011-2026 Policy Q: Conclusion To provide efficient and sustainable access to green and recreational spaces, so that they can 5.46. In this chapter we have introduced policies aimed be enjoyed by all residents and attract tourism to help residents from throughout SCR access the services they need and participate in a wide range 5.43. We will ensure that access to green and recreational of cultural and social activities. spaces is provided by sustainable means. To deliver this we will seek to provide public transport services 5.47. In chapter 4 we presented several policies to to these areas, either through work with the operators ensure that our networks perform efficiently for the or in other ways. We will support access to parks by benefit of those accessing services and activities coach, when local and environmental considerations by car. Still, many SCR residents rely on public deem this appropriate. transport services, and the policies presented here demonstrate the key role that public transport 5.44. Clearer way-finding, travel planning for residents and improvements play in SCR’s future. visitors, and maintenance of walk and cycle paths will lead to an increase in the number of visitors arriving at 5.48. Making our public transport system attractive, these spaces by bike or on foot. Over time, we aspire to affordable, accessible and easy for everyone to link public rights of way into a coherent and accessible use would assist in meeting our social goals, but network of urban and rural paths. This relates directly would also help deliver positive economic and to Policy M (page 65), Policy S (page 79) and Policy T environmental outcomes. We will endeavour to (page 81). achieve a significant change to our public transport and reverse the decline in bus patronage, identified 5.45. The need to carefully balance the positive and in chapter 3, either through voluntary agreements negative impacts of tourism applies to the Peak with operators or, in Sheffield and South District, Clumber Park, other parks and all heritage Rotherham, through the possible introduction of a sites in SCR. Quality Contract Scheme.

5.49. We have presented a range of solutions we will If we are successful in facilitating travel for pursue, to meet the needs or residents in both recreation and tourism, it will become easy for rural and urban areas. We have stressed the specific everyone to access our parks and heritage sites, roles of Park and Ride and community transport. and you will spend more time on leisure activities. We have considered here other alternatives to This will also attract more visitors and help grow car travel, which would serve similar goals. We SCR’s tourist industry. elaborate further on these in the next chapter.

Sheffield City Region Transport Strategy, 2011-2026 75 Sheffield city centre

76 Sheffield City Region Transport Strategy, 2011-2026 6. Reducing Emissions

Introduction 6.6. We have collated much evidence to support the identification of these actions107, and have 6.1. Our goal of reducing emissions from vehicles developed our policies from published work on relates to two different types of challenges. First, reducing emissions108 109. The policies presented in emission of carbon dioxide contributes to the this chapter seek to reduce both types of emission greenhouse effect which is widely believed to be either by means of technology advances or through a cause of climate change103. Second, emission increasing awareness and encouraging a cultural of other gases causes air pollution, and there is change. We present these policies under four compelling evidence that this causes damage to sections: people’s health104. Both types of emissions put at risk the sustainability of SCR’s growth. • Vehicle efficiency; • Informed travel choices; 6.2. Under the Climate Change Act 2008, ambitious • Energy use and generation; national targets were set to reduce carbon • Air quality. emissions by at least 80% below 1990 levels by 2050. This general aspiration is also supported by 6.7. Note that a full Strategic Environmental Assessment the current government. SCR wants to play a full (SEA) has been prepared in parallel to this strategy. role in tackling this challenge. The SEA examines our entire strategy from an environmental perspective, and includes further 6.3. The main contributor to emissions from transport detail and additional analysis on some of the is trunk road traffic105, and the highest emissions in issues discussed here. There is full coordination SCR are recorded near the motorways; the districts between these two strategy documents: the topics most badly hit are Rotherham and Bolsover106. presented here are fully reflected in the SEA, and In chapter 4 we have already touched upon the vice versa. impact of these emissions when discussing the resilience of our networks to the changing weather 6.8. Wherever possible, we have informed the conditions. While Policy B (page 47) and Policy L development of policies with forecasting. Our (page 64) related to adaptation to climate change, Urban Dynamic Model and Strategic Transport we focus here on mitigating the change. Model, introduced earlier in this document, were both used also to examine the environmental 6.4. Since both carbon emissions and air pollution are aspects of policies and interventions. However, the outcomes of current patterns of highway travel, ability to capture the full environmental impacts of some of the actions identified to mitigate them policies in transport models is limited, and we will are similar. Some of the policies we have already need to augment the model outputs with other presented will contribute to this goal. Emissions sources of evidence. We do bring some model- rise with the increase of the total distance travelled based evidence in this chapter, but we also need by all vehicles, and therefore a reduction in the to continue our investigation of the magnitude number of vehicles on our roads will generally tend of reduction in emissions that can be achieved by to support the development of a more sustainable applying the full range of policies presented here. transport system. This links the matters discussed in this chapter directly to all policies supporting the improvement of public transport services. 103 HM Treasury, (2006), Stern Review: The Economics of Climate Change 6.5. Policy I (page 58), in particular, aims to reduce 104 House of Commons Environmental the total distance travelled by locating new Audit Committee, (2010), Air Quality development close to existing services and public 105 Sheffield City Region, (2010), Connectivity transport corridors. This policy is explicitly informed Study Baseline Report, page 37-39 106 Evidence base document by environmental considerations. 7 - Reducing emissions 107 Ibid 108 Passenger Transport Executive Group, (2009), Carbon Footprinting of Policies, Programmes and Projects 109 http://www.lowemissionstrategies. org/ (last accessed: 07 Dec2010)

Sheffield City Region Transport Strategy, 2011-2026 77 6.11. The rail network contributes to carbon emissions as well, especially due to the predominance of old diesel trains on all but the East Coast Main Line. While SCR partners do not directly influence the selection of train types, we are lobbying for the electrification of rail services and the introduction of newer diesel units, which can bring environmental improvements as well as better levels of service.

Policy R: To work to improve the efficiency of all vehicles and reduce their carbon emissions 6.12. We will encourage the use of electric vehicles, and are working with the Leeds City Region to explore incentives to encourage low carbon vehicles, such as preferential parking and exemptions from lorry bans.

6.13. We will continue the Eco-Stars scheme to promote more efficient vehicle operation113 and our eco-driving training initiatives. We will work with the Police to enforce speed limits, as described in Policy X (page First South Yorkshire 86).

Vehicle efficiency 6.14. When introducing improvements to bus services, either through partnership working with operators, 6.9. The sustainability of SCR’s growth depends, among statutory schemes or via a Quality Contracts Scheme, other factors, on the improvement of vehicle we will take steps to help make the bus fleet more efficiency. The European Commission’s strategy efficient. on clean and energy-efficient vehicles predicts an increase in the use of alternative fuels and 6.15. We will continue our lobbying for rail electrification propulsion technologies110. There are advances and newer rail rolling stock. We will also support long- in the development and use of electric vehicle distance travel by coach which in many cases offers technology which reduce emissions significantly. lower carbon emission per passenger. We have an ambition to improve the carbon efficiency of our vehicle fleets and in doing so, to set an example to others.

6.10. Even before any technological progress is made, reduced emissions can be achieved by the If we are successful in applying this policy, the use adoption of fuel-efficient driving styles. Efficient of new vehicle technology and a more responsible driving is not only more sustainable, with an driving style will reduce our impact on the expected reduction of up to 10% in emissions111, environment and on the changing climate around but can also reduce operating costs substantially. us. Large firms in the logistics, and public transport sectors are already running training in efficient 110 A European strategy on clean and energy driving, and South Yorkshire authorities have run efficient vehicles http://eur-lex.europa.eu/ their own eco-driving programme. Enforcement of 111 Evidence Base Document 3 - Modelling 112 speed limits can reduce emissions drastically, since Committee on Climate change, (2008), Building a low-carbon economy - the UK’s contribution to a car driven at 70 mph emits about 19% more CO2 tackling climate change, ch7 page 288 per km than when driven at 50 mph112. 113 http://www.care4air.org/ecostars/index. html (last accessed: 06 Dec 2010)

78 Sheffield City Region Transport Strategy, 2011-2026 Informed travel choices 6.20. There are recent studies that illustrate the high economic returns and good value for money in 6.16. The way we travel and the choices we make are investments in walk and cycle infrastructure117. part of our culture. We recognise that we can reap many benefits by supporting a change towards a 6.21. The hilly topography in parts of SCR is sometimes culture where people are aware of the impact of raised as a difficulty in promoting active travel. the way they travel on their surroundings and on However, a high proportion of walk and cycle themselves. In this section we group two policies trips is observed in some hilly areas outside SCR, that aim to encourage such cultural change. through the use of paths along rivers, canals and flat hilltops118. Active travel 6.22. For the use of bikes to become convenient and 6.17. Walking and cycling are forms of active travel, widespread, some investment is required in which can be seen as an alternative to motorised additional facilities such as cycle parking or storage travel. We presented in chapter 3 the proportion in urban centres, shopping centres, interchanges of SCR commuters travelling different distances, and stations. and showed that a very large proportion of these journeys are short enough to be suitable for walking or cycling.

6.18. There are many sources of evidence for the environmental benefit from a reduction in the number of car trips114. A comparison between different UK cities demonstrates that an increase in the proportion of cycle trips in SCR from 2% to 15% is feasible and would lead to a substantial reduction in emissions115.

6.19. In chapter 5 we have already mentioned the multiple benefits from active travel. There is an abundance of evidence on the positive impact of an active lifestyle of people’s health116. Active travel also helps to create vibrant, bustling town centres and public places, as discussed in Policy H (page 57), and would be linked to a boost in retail and leisure activities.

Cycle parking at Sheffield rail station

114 Passenger Transport Executive Group, (2010), Carbon Pathways for Transport in the City Regions 115 Department for Transport, (2010), Sustainable Travel Towns Initiative - evaluation 116 Cabinet Office, (2009), Analysis of Urban Transport 117 Sustrans, (2005), Economic Appraisal of local walking and cycling routes 118 Sheffield City Council, (2006), Sheffield Cycling Action Plan

Sheffield City Region Transport Strategy, 2011-2026 79 6.23. The ability to undertake a full journey on foot or 6.27. We will continue to provide training and give by bike depends on the connectivity of the walk or information on walking and cycling options, as further cycle network. To provide continuity between parts described in Policy T (page 81) and in chapter 7. We of the network, it is acceptable to combine sections will work with the health and education sectors to along streets and roads with sections utilising campaign the benefits of active travel. public rights of way elsewhere, as long as they are all safe, clearly-marked and offering continuity. 6.28. In areas such as the Dearne Valley we will support local initiatives to deliver a low-carbon environment, Policy S: closely linked with the provision and maintenance of To encourage active travel and develop high- infrastructure for the use of pedestrians and cyclists. quality cycling and walking networks Travel planning

6.24. We will work with all SCR districts to design convenient 6.29. In chapter 4 we presented a package of policies and direct routes for walking and cycling. We and interventions designed to support the rapid will ensure that the needs of those walking and economic growth of SCR. We showed evidence for cycling form an integral part of planning processes, the improved mobility and economic activity this is negotiations with developers and the design of expected to support. stations and interchanges.

6.30. Figure 6.1 illustrates the change in CO2 emissions 6.25. We will coordinate the development and maintenance in SCR in 2026, according to our Urban Dynamic of the walk and cycle infrastructure with the Green Model. We explained that the link between Infrastructure Plans, Right of Way Improvement Plans, economic growth and regeneration justifies the the South Yorkshire Cycle Strategy, and specific area investment in some highways schemes, including management plans. FARRRS, Waverley link road and White Rose Way. These generate new highway traffic, which is one of 6.26. We will design cycle routes to meet similar criteria to the signs of growth, but also lead to an increase in those established through the national Bikeability emissions. programme. 6.31. An integrated approach across SCR to land use planning, and a complementary package of public transport improvements, will reverse some of this

Figure 6.1 CO2 emissions in SCR, 2026 increase.

0% Emissions

‐5% CO2

in ‐10% ange

h ‐15% C

‐20%

‐25% Percentage Improved Public Enhanced Balanced Package of Highways Transport Public Package Strict (Policy G) Package Transport (D, F, G, Measures (F, G, J, N) Package I, J, N) (D, F, G, I, J, N) (F, G, I, J, N)

80 Sheffield City Region Transport Strategy, 2011-2026 6.32. The scenario in the rightmost column, where the Business and community travel adviser reduction in emissions is more significant, includes very strict measures of traffic calming and demand management. As we explained in chapter 4, we believe that the application of such measures will become relevant over time, but it is not considered feasible in the short term.

6.33. The conclusion from this analysis is that the policies and interventions described in chapter 4, while critical for our growth and prosperity, are not sufficient to make this growth sustainable. The additional measures we need to take in order to jointly meet all our goals are part of the attempt to encourage a wider cultural change, as discussed above. We wish to create a culture where people are more aware of the impacts of their travel choices.

6.34. To support this change, we want to provide individuals and business with sufficient information on available alternatives, so that they can make informed choices. Evidence has shown that the dissemination of information through “Smarter Choices” initiatives can provide very good value for money, support business growth and enhance access to opportunities119.

Policy T 6.37. We will continue working with West Yorkshire (and To provide information and travel advice for the potentially other partners) to further promote and users of all modes of transport, so that they can develop our Real Time and Get there Sooner initiatives. make informed travel choices We will promote events such as ‘Car Free Friday’ in partnership with major employers and initiatives such as an ‘In Town without My Car’ day, which will link in 6.35. We will work with businesses, schools, hospitals with European Mobility week. and key organisations to offer them and their staff assistance in planning their personal or business travel. We will provide detailed information on public If we are successful in applying these policies, transport options, walking routes and cycling facilities, people will become more aware of a range of tailored for their specific needs and preferences. travel options which can improve their own wellbeing and also protect the environment. We 6.36. To plan the effective provision of personalised travel will have attractive routes for walking and cycling planning we will build on our sustainable travel which you will enjoy using as an alternative to city proposals120. Our personalised travel planning short car trips. initiatives will highlight incentives for people to change the way they travel by trying out alternatives. The range of alternatives to be covered is wide; where appropriate it would include options such as homeworking (already discussed in Policy I, page 58), car sharing schemes, and so on. 119 Goodwin. P, (2010), Evidence submitted to the Select Committee Inquiry: Transport and the Economy 120 Sheffield First Partnership, (2009), Sustainable Travel City Bid

Sheffield City Region Transport Strategy, 2011-2026 81 Energy use and generation 6.42. An emerging market for innovative vehicle types in SCR will need security of supply and the refuelling stations to support the shift from diesel and petrol 6.38. We have discussed, in Policy R (page 78), the use fuelling to cleaner and quieter engines. Strategic of sustainable fuels, technological improvements investment through our Local Transport Partnership to fuel efficiency, the desired shift into carbon- will not only support this, but will enable new revenue efficient driving and the rise of electric vehicles. streams to be generated. These relate to the broader question of how we generate the energy used by our vehicles, and how 6.43. By exploiting the energy generating capabilities this links to broader advances in energy generation. of land and buildings it will be possible to reduce carbon emissions, improve air quality and generate 6.39. The increasing use of electric vehicles will create new sources of income for reinvestment in priorities. a need for recharging points, and we will work to To determine where these opportunities lie we will develop capability to provide power for electric undertake a full assessment of these assets and set out vehicles. an investment plan.

6.40. Sheffield is also currently developing a plan for 6.44. A reduction in emissions and improved air quality investment in the generation of low-carbon and can also be achieved through investment in gas and zero-carbon electricity, which will be supplied hydrogen technologies. Investment in anaerobic directly to strategic partners. This opportunity to digestion processes to generate biogas, for example, generate new income streams, while drastically will provide a sustainable, clean fuel source for larger reducing emissions, is supported by the fleet vehicles such as buses and HGVs. Government’s Feed-in-Tariff initiative, launched in April 2010, to promote the generation of renewable electricity from sources such as photovoltaic solar panels, wind power and hydro-electric. If we are successful in improving the way energy is used and generated, we will reduce the negative impact of modern life on the natural environment. Policy U This will ensure that SCR remains attractive for To support the generation of energy from many more years. renewable sources, and use energy in a responsible way

6.41. We will reflect the aspiration to use energy renewal in the corporate carbon and environmental strategies of our organisations, such as SYPTE’s Environment Strategy and Sheffield City Council’s Carbon Reduction Framework121. We will also consider, where appropriate, micro-energy generation as part of our own infrastructure. High Royd Moor Wind Farm, Barnsley

121 http://www.sheffieldfirst.net/ news-and-events/e-newsletter/june- 09/carbon-reduction-framework (last accessed: 07 Dec 2010)

82 Sheffield City Region Transport Strategy, 2011-2026 Air quality 6.50. We will work with partners to maximise the use of tree planting and urban greening. In addition to the 6.45. Air quality and noise have impacts on our health aesthetic benefits of tree planting, this can contribute and wellbeing, and also have a substantial to improving air quality, reducing noise, flood economic cost. A Cabinet Office report122 has alleviation, carbon capture and reducing the visual recently estimated the national cost of poor impact of transport. air quality at £4.5 to £10.6 billon per annum. The DEFRA report on low emission strategies123 6.51. Local authorities have a duty to produce Noise Action emphasises the serious health impacts and costs of Plans under the Environmental Noise Regulations, poor air quality. It is suggested this may contribute 2006. We note here the importance of monitoring to 50,000 premature deaths per year in the UK, noise pollution across SCR and taking actions to more than passive smoking, traffic collisions or mitigate it, where any noise issue is identified. Such obesity. action is already being taken in a number of locations in SCR, such as Bawtry Road in Wickersley, Rotherham. 6.46. A recent House of Commons report124 identifies In this strategy, Policy K (page 62), Policy N (page the central role of local authorities improving 71), Policy S (page 79), Policy T (page 81) and Policy air quality. The report recommends that Central V (page 83) are likely to reduce noise pollution and Government must raise the profile of air quality and therefore support Noise Action Plans. ensure that the issue is given sufficient attention across all areas of local authority responsibility, not just within their environmental departments. If we are successful in improving air quality, you 6.47. Air Quality Management Areas (AQMAs) in SCR will enjoy the health and wellbeing benefits of a comprise the entire urban area of Sheffield, and community with less pollution. main strategic network routes into the other South Yorkshire towns, especially along the Don Valley and the M1125. Along the M1 a particularly high level of NOx emissions is reported126. In the Sheffield urban area there are very high levels of PM10127. The statutory duty for Local Authorities, when dealing with AQMAs, is to manage local air quality and to ensure that it is brought down to a safe limit.

Policy V: To improve air quality, especially in designated AQMA areas

6.48. Much of the air quality impacts are caused by the national network routes in SCR. We will work with the Highways Agency to mitigate these as far as possible, in particular through the management of vehicle flow to reduce stop-start conditions which can exacerbate emissions. This links to Policy B (page 47). 122 Cabinet Office, (2009), Analysis 6.49. On our strategic and local networks, we will manage of Urban Transport, page 22 123 traffic flow in a similar way, but also seek to accelerate Department for Environment, Food and Rural Affairs, (2010), Low Emissions Strategies the take-up of cleaner bus and lorry engines. 124 House of Commons Environment Audit Committee, (2010), Air Quality 125 Evidence base document 6 - Reducing Greenhouse Gas Emissions 126 Evidence base document 7 - Maximising Health and Quality of Life 127 Ibid

Sheffield City Region Transport Strategy, 2011-2026 83 Conclusion

6.52. In this chapter we have identified a set of policies aimed at reducing emissions and thus mitigating climate change and improving air quality. Policy measures identified here make use of new, carbon- efficient technology; but we have also stressed the need for a cultural change, whereby people are better informed about the positive and negative impacts of different travel choices, encouraging them to make sustainable travel choices.

6.53. The need for such cultural change is supported by evidence from our forecasting work, showing that our economic growth may also limit the expected reduction in emissions. We have stressed the importance of combining key policies such as integrated land use planning and substantial public transport investment. We do, however, need to continue investigating the likely impacts of the policies presented here on emissions of carbon and other pollutants, because forecasting tools of environmental outcomes are limited.

6.54. We have stressed that multiple benefits from Your Next Bus advert, Rotherham increasing the proportion of trips made by bike or on foot, including environmental, economic and health-related benefits. We have also discussed the possible benefits from an initiative to general low-carbon energy which would not only reduce emissions but constitute a new source of income, to be potentially used for other transport improvements.

Walkers in the Peak District

84 Sheffield City Region Transport Strategy, 2011-2026 7. maximising Safety

Introduction Safer Roads

7.1. In chapter 2 we presented some of our key 7.5. Most transport-related safety incidents take place achievements in improving the safety of those on the road. In this section we present policies using SCR’s transport system. Casualty numbers which seek to continuously make our roads have declined over the past decade, but our goal safer, combining several approaches including remains to continuously prevent traffic collisions engineering, education and enforcement. and reduce safety risks, as we are committed to the personal security, health, wellbeing and quality of Road casualties life of all users of our transport infrastructure. 7.6. Maintaining a steady trend of decline in the 7.2. In this chapter we present the policies aimed at number of road casualties will support SCR’s improving safety and security, broken down into reputation as an attractive area and will reduce the two sections: associated burden on road traffic, health services, emergency services and on our wider economy. It • Safer roads; will also reduce the emotional strain experienced • Public transport safety. by victims of traffic collisions, their families and friends. 7.3. Our strategy for reducing casualties on our roads is described in greater detail in a separate 7.7. We use a Worst First approach for setting our list document128, which is fully coordinated with this of priorities for targeted engineering interventions strategy. and physical highway improvements. The locations with the highest casualty rates are given 7.4. There are strong links between road safety and precedence, irrespective of which district they are many of the policies presented earlier in this in and whether the location is urban or rural. strategy. The occurrence of traffic collisions rises with the total travelled distance, and therefore the 7.8. Physical improvements of road infrastructure safety agenda is supported by any of our policies to are complemented by training, education and encourage the use of public transport or to reduce marketing, to raise the awareness of a safe driving the need to travel long distances. style and of common safety risks. These are targeted at the drivers of private vehicles and at others who may affect their driving behaviour, for example with relation to alcohol consumption before driving. Education and marketing campaigns are also targeted at professional drivers of lorries, buses, coaches and trams, since all these share road space with other users.

Policy W: To encourage safer road use and reduce casualties on our roads

128 South Yorkshire Casualty Reduction Partnership, (2010), South Yorkshire Safer Roads and Casualty Reduction Strategy www.southyorks.gov.uk/

Sheffield City Region Transport Strategy, 2011-2026 85 Enforcement

7.12. Speed enforcement is a core part of our safer roads strategy, and we are determined to keep driving speeds within legal and safe limits. Our achievements in reducing road casualties have already demonstrated the benefits of partnership working, and in this policy we particularly highlight the importance of continued work with the Police to ensure that traffic laws are effectively enforced.

Policy X: To work with the Police to enforce road traffic laws

7.13. We will continue to develop and operate the South Yorkshire Safety Camera Initiative, which enhances our ability to systematically identify drivers breaching speed limits. In the first instance, we will aim to educate drivers to improve standards rather than penalise them. We will also continue the referral of drivers to speed awareness courses and the national driver improvement scheme. Howard Street, Sheffield 7.14. We will continue to develop 20mph zones, 20mph 7.9. Our efforts to reduce casualties are managed streets and Shared Spaces, linking these plans to by our Safer Roads Partnership, which includes related community initiatives. We will take targeted delegates from transport authorities, the Highways enforcement action in these areas. Agency, health trusts, universities and the Police. The partnership continues to promote targeted 7.15. Following the decriminalisation of certain traffic engineering schemes, develop our practice of collision offences, the responsibility for some enforcement analysis and monitoring, and raise the awareness activity now rests with individual districts. We will of road safety issues by professional and non- therefore ensure that civil enforcement is targeted at professional drivers. The partnership produces an the free and safe movement of traffic and also where annual Collision and Casualty Statistics report and parked vehicles cause a danger to other road users, for lobbies for funding for road safety schemes. example outside schools.

7.10. Safer roads and facilities require high quality of maintenance. We will continue working with partners Customer to develop maintenance programmes that support service, Barnsley road safety. We will integrate the principles of Safer Interchange Roads into individual districts Highways Asset Management Plans (HAMP), and will link maintenance standards with casualties in the South Yorkshire Transport Asset Management Plan (TAMP).

7.11. Our work to improve asset maintenance is further discussed in Policy M (page 65). Training and education to encourage safer road use are also linked to our discussion of travel planning in Policy T (page 81).

86 Sheffield City Region Transport Strategy, 2011-2026 Vulnerable users 7.23. The mitigation of the disparity in safety statistics between different user groups will focus on education, 7.16. In chapter 3 we presented evidence showing that training programmes and provision of information. specific users of our transport system are more We will continue engaging with school travel plans, likely to be the victims of traffic collisions than encouraging Walking Buses and promoting seat belt others. We have analysed the vulnerability of wearing. This is strongly related to the details provided different user types based on incident location, the in Policy S (page 79) and Policy T (page 81). mode of transport used and the age of the user.

7.17. Children in deprived communities remain at higher If we are successful in creating safer roads, you will risk than others. While the overall child fatalities be less likely to be involved in an accident. You and and injuries in SCR have recently fallen, a child other people will be more aware of how to behave living in a deprived area (i.e. an area in the lowest on the road in order to minimise any safety risk. 10% based on the Index of Multiple Deprivation) is four times more likely to be involved in a traffic collision than a child living in an affluent area (based on the top 10% of this index).

7.18. Cyclists and motorcyclists are still involved in more Public transport safety accidents than their respective share of the general traffic. Pedal cycle casualties rose in 2009; casualties 7.24. We presented earlier a considerable reduction in of both pedal cycle and powered two-wheeler the occurrence of anti-social behavioural on public users are above the 1994-98 baseline. In addition, transport, at stops and at stations. Even when the as shown in chapter 3, the Sheffield Supertram has actual risk to be a victim of such behaviour is low, more collisions with other street users than other negative perception can form a barrier to public tram systems in the UK129. transport usage.

7.19. The number of pedestrians killed or seriously 7.25. Surveys among public transport users and non- injured has been falling recently, but above 55% of users reveal that concerns about public transport these are people over the age of 50130. safety relate mainly to unstaffed stations and to bus stops after dark. Policy Y: To focus safety efforts on vulnerable groups Policy Z: To improve safety and the perception of safety 7.20. Our actions include identification tasks and mitigation on public transport tasks. Both will be based on the Worst First principle.

7.21. The identification of the most vulnerable users will involve regularly examining which demographic and socio-economic groups have the worst safety statistics. We will undertake safety audits to investigate the problems faced by these groups, and will prioritise intervening where this can make the biggest impact.

7.22. Identification tasks also involve further improving our capability to evaluate, using advanced analytical tools, the effectiveness of different types of safety interventions. 129 Office of Rail Regulation, (2009), National Rail Trends Yearbook 130 South Yorkshire Casualty Reduction Partnership, (2009), South Yorkshire Collision & Casualty Statistics 2009

Sheffield City Region Transport Strategy, 2011-2026 87 7.26. We will continue to take measures to give public transport users confidence in their personal security. If we are successful in ensuring public transport We will expand the use of CCTV wherever possible, and safety, you will not feel threatened by other will continue to indicate using signs that cameras are passengers’ behaviour, and have more peace of installed. We will also ensure that the good working mind when using the bus, train or tram. condition of cameras is frequently inspected, and that this good condition is visible.

7.27. We will continue to improve the levels of lighting at stops and stations after dark, and continue to seek ways to have staff present at more stations for longer Conclusion hours. 7.29. We have presented here our policies for making 7.28. Education will form part of our approach to improving our transport networks safe and secure, reducing the journey experience on public transport. We will traffic collisions and casualties, and improving maintain our work with schools to encourage positive users’ perception of their safety. We have identified behaviour of younger passengers. We will also spread actions to be taken throughout SCR and to be information on the actual levels of safety and security particularly focused on groups of people identified on public transport. This can be greatly assisted by as more vulnerable. travel planning and the provision of travel advice, which are included in our discussion of Policy T (page 7.30. We have also identified close links between our 81). efforts to keep our transport system safe and our other goals. Maintenance of our assets has a high economic significance and also contributes to safety. Encouraging public transport use would contribute to our economic, social and environmental goals, and will also improve safety by reducing the total distance travelled. Providing training and travel advice to organisations and individuals will help us deliver all goals, including safety.

Community transport

88 Sheffield City Region Transport Strategy, 2011-2026 8. outcomes and monitoring

Introduction 8.3. When examining the effect of our policies we note again that these policies were put in place in 8.1. The implementation of this strategy will span a order to meet a clearly-defined set of goals. The 15-year period. In this chapter we summarise the goals go beyond the technicalities and operational key outcomes that we expect to achieve over this aspects of transport, and we therefore look both at period and explain how we will check whether the outcomes within the transport system and at wider actual outcomes are satisfactory. economic, social and environmental impacts.

8.2. Seeing the entire strategy as a single framework is critical to its successful delivery. The different outcomes policies we have presented complement each other and do not work in isolation. We therefore refer to 8.4. Figure 8.1 summarises the desired outcomes of the outcomes of packages of policies rather than the strategy. We use the same triangle as the the impacts of specific interventions. one presented in chapter 2, where our four goals where first introduced. Similar to our discussion of challenges, achievements and policies, we see here again that many possible outcomes of our policies will contribute jointly to more than one goal.

Figure 8.1 Desired outcomes of this strategy Business relocation to SCR Successful local business initiatives Higher productivity of existing businesses and workers Higher skill levels Higher employment rates Shorter commuting distances More reliable journey times Higher share of public transport trips Increase in SCR’s Gross Value Added

Reduction in illness and death caused by pollution

More people walking and cycling, with wider impacts on personal wellbeing and Lower street vibrancy obesity levels Reduction in carbon emissions Fewer people killed Fewer isolated Enhanced activity in SCR’s or seriously communities tourist industry injured on SCR’s roads Higher skill levels in Sale of regenerated communities where they are energy becoming a More uniform levels of safety currently low source of funding across different communities for transport More people able to access services improvements A particular reduction in accident and meet their social needs rates for cyclists, motorcyclists and pedestrians Reduced expenditure on medical treatment and sick leave Improved satisfaction of personal security on public transport, stops and stations Larger proportion of people’s time spent on leisure activities

Sheffield City Region Transport Strategy, 2011-2026 89 8.7. The ability to undertake successful monitoring depends on the availability of data, which is in itself a major challenge, as the cost of data collections is high. Monitoring should be ideally based on data that can be broken down into categories in different ways. For example, it should be possible to look separately at the outcomes in each district, on each route, and for different types of journeys or types of people. Effective monitoring is also done frequently so that we can analyse trends as they occur.

8.8. Due to the cost implications, we will be developing pragmatic monitoring practices. In some cases we will undertake our own data collection, while in other cases we will rely on data from external sources and on information published by national authorities. Data sources which we are likely to use are cordon surveys, traffic counts, satisfaction surveys, journey time data from traffic control systems, public transport timetables and information provided by public transport operators.

8.9. For some of the desired outcomes of the strategy, it is likely that we will not be able to undertake accurate, quantitative monitoring. In those cases Monitoring we will use qualitative measures of the progress made, while continuing to develop more precise 8.5. As we take actions to deliver the strategy, it is monitoring techniques for the longer term. important that we measure our performance. We have defined a broad list of indicators that will be 8.10. The practice of monitoring the delivery of our used to monitor our progress. These are presented strategy is discussed in further detail in the in Figure 8.2. The table specifies which policies each implementation plan. The implementation indicator is relevant for, and also whether we would plan also defines more specific targets for some like to see the indicator increasing or reducing. In indicators. time, we will set specific targets for key indicators.

8.6. It can be observed that many of the indicators look at wider outcomes related to our four goals, while some specific indicators concentrate more strongly on value for money. The combination of measures of both types will ensure that the performance assessment helps us continuously refine the way we make investment decisions.

90 Sheffield City Region Transport Strategy, 2011-2026 Safety: KSI in deprived Quantitative T Y  Figure 8.2 Performance indicators neighbourhoods Aspiration Indicator Type Relevant Safety: the number of Quantitative W X Y  policies slight injuries Satisfaction with public Quantitative N P  transport affordability GVA Quantitative Entire strategy  Network performance Qualitative B L Employment Quantitative Entire strategy  at times of extreme  Skills Quantitative Entire strategy  weather Progress in delivering Qualitative E Deprivation Quantitative Entire strategy   HSR Public transport subsidy Quantitative Entire strategy Progress in delivering Qualitative G per kilometre or  connectivity to  passenger redevelopment areas Proportion of schemes Quantitative Entire strategy Progress in improving Qualitative H delivering expected  townscape and  benefits or better landscape Cost of network Quantitative M  Progress in contingency Qualitative L maintenance  planning Public transport Quantitative D E F K I J N Strategy fit of Qualitative I patronage and modal O P Z   development locations share Strategy fit of parking Qualitative J Public transport Quantitative D E F K I J N   policies satisfaction O P Z Progress with delivering Qualitative S Public transport Quantitative D E F K I J N infrastructure for  punctuality, reliability O P Z  walking/cycling and journey times Progress with delivering Qualitative T Walk / cycle modal Quantitative H S T  travel planning and  shares advice Footfall counts in public Quantitative H  Progress in improving Qualitative R places and town centres  vehicle efficiency Amount of goods Quantitative A B C L  Progress in enabling Qualitative U carried  energy renewal Health: life expectancy Quantitative M Q R S T U V  Progress in safety Qualitative W W X Y Z  campaigns and training Health: obesity amongst Quantitative M Q S T W X  Progress in enforcement Qualitative X young people Y Z  Passenger flows to Quantitative A  airports Need of maintenance Quantitative M  Accessibility to a range Quantitative K N O Q of places using public  transport CO2 emissions Quantitative C K N R S T U V  Other emissions Quantitative C K N R S T U V  Safety: KSI Quantitative M T W X Y  Safety: KSI amongst Quantitative M T W X Y  young people Safety: KSI of cyclists, Quantitative S T Y motorcyclists and  pedestrians

Sheffield City Region Transport Strategy, 2011-2026 91 92 Sheffield City Region Transport Strategy, 2011-2026 Sheffield City Region Transport Strategy, 2011-2026 93 GLOSSARY

Accessibility - The ability to arrive to or from a place County - A region marked off for administrative purposes, conveniently. usually containing several districts, such as South Yorkshire. Active Travel - Travel by either walking or cycling, avoiding the use of motorised vehicles. DaSTS - See: Delivering a Sustainable Transport System . Air Quality Management Areas - Places where it was identified that air pollution is very high. Delivering a Sustainable Transport System - A programme of studies introduced by the previous AQMA - See: Air Quality Management Areas. Government to identify transport needs.

Assets - Transport infrastructure. Development - The construction of new buildings or infrastructure. Bikeability - A measure of whether a cycling route is suitable for a safe use. Distance Travelled - A measure which we calculate by adding together the lengths of all journeys made by Bike Boost - A cycle promotion campaign to encourage anyone who travels in the area. This gives us an indication people to cycle to work. of the overall amount of travelling people make.

Bike-it - A cycle promotion campaign designed to District - A region marked off for administrative purposes, encourage children to cycle to school. usually containing a single city or major town, such as Barnsley, Doncaster, Rotherham or Chesterfield. BMBC - Barnsley Metropolitan Borough Council. DMBC - Doncaster Metropolitan Borough Council. BRT - See: Bus Rapid Transit Eco-driving - A way of driving that is aimed at reducing Bus Rapid Transit - Using buses to provide a faster, fuel consumption, greenhouse gas emissions and more efficient service than an ordinary bus line. Often accidents. this is achieved by making improvements to existing infrastructure, vehicles and scheduling. Eco Stars - A scheme designed to encourage operators of lorries, buses and coaches to reduce the emissions of their Carbon Quids - An initiative designed to encourage vehicles. people to reduce their carbon emissions. Eco-vision - A strategy for a specific area, combining its Care4air - An organisation that aims to raise awareness of plans for regeneration and sustainability, such as the the importance of air quality. Dearne Valley eco-vision.

Challenge - Something we want to achieve, but requires a Economic Growth - An increase in the quantity of goods serious effort. and services produced, which indicates that are becoming wealthier. Climate Change - A change in temperature and weather conditions which may be the result of pollution. Employment Growth - An increase in the number of jobs and employed people within an area. Commuting - Travelling to or from work. Equality of Opportunities - When our society is fair in Congestion - The condition on a road when there are the way it treats people, no matter where they live, how many cars, low speeds and queuing. much they earn and so on. This is also related to social inclusion. Connectivity - The quality of any means of transport between places. FARRRS - Finningley and Rossington Regeneration Route Scheme.

94 Sheffield City Region Transport Strategy, 2011-2026 Forecasting - The work we do in an attempt to Land Use Planning - The work done by authorities to understand how people will travel in the future, after decide how they would like the land in different places to we make various changes to the transport system. be used. The authorities often only allow specific types of Forecasting involves the use of different statistical and land use in specific locations. economic techniques. Land Use and Transport Integration - A study we Green Spaces - Places such as parks, open spaces, undertook to identify sustainable locations for building playing fields, woodlands, allotments and private gardens. new houses, offices and shops.

Greenhouse Gas Emissions - Gases like carbon dioxide, Loading Gauge - The standard height and width of methane and nitrous oxide, which are extracted from cars, freight trains, determined to ensure that they can pass factories and industrial processes. They cause air pollution through bridges a tunnels and be safe. and contribute to global warming. Local Network - The part of the network that includes Global Warming - An increase in temperature caused by the local bus routes, residential streets and local through air pollution. routes.

Gross Value Added - An economic indicator which LTP2 - See: Local Transport Plan 2. measures the value of goods and services produced. An increase in Gross Value Added is a sign of economic LTP3 - See: Local Transport Plan 3. growth. Local Transport Plan 2 - The statutory document that GVA - See: Gross Value Added contains the transport strategy for 2006-2011 which is replaced by this strategy and its implementation plan. Highways Agency - An agency that is responsible for maintaining and improving the motorways and trunk Local Transport Plan 3 - A statutory document that roads in England. contains the transport strategy for the years 2011- 2026 and an implementation plan for a shorter period. Implementation Plan - A document that explains how it is intended to turn the strategy into reality. Localism - Describes a political idea which focuses on local, rather than central, decision making. Infrastructure - The physical parts of the transport system, like roads, stations, stops or tracks. Lost Productive Time - Time that could be used to work or do something enjoyable, but is taken up by something Inter-urban - Connecting between urban areas, towns else, for example being delayed in traffic. and cities. LUTI - See: Land Use and Transport Integration. Intervention - Something that is done to change a situation. Some interventions include work on Metropolitan County - A county where most people live infrastructure, for example by building new rail or in cities or towns, for example the metropolitan county improving a road. Other interventions change the of South Yorkshire. provision of services, for example by starting a new bus route or changing prices. Modal Share - The proportion of people who travel using a specific mode (like car, bus or train) or group of modes Killed or Seriously Injured - A category used to group (like public transport). the most severe accidents for statistical purposes. National Network - The part of the network that includes KSI - See: Killed or Seriously Injured the entire rail network in the City Region, the Motorways and Trunk Road Network (M1, M18, M180, A616, A628, Land Use - A term that describes the type of buildings A1(M)). Authorities in the City Region do not have direct or activities that the authorities expect to see in a control over these networks. specific place. Typical types of land use are residential, commercial or industrial.

Sheffield City Region Transport Strategy, 2011-2026 95 Network - The entire infrastructure and the transport RMBC - Rotherham Metropolitan Borough Council. services using it. SCC - Sheffield City Council. Operator - A company that provides bus, train or tram services. SEA - See: Strategic Environmental Assessment.

Overcrowding - The condition on-board a bus, tram or Sheffield City Region - The area where a large number train when there is a very large number of passengers, of people travel often to Sheffield or to its neighbouring with a high density of people standing. towns. This area includes the whole metropolitan county of South Yorkshire, as well as parts of Nottinghamshire Passenger Transport Executive - Public organisation that and Derbyshire. provide, plan, procure and promote public transport large in conurbations. See for example under South Yorkshire Social Exclusion - When specific groups of people cannot Passenger Transport Executive. take part in activities that other people can, for example because the place they live in has poor transport services. Patronage - The number of people using public transport. Social Inclusion - When everyone has opportunities to Policy - A specific set of actions which we state we want to work, shop, enjoy cultural activities and so on, no matter make in order to overcome a challenge. Different policies where they live. can be parts of an overall strategy. South Yorkshire - A metropolitan county consisting PTE - See: Passenger Transport Executive. of four metropolitan boroughs: Barnsley, Doncaster, Rotherham, and the city of Sheffield. Public Consultation - The process of presenting our work to the public and asking them to tell us their opinions of it. South Yorkshire Integrated Transport Authority - Consists of 12 members drawn from the elected members Quality Contracts - A contractual agreement between of local authorities in Barnsley, Doncaster, Rotherham and the a transport authority and the operators under which Sheffield. The Authority has various legal responsibilities. the operator is to provide specified services. Quality Its most important one is to co-ordinate and promote the Contracts give the authority more powers to design use of public transport in South Yorkshire. public transport services in their area as they see fit, compared to a Statutory Quality Partnership. Currently South Yorkshire Passenger Transport Executive - An such contracts are not used anywhere in England outside organisation whose role is to encourage the maximum London. use of public transport throughout South Yorkshire and to promote growth of the public transport network. It is Radial Route - Any parts of the network that starts in an accountable to the elected South Yorkshire Integrated urban centre and provides access to areas outside of the Transport Authority. centre Stakeholders - Anyone who has an interest in our work, Regeneration - Development work which is done in such as councils, passenger groups or bus operators. order to improve areas in poor condition. Stakeholder Consultation - The process of presenting Reliability - When travel times are more or less the same our work to stakeholders in order to take their opinions every time you make the same journey. A good level of into account. reliability improves people’s confidence that they can arrive on time. Statutory - Required by law.

Resilience - The ability of a road or a railway to continue Statutory Quality Partnership - A legal agreement functioning properly, not being sensitive to weather or between a transport authority and transport operators to other conditions. deliver an agreed level of service.

RHADS - Robin Hood Airport Doncaster-Sheffield.

96 Sheffield City Region Transport Strategy, 2011-2026 Strategic Environmental Assessment - The work done Vehicle Kms - A measure of the distance travelled by to incorporate environmental considerations into policies, vehicles in kilometres. plans and programmes. It is also the title of the document that is being produced in parallel to this strategy as Walking Bus - A form of transport for schoolchildren who summarises this work. are chaperoned by adults to walk to school in a group.

Strategic Network - The part of the network that includes the routes providing critical linkages between urban centres in the Sheffield City Region and national networks.

Strategic Transport Model - A forecasting method that has been used to examine the impact of the policies in this transport strategy.

Strategy - A plan of action designed to achieve particular goals.

Sustainability - When our towns, communities and transport system can work in a stable way for many years, without causing pollution or other damage.

Sustainable Locations - Places that people can travel to without compromising sustainability, using modes of transport that cause less congestion and pollution.

SYITA - See: South Yorkshire Integrated Transport Authority.

SYPTE - See: South Yorkshire Passenger Transport Executive.

The Transport System - Anything that we use to travel, including the roads and transport infrastructure, vehicles (buses, trains, trams), public transport services, and the way they are operated and maintained.

Tonnes Lifted - The total weight of goods moved by freight.

Traffic Management - A process of actively improving the flow of vehicles in the transport system using a range of measures.

Tram-Train - A type of public transport service, using vehicles that can move on both tram tracks and railways.

Urban Dynamic Model - A forecasting method which we use to analyse how transport and land use influence each other. It is also used to analyse when people and businesses decide to move from one place to another.

Sheffield City Region Transport Strategy, 2011-2026 97 seeking permission for use of district logos

98 Sheffield City Region Transport Strategy, 2011-2026

LTP3 IMPLEMENTATION PLAN

DRAFT VERSION 4: 25 JANUARY 2011

CONTENTS Page 1 Introduction 2 2 Strategy Summary 4 3 Strategy to Delivery Supporting Economic Growth ...... Enhancing Social Inclusion and Health ……. Reducing Emissions ……. Maximising Safety ……. 4 South Yorkshire Strategic Investment Themes Network Hierarchy ……. Strategic Investment Themes …….. Asset Management and Maintenance …….. Congestion and Network Management ……. Public Transport ……. Quality of Life ……. Air Quality and Climate Change ……. Safer Roads ……. 5 District Plans Barnsley ……. Doncaster ……. Rotherham ……. Sheffield ……. 6 Resourcing Our Plans Block Funding ……. Major Schemes ……. Local Sustainable Transport Fund ……. Other Sources of Funding ……. LTP Annual Delivery Programme ……. 7 Governance Decision-Making and Structures ……. Delivery and Programme Management ……. Glossary Appendix 1: Implementation Groups Appendix 2: Implementation Group Action Table

LTP3 IMPLEMENTATION PLAN: DRAFT V4 – 25 JANUARY 2011 1

1 INTRODUCTION

1.1 The Local Transport Plan (LTP) is a statutory document which sets out how transport will help support the advancement of the Sheffield City Region (SCR) over the next 15 years.

1.2 South Yorkshire’s third Local Transport Plan (LTP3) has three component parts: the Strategy, the Implementation Plan (this document) and the Annual Delivery Programme which will set out in detail the agreed prioritised delivery programme for the next financial year as well as briefly outlining the proposed four year programme.

 The Sheffield City Region Transport Strategy 2011-2026

1.3 The Strategy defines the transport priorities for the next 15 years. It acts as the LTP Strategy for South Yorkshire, but covers the larger SCR area because our transport system also serves Chesterfield, Worksop, Bolsover, the Peak District and their vicinity, which form part of the wider SCR economy.

1.4 The Strategy has been prepared by the South Yorkshire LTP Partnership, which comprises South Yorkshire Passenger Transport Executive (SYPTE), and Barnsley Metropolitan Borough Council (BMBC), Doncaster Metropolitan Borough Council (DMBC), Rotherham Metropolitan Borough Council (RMBC), and Sheffield City Council (SCC). The Strategy has been shaped jointly with our City Region Partners in Derbyshire and Nottinghamshire, and in consultation with key partners such as South Yorkshire Police, the Primary Care Trusts (PCTs), and the Highways Agency.

 The South Yorkshire Implementation Plan

1.5 This document provides a framework for our actions and expenditure in South Yorkshire for the next four years, with outline proposals for the period beyond. It recognises that funding and resource issues to deliver this Plan will present partners with key challenges and the need for significant prioritisation of ambitions. It sets out how we will go about delivering the SCR Transport Strategy. The Implementation Plan focuses on transport interventions in South Yorkshire, with neighbouring authorities in the SCR area setting out their actions in their own LTPs.

1.6 The Plan does set a framework for the broader delivery ambition in South Yorkshire, which would be achieved if partners had access to additional resources, for example Local Transport Sustainable Fund (LSTF) and Regional Growth Fund (RGF). Over the next several months, partners will be agreeing the priorities and will pursue in parallel other funding opportunities. In the meantime, the principles for this prioritisations process are set out in this Plan.

 LTP Annual Delivery Programme

1.7 The LTP Settlement for 2011/2012 and 2012/2013 involves substantial reductions in Government funding for transport. Once we have considered the full implications of the Settlement for South Yorkshire, we will draw up detailed programmes of investment in our Annual Delivery Programme and understand the opportunity to secure additional funds. This will be initially for Year 1 (2011/2012), building into a four year rolling programme going forward. We aim to have the first programme in place by spring 2011 and to refresh it annually and this programme will be based on the prioritisation of LTP3 funds.

LTP3 IMPLEMENTATION PLAN: DRAFT V4 – 25 JANUARY 2011 2

Structure of the Document

1.8 In Section 2 of the document we briefly summarise our strategic goals, policies and key principles.

1.9 In Section 3, we set out a schedule of key actions we aim to pursue over the next four years in support of our policies.

1.10 Section 4 identifies the key investment themes we believe are important to a strategic South Yorkshire programme, and which will form the basis of our investment decisions.

1.11 Section 5 sets out the transport plans for each of South Yorkshire’s four districts, showing how each district will contribute to our overall strategic goals, as well as how they propose to use devolved funding locally. The section includes the SYPTE’s public transport priority proposals for each district.

1.12 All of the above needs to be conditioned by the resources likely to be available. In Section 6, we consider the resource outlook for the next four years in the light of the LTP Settlement, and the Government’s revised approach to major scheme funding. We set out the approach we will be taking to formulating an effective and realistic delivery programme.

1.13 Section 7 sets out our decision-making arrangements and structure and delivery and programme management arrangements.

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2 STRATEGY SUMMARY

OUR VISION

2.1 Our Vision is for SCR to offer people a great place in which to live, work, invest and visit. The vision has a primary focus on the area’s prosperity and growth, aspiring to make a greater contribution to the UK economy by having a local economy less dependent on the public sector, providing conditions for businesses to grow, and becoming the prime national centre for advanced manufacturing and low-carbon industries.

2.2 The Transport Strategy, Implementation Plan and LTP Annual Delivery Programme are about transport’s role in making this a reality.

OUR GOALS

2.3 Our Transport Strategy has four main goals. Our primary goal is to support the economic growth of the City Region. At the same time we aim to enhance social inclusion and health, reduce greenhouse gas emissions, and maximise safety.

OUR POLICIES

2.4 To meet our goals, we have identified 26 transport policies which summarise our key priorities for action and investment over the next 15 years. The 26 policies are summarised in Table 1, together with the implementation group (see Appendix 1) which will lead on each.

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Table 2.1: SCR Transport Strategy: Policies Lead Policy Implementation Group

A To improve surface access to international gateways SLG To improve the reliability and resilience of the national road network using a CNMG B range of management measures To promote efficient and sustainable means of freight distribution, while CNMG C growing SCR’s logistics sector To improve rail services and access to stations, focusing on interventions PTB D that can be delivered in the short term E To ensure SCR is served by High Speed Rail PTB

F To improve connectivity between major settlements PTB

G To deliver interventions required for development and regeneration SLG

H To develop high-quality public places QOL To focus new development along key public transport corridors and in places SLG I adjacent to existing shops and services To apply parking policies to promote efficient car use, while remaining CNMG J

To Support Economic Growth Growth Economic To Support sensitive to the vulnerability of urban economies To develop public transport that connects people to jobs and training in both PTB K urban and rural areas To reduce the amount of productive time lost on the strategic road network CNMG L and improve its resilience and reliability M To ensure our networks are well-maintained AMMG To develop user-friendly public transport, covering all parts of SCR, with high PTB N quality of integration between different modes O To ensure public transport is accessible to all PTB To work with operators to keep fares affordable, especially for travellers in PTB P need and Health and Health To Enhance To Enhance To provide efficient and sustainable access to our green and recreational QOL

Social inclusion Q spaces, so that they can be enjoyed by all residents and attract tourism To work to improve the efficiency of all vehicles and reduce their carbon AQCG R emissions To encourage active travel and develop high-quality cycling and walking QOL S networks To provide information and travel advice for the users of all modes of QOL T transport, so that they can make informed travel choices To support the generation of energy from renewable sources, and use AQCG U energy in a responsible way

To Reduce Emissions Emissions To Reduce V To improve air quality, especially in designated AQMA areas AQCG W To encourage safer road use and reduce casualties on our roads SRP

X To work with the Police to enforce traffic laws SRP

Y To focus safety efforts on vulnerable groups SRP Safety PTB

To Maximise To Maximise Z To improve safety and the perception of safety on public transport

Key to Implementation Groups: AQCG - Air Quality and Climate Group; AMMG - Asset Management and Maintenance Group; CNMG - Congestion and Network Management Group; PTB - Public Transport Board; QoL - Quality of Life Group; SRP - Safer Roads Partnership; SLG - Strategic Leadership Group.

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OUR PRINCIPLES

2.5 In translating our Transport Strategy into action, we will follow four cross-cutting principles:-

 We will squeeze more from existing assets – in the current funding climate this principle will ensure our assets are well managed and maintained and used to their fullest potential, minimising the need for major infrastructure work is key to this first Implementation Plan. Our efforts will be targeted on the routes, locations, customer groups and issues we have identified from our evidence base as being particularly important.

 We will make our growth sustainable - we will look to achieve economic growth while minimising the impact on the environment, reducing emissions wherever possible;

 We will give people choice – we will enable people to make informed choices about whether and how they travel, through providing a range of transport links and services to match varying lifestyles;

 We will encourage a change in travel culture - facilitating a shift from car- dependency to more active and sustainable travel modes.

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3 STRATEGY TO DELIVERY

3.1 The key actions we will pursue over the next four years to advance our 26 policies are outlined below. Some of the actions have significant investment implications, and these are developed more fully in Section 4 of the document. Our ability to progress all the actions listed below will be dependent on the resources available.

3.2 Our key actions will be subject to a severe prioritisation to take account of available resources and will be actively monitored and managed by the South Yorkshire LTP Central Team.

SUPPORTING ECONOMIC GROWTH

3.3 Our primary concern is to ensure that our transport infrastructure and system actively supports the economic growth of the City Region. This means reinforcing the area’s strengths and providing the conditions for private sector-led growth, to enable the area to become the prime national centre for advanced manufacturing and low-carbon industries, as envisaged by the SCR’s Local Enterprise Partnership (LEP).

3.4 We will invest in opening up new opportunities for growth, employment and redevelopment. We will focus on improving transport links to South East Doncaster, Rossington, Waverley, the Lower Don Valley and the M1 Junction 36 in Barnsley, where there is excellent potential for economic growth and job creation. Other examples of connections which can help people access new opportunities include improved links between Barnsley to Doncaster, the “tram-train” project between Sheffield and Rotherham, improved access to the redevelopment area around the Robin Hood Airport Doncaster and Sheffield (RHADS), upgrading of the East Coast Mainline (ECML) and Midland Mainline (MML) and the High Speed Rail (HSR) to London, the South (and the north on the ECML) and improvements between Sheffield and Manchester.

Table 3.1: Supporting Economy Growth

Policy Action Lead Group A To improve surface access to international gateways SLG  Progress Finningley and Rossington Regeneration Route Scheme (FARRRS)  Enhance public transport access to RHADS  Improve rail access to Manchester Airport, including schedules, reliability and frequency To improve the reliability and resilience of the national road network using a B CNMG range of management measures  Work with the Highways Agency to improve the effective capacity of the M1, A1 and M18  Work with the Highways Agency to keep the A628 and A616 open in extreme weather

 Help the Highways Agency to minimise disruption after road incidents

 Expand and enhance the intelligent transport system (ITS) and strengthen

links with Regional Control Centres

 Coordinate Investment Programmes to remove any duplication and minimise disruption

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To promote efficient and sustainable means of freight distribution, while growing C CNMG SCR’s logistics sector  Establish a sub-regional Freight Quality Partnership and other forums, as required, to deal with specific local freight issues to include freight industry and Network Rail representation  Support the freight and logistics industry by developing robust road works and incident information streams  Develop bespoke freight route information and mapping for larger freight distribution centres and destinations in the sub-region  Support proposed ‘inland port’ at Doncaster  Consider, with Network Rail, the most advantageous ways of improving rail freight connections  Consider potential for shifting more freight from road to rail or waterways and for rail-road distribution centres  Produce a South Yorkshire Freight Strategy and Action Plan To improve rail services and access to stations, focusing on interventions that D PTB can be delivered in the short term Press for:-  Electrification/enhancement of sections of the MML (in particular in the East Midlands)  Journey time and capacity improvements to MML, ECML and between city regions  Work with operators and Government to seek improvements to service patterns, frequency and journey times to London, Manchester, Leeds, Nottingham and other key destinations  Work with Network Rail to seek improvements to connectivity and journey times between Sheffield and Manchester, including the remodelling of Dore Junction; Sheffield-Swinton-Moorthrope including Holmes Chord improvement; Doncaster-Wakefield  Continue to lobby for improvements to Sheffield-Barnsley-Leeds line (especially Horbury Junction), higher capacity on the Penistone line.  Secure improvements to train capacity, additional carriages, new rolling stock, and Holmes Chord improvement  Provide public transport access to existing and new stations  Provide information and travel planning services to support access to gateway stations E To ensure SCR is served by High Speed Rail PTB  Press for SCR to be served by HSR

 Identify accessible location for HSR station

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F To improve connectivity between major settlements PTB  Improve connectivity between Barnsley, Rotherham, Sheffield and Doncaster, and access to Dearne Valley. In the first instance examining options between Barnsley and Doncaster  Implement further key bus route and Smart Route improvements  Identify and correct small scale problems across county (eg ‘hotspots’ programme  Continue to develop and implement major schemes between urban centres and to improve travel to work links, including:-  Sheffield-Rotherham tram-train scheme  Supertram: provision of additional vehicles  Bus Rapid Transit (BRT) North scheme through Lower Don valley  Bus Rapid Transit (BRT) South scheme through Waverley Masterplan area G To deliver interventions required for development and regeneration SLG  Increase capacity of White Rose Way (A6182)  Waverley Link Road to the Advanced Manufacturing Park  BRT North scheme through Lower Don Valley  BRT South scheme through Waverley Masterplan area  Improve access for M1 to employment growth points in Barnsley H To develop high-quality public places QOL  Improve Rotherham Station and its links to town centre  Make improvements in Dearne Valley  Improve urban design, removal of sign and street furniture clutter when undertaking transport schemes and maintenance programmes To focus new development along key public transport corridors and in places I SLG adjacent to existing shops and services  Ensure transport policy is reflected in Local Development Plans (LDPs)  Ensure forward land use plans are focussed on development in places easily accessible by public transport  Work with operators and developers to ensure appropriate provision of public transport to serve new developments  Ensure good walking and cycling access to local facilities as a consideration for development To apply parking policies to promote efficient car use, while remaining sensitive J CNMG to the vulnerability of urban economies  Develop consistently applied parking policies for the short term  Consider, at the appropriate time, any necessary measures such as higher long-term stay parking fees and workplace parking levies, to promote efficient car use

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To develop public transport that connects people to jobs and training in both K PTB urban and rural areas  Revise supported services criteria to reflect emphasis on employment and economic development  Provide services targeted on accessibility to work, training and education  Work with employers and developers to provide services that match patterns of working  Work with large travel generators (hospitals, universities, retailers) to provide flexible public transport options  Identify and implement the most efficient public transport solutions, including community transport and demand responsive transport, to meet local needs  Continue to implement bespoke solutions (eg Wheels to Work (W2W), car sharing, car clubs, taxi initiatives) where they show value for money  Continue to develop information tools that enhance access to public transport  Implement further key bus route and Smart route improvements  Identify and correct small scale problems across county (eg ‘hotspots’ programme)  Develop park and ride on key strategic routes focused on the largest urban centres To reduce the amount of productive time lost on the strategic road network and L CNMG improve its resilience and reliability  Improve core network management processes eg permit to work in the highway scheme  Selected investment in the strategic network, having regard to the prioritisation of route sections.

 Expand and enhance the ITS to help improve capacity  Strengthen inter-agency contingency planning  Develop a process with partners to learn lessons from events and enhance plans M To ensure our networks are well-maintained AMMG  Maintain all networks in a prioritised manner, including the new Strategic Network  Complete Transport Asset Management Plan (TAMP) for South Yorkshire  Coordinate Investment Programmes with TAMP to remove any duplication and minimise disruption  Integrate safer roads principles into HAMPs and South Yorkshire TAMP  Carry out regular inspections of highway network to identify defects  Implement junction improvements, traffic calming etc on a ‘worst first’ basis  Build needs of pedestrians and cyclists into remediation works  Ensure cycling and walking routes are well maintained and swept  Ensure high quality lining, signing, and lighting

ENHANCING SOCIAL INCLUSION AND HEALTH

3.5 A further goal is for the transport system to enhance social inclusion and health.

3.6 We aim to develop infrastructure and services which encourage people to get round their towns and neighbourhoods and to enjoy the benefits of employment, education and training as well as active leisure. We want to support cultural change into a future where people actively make journeys by sustainable travel modes.

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Table 3.2: Enhancing Social inclusion and Health Policy Action Lead Group To develop user-friendly public transport, covering all parts of SCR, with high N PTB quality of integration between different modes  Make public transport a competitive travel option, through delivery of Public Transport Implementation Plan  Develop and maintain close voluntary and statutory partnership working with bus operators and, if necessary, quality contracts  Provide small, medium and large park and ride sites and associated ‘ride’ services  Develop and improve interchanges and mini-interchanges  Improve the integration of public transport with walking and cycling  Continue to develop a flexible integrated multi-modal ticketing alongside the ‘Yorcard’ smart ticketing system for West and South Yorkshire Ensure accessibility planning and updating the ‘tendered services criteria  model’ provide good level of accessibility at the times people need to use them, as well as connecting people to jobs (policies G and K)  Make full use of public transport service options available (including demand responsive and scheduled services)  Enhance access to most relevant or useful essential services  Deliver ‘Smarter Choices’ measures to inform people of the transport choices available  Continue to invest in our ‘Real Time’ system to provide information to public transport users to inform their choices and provide peace of mind.  Provide other public transport options, including Community Transport buses, dial-a-ride and other solutions to help meet travel needs O To ensure public transport is accessible to all PTB  Ensure special attention is paid to those with particular needs or learning disabilities (in vehicles, infrastructure and service provision)

 Invest in low floor buses  Provide raised kerbs at bus stops P To work with operators to keep fares affordable, especially for travellers in need PTB  Lobby and work with Government to ensure funding is sufficient to deliver the accessibility needed in the City Region  Supporting the national concessionary travel scheme through adding local increments to the national Government scheme, for example extending it to

the tram system, and providing child concessions  Work with operators in partnership and lobby to keep fares affordable  Work with operators to define new ways in which local and national funding  Agree discount on pre-paid ticketing for future Smarter Choices campaigns To provide efficient and sustainable access to our green and recreational Q QOL spaces, so that they can be enjoyed by all residents and attract tourism  Ensure car access to green spaces is managed  Provide alternative public transport options for accessing green and

recreational spaces  Improve walking and cycling infrastructure to green and recreational spaces

REDUCING EMISSIONS

3.7 A further goal is to reduce the emissions from vehicles and the supporting transport infrastructure, since these can lead to air pollution and climate change, with serious health impacts. We want to support a cultural change into a future where people are happy to make sustainable travel choices, this will mean tackling the reasons people do not choose more sustainable travel options, for example confidence in bus punctuality and issues of affordability. There are already a number of Air Quality Management Areas (AQMAs) in the SCR and we will strive to reduce these by working with the relevant bodies and policy leaders. We will promote an approach to land use planning which

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reduces the need to travel, and ensure schemes are progressed in a way which maximises environmental benefits and minimises environmental harm.

3.8 We will also take action to make wiser use of energy. We will do this through educating drivers how to be more fuel-efficient and encouraging the use of less polluting vehicles. Many of our policies aim to make SCR less car-dependent, and our approach to their implementation combines the provision of better alternatives with taking complementary planning and enforcement steps. The provision of alternatives includes improving the walking and cycling environment and designing pedestrian-friendly streets; creating an improved quality on- and off- street cycle network; tackling the reasons for non-use of public transport and making information about public transport services easier to find and understand; and strengthening the integration between public transport routes.

Table 3.3: Reducing Emissions Policy Action Lead Group To work to improve the efficiency of all vehicles and reduce their carbon R AQCG emissions  Invest in low carbon vehicles  Develop low carbon infrastructure  Work with partners to aid delivery of low carbon initiatives eg Plugged in

Places  Incentivise low carbon vehicle use (eg preferential parking)  Promote eco-driving initiatives eg ECO-stars scheme To encourage active travel and develop high-quality cycling and walking S QOL networks  Enhance on and off-road cycling and walking network  Provide better facilities for cyclists and pedestrians at rail stations/interchanges, employers and service outlets

 Implement South Yorkshire Cycling Strategy (SYCS)  Linked District-level cycle action plans  Cycling and pedestrian training and safety initiatives To provide information and travel advice for the users of all modes of transport, T QOL so that they can make informed travel choices  Tackle the barriers to the use of public transport  Improved marketing and promotion through targeted travel behavioural change campaigns

 Information, travel advice and personalised travel planning covering the whole journey experience  Travel planning schemes with employers and service organisations To support the generation of energy from renewable sources, and use energy in U AQCG a responsible way  Consider how micro-generation can be incorporated into interchanges, road

signs, bus shelters etc V To improve air quality, especially in designated AQMA areas AQCG  Work with Highways Agency to better manage vehicle flow on national network

 Accelerate take-up of cleaner engines  Sustain air quality monitoring and modelling

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MAXIMISING SAFETY AND SECURITY

3.11 A further goal is to make transport increasingly safe and secure, especially to those who are currently at a higher risk. This will have both direct impacts on people’s wellbeing and wider, indirect impacts on the image of our area.

Table 3.4: Maximising Safety and Security Policy Action Lead Group W To encourage safer road use and reduce casualties on our roads SRP  Continue training, education and campaign activities and driver/rider behaviour programmes  Deliver district safer roads programmes, engaging local people through neighbourhood forums, community assemblies etc  Consolidate ‘worst first’ approach for engineering work and extend to educational and enforcement activities  Deliver programme of local safety scheme interventions at identified sites and routes of recurrent casualties

 Improve monitoring, analysis and evaluation of road traffic collisions to improve targeting and strengthen preventative approach  Expand role and remit of Road Safety Audit process  Monitor public transport casualty figures and incorporate improvements in Key Routes, Hotspots etc programmes  Minimise tram-related incidents through (car and tram) driver training and education

X To work with the Police to enforce traffic laws SRP  Analyse offending and casualty information to determine enforcement priorities  Review operation and site selection policy of Safety Camera Partnership (SCP) and consolidate camera deployment and usage

 Review and update Speed Management Strategy (SMS)  Explore ‘community speed watch’ initiatives  Expand parking and bus lane/gate enforcement and other moving traffic offences Y To focus safety efforts on vulnerable groups SRP  Sustain analytical work to pinpoint key risks  Effective speed management in residential areas, including exploring further use of 20 mph zones, Home Zones and Shared Spaces

 Continue programmes for children and young people, including education and training, school travel plans, Safer Routes to School, walking buses, and seat belt/child restraint promotion Z To improve safety and the perception of safety on public transport PTB  Expand use of Closed Circuit Television (CCTV)  Improve levels of lighting at stops and stations after dark and seek ways to increase staff presence

 Improve perceptions of safety through travel planning and advice  Continue working with schools to encourage positive behaviour of younger passengers

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4 SOUTH YORKSHIRE STRATEGIC INVESTMENT THEMES

NETWORK HIERARCHY

4.1 In this section, we outline the key themes which we believe will provide us with the first steps to achieve the SCR Transport Strategy. But first we consider the network hierarchy, as this will be a key influence on our approach to investment. At a time when we need to severely prioritise resources the need to maintain existing assets in addition to having a key network hierarchy will form a cornerstone of the prioritisation process.

4.2 A key influence on the strategic investment themes is the network hierarchy defined in the Transport Strategy and comprising three levels: National, Strategic, and Local Levels:-

 The National Network includes the rail network managed by Network Rail, and the motorways and trunk road network managed by the Highways Agency - including the M1, A1(M), M18, M180, plus sections of the A616, A628 and A61. Our role in relation to the National Network is primarily an influencing and support role.

 The Strategic Network comprises those routes within the city region which link the major towns, provide key connections with other city regions, and accommodate the strategic public transport network, both buses and trams. The Strategic Network is the responsibility of the District Councils working in partnership.

 The Local Network comprises the majority of the road network and includes residential streets and local bus routes. District Councils will usually decide which interventions are needed on local road networks without wider reference to the LTP Partnership, though schemes will be assessed against LTP3 goals.

4.3 To help target our interventions to best effect we have identified those parts of the road network which are critical to transport movements in the area and so to the overall reliability of the system.

4.4 The South Yorkshire Strategic Network shown in Map 1 comprises 39 routes, defined because they:-

 Reflect key travel corridors between main urban areas and/or the National Network;  Provide the main links between key settlements (within and outside South Yorkshire);  Are critical/traffic sensitive in terms of network resilience (ie those routes which are particularly managed to ensure disruption is minimised);  Take account of Emergency Diversion Routes agreed with the Highways Agency (ie alternative routes which motorists are encouraged to use when motorways are closed);  Are bus ‘key routes’ ;  Are important for freight.

4.5 Within the Strategic Network, 158 discrete route segments have been identified and assessed having regard to a number of factors including average daily flows, bus key routes, motorway diversion routes, journey times/delay and residence issues. The most critical sections of the Strategic Network are marked red on the map, the second most critical marked amber and the least critical marked green 1.

1 A full assessment is available in the document “South Yorkshire Strategic Network” October 2010 [www.syltp.org.uk]

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Map 1: South Yorkshire Strategic Network

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STRATEGIC INVESTMENT THEMES

4.6 In order to deliver the LTP3 Strategy, partners have developed a series of themes that meet the new policy objectives. These themes for investment will require a combination of capital and revenue funds.

4.7 We show the indicative cost requirement of each theme (low cost: below £3m; medium cost: £3-10m: and high cost: over £10m). Once the 2011/12 settlement has been considered in more detail, we will revisit the themes and adjust our plans to ensure we have a realistic and affordable set of investment propositions for the next four years. We will also seek other sources of funds such as the LSTF and RGF. In order to progress these themes, integrating other funding sources with the LTP working with key stakeholder we will work to align budgets and key ambitions with other aligned agendas.

4.8 Each of the investment themes is led by one of the Partnership’s Implementation Groups (see Appendix 1). However, all the themes are cross-cutting to some degree and will be supported by a number of Implementation Groups working collaboratively. We have identified how each Group will need to contribute to each theme, and established arrangements for collaborative working.

4.9 We begin with asset management and maintenance as this is a key underpinning to all we do.

ASSET MANAGEMENT AND MAINTENANCE

4.10 Efficient and effective maintenance and management of our transport networks and all the assets associated with them will be critical to the achievement of our goals. Maintenance supports the majority of policies in the Strategy, but most especially Policy (M), ensuring SCR networks are well maintained. It also provides vital cross-cutting support to the work of all the Implementation Groups (Appendix 1), for example reducing accidents through ensuring well maintained assets, and reducing delays and disruption through coordinated works, and improving the appearance of the street-scene.

4.11 Many of our highway assets are old, and a considerable number of roads are under pressure, particularly from freight traffic. We are also experiencing an increased incidence of extreme weather events, such as ice, snow, storms and floods, at a time when there is a downward pressure on maintenance budgets. Against this challenging background, we are seeking to achieve the following outcomes:-

 Fewer roads, bridges and structures in need of structural maintenance, linked to our identified key routes;  Reduction in traffic delays attributable to poor asset condition, extreme weather events, and maintenance activities;  A reduction in road collisions and casualties associated with poor asset condition;  A reduced number of third party injury claims arising from maintenance issues;  Increased user satisfaction with the condition and safety of roads and pavements.

4.12 Achieving these outcomes will depend to a large degree on the resources available. But whatever the resource level, we will focus unremittingly on getting the best value from what we have.

Our Approach to Asset Management

4.13 Our approach to asset management has a number of elements:-

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 First, we will improve our knowledge and understanding of the area’s transport assets. We have drawn up HAMPs, which document the current status of highway assets and how they are being managed across each District. We are developing this to produce a South Yorkshire HAMP which includes a fuller range of transport-related assets, including those relating to public transport and traffic management. This will give us a comprehensive evidence base and management plan against which to prioritise our maintenance resources most effectively to extend the life of transport assets.

 Second, we have identified the Strategic Network for the City Region (Map 1), and, within that, the priority route segments. The Strategic Network - along with major bus routes, access routes to key business sites, and feeder roads - will be assessed for asset condition, and in particular for any risks that asset condition poses to safety and free flow of traffic, and prioritised for investment. The partners will work collaboratively to ensure well coordinated highway maintenance programming with consistent standards. Where key routes cross administrative boundaries, we will work with colleagues from neighbouring authorities to adopt a coordinated approach.

 Third, in assessing investment proposals, we will take into account the ongoing maintenance cost implications. This applies not just to conventional highway assets, but also to the newer intelligent transport management installations, where the likely demands for additional and replacement equipment will be factored into the appraisal.

 Fourth, SCC continues to work on the Private Finance Initiative (PFI) to upgrade the city’s entire highway infrastructure. The successful provider will upgrade the City’s highway assets, including carriageways, footways, street lights, signs and traffic signals over a core investment period (up to seven years), and then maintain the network at the improved condition for the remainder of the 25 year contract. The DfT have confirmed that the PFI project will continue, but that they will be working to establish how the project can be delivered affordably.

 Fifth, we have developed collaborative approaches to procuring services, beginning with surface dressing, and will look for ways of extending this in future. Together we will also explore innovative approaches to maintenance in order to maximise value for money. One such area for consideration is to either share resources or collaboratively procure inventory updates.

 Sixth, where we adopt new highway assets (via Section 38 or 278 agreements) or we make changes to the highway network which is known to have significant future maintenance liabilities (eg new traffic signals or new structures), we will strive to secure commuted sums from the promoter to cover the future maintenance requirements and protect existing budgets.

Investment Theme 1: District Maintenance Allocations

4.14 All four districts have a sizeable backlog of planned maintenance schemes and needs. In future the Maintenance Block (see section 6) will be allocated to SYITA (not to individual Districts, as previously). It is evident that, with current pressures on the infrastructure, we will need to invest at least at the level of the DfT’s indicative allocations in each District if the current condition of the assets is not to deteriorate.

4.15 Our approach will be to prioritise LTP capital according to asset management principles and the priorities in the Transport Strategy with a focus on the new Strategic Network and principle routes. The individual District revenue budgets will support planned maintenance

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activities on the lower levels of the network and augmented schemes to the classified network.

Key Contribution to Policies: M Indicative Cost Level: High Lead Implementation Group: AMMG

Investment Theme 2: Integrated Highway Asset Schemes

4.16 To squeeze more from existing assets, we propose to build maintenance requirements more fully into our larger highway schemes, so that schemes are taken forward in a totally integrated manner. Schemes which will benefit from such an integrated approach include Quality Bus Corridors (QBCs), Smart Routes, Congestion and Road Safety schemes. Likewise, we will seek to achieve wider benefits from maintenance schemes, for example in terms of road safety improvements.

4.17 The benefits will include economies of scale in design and supervision, construction overheads, and traffic management and road closures. Integrated schemes will also be less disruptive to traffic than programming maintenance work separately.

4.18 Detailed funding requirements will emerge as the scheme-specific sites are identified over the next 3-6 months.

Key Contribution to Policies: M Indicative Cost Level: Medium Lead Implementation Group: AMMG

Investment Theme 3: Strategic Network/Severance Schemes

4.19 Occasionally an exceptional situation arises when a highways structure, usually a bridge, requires major maintenance work, without which there would be very serious implications for the strategic network and the surrounding community.

4.20 The DfT is considering removing the national allocation to support major works to structures, and the process for funding exceptional highway maintenance schemes. If this happens, we will need to make a provision for such costs, should the situation arise.

4.21 The theme is critically important, especially to the goal of Supporting the Economy, and to a number of our policies, such as Policy (L) reducing the amount of productive time lost on the strategic road network and improving its resilience and reliability and (M) ensuring SCR networks are well maintained. The closure of a major road and the re-routing of traffic can also have serious environmental and social and safety implications.

4.22 Schemes of this type should not arise very often. The need to fully fund an individual scheme up to the major scheme threshold is likely to be infrequent, though the need to part fund such work might arise more frequently.

Key Contribution to Policies L and M Indicative Cost Level: Medium Lead Implementation Group: AMMG

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CONGESTION AND NETWORK MANAGEMENT

Investment Theme 4: South Yorkshire Intelligent Transport Systems (syITS)

4.23 The use of Intelligent Transport Systems (ITS) will be important in working our infrastructure as efficiently as possible. syITS is now established as a core tool for the operation and management of South Yorkshire’s highway network, and brings three main benefits:-

 Improving Traffic Management and Flow - syITS is able to detect vehicle movements and make computerised changes to traffic light sequencing, so improving traffic flows. It can also give buses priority by monitoring where they are and where they should be according to their timetables.

 Influencing Travel Behaviour - syITS can help drivers to make informed choices by providing up-to-date information on journey times, route incidents and delays, and car park capacity, for example through variable message signs.

 Data and Intelligence - Through a network of automatic number plate recognition (ANPR) cameras, the system has the potential to provide comprehensive information on the origin and destination of traffic across the sub-region, and thereby enable us to analyse influencing the performance of a ‘whole route’.

4.24 The syITS system is key to delivering a range of policies, including policy (B) improving the reliability and the resilience of the national road network using a range of management measures, (C) finding efficient and sustainable means of distribution, while growing SCR’s logistic sector, (L) reducing the amount of productive time lost on the strategic road network and improving its resilience and reliability without making substantial investment in the physical capacity of the network.

4.25 Over the next three years we propose to complete the current syITS facilities, improve their coordination, especially strengthening the links between the South Yorkshire TCC and the Barnsley, Rotherham and Doncaster systems. We also propose to make improvements to the system, extending its geographical coverage and enhancing its functionality. Key developments will include:-

 making the Vehicle Message Sign (VMS) system fully operational;  completing the installation of ANPR cameras, and their connections to the system;  enhancing radio capacity to enable the roll out of the Strategic Traffic Management (STM) system beyond the junctions identified in Sheffield and Rotherham;  further developing bus priority sequencing;  maximising the current technology, including extending the operational hours of the Traffic Control Centre;  Delivering a comprehensive, credible source of journey planning information for road- based transport including freight.

4.26 ITS provides good value for money. The Transport Research Laboratory reports benefit- cost ratios ranging from 3.8 for incident detection to 34 for intersection control. Worldwide studies have indicated that modern ITS investment can lead to an effective increase in road capacity in the order of 10%.

4.27 The core syITS system has been installed using European Regional Development Fund (ERDF) and Congestion Reward Funding (CRF). In addition to existing District-funded operation and maintenance costs for UTC technology, funding will be required for to cover

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ongoing costs, system enhancements and an extension of ANPR, CCTV and VMS coverage on ‘red-rated’ high priority route sections.

Key Contribution to Policies: B, C, and L Indicative Cost Level: Medium Lead Implementation Group: CNMG

Investment Theme 5: Core Network Management Processes

4.28 There is already very close Partnership working on network management, involving the District Councils, the Highways Agency and South Yorkshire Police. We will strengthen further our network management activities using powers available under network management legislation. For example, we are actively investigating the possibility of introducing a ‘permit to work in the highway’ scheme to better manage work activities on the public highway. This aims to improve local authorities’ ability to control and coordinate utility companies’ streetworks with their own in order to minimise disruption and congestion.

4.29 The scheme supports a number of key policies including policy (B) improving the reliability and resilience of the national road network using a range of management measures, (C) finding efficient and sustainable means of distribution, while growing SCR’s logistics sector, and (L) reducing the amount of productive time lost on the strategic road network and improving its resilience and reliability.

4.30 A benefit cost analysis has shown that a permit-to-work scheme would bring about a delay saving across South Yorkshire. There are also further un-quantified benefits in terms of environmental impact and reduced costs to business.

4.31 The scheme involves very little capital cost, other than consultancy support and possibly initial IT costs. Fee income raised should recover additional costs providing it is ring-fenced to support the permit scheme.

4.32 In addition to the permit to work scheme, it is proposed to provide continued support in terms of evidence collection and analysis plus supervision of the network. This analysis will include engagement with the freight industry about the routing of vehicles between the Strategic Network and the larger freight distribution centres and destinations in the sub- region. Value for money of such support is considered to be very high, as the support provides an essential underpinning to the overall strategy.

Key Contribution to Policies: B, C and L Indicative Cost Level: Low Lead Implementation Group: CNMG

Investment Theme 6: Selected Investment in the Strategic Network

4.33 Whilst syITS is absolutely central to our strategy, there will be a need for some selective investment in physical enhancements to the road network. In particular this will rationalise road space to the benefit of key users, including freight and business, high occupancy users, trams and buses. It would also facilitate more efficient deliveries and servicing of our centres, whilst minimising the impact on the local environment.

4.34 Such investments particularly support policies (B), improving the reliability and resilience of the national road network using a range of management measures, (C) finding efficient and sustainable means of distribution, while growing SCR’s logistics sector, and (L) reducing the amount of productive time lost on the strategic road network and improving its resilience and reliability.

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4.35 The person journey time savings predicted by investing in target routes has been confirmed through our annual monitoring of journey times, and has attracted reward funding from the DfT. Joint work with bus operators on Target Routes/Key Bus Routes (Smart Routes) has demonstrated the benefits in terms of reduced operator costs leading to voluntary agreement on controlling fares.

4.36 Schemes would be taken forward by the Congestion and Network Management Group (CNMG) in Partnership with the Public Transport Board (PTB). The total call on capital resources would depend on the number of schemes undertaken – schemes currently average £2.5m. Much of the additional revenue requirement would overlap with existing urban traffic control maintenance regimes and syITS work.

Key Contribution to Policies: B, C, L. Indicative Cost Level: High Lead Implementation Group: CNMG

PUBLIC TRANSPORT

Investment Theme 7: Better Public Transport Connectivity

4.37 Good public transport links to other key towns, cities and business centres, both within and outside the city region, are vitally important to the economic growth prospects of the City Region. They are especially important to support business-to-business needs and are of high priority to the LEP. Activity in this area supports the Economic Growth goal, and particularly policies (D), improving rail services and access to stations, focusing on interventions that can be delivered in the short term, (E) ensuring SCR is served by HSR and, (F) improving connectivity between major settlements.

4.38 The work involved here includes:-

 Lobbying for improved rail services, including HSR, electrification, line speed, frequency and capacity enhancements;  Tram extensions including to Rotherham, using Tram/Train;  Barnsley / Doncaster Links;  Working in partnership on specific schemes forming part of the rail Route Utilisation Strategies affecting South Yorkshire;  Lobbying to undertake a greater role in rail franchises affecting the City Region.

4.39 It also provides vital cross-cutting support to the work of all the other implementation groups, for example reducing accidents through well maintained assets, and reducing delays and disruption, through well coordinated works, and improving the appearance of the street-scene.

4.40 Whilst the total cost of the interventions in this thematic area can be very high, our own work is largely about lobbying for developments which would benefit the city region, the local cost of which would be very modest.

Key Contribution to Policies: D, E and F Indicative Cost Level: Low Lead Implementation Group: PTB

Investment Theme 8: Public Transport Infrastructure to Unlock Sustainable Regeneration

4.41 It is vital to the city region’s economic growth that we open up a number of strategic regeneration sites to investment, and ensure they are accessible by all transport modes. This is a major point in the LEPs proposition for the SCR.

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4.42 Several key public transport-based schemes have been developed to meet this need by opening up sustainable access to sites in the Don Valley, Waverley and SCC. The initiatives will make a critical contribution to our goal of Supporting Economic Growth, and in particular will support policies (G), delivering interventions required for development and regeneration, (K) developing public transport that connects people to jobs and training in both urban and rural areas and (I) focusing new development along key public transport corridors and in places adjacent to existing shops and services, whilst minimising the implications for growth on emissions, particularly policy (V) to improve air quality especially in designated AQMA areas.

4.43 The major schemes in this group (see section 6 for more detail) include:-

 BRT North  BRT South  Additional Supertram vehicles  Work to support delivery of the Penistone Road Smart Route scheme  Development of proposals for Integ8 park and ride network

4.44 The benefit cost ratios of the current major schemes exceed the DfT’s high value for money ratio (2.0).

4.45 SYPTE has a strong track record of delivering major projects to budget, including the Frenchgate Interchange, delivered in partnership with private sector developers, the Sheffield Station Masterplan, delivered in partnership with SCC, Network Rail and MML under a complex multi organisational funding regime, and Barnsley Interchange.

4.46 The recent DfT announcement means these initiatives now need to be reviewed and updated and the impact on local and other funding will require further investigation (see section 6.)

Key Contribution to Policies: G, I, K and V Indicative Cost Level: Medium (ie local contribution) Lead Implementation Group: PTB

Investment Theme 9: Public Transport System to Link People to Jobs

4.47 A good public transport system is of fundamental importance to people’s quality of life and economic well-being, a vital aspect being the linking of people to employment and training opportunities. This theme involves encouraging the use of public transport through a quality customer offer, keeping public transport affordable and providing reliable, stable, and well- maintained network. It supports all our strategic goals, and makes a key contribution to a range of policies, including Policy (F) improving connectivity between major settlements, (G) delivering interventions required for development and regeneration,(K) developing public transport that connects people to jobs and training in both urban and rural areas and (N) developing user-friendly public transport, covering all parts of the SCR, with high quality of integration between different modes. It also makes significant contributions to policies (O) ensuring public transport is accessible to all, (P) working with operators to keep fares affordable, especially for travellers in need and (Z) improving safety and the perception of safety on public transport.

4.48 This theme can be contains a large range of activities, which can be grouped into three categories:-

 Initiatives on key routes and hotspots which improve the attractiveness of public transport on the busiest part of the network, improve punctuality, reliability,

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satisfaction and patronage. Currently active routes include: Barnsley – Wakefield (A61 North), Doncaster, Balby Road (A630), Rotherham Central Core, including Thrybergh (A630), and Sheffield, Ecclesall Road (A625);

 Improvements to county-wide public transport facilities and infrastructure including work at Interchanges, local rail stations, park and ride sites, the tram network and bus stops;

 Ensuring the public transport facilities provided within South Yorkshire are well maintained and the barriers for non-use by the public are addressed.

4.49 Delivery of these types of initiatives will require careful coordination between Implementation Groups to maximise the return on investment across all our policy areas. Many areas of beneficial joint working have been identified already. These include effective use of traffic management, the impact of the public transport fleet on climate issues and early consideration of all groups’ schemes to identify elements of efficiency and common benefit.

4.50 In parallel with these investments, the PTB will continue to identify areas where existing services can be provided at lower cost. We will continue to work with Operating Partners to deliver infrastructure schemes, which leverage in private investment and other commitments from partners (eg more energy effective fleets). The overall success of these policies will rely heavily on continuing use of the SYPTE revenue budget.

4.51 In total the potential programme of works is far higher than the likely available funding, and once local funding levels are agreed, the programme will be reviewed to maximise delivery against goals, policy mode, district and operating partner. Public sector investment will be used as leverage for investment by operators, developers and for other funding regimes to maximise the outputs and outcomes which can be achieved within the investment period.

Key Contribution to Policies: F, G, K, N, O, P and Z Indicative Cost Level: High Lead Implementation Group: PTB

QUALITY OF LIFE

Investment Theme 10: Active Travel

4.52 This theme principally advances policy (S) To encourage active travel and develop high- quality cycling and walking networks, as well as supporting other policies such as (H) to develop high quality public places, (Q) to provide efficient and sustainable access to our green and recreational spaces and (V) to improve air quality especially in AQMA areas. Active travel contributes to the improvement of health and addresses social inclusion by improving physical access to employment and services for people who have no other option. If taken up on a significant scale, active travel can help reduce congestion and carbon emissions and also help to reduce congestion.

4.53 The theme comprises key local cycling and walking schemes as outlined in the SYCS and the successful initiatives from the local District Cycle Action Plans. It also includes cycle infrastructure projects to improve access to key facilities, schools, public transport hubs, areas of high employment density and green and recreational spaces.

4.54 The aim is to bring about:-

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 Substantial increases in walking and cycling to and from key facilities, schools, public transport hubs, areas of high employment density, green spaces and recreational spaces;  Cycle infrastructure improvements, including the provision of cycle parking and quality cycle route improvements;  Improved awareness of cycling and walking routes and services.

4.55 The theme comprises a suite of initiatives, including:-

 Enhancing the cycle route infrastructure – in particular to make areas of high employment density, schools and public transport stations as focal points of new cycle routes;  Electric bike leasing scheme – a pilot leasing scheme for large organisations in South Yorkshire;  Expansion of the ‘Bike IT’ project across South Yorkshire.;  Building on the Sheffield pilot to roll out the BikeBoost Scheme across South Yorkshire;  City Region Cycle Hire Scheme  Sheffield City Centre Bike Park;  Sustrans Connect2 – connecting Chesterfield, Halfway and Killamarsh cycle routes;  Access to Opportunities Phase 2.

4.56 Active travel schemes tend to have high benefit cost ratios. For example, it is estimated that an intervention costing £10,000 will break even if it results in one additional regular cyclist over a 30 year period. Bike Boost breaks down to a cost of £260 per participant of whom more than 50% will continue to cycle regularly. This represents a cost of around £520 per regular cyclist. This suggests a BCR of around 19:1, assuming the travel behaviour change is long-term.

4.57 Resources will be targeted where they will achieve the best results, identified through demographic data, trip data and bespoke assessment criteria to identify where active travel schemes would be most successful

4.58 Some of this activity could be delivered from delivery partners’ existing resources, provided these are sustained. However, the majority of these initiatives will depend on the success of our sub-regional bid to the LSTF. We will also seek external funding for eligible elements of the programme, for example through European Union funding, Sustrans, lottery funding, Community Assemblies, developer contributions and sponsorship.

Key Contribution to Policy: S, H, Q and V Indicative Cost Level: Medium Lead Implementation Group: QoL

Investment Theme 11: Marketing, Communications and Travel Planning Support

4.59 An important part of our Strategy is to increase the use of cycling, walking, smarter travel and public transport use as an alternative to single occupancy car use. We already have a range of programmes to enable and encourage those who so wish to travel to work, school or services on foot, by cycle, or by public transport. Over the next three years we aim to strengthen and rationalise these programmes so that people’s opportunities are genuinely realised. These programmes will particularly support policies (K) developing public transport that connects people to jobs and training in both urban and rural areas, (O) ensuring public transport is accessible to all,(S) encouraging active travel and developing high-quality cycling and walking networks, (Q) ensuring the accessibility to green and recreational spaces, and (T) providing information and travel advice for users of all modes of transport so that they can make informed travel choices. The programmes also

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contribute to reducing congestion and improving reliability on the network (walking and cycling times are more predictable than car journey times), and to reduced carbon emissions and improved air quality.

4.60 We aim to develop and build on three specific programmes:-

 Smarter Choices Marketing and Communication Programme – a range of travel behaviour change initiatives, including the development of a countywide travel plan portal to improve the provision of travel planning and Smarter Choices information across the City Region;

 Travel Behaviour Change Campaign – a potential large scale Travel Behaviour Change campaign, working with other groups, to influence more people to travel by safer sustainable travel. This would require the establishment of a countywide travel behaviour change unit that adopts a targeted and coordinated approach;

 South Yorkshire Travel Planning Programme – including information and incentive packages to encourage organisations to carry out measures in their travel plans. This includes the maintenance of existing travel planning services, such as iTrace South Yorkshire and the county roll-out of the successful Bus IT pilot.

4.61 We will also examine how our marketing approaches can be rationalised and strengthened to give a more consistent branding, and to incorporate other issues, such as safer road use and emissions reduction.

4.62 The initiatives set out in this theme are predominantly low cost, high value measures. In the Sustainable Travel Towns pilot, promotional, marketing and travel planning revenue-based activities cost between £2 and £3 per head of population, and car driver trips fell by 9% between 2004 and 2008. The benefit- cost ratio for travel planning activity was estimated at 4.5:1 in terms of reduced congestion alone, before environmental, health and consumer savings benefits were taken into account (Sustainable Travel Town Evaluation Report).

4.63 Much of the programme could be delivered with the current level of resources, providing these are sustained over the period of the Plan. Where external skills are required, we will seek support from local organisations.

Key Contribution to Policies: K, O, Q, S and T Indicative Cost Level: Low Lead Implementation Group: QoL

Investment Theme 12: Motorised and Smarter Travel

4.64 This theme comprises a range of measures which, firstly, minimise the need for unnecessary travel; secondly, ensure that working practices are as flexible as possible in order to make best use of the network; and thirdly ensure that motorised travel, where it is necessary, is as effective and efficient as possible.

4.65 More specifically it involves:-

 Encouraging organisations to adopt facilities for homeworking, teleworking, and teleconferencing to minimise unnecessary commuting;  Encouraging more organisations to introduce flexible working hours, where they don’t have them already, so enabling employees to ‘time shift’ to quieter periods on the network;

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 Enabling and encouraging more people to car share and to join car clubs to reduce the number of single occupant car journeys;  Encouraging the use of public transport, and providing alternative travel options for those without adequate access to public transport.

4.66 The theme contributes to a number of key policies, including policy (N) developing user- friendly public transport, covering all parts of SCR, with high quality of integration between different modes, (O) ensuring public transport is accessible to all and (Q) providing efficient and sustainable access to our green and recreational spaces, so that they can be enjoyed by all residents and attract tourism. It also contributes to the reduction of congestion and emissions.

4.67 Over the next three years, we would propose to advance and further develop three main programmes:-

 A countywide roll out of the successful Bus IT scheme;  A ‘Smarter Travel’ Programme, incorporating a Car Share South Yorkshire Promotional Campaign, Car Club Support, a Smart Working Campaign and maintaining the Car Share South Yorkshire website;  A continuation of the W2W

4.68 Much of the activity could be delivered within current resource levels, providing these are sustained.

Key Contribution to Policies: N, O, Q, T, U and V Indicative Cost Level: Low Lead Implementation Group: QoL

AIR QUALITY AND CLIMATE CHANGE

Investment Theme 13: Energy Generation

4.69 The proposal here is to identify where and how we might incorporate energy generation as part of our transport infrastructure. The proposal would be the chief means of taking forward Policy (U), to support the generation of energy from renewable sources, and use energy in a responsible way.

4.70 Initiatives would range from include micro-generation on road signs to solar PV (photo voltaic cell) panels covering the roofs of transport interchanges. It could also include the generation of low carbon forms of energy for direct vehicle use, such as biomethane.

4.71 Established commercial clean energy generation technologies exist, and could represent good value for money as feed in tariffs would allow energy savings to be realised over the life of the asset.

4.72 The proposal is for initial investigative work to test the potential of the initiative further.

Key Contribution to Policy: U Indicative Cost Level: Low Lead Implementation Group: AQCG

Investment Theme 14: Vehicles and Fuels

4.73 The aim of this theme is to reverse the growth in carbon emissions from transport.

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4.74 The theme supports policy (R) to work to improve the efficiency of all vehicles and reduce their carbon emissions and (V) to improve air quality especially in designated AQMA areas.

4.75 There are three strands to the proposal:-

 Investment in low carbon vehicles;  Investment in low carbon infrastructure;  Promoting the more efficient use of vehicles.

4.76 Promoting the more efficient use of vehicles could be effective in improving fuel efficiency by 5-10% when a range of eco-driving principles are adopted. Progress is already being made, for example through the ECO (Efficient and Cleaner Operation) Stars scheme where fleets have shown a significant reduction in air pollutant emissions, as well as carbon emission improvements.

4.77 We would propose to access additional funding from national and European sources where possible, as well as working in partnership with the private sector to facilitate the development of the market. Some modest capital funding would be required. There could also be ongoing revenue costs associated with the continued operation and maintenance of alternative fuels infrastructure, and we will be exploring the potential for partner contributions here.

Key Contribution to Policies: R and V Indicative Cost Level: Low Lead Implementation Group: AQCG

Investment Theme 15: Evaluation of Emissions, Air Quality and Noise

4.78 This theme supports a range of policies, but particularly Policy (V) to improve air quality especially in designated AQMA areas.

4.79 The intention is to continue the work begun under LTP2 to undertake sub-regional air quality monitoring and modelling as an assessment tool for actions within the plan. This will be extended into a similar assessment of carbon reduction and transport related noise plan measures, which will be necessary when significant investment decisions are taken, and in assessing the impact of a range of LTP3 projects. There are two strands: modelling and monitoring.

4.80 The aim of modelling is to build a South Yorkshire wide emissions database of traffic information (including information about vehicle types, traffic levels, emissions factors, speeds etc. This will then be used to make predictions regarding air quality and carbon emissions to assess the likely impact of schemes.

4.81 Air quality monitoring is carried out by mobile roadside monitoring stations in various South Yorkshire locations which measure nitrogen dioxide and PM10 pollutants. The project provides information on trends and pollution levels in AQMAs, to assess the effectiveness of mitigation measures in these areas, and in reports to Defra.

4.82 This work represents excellent value for money. Running South Yorkshire-wide, the work has the potential to support bids for external funding.

Key Contribution to Policy: V Indicative Cost Level: Low Lead Implementation Group: AQCG

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SAFER ROADS

Investment Theme 16: Enforcing Road Traffic Law

4.83 Enforcing road traffic law is a key aspect of making our roads safer. To inform our enforcement priorities, we will ensure we have the intelligence and capability to analyse patterns of offending and number and severity of injuries. This will determine our priorities for enforcement via:-

 Safety cameras;  Local policing;  ANPR to identify stolen, untaxed or uninsured vehicles;  Campaigns, for example to reduce vehicle defects;  Campaigns on drink/drug driving, motorcycles, seat belts, dangerous driving etc;  Speed enforcement on priority routes;  The referral of drivers to Speed Awareness Courses (SAC) and the national driver improvement scheme;  Parking and bus lane/gate enforcement and other moving traffic offences.

4.84 A key feature is our emphasis on educating drivers to improve standards rather than penalising them.

4.85 Enforcement activity makes a major contribution to maximising safety, in particular policy (W), encouraging safer road use and reducing casualties on our roads, (X) working with the Police to enforce traffic laws and (Y) focusing safety efforts on vulnerable groups.

4.86 This is primarily revenue-based activity, though there is also a need for some capital expenditure to develop and maintain new technology. There are some opportunities in this area to support investment by recovering a proportion of costs.

Key Contribution to policies: W, X and Y Indicative Cost Level: Medium (excluding traffic policing costs) Lead Implementation Group: SRP

Investment Theme 17: Designing and Maintaining Safe Roads

4.87 Whilst there will be a strong emphasis on non-physical approaches to safer roads, such as enforcement and education, there will still be a need for a number of targeted physical schemes. We will also be seeking integrated approaches to new traffic schemes so that road safety considerations are built in as an integral part of scheme design.

4.88 The building and maintaining safe roads makes a primary contribution to our goal of Maximising Safety, and especially to Policy (W), encouraging safer road use and reducing casualties on our roads, (M) ensuring our networks are well-maintained and (Y), focusing safety efforts on vulnerable groups.

4.89 Interventions in this area include:-

 Integrating the safer roads principles into Districts’ AMPs and better linking maintenance standards with casualties in the South Yorkshire TAMP;  Carrying out regular inspections of the highway network to identify defects that are likely to cause road safety problems to pedestrians, cyclists and all other road users;  A winter service that has the safety of all road users as a primary objective;  Implementing traffic schemes such as traffic calming, often through the district local programmes;

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 Junction improvements and other engineering work;  The provision of high standard pedestrian and cycling facilities;  Ensuring high quality lining, signing, lighting, and traffic signals;  Broadening the scope and improving the consistency of applications of the Road Safety Audit process.

4.90 A key underpinning of all this work will be to maintain sound intelligence so that interventions can be targeted to best effect, and working with other groups to ensure safety remains high on their agendas.

4.91 Local safety schemes tend to offer good value for money, with benefit cost ratios nationally reported to average around 20:1, though with a wide degree of variation. Most of the local interventions will be funded through the districts’ devolved funds (see section 5), often informed by local intelligence and supported by Community Assemblies/Area Panels/Neighbourhood Forums.

Key Contribution to Policies: M, W and Y Indicative Cost Level: High (including District programmes) Lead Implementation Group: SRP

Investment Theme 18: Safer Roads for Children and Young People

4.92 Another key priority for us is to ensure our roads are safe for children and young people. This makes a major contribution to the primary goal of Maximising Safety, supports a number of policies, most notably Policy (W), encouraging safer road use and reducing casualties on our roads and (Y), focusing our safety efforts on vulnerable groups.

4.93 We will sustain a range of current programmes aimed at improving safety of children and young people. These will include:-

 Child pedestrian and cycling training and road safety education;  Engaging with school travel plans and school gate parking issues  Closely linking with Safe Routes to School and Sustainable School travel agendas;  Encouraging walking buses;  Promoting seat belt wearing and child restraints;  Effective speed management particularly in residential areas;  Targeting programme aimed at young drivers and riders.

4.94 Whilst the effectiveness of such activities is difficult to quantify, the growing emphasis on educational and training activities in recent years has been accompanied by a reduction in casualties among children and young people. Value for money of these activities is considered to be very high since, as well as the personal issues, saving injury to this particular age group has a high economic rate of return. We will focus on strengthening evaluation and intelligence-based targeting to maximise the effectiveness of the programmes.

4.95 The activity is primarily revenue-based, involving staff time and community liaison. Funding is available through non-transport sources and there are opportunities to further support investment, for example through sponsorship.

Key Contribution to Policy: W, and Y Indicative Cost Level: Low Lead Implementation Group: SRP

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The strategic investment themes are summarised in Table 4.1.

Table 4.1: Strategic Investment Themes Key Indicative Lead Ref Priority Investment Themes Policies cost Group Asset Management and Maintenance 1 District maintenance allocations M High AMMG 2 Integrated highway asset schemes M Medium AMMG 3 Strategic network/severance schemes L,M Medium AMMG Congestion and Network Management 4 syITS B,C,L Medium CNMG 5 Core management processes for the network B,C,L Low CNMG 6 Selective investment in the strategic network B,C,L High CNMG Public Transport 7 Better public transport connectivity D,E,F Low PTB Public transport infrastructure to unlock sustainable 8 regeneration G,I,K Medium PTB F,G,K,N, 9 Public transport system to link people to jobs O,P,Z High PTB Quality of Life 10 Active travel H,Q,S,V Medium QoL K,O,Q, 11 Marketing, communications and travel planning support S,T Low QoL 12 Motorised and smarter travel N,O,Q Low QoL Air Quality and Climate Change 13 Energy generation U Low AQCG 14 Vehicles and fuels R,V Low AQCG 15 Evaluation of air quality, emissions and noise V Low AQCG Safer Roads 16 Enforcing road traffic law W,X,Y Medium SRP 17 Designing and maintaining safe roads M,W,Y High SRP 18 Safer roads for children and young people W,Y Low SRP

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5 DISTRICT PLANS

5.1 Working in Partnership, the four District Councils and SYPTE operate a coherent transport programme at the South Yorkshire level, based on pooled resources. Dovetailed with this, each District operates its own local programme, which is aligned to the LTP strategic priorities, and which also addresses local transport issues. These programmes are funded through devolved ITB funding (see section 6) and the District Council’s own resources. The SYPTE also invests resources to support and improve public transport in each of the Districts.

5.2 All four Districts place considerable emphasis on securing value for money. They are all proactive in levering in external funding to support and enhance their local programmes. Funding sources include: ERDF, Community Infrastructure Fund, Sustrans, Lottery Funding, developer funding, partner contributions, both private and public, and Government sources (for initiatives such as Bike-it, Bike-Boost, Bikeability, Connect2 and Care4Air). In addition local arrangements often apply whereby Parish Councils or Community Assemblies, for example, contribute to the costs of local transport initiatives.

5.3 Key features of each District’s transport plans for the next four years are outlined below, including:-

 the background and transport challenges in the District;  how the transport plans will help advance the District’s ambitions;  the strategic actions proposed for the District which are of importance to the wider city region;  the public transport programme for the district (led by SYPTE in conjunction with the District Council);  how the District proposes to use its devolved funding on local programmes and the key packages planned.

BARNSLEY

Background and Transport Challenges

5.4 Barnsley forms part of both Sheffield and Leeds City Regions and has strong links with each city. The M1 motorway passes centrally through Barnsley borough and provides connections to the two city regions and beyond. The A1(M) to the east of the borough provides connections to the Humber ports and RHADS.

5.5 Barnsley is served by a north south-rail line that links to Leeds and Sheffield (and beyond to Nottingham), and a line that links to Huddersfield, with on-ward connections to Manchester. There is no direct service to Doncaster or Rotherham. Express services stop at the town station. Other stations at Darton, Wombwell, and Elsecar are served only by stopping services, as are Dodworth, Silkstone and Penistone stations on the Huddersfield/Barnsley line. Barnsley’s bus links to other South Yorkshire and West Yorkshire centres are relatively poor.

5.6 Beyond the town itself, the borough has quite a dispersed settlement pattern with many former mining villages, especially in the Dearne Valley to the east, and a large semi-rural area to the west on the Pennine fringe. Employment locations are also quite dispersed. This is difficult geography to operate public transport efficiently and affordably, and bus services are often quite infrequent, and accessibility a challenge. Residents are heavily reliant on cars to get to work – 79% travel in this way compared with 71% nationally.

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Nonetheless recently Barnsley has bucked the South Yorkshire trend by showing an increase in bus patronage after some years of decline. The town has a major new central interchange serving rail and bus services with associated taxi ranks and cycle and parking facilities.

Advancing Barnsley’s Ambitions

5.7 Barnsley has an ambition to regenerate itself as a ‘21st Century Market Town’, with a focus on creating an economy which makes an important and distinctive contribution to Leeds and Sheffield City Regions. The borough’s Local Development Framework (LDF) has a growth agenda which envisages an increase of 350 hectares in employment land and 21,500 new homes over the period 2011 to 2026. The LDF also looks to provide a 21st century environment for learning, enterprise skills and services to ensure prosperity and a high quality of life for all.

Strategic Actions

5.8 Barnsley’s transport vision is to have ‘an integrated and safe transport system that supports the economic, social and environmental objectives of the borough.’ Transport challenges are defined in the Barnsley Transport Strategy and linked to the borough’s Development Framework. In summary they are:-

 Promoting economic growth and strategic connections of Barnsley Urban and the Principal Towns by:-  Improving internal and strategic links, including links with London and other Core Cities  Making best use of existing transport assets through good planning, maintenance and enhancement  Managing congestion  Improvements to existing highway network  New infrastructure, road and rail

 Promoting inclusion, accessibility and better quality of life by:-  Improving accessibility to health, education, leisure ,countryside and work opportunities for everyone  Reducing the need to travel by car

 Delivering interventions that protect the natural environment, improve air quality, address climate change and reduce noise pollution by:-  Improving and protecting local air quality and reducing greenhouse gases  Reducing noise pollution  Influencing travel behaviour

 Deliver interventions which promote and support safety, security and health by:-  Reducing the number of people, particularly children, killed or seriously injured (KSI) on our roads  Increasing the feeling of safety and security, whilst using public transport, walking and cycling  Encouraging a healthier lifestyle to help reduce the high level of obesity and heart disease

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Public Transport in Barnsley

 SYPTE supported services currently some comprise 22%2 of the network as of November 2010. This includes rural services and early morning, evening and Sunday journeys, and improves connectivity between Barnsley and the Dearne Valley, the Penistone area, RHADS, Rotherham and Sheffield.

 Partners have also introduced a Barnsley ‘Statutory Quality Partnership Scheme’ (SQPS) for buses. This binding scheme, between the authorities and operators is scheduled to remain in force throughout the duration of the implementation plan, and helps to secure the delivery and maintenance of high quality bus services across the borough.

 Our contribution to the SQPS involves several important bus infrastructure schemes. Some deal with particular problem locations (called ‘hotspots’), others are more route based improvement schemes (called ‘key routes’). Over the Plan period this will include completion of existing key routes (eg Barnsley Wakefield A61N) and planning for future works (eg Barnsley Doncaster Corridor including works in the Dearne and Barnsley- Penistone). We will also develop new passenger facilities such as Elsecar Park & Ride, taking advantage of opportunities to expand facilities as they arise and resources allow.

 We also have a continued programme of improvement to passenger facilities based on results of Market research and subject to funding. This includes shelter programme provision of Real Time information and improvements to signage at Barnsley Interchange.

 We will continue to press for local rail improvements; line speed improvements Sheffield- Barnsley-Leeds and Huddersfield (especially Horbury Junction), higher capacity on the Barnsley-Huddersfield (Penistone line) and we will work with open-access operators for direct services to London. We will also examine the case for improving connectivity between Barnsley and Doncaster (including consideration of disused alignment from Stairfoot, through Wath and Swinton) to explore whether a business case exists.

Barnsley’s Local Programme

5.9 Barnsley’s local programme will be developed around the following objectives:-

 Designating a broad based Accessibility Improvement Zone as the focus of future transport investment;  Implementing the Northern Barnsley Connectivity Study;  Improving accessibility within the Principal Towns;  Improving public transport, walking and cycling links between the Principal Towns;  Improving links between Urban Barnsley and the Principal Towns to places on the Leeds to Sheffield corridor;  Improving direct links between London, Manchester, other Core Cities and the Humber Ports;  Supporting neighbouring authorities and joint working and establishing an integrated approach linking our neighbouring authorities through sub-regional and city regional working;  Protecting disused rail lines for future reinstatement;  Ensuring that new development is designed and located to be accessible to public transport, walking and cycling;  Applying minimum parking standards for cycles, motorbikes, scooters, mopeds and disabled people and maximum car parking standards;  Requiring transport assessments and travel plans for new development;

2 Estimated on basis of mileage per week of operation Autumn 2010

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 Ensuring that new development is designed and built to provide safe, secure and convenient access for all road users;  Setting the scope for Barnsley's Parking Strategy;  Developing and implementing Air Quality Action Plans (AQAPs);  Work with Partners to improve the efficiency of vehicles and goods delivery and reduce exhaust emissions;  Providing for effective use of existing transport networks;  Encouraging the take up of cycling and walking.

Key Packages of Schemes

5.10 Barnsley’s investment will support the emerging priorities from the above. The types of schemes which will make up the local programme include:-

 New / improved bus stops;  Cycling schemes and cycle parking facilities;  New or improved footways;  School Travel Plans;  Safety schemes, including school schemes, new street lighting schemes, road crossings;  Traffic management schemes;  Junction improvements;  Local road schemes;  Other schemes, using LTP ITB funding;  Carriageway maintenance schemes and footway maintenance schemes;  Noise reducing road surfaces;  Structural maintenance and enhancement.

DONCASTER

Background and Challenges

5.11 Doncaster is the largest local authority, by area, in the SCR, with a population of 290,000. It has strong links to the Sheffield conurbation, and also with Leeds, the East Midlands and the Humber ports. Doncaster’s good external rail, road and air connections offer significant potential for investment and regeneration. However, access from the strategic road network to the town centre and major regeneration sites such as Waterfront, Lakeside and RHADS is limited, which creates accessibility problems. This can only be addressed through major public transport and highway infrastructure interventions. In addition the Council wishes to maintain the cohesiveness of local neighbourhoods and schools through investment in smaller- scale sustainable transport schemes.

5.12 Doncaster underperforms economically, and the borough is addressing this through engaging with the private sector to build a diverse economy. The Council’s role is to create the right conditions for private sector investment through making the most its assets and opportunities, and creating the right conditions for growth. The package of investments developed through the transport strategy will unlock substantial regeneration sites to attract major investment and job opportunities for the community.

Advancing Doncaster’s Ambitions

5.13 Doncaster’s ambitions are outlined in the Borough Strategy, with a vision that ‘by 2025 Doncaster will be one of the most successful towns in the north of England by being a gateway to opportunity locally, nationally and worldwide’.

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5.14 This will be achieved through three themes:-

 A well connected Borough;  A visionary Borough;  A regenerated Borough.

5.15 Transport will contribute to all three themes by making the most of existing connections and by delivering infrastructure improvements, including White Rose Way and the FARRRS to improve access to regeneration projects in the town centre, the Civic and Cultural Quarter, the Waterfront, Lakeside, Carr Lodge, the Inland Port and RHADS.

5.16 In addition, Doncaster’s Mayor has set out his top ten priorities for Doncaster of which transport contributes to the following:-

 Improving Doncaster’s economy through increasing and diversifying business and tourism opportunities across the Borough;  Regenerating Doncaster’s town centres including, within Doncaster itself, special emphasis on the Markets and Waterdale areas;  Giving people choice in transport – trains, buses, cars, cycling and walking, so that all travel choices can be accommodated whilst improving journey times and punctuality thereby supporting economic regeneration;  Making sure that local people get value for money from Council services.

Strategic Actions

5.17 The main focus will be on delivering major schemes to unlock regeneration through both public and private sector funding. This includes:-

 Delivering the White Rose Way scheme;  Continuing with a private sector-led phased delivery of FARRRS;  Continuing to develop key bus route corridors, including further phases of the A630 smart route, and tackling areas where unpredicatable bus journey times are encountered;  Working with SYPTE to develop park and ride and key bus route corridors;  Working with the Highways Agency to progress improvements to the M18;  Continuing to press for improvements in the bus network, quality and frequency of services through voluntary agreements with operators;  Facilitating access to new developments, in conjunction with the private sector, including:-  Holmes Market  Waterdale/College Road  North Bridge/Marshgate  Woodfield Way  Catesby  FARRRS corridor  Hatfield/Junction 5 link road  Reducing congestion and disruption by improving traffic management, controlling occupation of the highway, event management, incident management and traffic/parking enforcement;  Targeting our resources to deliver an effective programme of Local Safety Schemes and road safety education, training and publicity initiatives;  Working with train operators, Network Rail and the Government to reduce the journey time to London and secure improvements to local train services;

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 Taking forward a range of programmes focusing on travel to work and school by foot, cycle, public transport or car;  Tackling the backlog of highway and bridge maintenance through more effective asset management.

Public Transport Programme in Doncaster

 Under LTP2 we proposed a ‘Bus vision’ for Doncaster, and will now seek to deliver this in partnership with operators during LTP3.

 Supported services comprise 14% of the network as of November 2010, including rural and Park & Ride services , in particular comprising early morning, evening and Sunday journeys and improving connectivity between Doncaster and Askern, Pontefract and Wakefield as well as locally to Catesby Park and the Airport.

 Planned rail improvements include the rail flyover at Shaftholme, near Askern to improve capacity and reliability of the ECML (a Network Rail project). We will also lobby for improvements in capacity to Doncaster station, as well as journey time improvements to the ECML. As covered in the Barnsley section, we will examine how best to improve connectivity between the districts.

 We will continue to implement bus improvements via the key routes and hotspots programmes. This will include completion of existing key route projects (eg A630 Balby Road) and planning for future works (eg to RHADS and Thorne Road). We also have a continued programme of improvements to existing passenger facilities such as the shelter programme improvements, provision of Real Time information and improvements to signage.

 We will develop new facilities such as Park & Ride sites at White Rose Way and Edenthorpe, with associated bus priority that ensures benefits at peak periods, while not limiting capacity at other times.

Doncaster’s Local Programme

5.18 Through our locally devolved funds we will ensure that our neighbourhoods, communities and schools receive investment to address local requests for a range of ‘minor’ schemes. These include:-

 Small-scale public transport schemes, including tackling delay hotspots, bus boarders and bus shelters;  Local safety schemes;  Housing market renewal/pathfinders;  Traffic management schemes, ITS, signage and enforcement;  Road crossings;  Safer routes/school travel plans;  Walking schemes, including subway replacement and rural footways;  Cycling schemes, including greenways (Roman Ridge and Conisbrough to Woodfield), town centre access, and parking;  Travel plans / smarter choices / marketing initiatives;  AQAPs/Low carbon vehicle initiatives.

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Key Packages of Schemes

5.19 In previous years the Council has on average typically delivered the following types of schemes. This will be used as a guide to formulate next year’s programme:-

 Local Safety  Road Crossings  Traffic Management  Travel Plans  Cycling  Walking  Bus Infrastructure  Carriageway and footway structural maintenance  Footway surface treatments  Street lighting  Bridges and structures  Specific maintenance schemes, including A630 Balby Road (resurfacing with IT bus priority), and Balby New Bridge.

ROTHERHAM

Background and Challenges

5.20 Rotherham is geographically in the centre of the City Region and located on the UK’s road network with the motorway and trunk road network easily accessible from the centre of town. The strategic road network is accessed via junctions 33, 34 and 35 of the M1 motorway to the south and west of the town, and junction 1 of the M18 to the east. The motorways provide connections within the City Region and beyond to towns and cities such as Leeds, Huddersfield, Manchester, Chesterfield and London. Although the M1 Motorway provides essential strategic links, it creates an artificial boundary between Rotherham and Sheffield which results in delay and congestion where local roads intersect with it.

5.21 Rotherham’s town centre is encircled by an inner ring road which has arterial routes radiating from it in all directions. These arterials create links to important local and regional centres including Sheffield (via the A6178), Doncaster and the A1(M) (via the A630), Waverley AMP (via the A630), the Dearne Valley (via the A633) and Huddersfield/Leeds (via the A629). Much of the arterial network also forms our Key Routes and Key Bus Route network. Many of these routes are sensitive to delay and congestion.

5.22 Movements on the corridors between Rotherham town centre and Sheffield are particularly important. From 2001 census data, the corridor has the highest two way flow for travel to work trips. This highlights the importance of transport links to and from our neighbours and also the importance of the joint economy between Rotherham and Sheffield.

5.23 Rotherham has a well developed bus network, although in common with other parts of the region, the reliability, frequency, customer care provision and fare levels on buses are affecting current passengers and may be deterring new passengers from using the bus network to its fullest potential. Nevertheless, it represents the most readily available alternative to the private car for most trips.

5.24 The quality of the rail service in Rotherham reflects the compromise between serving through bulk trains, express trains and through stopping services on the same lines. It is not ideal – train frequencies and lengths are limited by capacity constraints, peak hour overcrowding is commonplace, and Rotherham Central Station (although greatly improved in 2010/11) is not on the main line between Leeds and Sheffield, resulting in slow journey

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times. Nevertheless, the station does provide links to the closest rail interchanges at Doncaster and Sheffield/Meadowhall, providing access to both the ECML and MMLs.

5.25 Swinton Station provides a convenient interchange point for travellers in the north of the Borough wishing to join services passing through Rotherham Central Station, whilst in the south, Woodhouse, Kiveton Bridge and Kiveton South stations provide access into Sheffield along the Lincoln line.

5.26 At present the cycling and walking network in Rotherham broadly follows the road network mostly using on-road routes but there are some notable exceptions including parts of the National Cycle Network and Trans Pennine Trail, the Sheffield to Rotherham Canal Towpath and Thurcroft Trail. Around 72% of all journeys in the Borough are less than five miles long and 50% of all journeys are less than two miles, which indicates some scope for increasing cycling and walking.

Advancing Rotherham’s Ambitions

5.27 There are five main economic zones in Rotherham – the Town Centre and its surrounds, Dinnington in the south east, Dearne Valley in the north, Waverley and, on the Rotherham to Sheffield corridor, the Lower Don Valley in the west. Rotherham’s transport vision supports ongoing regeneration in these areas and seeks to “make new and existing communities and regeneration areas accessible so that everyone, regardless of whether they have a car or not, can take part in economic, education, leisure and social activities”. Our transport vision also supports the Borough’s Community Plan vision which seeks to:-

 Ensure that no community is left behind;  Provide quality education;  Ensure care and protection are available to those who need it most;  Help to create safe and healthy communities;  Improve the environment.

5.28 With only limited funding available for the foreseeable future, our district plan will be focussed around encouraging people to make best use of the existing transport network and in particular, it will encourage use of sustainable, clean and safe travel modes that will help achieve our Community and Transport Plan visions.

Strategic Actions

5.29 Taking into account our transport challenges and district ambitions, we propose to take the following strategic actions:-

 Work with the LEP, the SYITA, SYPTE and neighbouring Councils to continue to develop major schemes to open up access to strategic economic zones, including the A57- M1 to Todwick Improvement, Waverley Link Road, Waverley Park and Ride, and the BRT north and south routes.  Work with the SYPTE, Network Rail and train operating companies to improve access and train frequencies through Rotherham Central and Swinton Stations, with particular emphasis on removing bottlenecks such as at Holmes Chord and Swinton approaches.  Work with the SYPTE and bus operators to improve bus priority infrastructure and bus services using the Key Bus Route Network, with a focus on achieving predictable journey times, as well as challenging customer care and affordability complaints.  Develop and implement a range of promotional, educational and training programmes to promote safety and capitalise on the number of shorter journeys in Rotherham that could be made on foot, by bicycle or on public transport.

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 Adopt policies and Supplementary Planning Guidance within the Rotherham Local Development Framework that promote accessibility without increasing car use.  Require action from businesses and other organisations to implement, monitor and maintain effective travel plans.

Public Transport Programme in Rotherham

 We will complete Rotherham Central Station re-build with streetscape improvements. We will also continue to lobby for Holmes Chord improvements to improve capacity to Rotherham Central Station. And we will progress the national trial of Tram/Train between Rotherham Parkgate and Sheffield.

 We will continue to implement Key Routes and Hotspots programmes across Rotherham. This will include completion of existing schemes (including Rotherham –Thrybergh) and planning for future schemes (eg Rotherham - Swallownest and Rotherham – Chapeltown and work in the Dearne Valley).

 We will improve bus services in South Rotherham via partnership or quality contracts, as set out in ‘A vision for bus in Sheffield and South Rotherham’. [We will continue the successful Rotherham FreeBee (subject to funding) uniting Rotherham’s two central shopping areas.] For the remainder of Rotherham we would also improve bus services through similar means, such as a SQPS or Voluntary Agreement.

 Supported bus services comprised 23% of the network as of November 2010, including rural services and early morning, evening and Sunday journeys and improving connectivity between Rotherham and, Barnsley, the Dearne Valley and Waverley.

Rotherham’s Local Programme

5.30 By early 2011, Rotherham and our local communities will publish a transport statement that will set out how we intend to tackle local transport issues. Each Area Assembly will develop its own detailed statement to prioritise and tackle issues that are important to local people whilst also incorporating action to meet our broader transport challenges and ambitions.

Key Packages of Schemes

5.31 The types of schemes we will pursue include in the local programme are:-

Smarter Choices Schemes

 Review and renew school travel plans to create purposeful improvement plans in travel to school zones;  Showcase school travel improvement plans;  Support the roll out of Bike IT in Rotherham (following success in Sheffield and Doncaster) as part of the new South Yorkshire Cycling Strategy;  Bikeability cycle training for schoolchildren (DfT funded) and associated promotions, for example Bikeboost;  Promotion of eco driving, car sharing, and Smarter Choices on street signing, and other Smarter Choices initiatives;  Electric bike hire pilot schemes;  Area-based sustainable transport promotion projects via websites, local promotion, etc.

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Road Safety

 Annually assess and prioritise road safety schemes and implement those projects with the highest benefit cost ratios;  Continue and improve the successful Road Safety Education, Training and Publicity programme;  Assess and implement 20mph zones for safety or environmental reasons.

Local Congestion and Demand Management

 Develop and implement a sustainable parking policy;  Introduce local permit controlled parking schemes and local traffic management schemes, including traffic signals and ITS;  Assess congestion relief / bus priority projects on four key routes (the A633, A6123, A631 and A630).

Accessibility

 Improvements to the Rotherham to Sheffield Canal Towpath, a strategic link between Rotherham, the Don Valley and Sheffield;  Provide and improve cross-town centre cycle routes;  Cycling or walking route improvement schemes, focussed on economic zones;  Provide improved pedestrian crossing points at locations where there is greatest need.

Maintenance

 Carriageway and footway structural maintenance  Carriageway and footway surface treatments  Street lighting  Bridges and structures, including A630 Centenary Way Crinoline Bridge and A630 Rotherham Gateway Old Flatts Bridge.

SHEFFIELD

Background and Transport Challenges

5.32 Sheffield, the core city of South Yorkshire and the City region, is the area’s biggest industrial, commercial, retail and service centre. It lies on the MML rail line to London and has further rail links to Manchester, Leeds, Nottingham via Chesterfield and Derby, and Doncaster, though there is potential to improve the speed and frequency of services. The M1 provides good north-south connectivity, though to the west Sheffield’s road links over the Pennines are of a lower standard and are less resilient.

5.33 Sheffield has a growing joint economy with Rotherham, though the two centres are divided by the motorway. Sheffield has a number of strategic economic zones, in the Lower and Upper Don Valleys and the City Centre, which require better access by all modes of transport to realise their full potential. The condition of the city’s roads and pavements is a significant problem.

5.34 Regarding public transport, Sheffield has an established and successful tram system with routes to the north, east and south east. The reliability, frequency, customer care and fare levels of buses are issues affecting current passengers and deterring potential passengers. Bus journey times from some residential areas to Sheffield City centre are uncompetitive when compared with the car, such that the overall trend for bus patronage is fragile.

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5.35 In contrast, patronage for local rail services is increasing. Sheffield also has an established and successful ‘Supertram’ system with routes to the north, east and south east of the city centre. An increase in the coverage of this very popular transport product is regularly requested by the community.

5.36 Whilst traffic growth in the city has been successfully limited in the last few years, there is a degree of congestion on links to Sheffield from the M1 junctions, on a number of the main radial corridors into the city, and around the city centre itself.

5.37 In order to address the poor condition of the highway network, the Council is currently in the procurement stage of a PFI project to secure significant investment to improve the network.

Advancing Sheffield’s Ambitions

5.38 Sheffield has recently developed a new transport vision, the “Excellent Transport in Sheffield” document which was endorsed by the Council in December 2010. The vision will empower people to make informed choices about the way they travel. Transport is seen as a means to an end, helping to deliver the broader social, economic and environmental improvements we want to happen in the city, namely:-

 Increasing opportunities for everybody;  A competitive low-carbon economy;  A better environment;  A healthier population;  A culture where the car is not always the first choice.

5.39 The “Vision for Excellent Transport in Sheffield’ has a change of emphasis from previous approaches. The focus is on changing the city’s travel culture by empowering people to make informed choices about whether, how and when they travel. The role of the Council can be summarised as being an “enabler” rather than “doing things to people”.

5.40 Examples of what this will mean in practice include:-

 A bus service that is more integrated, reliable and accessible and better meets passengers’ needs;  People empowered to make informed choices about how they travel through better targeted information and personalised travel planning;  An increased role for local people through Community assemblies in how we change our travel culture;  Sheffield aspires to be amongst the leaders in electric / low emission vehicles;  Streets that people can be proud of through the major investment of the highways PFI.

Headline Actions

5.41 The City is taking a number of actions to address its key transport challenges:-

 In support of the new Transport Vision, the city will take forward a range of programmes to enable those who so wish, to travel to work or school on foot, by cycle, or by public transport. Increased car sharing will also be promoted;  A major PFI-funded investment programme to improve the condition of the city’s highway infrastructure (including carriageways, footways, street lights and traffic signals) is set to begin in 2011/12, subject to the Government’s value for money tests.

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 Working with the LEP, SYPTE and RMBC, SCC will continue to develop major schemes to open up access to strategic economic zones, for example, through the BRT initiatives, and the Penistone Road Smart Route scheme;  Pursuing improved bus services via partnership or quality contracts, as set out in ‘A vision for Bus in Sheffield and South Rotherham’. If voluntary agreements prove incapable of improving bus services, the city will pursue a ‘Quality Contract’ approach which would give greater local control over the bus routes, fares, emissions and timetables within Sheffield.  We have implemented a ‘North Sheffield’ SQPS (the first of its kind in England) to maintain high quality bus services in North Sheffield. This is scheduled to remain in force throughout the duration of the implementation plan. We are planning to implement a further ‘bus agreement’ that would further align some key bus services from our major operators to the goals of our Transport Strategy.  SCC will continue to work with SYPTE, East Midlands Trains, Network Rail and Government to reduce the journey time to London to less than two hours by 2014, and jointly press for electrification of the MML;  Sheffield wants to be in the next phase of HSR with a direct connection to London and the North;  Continued joint lobbying for the ‘Northern Hub’ enhancements to the Hope Valley line to Manchester and Liverpool, including more passing loops to increase capacity, improvements to Dore station, service frequency improvements and increased capacity on Trans-Pennine services.  SCC will continue to explore the scope for extending the successful Supertram network  We will also contribute to the national trial of tram/train between Rotherham Parkgate and Sheffield, which will feed into the wider Supertram network  As part of the city’s Carbon Reduction Framework, Sheffield will take the lead on behalf of South Yorkshire in promoting the use of low carbon vehicles and fuels;  A new, more ambitious AQAP be produced;  The policies in the Sheffield Development Framework will be implemented to ensure that accessibility for people without cars is a key consideration in land use decisions. Supplementary Planning Guidance will be produced setting out policies for sustainable travel and requirements to produce travel plans.

Other Important Projects Sponsored by the SYLTP Partnership

 In Partnership with SUSTRANS, Derbyshire County Council and Rotherham, in 2011/12 we hope to begin construction of the new “Connect2” cycletrack and footpath initiative between Killamarsh in Derbyshire and the Halfway Supertram terminus.  There will be a continued drive to reduce road casualties (to meet national targets, if any, set beyond 2011);  We will continue work to change our travel culture through our innovative and successful programme of personalised travel behaviour change projects including, for example, Bike Boost, Bus It, Bike It, Walk It, learn to ride, free one-to-one cycle training, Travel4Life, Car-share-South-Yorkshire, City Car Club and both school and workplace travel planning.  We will aim to continue the successful “Sheffield FreeBee”, providing a circular service around the city centre.  From 2011/12 we will see conversion of the Stagecoach service 52 (Hillsborough - City Centre - Woodhouse) to operation by diesel-electric hybrid double-deckers following the award of Green Bus Funding by the DfT.  We will continue to support socially necessary non-commercial bus services across Sheffield, including rural services and early morning, evening and sunday journeys together with improved connectivity between Sheffield and Chapeltown, Stocksbridge

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and Waverley. Supported services formed 9% of the bus network as of November 2010.  We will continue to work with East Midlands Trains to secure over the longer term the additional ‘half hourly’ rail services between Sheffield and London that are proving so successful since their introduction in December 2009. We have already secured additional stops at Chesterfield.  We will continue to implement Bus Key Routes and Hotspots programmes. This will include completion of existing schemes (including Ecclesall Road) re-starting schemes currently on hold (Mosborough/Gleadless) and planning for future works.  A similar programme of journey time improvements for all road users will be continued for our Congestion Target Routes, which successfully contributed to the national congestion target delivered in March 2011.  In order to make best use of existing assets, a new emphasis on network management is being rolled out via syITS. Sheffield leads this initiative on behalf of the South Yorkshire LTP Partnership in particularly close liaison with the Highways Agency  We also plan a continued programme of investment in Park & Ride facilities, including new facilities at Dore and potentially expansion of park & ride at Meadowhall.  We have a programme to upgrade the stock of tram shelters, and provide improved Real Time Information facilities at Meadowhall and Sheffield interchanges. We are also looking to improve Malin Bridge tram/bus interchange to accommodate higher capacity buses as part of the successful ‘tram feeder’ services.

Sheffield’s Local Programme

5.42 Sheffield’s local programme, drawing on devolved LTP funding, is aimed chiefly at improving local quality of life, road safety and accessibility, under the sponsorship of the city’s seven Community Assemblies. The Assemblies play a key role in involving local people in identifying problems, suggesting solutions and influencing decisions on local road and transport schemes. They will also have the discretion to make important local decisions, for example on the introduction of 20mph speed limits and innovative traffic calming measures in residential areas.

5.43 The Community Assemblies’ programmes are geared to improving facilities for pedestrians, including providing new zebra and puffin crossing points in line with Local Accessibility Planning and Local Area Plans. A programme of accident-saving schemes, Education, Training and Publicity (ETP) and travel planning initiatives will promote safe routes to schools and other key facilities.

5.44 The city’s innovative ‘Driving me Crazy’ initiative will also continue, whereby local people identify localised traffic management improvements for attention.

The Programme of Local Interventions Sponsored by Sheffield

5.45 Sheffield’s local programme, drawing on devolved LTP funding, is aimed chiefly at improving local quality of life, road safety and accessibility. The new Transport Vision provides the ‘enabling’ support to this, in partnership with the city’s seven Community Assemblies. The Assemblies play a key role in involving local people in identifying problems, suggesting options for solutions and influencing decisions on local road and transport schemes. They will also have the discretion to make important local decisions, for example on the introduction of 20mph speed limits and innovative traffic calming measures in residential areas.

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 The Community Assemblies’ programmes are geared to improving facilities for pedestrians, including providing new zebra and puffin crossing points in line with Local Area Plans. Despite the constrained funding situation, this provides a major focus on involving local communities in the decision making process and will remain the major component of our local interventions  The city’s innovative ‘Driving me Crazy’ initiative will also continue, whereby local people actively participate in tackling localised traffic management improvements.  A city-wide programme of speed management and innovative (non-physical) traffic calming measures is proposed  A programme of accident-saving schemes, Education, Training and Publicity (ETP) will continue in parallel with the strategic “Worst First “ work outlined above  Further work with schools will continue, promoting safe routes to schools, building on adopted School Travel Plans, Bike It and Travel4life work to promote healthier options for travel as part of delivering our Smarter Choices for Travel to Schools Strategy  Projects to close the gaps in the cycle route network identified in the Cycling Action Plan will be constructed, maximising funding contributions from sources such as ERDF and Yorkshire Forward;  Our Public Rights of Way Improvement Plan has a rolling five year programme of minor measures included and this is again seen as very important to local communities in maintaining access to local amenities and to local public open spaces, hence helping support a healthier population  Work continues in partnership with Sheffield Taxi federations to improve facilities and practices for taxis as apart of the city’s public transport offer  Work will also continue on installing and reviewing permit parking schemes, again in partnership with Community Assemblies, to target those areas where local residents suffer most from others’ actions.  Lastly, Sheffield will continue to utilise its LTP Maintenance Block allocation to maintain the network up to the commencement of the Highways PFI Project. The main activities will include: Carriageway and Footway structural maintenance, Carriageway and Footway surface treatments, Anti-skid surfacing, Street Lighting replacement and Bridges and Structures maintenance.

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6 RESOURCING OUR PLANS

6.1 Our vision for transport in South Yorkshire is ambitious, but we must temper this against available resources. Transport in South Yorkshire, as in other areas, has been funded from a wide range of sources, both capital and revenue. From 2011/12 the Government’s local transport funding will be simplified to four grant streams (down from 26):-

 Integrated Transport Block (ITB) (capital);  Block Funding for Highways Maintenance (capital);  Major Schemes (capital);  Local Sustainable Transport Fund (LSTF) (capital and revenue);  Regional Growth Fund (RGF).

6.2 The four District Councils and SYPTE also support transport through their own resources. These too will be under considerable strain over the next few years, which will add to the pressure on our Plans.

BLOCK FUNDING

6.3 The ITB is historically the main source of capital funding for the South Yorkshire Strategic Investment Programme and is payable to SYITA. South Yorkshire has, under LTP2, divided its ITB into two elements: first, a Strategic Fund to support initiatives of South Yorkshire significance, and second, contributions to each of the District Councils to support their District Transport Plans. The Maintenance Block is calculated on a need-based formula and, from April 2011, will be payable to the SYITA rather than direct to District Councils.

6.4 Taking the IT and Maintenance Blocks together, the total LTP Capital funding available to South Yorkshire for the next four years is approximately £27m per annum, compared with recent years’ figures which have ranged between £40m and £54m. The DfT’s indicative figures show an increase to £30.8m in 2014/15, though still well below the funding levels of recent years.

Table 3: Transport Block Allocations 2011/12 – 2014/15 2011/12 2012/13 2013/14 2014/15 £m £m £m £m Integrated Transport Block 11.252 12.002 12.002 16.877 Maintenance Block 15.932 15.723 14.959 13.896 TOTAL 27.184 27.725 26.961 30.773 Note: 2013/14 and 2014/15 figures are indicative

Our Approach

6.5 The challenge we face is to manage down our programme of activity to align with these much lower resource levels. Over the coming months we will consider carefully all our options in drawing up an effective and realistic delivery programme. Key features of our approach will be:-

 We will determine which actions and investments we will prioritise over the next four years (from those set out in sections 3 and 4 above). We will assess robustly all the potential investments against value for money, deliverability and affordability criteria,

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as well as the contribution they make to our strategic priorities. We will evaluate projects rigorously on completion, and invest in what demonstratively works.

 It is clear that we will not have the resources over the next four years to support all our priorities. Some initiatives will be rethought, re-phased, resized, or in some cases postponed until further resources are available. This rigour will be applied to ongoing projects which are partially complete as well as to new project ambitions.

 We will give close attention to how we can maximise the use of existing assets, so avoiding the need to invest expensively in new ones. We will place a particular emphasis on asset management and maintenance (see section 4). We will also sharpen our approach to anticipating and managing risk (see section 7).

 We will maximise efficiency across the partnership, finding the best balance of centralisation and devolution. We will pool at least half of our total IT resource to fund a strategic South Yorkshire Transport Investment Programme (see section 4), including public transport programmes; we will consider whether overall impact might be served by increasing the proportion of IT resource which is pooled. We will share resources where this is cost-effective, for example in procurement. We will also look for innovative ways of doing things, challenging existing practice constructively, and removing unnecessary bureaucracy and cost.

MAJOR SCHEMES

6.6 Major capital schemes costing over £5m are resourced through DfT funds, with a local contribution. We have identified a number of Major Schemes which we believe are vital to advancing the LEPs vision for the City Region, and have been progressing these through the regional (now ended) and national approval processes.

6.7 Less Government funding will be available for Major Schemes in the short term, and fewer schemes will be funded than in the recent years. The DfT has also indicated that lead organisations will need to bear the preparatory costs of Major Schemes, and bear more of the risk associated with such schemes.

6.8 In October 2010 Government provisionally grouped Major Scheme proposals into four categories. South Yorkshire’s proposed schemes have been categorised as follows:-

6.9 Supported Pool : these schemes require a ‘best and final offer from the promoting authority’ with final decisions taken in January 2011. There is one South Yorkshire scheme in this category:-

 Improvements on A57 east of M1 Junction 31, near Todwick (Promoting authority: Rotherham). The A57 is an important strategic route linking the A1 and M1, and connecting South Yorkshire with the North Nottinghamshire part of the City Region. It is heavily used by freight traffic. Improving the A57 between M1 and Todwick crossroads aims to reduce congestion, improve road safety and improve the accessibility of adjacent communities, including the Dinnington regeneration area.

6.10 Development Pool: promoting authorities will be invited to make a revised bid into this pot over the coming months, and the DfT will take decisions on these schemes during 2011.There are three South Yorkshire schemes in this category:-

 Waverley Link Road (Rotherham). A new link road to Waverley, including the Advanced Manufacturing Park, which will provide links to local labour markets, alongside a strategic park and ride site, serving Waverley and Rotherham. Together these schemes aim to remove a constraint on the development of this key

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regeneration area, reduce congestion and divert traffic from surrounding residential areas.

 White Rose Way (Doncaster). This scheme involves upgrading White Rose Way to dual carriageway for 1.7km between M18 junction 3 and Ladybank, including new junctions, bridge and pedestrian and cycle facilities. The scheme will eliminate queuing on the A6812 and back onto M18. The requirement for DfT major scheme funding has been reduced by progressing an ERDF bid along with DMBC corporate resources to maximise local contributions offering high affordability to the DfT.

 Supertram: Additional Vehicles (SYPTE). The successful Supertram system now has significant capacity constraints. This proposal is for the purchase of four additional tram units to operate on the busiest parts of the network, reducing road congestion and encouraging central rather than out of town growth.

6.11 Pre-Qualification Pool: The DfT has indicated that more work is needed to determine whether these schemes can enter the ‘development pool’ (above). There are two South Yorkshire schemes in this category:-

 South Yorkshire BRT Phase 1 – Northern Route (SYPTE). A new highway link beneath the Tinsley Viaduct which will ease congestion around Junction 34 of the M1, with priority for a BRT system to serve the strategic development sites in the Don Valley and better connect them to Rotherham and Sheffield centres;

 A61 Penistone Road Smart Route (Sheffield). This proposed scheme is to develop a smart route along the A61 Penistone Road in Sheffield, including junction improvements, signal upgrades, bus lanes with pre-signals, and bus stop improvements. The aim is to improve operating conditions for buses and reduce delays for all traffic along the important development corridor of the Upper Don Valley.

6.12 ‘Grey Schemes’ : There are three South Yorkshire schemes which had previously been endorsed at regional level but which have not been placed by the DfT into any of the above categories. These are:-

 FARRRS (Doncaster). This scheme will link the RHADS to the M18 and unlock a number of national regeneration sites, including the Rossington Inland Port Strategic Road/Rail Interchange.

 South Yorkshire BRT Phase 1: Southern Route (SYPTE). This is a BRT scheme to connect the nationally important Waverley development site with Sheffield and Rotherham Centres.

 INTEGR8 – South Yorkshire Strategic Park and Ride Network (SYPTE). This scheme involves the provision of park and ride sites with a linked bus rapid transit service to Sheffield and Doncaster centres to reduce car traffic and congestion on key routes.

Our Approach

6.13 These schemes are designed to realise the economic potential of the city region in support the LEPs vision and in our view have a very strong justification. We will work closely with the private sector partners and the DfT to secure a place in the Major Schemes programme for these key projects.

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6.14 We will no doubt face difficult decisions regarding schemes which do not secure Government support. The options we will consider include:-

 Finding other means of funding, developing packages harnessing a range of contributions from partner sources (both public and private), including the RGF.

 Using the pooled IT resources to help deliver these Major Schemes. However the IT has reduced to such an extent that such this would be at very serious detriment to the rest of our programme.

 Accepting that a number of the Major Schemes will only be deliverable in the longer term, and pushing back preparatory work accordingly. However, there would be a serious loss of economic impact in doing so.

LOCAL SUSTAINABLE TRANSPORT FUND

6.15 The LSTF is a new grant stream (capital and revenue) against which local authorities are invited to bid to fund packages of interventions that address local transport issues in sustainable ways. The first round of bidding closes in April 2011.

Our Approach

6.16 We will prepare a bid for LSTF resources to support those elements of our plans, particularly concerned with low cost, high value measures which meet local needs, for example measures aimed at active travel, reducing emissions, and enhancing safety. We will assemble a package of proposals that is deliverable, affordable and demonstrates excellent value for money.

OTHER SOURCES OF FUNDING

6.17 Transport in South Yorkshire, as in other areas, is funded from a wide range of sources, both capital and revenue. Our approach will be to formulate a programme that makes the best overall use of the total resource potentially available to deliver our strategy.

6.18 In addition to the core LTP funding, we will actively seek opportunities to lever in funding from other sources. These include LSTF, ERDF, RGF as well as contributions from partner organisations, both private and public.

6.19 We will explore new ways in which local and national public subsidy and bus operators’ own investment can be brought together to deliver affordable fares and a high quality, integrated bus system. We will consider the potential of Tax Increment Financing (TIF), which will enable Council’s to pay for transport improvements by borrowing against additional business rate income generated by new infrastructure in defined geographical areas. We will also explore the potential of the Community Infrastructure Levy (CIL), which helps pay for infrastructure required to serve new development.

LTP ANNUAL DELIVERY PROGRAMME

6.20 The resultant programme will be a blend of capital and revenue initiatives, working in mutually supporting packages. The programme will be set out in our LTP Annual Delivery Programme which will detail the specific schemes we plan to invest in. At the time of writing, work is in progress to identify the cost implications of our investment schemes, including both ongoing and new schemes, prior to scheme appraisal and prioritisation. A fully costed programme will be in place by Spring 2011.

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6.21 Over time, the LTP Annual Programme which will also provide the framework for the next four years of investment will bring together and detail all our collective resource which supports the Implementation Plan. We already have a well developed approach to handling the capital elements of our programme. In future we will build on this to detail how revenue and human resources, from a range of sources, will blend together into a fully integrated programme. We will involve all our partners in this, including the four District Councils, SYPTE, Highways Agency, public transport operators, Police and Heath partners.

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7 GOVERNANCE

DECISION MAKING AND STRUCTURES

7.1 Robust decision-making and delivery arrangements have been put in place to ensure that LTP3 is planned and delivered in a timely, accountable and effective way, and that the programme has full engagement and ownership of key partners. The structure comprising the LTP Partnership is set out in Figure 1 .The arrangements build on those which have been successfully adopted for LTP2, and have been further strengthened in places.

7.2 Ultimate responsibility for approving the LTP and overseeing its implementation lies with the South Yorkshire Integrated Transport Authority (SYITA). The SYITA comprises 12 Members representing the four District Councils in South Yorkshire, and meets monthly. The SYITA has the lead role on the strategy, preparation, funding and monitoring of delivery of the South Yorkshire LTP.

7.3 As Highway Authorities, the four District Councils in South Yorkshire are fully involved with the LTP at all stages in its development and implementation, and fully own the Plan. The District Councils each formally endorse these documents. Their Chief Executives provided a high level steer to the development of the Transport Strategy and its delivery through the SYPTE Executive Board (on which they sit as Non- Executive Directors). The development, implementation and monitoring of the LTP is supported by a number of Implementation Groups, each of which has professional representation from all four of the District Councils and the SYPTE. Each of the four District Councils also has scrutiny arrangements which enable them to scrutinise transport issues generally, including LTP as they feel appropriate.

7.4 The structure through which LTP delivery and programme management decisions are taken forward and monitored is shown in Figure 1. The structure has been developed to ensure the effective joint working of the five South Yorkshire Partners, together with key stakeholders such as the South Yorkshire Police, Health organisations and the Highways Agency. The arrangements have made for excellent professional engagement and collaboration between partner agencies. The structure enables day-to-day decisions about the programme to be taken at the operational level, but also provides a clear structure in which to escalate issues.

7.5 The structure is kept under active review to ensure our work is as effective as possible. We have identified clearly the lead and support responsibilities for taking each of our policies forward so that we have a strongly integrated approach to delivery. One particular dimension that we have strengthened is the collaboration between groups on ‘interface issues’ so that we have genuinely effective working on these joint issues. An outline of the functions of the key groups is at Appendix 1.

7.6 A small Central Team of Officers, the South Yorkshire LTP Team, under the LTP Director, is responsible for coordinating and managing the LTP programme and monitoring and reporting its implementation. The Central Team is also responsible for pulling together intelligence on key issues such as congestion and road safety, as well as supporting the various Groups in the structure.

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DELIVERY AND PROGRAMME MANAGEMENT

7.7 We developed effective robust programme management arrangements for managing the LTP2 programme and are strengthening these further to ensure that the LTP3 programme is rigorously managed.

Scheme Appraisal

7.8 We will appraise all proposed schemes rigorously at the outset, testing their contribution to our transport goals, their value for money, feasibility and risk. Scheme proposals will be assessed in relation to a range of criteria including:-

 The outputs and outcomes they aim to achieve;  Their contribution to the achievement of each of our strategic goals;  Their impact on the strategic network and priority route sections;  Their value for money, including ongoing maintenance costs, and ability to lever in additional resources;  The evidence of their likely effectiveness;  Risks to their being delivered effectively and to timescale;  Details of how the scheme is to be evaluated.

7.9 The established scheme assessment process is being modified to reflect the new priorities and principles and will be applied to scheme proposals put forward for investment. Schemes will also be subject to the principles outlined under Chapter 2, sections 2.5. This includes both new proposals and existing proposals which are yet to be contractually committed.

Project and Programme Management

7.10 Progress on the overall delivery of the programme is reported regularly to the ITA which makes key decisions on achievement of programme objectives.

7.11 Each scheme is assigned a lead organisation which is responsible for the coordination and delivery of the scheme and acts as the accountable sponsor. That organisation will identify any risks associated with the scheme in advance of implementation and will itself accept the risk, unless there is a specific agreement to the contrary.

7.12 Schemes will be subject to the project management procedures of the lead organisation. All schemes will have a named project manager who will be responsible for progressing and coordinating the scheme, for reporting progress, for keeping forecasts up to date over the lifetime of the scheme, and for arranging for the scheme to be evaluated.

7.13 The South Yorkshire programme management system provides an effective and consistent monitoring and reporting system for all centrally funded schemes. Schemes are regularly taken through a delivery review process whereby their performance is tested against key milestones and spend profiles. Monthly monitoring reports are prepared centrally, covering expenditure, scheme implementation and outputs. Any problems and delays are identified at an early stage to enable swift remedial action to be taken to bring the programme back on track, including bringing forward reserve schemes where necessary. Regular reports are made to FITWG, and where necessary to SLG and the Executive Board, to agree how areas of divergence from the planned programme are to be tackled.

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Performance Indicators

7.14 We have identified a set of potential performance indicators (PIs) which will help us to assess year by year progress with the way our transport interventions are impacting on our policy objectives.

7.15 Where possible we have identified quantifiable performance indicators to assess our progress on particular policies. These fall into a number of groups:-

 Modal Share – the proportion of people who travel by particular modes, including bus, train, tram, car, walking and cycling;  Public Transport - including patronage, reliability, punctuality, and user satisfaction;  Need for Highway Maintenance – on principal, non-principal, and unclassified roads;  Emissions – including nitrogen dioxide and other emissions;  Road Casualties – including people killed or seriously injured (KSI), children and young people KSI, slight injuries, and injuries to different types of road user;  Satisfaction – with road condition, congestion and network management, road safety;  Network Management including network reliability.

7.16 In working up the detail of these indicators, we will adopt a proportionate approach, minimising the cost of data collection as far as possible. We will consider setting targets against these indicators once investment decisions have been taken, as part of our annual delivery programme.

7.17 Some of our policies do not readily lend themselves to quantitative measurement. In these cases we will find ways of assessing our performance qualitatively. The LTP Central Team will assess the progress on delivery of our programmes against policy objectives.

Scheme Evaluation

7.18 We will also evaluate schemes (or packages of schemes) on completion, to ensure that they have achieved their objectives and that we learn appropriate lessons which will help us to target our efforts and guide our investment decisions in the future. This represents a major improvement from LTP2. Proposals for all schemes above a certain cost set out how the scheme is to be evaluated and these proposals form part of the scheme assessment process. Appropriate pre-implementation and control data is collected throughout the duration of the scheme to enable effective evaluation to take place when the scheme is implemented.

Risk Management

7.19 The major risks associated with this Implementation Plan and the mitigation measures we are taking are as follows:-

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RISK MITIGATION

1 Funding Levels  We will review the split of funding as between the South Yorkshire Strategic Programme and the District Programmes to get the optimum overall balance.  We will be rigorous in our prioritisation and appraisal of schemes to ensure that delivery plans are absolutely realistic and that potential issues are anticipated at an early stage. 2 Deliverability of the  Scheme affordability and deliverability will be key criteria in Annual Programme establishing our annual programme.  Schemes that require statutory authority or land acquisition will be tested robustly before being included in the annual programme 3 Managing Delivery and  The LTP Team will manage the annual programme, reporting any Cost significant variances and reallocating resources as necessary  Some flexibility will be built in through over-programming.  A reserve list of schemes will be maintained 4 Value for Money  Value for money will be tested before schemes are included in the annual programme  We will particularly look for low cost solutions and schemes with high benefit cost ratios 5 Partner and Public  Thorough public consultation on our Strategy Support  A formal approval process through the District Councils and the SYITA  Consideration by relevant Scrutiny Boards  Close collaborative partnership working through our Implementation Groups.  Publish an annual review of progress

7.20 At a more detailed level we will give consideration to how we might further strengthen risk management of the programme, drawing particularly on the work of the partners whose approach is the furthest developed in this area. Any new arrangements we introduce will be proportionate and cost-effective.

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GLOSSARY

AMMG Asset Management and Maintenance Group ANPR Automatic Number Plate Recognition AQAP Air Quality Action Plan AQCG Air Quality and Climate Group AQMA Air Quality Management BMBC Barnsley Metropolitan Borough Council BRT Bus Rapid Transit CCTV Close Circuit Television CIL Community Infrastructure Levy CNMG Congestion and Network Management Group CRF Congestion Reward Fund DaSTS Delivering a Sustainable Transport System: DfT Department for Transport DMBC Doncaster Metropolitan Borough Council ECML East Coast Mainline ERDF European Regional Development Fund FARRRS Finningley and Rossington Regeneration Route Scheme FITWG Finance and Integrated Transport Working Group GVA Gross Value Added HAMP Highways Asset Management Plan HSR High Speed Rail ITB Integrated Transport Block ITS Integrated Transport System KSI Killed or Seriously Injured LDP Local Development Plan LEP Local Enterprise Partnership LTP2 Local Transport Plan 2: The statutory document that contains the transport strategy for 2006-2011 which is replaced by this strategy and its implementation Plan LTP3 Local Transport Plan 3: A statutory document that contains the transport strategy for the years 2011- 2026 and an implementation plan for a shorter period LTPPG Local Transport Plan Partnership Group MML Midland Mainline MSPB Major Schemes and Policy Board PFI Private Finance Initiative PI Performance Indicators PTB Public Transport Board QBC Quality Bus Corridor QoL Quality of Life (Group) RGF Regional Growth Fund RHADS Robin Hood Airport Doncaster- Sheffield

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RMBC Rotherham Metropolitan Borough Council SAC Speed Awareness Course SCC Sheffield City Council SCR Sheffield City Region SEA Strategic Environmental Assessment: SLG Strategic Leadership Group SMS Speed Management Strategy SQPS Statutory Quality Partnership Schemes SRP Safer Roads Partnership STM Strategic Traffic Management SYCS South Yorkshire Cycle Strategy SYITA South Yorkshire Integrated Transport Authority syITS South Yorkshire Integrated Transport System SYPTE South Yorkshire Passenger Transport Executive TAMP Transport Asset Management Plan TCC Traffic Control Centre TIF Tax Increment Financing VMS Vehicle Message signs W2W Wheels to Work

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APPENDIX 1: IMPLEMENTATION GROUPS

Air Quality and Climate Implementation Group

The group has the strategic lead for the climate change and vehicle emission reduction aspects of the Transport Strategy. Whilst the group has the operational lead for certain specific initiatives and for promoting awareness, much of its agenda is progressed through the activities of other groups and partners.

Policies responsible for:-

R To work to improve the efficiency of all vehicles and reduce their carbon emissions U To support the generation of energy from renewable sources, and use energy in a responsible way V To improve air quality, especially in designated AQMA areas

Asset Management and Maintenance Implementation Group

The role of the AMMG is to provide a multi-agency approach to the delivery of maintenance activities to address the challenges and goals of the SCR Transport Strategy. The AMMG acts as a central point for decision making on maintenance and asset management issues and implements strategies, schemes and programmes of works that improve the condition of the highway and transport networks and protects the economic life of transport assets.

The Highway Authorities are responsible for maintenance in their own districts, with coordination provided by the AMMG. This leads on the development of the transport asset management plan for South Yorkshire, shares experience between the districts, and identifies potential efficiencies, for example in coordinating work along key arterial routes, and in relation to shared procurement.

Policies responsible for:-

M To ensure our networks are well-maintained

Congestion and Network Management Implementation Group

The Group has overall responsibility for the development, implementation and monitoring of the network management aspects of the LTP3 Implementation Plan. It is responsible for identifying the Strategic Road Network in South Yorkshire as a basis for prioritising intervention and investment. The Group comprises nominated Traffic Managers from the four South Yorkshire Local Highway Authorities, who individually have a duty to ensure that each of the Districts discharges its Network Management Duty, together with a representative of the SYPTE.

Policies responsible for:-

To improve the reliability and resilience of the national road network using a range of B management measures To promote efficient and sustainable means of freight distribution, while growing SCR’s C logistics sector To reduce the amount of productive time lose on the strategic road network and improve its L resilience and reliability To apply parking policies to promote efficient car use while remaining sensitive to the J vulnerability of urban economies

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Public Transport Board

Covering all forms of public transport, the Board will deliver a Public Transport Investment Programme, ensure that all future investment in public transport has maximum impact, and that the LTP3 public transport outcomes contribute to the broader Transport Strategy.

Policies responsible for:-

To improve rail services and access to stations, focusing on interventions that can be D delivered in the short term E To ensure SCR is served by HSR F To improve connectivity between major settlements To develop public transport that connects people to jobs and training in both urban and rural K areas To develop user-friendly public transport, covering all parts of SCR, with high quality of N integration between different modes O To ensure public transport is accessible to all P To work with operators to keep fares affordable, especially for travellers in need Z To improve safety and the perception of safety on public transport

Quality of Life Implementation Group

The role of the QoLIP is to develop and oversee delivery of a range of transport interventions aimed at improving health, accessibility and social inclusion. Much of the group’s agenda is progressed through influencing the activities of other groups and partners.

Policies responsible for:-

H To develop high-quality public places S To encourage active travel and develop high-quality cycling and walking networks To provide efficient and sustainable access to our green and recreational spaces, so that they Q can be enjoyed by all residents and attract tourism.

Safer Roads Partnership

The role of South Yorkshire SRP is to provide a multi-agency, proactive approach in South Yorkshire. To do so, it mobilises three key interventions of engineering, education and enforcement, and forges strong links with other policy agendas.

Policies responsible for:-

W To reduce safer road use and reduce casualties on our roads X To work with the Police to enforce traffic laws Y To focus safety efforts on vulnerable groups

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APPENDIX 2: IMPLEMENTATION GROUPS ACTION TABLES

 Invest in low carbon vehicles  Develop low carbon infrastructure  Work with partners to aid delivery of low carbon initiatives eg Plugged in Places  Incentivise low carbon vehicle use (eg preferential parking)  Promote eco-driving initiatives eg ECO-stars scheme  Consider how micro-generation can be incorporated into interchanges, road signs, bus shelters etc  Work with Highways Agency to better manage vehicle flow on national network  Accelerate take-up of cleaner engines  Sustain air quality monitoring and modelling

Air Quality and Air Quality and  Develop solar PV panels and transport interchanges  Investment in:- Climate Group (AQCG) Climate  Low carbon vehicles  Low carbon infrastructure  Promoting more efficient use of vehicles

 Complete TAMP for South Yorkshire  Coordinate Investment Programmes with TAMP to remove any duplication and minimise disruption  Integrate safer roads principles into HAMPs and South Yorkshire TAMP  Carry out regular inspections of highway network to identify defects  Implement junction improvements, traffic calming etc on a ‘worst first’ basis  Build needs of pedestrians and cyclists into remediation works  Ensure cycling and walking routes are well maintained and swept  Ensure high quality lining, signing, and lighting  Maintain all networks in a prioritised manner, including the new Strategic Network  A winter service that has a primary objective which is the safety of all road users  Assessments for asset condition undertaken with particular reference to the strategic network  Factoring the maintenance costs implications into new investment proposals

Asset Management and and Management Asset  Ensure coordination of the Sheffield PFI contract with other sub-regional stakeholders and agendas Maintenance Group (AMMG) Group (AMMG) Maintenance  Continue to develop collaborative approaches to procurement  Securing commuted sums from developers and schemes promoters to cover future maintenance requirements

 Work with the Highways Agency to improve the effective capacity of the M1, A1 and M18  Work with the Highways Agency to keep the A628 and A616 open in extreme weather  Help the Highways Agency to minimise disruption after road incidents  Expand and enhance the ITS and strengthen links with Regional Control Centres  Coordinate Investment Programmes to remove any duplication and minimise disruption  Establish a sub-regional Freight Quality Partnership and other forums, as required, to deal with specific local freight issues to include freight industry and Network Rail representation  Support the freight and logistics industry by developing robust road works and incident information streams  Develop bespoke freight route information and mapping for larger freight distribution centres and destinations in the sub-region  Support proposed ‘inland port’ at Doncaster  Consider, with Network Rail, the most advantageous ways of improving rail freight connections  Consider potential for shifting more freight from road to rail or waterways and for rail-road distribution centres  Produce a South Yorkshire Freight Strategy and Action Plan  Develop consistently applied parking policies for the short term  Consider, at the appropriate time, any necessary measures such as higher long-term stay parking fees and workplace parking levies, to promote efficient car use  Improve core network management processes eg permit to work in the highway scheme  Selected investment in the strategic network, having regard to the prioritisation of route sections.  Expand and enhance the ITS to help improve capacity  Strengthen inter-agency contingency planning  Develop a process with partners to learn lessons from events and enhance plans  Make the VMS system fully operational  Complete the installation of ANPR cameras and connection to the system

Congestion and Network Management Group (CNMG) Group Management Network and Congestion  Enhance radio capacity  Further develop bus priority sequencing  Maximising the current technology and extend the operational hours of the TCC  Further investigate the introduction of a permit to work scheme

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 Expand use of CCTV  Improve levels of lighting at stops and stations after dark and seek ways to increase staff presence  Improve perceptions of safety through travel planning and advice  Continue working with schools to encourage positive behaviour of younger passengers  Lobby and work with Government to ensure funding is sufficient to deliver the accessibility needed in the city region  Supporting the national concessionary travel scheme through adding local increments to the national Government scheme, for example extending it to the tram system, and providing child concessions  Work with operators in partnership and lobby to keep fares affordable  Agree discount on pre-paid ticketing for future Smarter Choices campaigns  Ensure special attention is paid to those with particular needs or learning disabilities (in vehicles, infrastructure and service provision)  Invest in low floor buses  Provide raised kerbs at bus stops  Make public transport a competitive travel option, through delivery of Public Transport Implementation Plan  Develop and maintain close voluntary and statutory partnership working with bus operators and, if necessary, quality contracts  Provide small, medium and large park and ride sites and associated ‘ride’ services  Develop and improve interchanges and mini-interchanges  Improve the integration of public transport with walking and cycling  Continue to develop a flexible integrated multi-modal ticketing alongside the ‘Yorcard’ smart ticketing system for West and South Yorkshire;  Ensure accessibility planning and updating the ‘tendered services criteria model’ provide good level of accessibility at the times people need to use them, as well as connecting people to jobs (policies G and K)  Make full use of public transport service options available (including demand responsive and scheduled services)  Enhance access to most relevant or useful essential services  Deliver ‘Smarter Choices’ measures to inform people of the transport choices available  Continue to invest in our ‘Real Time’ system to provide information to public transport users to inform their choices and provide peace of mind.  Provide other public transport options, including Community Transport buses, dial-a-ride and other solutions to help meet travel needs  Provide services targeted on accessibility to work, training and education  Work with employers and developers to provide services that match patterns of working  Work with large travel generators (hospitals, universities, retailers) to provide flexible public transport Public Transport Board (PTB) (PTB) Board Transport Public options  Identify and implement the most efficient public transport solutions, including community transport and demand responsive transport, to meet local needs  Continue to implement bespoke solutions (eg wheels to work, car sharing, car clubs, taxi initiatives) where they show value for money  Continue to develop information tools that enhance access to public transport  Improve connectivity between Barnsley, Rotherham, Sheffield and Doncaster, and access to Dearne Valley. In the first instance examining options between Barnsley and Doncaster  Implement further key bus route and Smart Route improvements  Identify and correct small scale problems across county (eg ‘hotspots’ programme  Continue to develop and implement major schemes between urban centres and to improve travel to work links, including:-  Sheffield-Rotherham tram-train scheme  Supertram: provision of additional vehicles  BRT North scheme through Lower Don valley  BRT South scheme through Waverley Masterplan area  Identify accessible location for HSR station  Implement further key bus route and Smart route improvements  Identify and correct small scale problems across county (eg ‘hotspots’ programme)  Develop park and ride on key strategic routes focused on the largest urban centres  Revise supported services criteria to reflect emphasis on employment and economic development  Work with operators to define new ways in which local and national funding  Lobbying to undertake a greater role in rail franchising  Ensure public transport facilities are well maintained  Press for SCR to be served by HSR

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 Implement further key bus route and Smart Route improvements:-  Barnsley to Wakefield  Balby Road, Doncaster  Rotherham Central Core  Ecclesall Road, Sheffield  Improvements to:-

 Local Rail Stations  Park and Ride Sites  The Tram Network  Bus Stops Press for:-  Electrification/enhancement of sections of the MML (in particular in the East Midlands)  Journey time and capacity improvements to MML, ECML and between city regions  Work with operators and Government to seek improvements to service patterns, frequency and journey times to London, Manchester, Leeds, Nottingham and other key destinations  Work with Network Rail to seek improvements to connectivity and journey times between Sheffield and Manchester, including the remodelling of Dore Junction; Sheffield-Swinton-Moorthrope including Holmes

Public Transport Board (PTB) Board Transport Public Chord improvement; Doncaster-Wakefield  Continue to lobby for improvements to Sheffield-Barnsley-Leeds line (especially Horbury Junction), higher capacity on the Penistone line.  Secure improvements to train capacity, additional carriages, new rolling stock, and Holmes Chord improvement  Provide public transport access to existing and new stations  Provide information and travel planning services to support access to gateway stations

 Ensure car access to green spaces is managed  Provide alternative public transport options for accessing green and recreational spaces  Improve walking and cycling infrastructure to green and recreational spaces  Improve Rotherham Station and its links to town centre  Make improvements in Dearne Valley  Improve urban design, removal of sign and street furniture clutter when undertaking transport schemes and maintenance programmes  Enhance on and off-road cycling and walking network  Provide better facilities for cyclists and pedestrians at rail stations/interchanges, employers and service outlets  Implement SYCS  Linked District-level cycle action plans  Cycling and pedestrian training and safety initiatives  Tackle the barriers to the use of public transport  Improved marketing and promotion through targeted travel behavioural change campaigns  Information, travel advice and personalised travel planning covering the whole journey experience  Travel planning schemes with employers and service organisations  Implement pilot electric bike leasing scheme for large organisations  Expand ‘BikeIT’ project  Build on the pilot of Bike Boost scheme Quality of Life Group (QoL) (QoL) Group Life Quality of  Develop the Sheffield City Centre Bike Park  Develop the Sustrans Connect 2 initiative connecting South Yorkshire and North Yorkshire  Develop Access to Opportunities Phase 2  To develop a county wide travel plan portal  Establishment of a county wide travel behaviour programme  Encourage organisations to adopt practises that minimise unnecessary commuting  Encouraging organisations to introduce flexible working hours  Enable/encourage car share clubs  Develop countywide rollout of the successful Bus IT scheme  Continuation of the W2W

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 Continue training, education and campaign activities and driver/rider behaviour programmes  Deliver district safer roads programmes, engaging local people through neighbourhood forums, community assemblies etc  Consolidate ‘worst first’ approach for engineering work and extend to educational and enforcement activities  Deliver programme of local safety scheme interventions at identified sites and routes of recurrent casualties  Improve monitoring, analysis and evaluation of road traffic collisions to improve targeting and strengthen preventative approach  Expand role and remit of Road Safety Audit process  Monitor public transport casualty figures and incorporate improvements in Key Routes, Hotspots etc programmes  Minimise tram-related incidents through (car and tram) driver training and education  Analyse offending and casualty information to determine enforcement priorities  Review operation and site selection policy of the SCP and consolidate camera deployment and usage  Review and update SMS  Explore ‘community speed watch’ initiatives  Expand parking and bus lane/gate enforcement and other moving traffic offences  Sustain analytical work to pinpoint key risks  Effective speed management in residential areas, including exploring further use of 20 mph zones, Home Safer Roads Partnership (SRP) (SRP) Partnership Roads Safer Zones and Shared Spaces  Continue programmes for children and young people, including education and training, school travel plans, Safer Routes to School, walking buses, and seat belt/child restraint promotion  To integrate safer roads principles into the HAMP  Child pedestrian and cycling training and road safety education  Engaging with school travel plans and school gate parking issues

 Progress FARRRS  Enhance public transport access to RHADS  Improve rail access to Manchester Airport, including schedules, reliability and frequency  Increase capacity of White Rose Way (A6182)  Waverley Link Road to the Advanced Manufacturing Park  BRT North scheme through Lower Don Valley  BRT South scheme through Waverley Masterplan area  Improve access for M1 to employment growth points in Barnsley  Ensure transport policy is reflected in LDPs  Ensure forward land use plans are focussed on development in places easily accessible by public transport  Work with operators and developers to ensure appropriate provision of public transport to serve new developments  Ensure good walking and cycling access to local facilities as a consideration for development  Work to support of the A61 Penistone Road Smart Route scheme Strategic Leadership Group (SLG) Group Leadership Strategic  Development of proposals for Integ8 park and ride network

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